Tuesday, 10 January 2017

Innovation Teams Means Weaving Across Skillsets

Radical innovation has become an important element in new product development and the management of innovation teams is increasingly important in order to maximize performance. How is it done?
 
 
Creating, Growing and Sustaining Efficient Innovation Teams describes various structures for innovation teams and the results that each achieve further examining a profile study in order to illustrate the empirical evidence. Excellent.
 


 Share on Linked-In        Email to a friend        Share with a friend on Facebook          Tweet on Twitter           Share on Google+









. . . . . . . . . . . .


Tuesday, 3 January 2017

Predictors of the Survival of Innovations

Predictors of the Survival of Innovations details a clear ‘survival’ model for new product design and + R&D efforts. Organizational readiness, product manufacturability, aesthetic punch, all these factors contribute to launch success and oddly, it seems to boil down to 3 important levels.



Through the identification of three key success factors: anticipation of demand, profitability, technological maturity it creates a formula for anticipated return of a product. Great for assessing the success of ideas and NPD efforts inside emerging firms.




 Share on Linked-In        Email to a friend        Share with a friend on Facebook          Tweet on Twitter           Share on Google+









. . . . . . . . . . . .


 

Tuesday, 27 December 2016

When "Innovation" + R&D Taxes Are Worth More Than Incrementalism

Innovation is a completely loaded word these days, and more, undecipherable from the original definitions created by Joseph Alois Schumpeter in early 1900's. Oddly these original Schumpeter definitions are the exact ones that firms are forgetting when discussing how they can further develop their organizations "innovation" competency as well as new product development pipeline. Why? Because innovation = disruption and that ruffles corporate feathers.

In an effort to bring this "innovation disparity" forward into the public eye as currently innovation disparity has become formally part of new tax credit systems specifically focused on increasing a firms ability to deliver necessary experimentation leading to new product enhancements, and eventually breakthroughs - the point and exact definition of innovation. As detailed in "The New and Improved R&D Tax Credit: The Tax Deal Manufacturers Will Be Celebrating for Years to Come" we see the underpinnings and full details of how innovators are taking advantage of this and as sanctioned by many governments worldwide.

 


 Share on Linked-In        Email to a friend        Share with a friend on Facebook          Tweet on Twitter           Share on Google+









. . . . . . . . . . . .


 

Tuesday, 20 December 2016

The Ameoba Innovation Model: Push Foward to Create, Pull Sideways to Align

Recently an article in Harvard Business review titled, "Aligning with the Consumer Decision Journey" discussed the value of "the loyalty loop" and it's value to the firms core ethos. Oddly however this is only 1 of two or more basic models. In short it is the corner stone of the quite valuable factor of: "the customer is always right" an adage that creates incredible loyalty in its own right. The question however is what value is asking groups who are primarily basing the understanding of "new" as an extension of the old. Aligning then is a pull strategy. 

Alternatively, and quite rightly so, a push model, suggests the "eat what you are given" model which often delivers greater "newness" but also at the expense and responsibility of the delivering organization to continue to innovate from within. Aligning with the consumer can then become another mechanism for tired design and complacency.


Aligning with consumers can be viewed as a mechanism for outsourcing "newness" to the group - that the social consensus holds more collective vision than a core team of specialized creators - the European model. Oddly, from within the design world: aesthetics, visual direction, and even in many cases functionality, specialized creators vastly push father than collective alignment.
 

Simply the innovation cycle comes from aligning by pulling, but 1st from creating by pushing, researching requiring development, investment and leader based deployment. Social media is not the answer, but primarily a step in the direction of awareness equaling breakthroughs and equaling innovation via creation deployment.


 Share on Linked-In        Email to a friend        Share with a friend on Facebook          Tweet on Twitter           Share on Google+









. . . . . . . . . . . .


Tuesday, 13 December 2016

R&D + Sales = Hand In Glove Innovation

The mechanism as described in The Impact Of Vertical R&D Cooperation On Firm Innovation - An Empirical Investigation BY Innovation Type Demand   details the Informal modes of R&D cooperation. 


With informal exchanges of technological knowledge a higher significance of innovation behavior occurs than formal efforts joint ventures, joint development teams etc. mechanisms leading to the strange conclusion that natural forms of influential users is the key to uptake in emerging technology and design efforts. 


 Share on Linked-In        Email to a friend        Share with a friend on Facebook          Tweet on Twitter           Share on Google+









. . . . . . . . . . . .


Tuesday, 6 December 2016

ROI Isn't The Only Function of Deisgn - But It Isn't The Last Either

How is it that creativity is mitigated in an environment of corporate watchdogs and ROI demands? As a balanced factor for getting the new into the now.


Five NPD models presented: the sequential, compression, flexible, integrative and improvisational detail a mechanism for product innovation management and illustrate a changing position to less mechanistic, and towards organic models of, in particular, creativity better accepted as Order or maybe “Disorder” in Product Innovation Models. Why is this case? Because without sales, there is no factor proportional enough to cause success for new products. Creativity is only as good as a market that pays for value.



 Share on Linked-In        Email to a friend        Share with a friend on Facebook          Tweet on Twitter           Share on Google+









. . . . . . . . . . . .




 


 




 
 

Tuesday, 29 November 2016

Design and Innovation Does Not Mean "Now" or Else. But How?

Mechanism for incremental NPD efforts is the assumption that the NPD efforts are based on "Now" and not a the time honored R&D model of investigative exploration.

 



With Innovate or Die - Is that a Fact? we see that skipping over the foundations of managing spontaneous ideas causes penthouses built on moving sand where as creating a long term innovation and R&D pipeline is the path to sustained market dominance.



 Share on Linked-In        Email to a friend        Share with a friend on Facebook          Tweet on Twitter           Share on Google+









. . . . . . . . . . . .


 

Tuesday, 22 November 2016

You Want Radial Design? Radical Innovation?

Through five case studies in radical innovation development, The Nexus of Corporate Entrepreneurship and Radical Innovation concludes that proactiveness, risk taking and autonomy are stimulants where as aggressiveness has a negative effect on development and performance.



An excellent example and framework for Innovation and disruptive design launches also comes from the work by Roberto Verganti in his seminal work "Design-Driven Innovation" where we can see the necessity for larger and more time consuming efforts to shepard into existence more forward thinking design initiatives. Such an example is the Topiade Moving Pin Building Façade design completed in 2006 and launched in Russia in 2014 at the Sochi Olympics more than 7 years ahead of schedule.


 Share on Linked-In        Email to a friend        Share with a friend on Facebook          Tweet on Twitter           Share on Google+









. . . . . . . . . . . .