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Innovation project or Innovation Capability?

Jeffrey Phillips

I've been writing, speaking and consulting about innovation for over 15 years, and I'm constantly amazed by the different perspectives and definitions about innovation. Innovation theater is very similar to what ecologists call "greenwashing" and both are bad for their respective movements.

Project 209
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The appropriate innovation speed: slow, then fast

Jeffrey Phillips

At the time I was writing this post, I was concerned that too many companies were under too much pressure to speed up their innovation activities and generate some interesting new ideas. Otherwise, speed can kill an innovative idea. The problem with that speeding up concept was that most companies were starting from zero.

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The cost of delaying innovation

Jeffrey Phillips

The question management teams are asking and answering is: how can we manage our near term costs to keep the investors happy in the short run? Note that this is NOT a bad question to ask, because investors are constantly watching the effectiveness of the management team and want to see companies hitting their numbers.

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Do You Know How to Identify and Nurture Innovation Talent?

IdeaScale

Many companies today are experiencing an accelerated pace of change. As the world around us changes, how do successful companies drive change internally? Now we find that a new set of skills is necessary, and many companies aren’t sure how to identify and cultivate these skills. They will be much happier. But not all diversity.

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The Future of Design Thinking: Integrating Artificial Intelligence for Success

Leapfrogging

This process is widely adopted by managers, executives, and consultants to drive new product development, service innovation, and business model refinement. How AI Complements the Design Thinking Process AI augments the Design Thinking process by providing advanced data analysis, pattern recognition, and predictive capabilities.

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Innovation is too easy

Jeffrey Phillips

When I write that "innovation is easy" what I mean is that innovation as practiced in many corporations is rapid, inexpert and quickly converges on a simple solution. Innovation rarely has the preparation, commitment or effort applied to it to really succeed. But commercialization is hard in this setting, for several reasons.

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Innovation and N "X" D

Jeffrey Phillips

The guy who stole a march on Ford, and really defined the automobile company structure that we have today was William Durant. While Ford grew rich on the Model T, his company grew stagnant and failed to understand the wants and needs of customers. Instead of cars, they are working on innovations.