Wed.Apr 13, 2022

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Are you solving a problem, or do you have a solution looking for a problem?

Idea to Value

They are not the same thing. An innovation is only valuable if the customer perceives value in it. And for this to happen, the customer needs to feel like the solution is addressing some sort of problem or job to be done which they have. Too many startups, founders and inventors get this equation the wrong way round. They find or develop a solution (whether this is a new technology, product, service or anything else they create), and expect that people are going to come to them to buy it.

Examples 227
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Choosing Conscious Leadership: Our 2021 Impact Report

Econic

At Econic, we are committed to expanding our understanding of our impact and choosing conscious leadership. Our first impact report With the recognition that what we do is interconnected with people, communities, and our planet, we have learned that considering impact requires us to embrace complexity and nuance. As we continue our process towards B Corporation certification, we are happy to share Econic’s first impact report.

Report 105
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A quick and easy way to think outside the box

IdeaSpies

We think in boxes, not only as individuals but as a group or team.

Groups 156
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Chance to Help Make Futurism and Foresight Accessible

Innovation Excellence

I’ve been hard at work building all kinds of tools to help innovation, change, transformation and design thinking practitioners be more successful in their jobs.

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Peak Performance: Continuous Testing & Evaluation of LLM-Based Applications

Speaker: Aarushi Kansal, AI Leader & Author and Tony Karrer, Founder & CTO at Aggregage

Software leaders who are building applications based on Large Language Models (LLMs) often find it a challenge to achieve reliability. It’s no surprise given the non-deterministic nature of LLMs. To effectively create reliable LLM-based (often with RAG) applications, extensive testing and evaluation processes are crucial. This often ends up involving meticulous adjustments to prompts.

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SIMPLE WAYS TO INCREASE CREATIVITY IN YOUR ORGANIZATION

Michael Michalko

Simply put, the key to increasing creativity in any organization is to make it start acting like a creative organization. Suppose you wanted to be an artist: You would begin behaving like an artist by painting every day. You may not become another Vincent Van Gogh, but you’ll become much more of an artist than someone who has never tried. Similarly, you and your organization will become more creative if you start acting the part.

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The Suggestion Box Strikes Back!

Innovation Excellence

How collaboration platforms can turbocharge your innovation efforts GUEST POST from John Bessant Organisations need to innovate. So far, so blindingly obvious.

More Trending

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SIMPLE WAYS TO INCREASE CREATIVITY IN YOUR ORGANIZATION

Michael Michalko

Simply put, the key to increasing creativity in any organization is to make it start acting like a creative organization. Suppose you wanted to be an artist: You would begin behaving like an artist by painting every day. You may not become another Vincent Van Gogh, but you’ll become much more of an artist than someone who has never tried. Similarly, you and your organization will become more creative if you start acting the part.

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This Company Turns Plastic Garbage Into Construction Materials

Entrepreneur - Innovation

ByFusion has found a new way to reuse plastic that would never get recycled.

Company 92
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Connected care: re-shaping the lives of diabetes patients

Board of Innovation

How connected solutions can shape the future of medical care for chronic illnesses. The post Connected care: re-shaping the lives of diabetes patients appeared first on Board of Innovation.

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How to advance your career as a corporate innovator

Strategyzer Innovation

How to advance your career as a corporate innovator.

How To 81
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How Mature Companies Are Scaling Transformational New Businesses

Scaling transformational innovations in large companies is challenging due to ‘Company Fit’ issues, which arise when the resources, processes, and priorities (RPPs) of the core business are not aligned with the needs of the new business. Many companies have learned how ambidexterity—the ability to both ‘exploit the present and explore the future,’ can help them address these issues for ideation and incubation of new innovations, but scaling transformative business innovations remains a challenge