Remove who-are-we
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Innovation Department Best Practices: A Talk with Peter Berger

IdeaScale

Peter Berger is the Director of Innovation for EmbraerX, a Silicon Valley innovation unit of Brazilian aerospace company Embraer. EmbraerX’s concept of a short-commute VTOL, for example, definitely pushes boundaries, but it also plays to Embraer’s strengths. The Components of a Productive Innovation Department.

Ideation 196
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IM Award Lessons: Improving Customer Success Through Innovation

IdeaScale

Every year, IdeaScale hosts the Innovation Management Awards to award organizations who have demonstrated a level of sophistication in their innovation strategy that has had a measurable impact on their business. IdeaScale: Ben, why don’t we get started by you introducing yourself and the company you work for?

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Why innovation must become the new core competency

Jeffrey Phillips

But what most companies get wrong is that they want to create an innovation and then make it palatable and safe, to fit within the standards and norms of the existing business, like capturing lightning in a bottle. Innovating once is easy, innovating consistently over time is difficult. Here's where the issues start.

Agile 157
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Here comes the hypenated innovation offering

Jeffrey Phillips

Now you can have chocolate beer, artisanal beer, birch beer, pumpkin beer, beer from the mountains, from the coast, etc) and a host of other products and services. Unfortunately, we are reaching peak innovation offering, which means we'll soon see the dreaded hypenated innovation offering.

LEAN 100
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How To Build An Innovation Capability That Lasts

Innov8rs

Building An Innovation Capability: Limits To Overcome Innovation is about bringing something new to the market that has value for customers and (hopefully) generates profit for the business. More than just product innovation, innovation encompasses services, processes, experiences, business models, and more.

How To 59
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Innovation and Maturation

Jeffrey Phillips

So many companies make so many claims about innovation, and yet so few are really, deeply engaged in innovation. In the next decade we'll say goodbye to some of the firms who are talking about innovation but aren't exercising the muscles. Can we create a barometer of innovation capability and engagement?

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Why being ambidextrous is not enough - looking ahead to 2020

Jeffrey Phillips

It's about that time of year where we begin to look back, to think about what we've accomplished and what lies ahead. Knowing that the end of the year is in sight, and the holidays are almost upon us, we anticipate work slowing down, and perhaps for just a few days we can actually think - really think - about what's going to happen in 2020.