Fuzzy innovations are not just loveable they are ROI’able

What is the point of a fuzz NPD efforts and how do you mitigate them when the outcomes are fuzzy and the focus is process improvement, concept generation, and concept testing – the quick path to determine the value of NPD efforts. In The Fuzzy Front End of New Product Development for Discontinuous Innovations we see the mechanisms, the models and alternatives to quickly determining NPD sweetspots for product innovations.

Ambidexterous Organizations don’t just use both hands, they use all of them.

How many hands does Shiva have? How many arms does your organization have? How can you coordinate them all for continuous innovation? In Organizing for Continuous Innovation: On the Sustainability of Ambidextrous Organizations we see extended time frames as the key along with several other factors that promote rapid NPD and continuous innovation plays inside and outside the organization.

Embracing Innovation as Strategy = direct ROI

Innovation and corporate venturing is usually a function of existing product lines and sometimes can even be considered disruptive incrementalism per our entry from april of this year. How can your firm imbrace innovation strategy for corporate strategy? Here’s how.

Creativity and the Exploitation of R&D – how to get your ROI straight out of design

How can you extract short-term R&D output and longterm R&D exploration of new technological goals? Focus on technological change, and second the control of complementary assets in the dominant design. And when that fails, innovate. Here’s how you can use Creativity for the Exploitation of R&D

Internal and External coordination in NPD – Making it work for your Firm

How is it that the links between external and internal NPD efforts can drastically effect the way your firm makes innovations? Breakthroughs? Mechanisms and specific behavioral changes allow for faster integration of new products and efforts by coordinating efforts in partuicluar ways. Links between Internal and External Cooperation in Product Development shows a few of them.

There are rules to innovation? Yes. At least 4.

Clay Christensen has set of rules. Emperically validated and checked, and all related to the way that new technologies are able to enter into the market and produce increasingly sophisticated users who demand more of these products and hopefully from the same value chain members. How is this accomplished? The Rules of Innovation

It’s not just innovation it’s innovation People

It’s not easy to deal with Managing People to Promote Innovation inside an organization because the reality is that the management is often the process of intrapreneurship. Unlike Entrepreneurshuip the waters inside an organization are a function often of fiefdoms In an article in the CREATIVITY AND INNOVATION MANAGEMENT journal above we see the basic outlines of mechanisms to keeps firms producing consistent innovastions and moving towards ROI specifically within the context of it’s people

older products + older users + new rules = big ROI

What is it about the way different generations perceive different functional capabilities ? Why is it that a young person wants to have their own way of doing things and an older person thinks these ways are not theirs? Ego? Functional specifics? No. A technology Elder Boom and previously is how you make it work inside your own firm.

Disruptive Incrementalism? Disruptive Innovation? Anything but the status quo is not disruptive.

It’s been argued that anything outside of the norm is considered disruptive. In actualoity that is called business, competition, and essentially, NPD. But how does disruptive incrementalism work and how can it benefit your organization? The like previous tells how to get started.

Innovation labs? It’s all in the physical

How is it then that a space can effect the pickup or desemination of innovation? This is the question that many organizations have posed and not many have understood. The Organizational Innovation Lab MAKING IT WORK CREATIVITY AND INNOVATION MANAGEMENT gives an insight into how this works, how it can work for you and of course, how this can turn into company wide ROI.

Looking to the Past for The Future’s Innovations

How did Marconi invent the wireless transeveier? A workshop. How did HP pump out the 1^st rounds of technologies that no one had seen before? A workshop. And MIT’s artcle on Looking to the Past for The Future’s Innovations tells how your firm can benefit from the same capabilities.

Telematics, Wireless Entertainment for Wheels – They're spinnin', They're spinnin' !!!

What’s happening in the car is yet another example of the power of wireless capabilities. From WAP to emerging technologies, it is what you carry in your pockets, your “phones” that will have the greatest impact on your shopping, research and driving experience and the car is yet another frontier for the expansion of the technology. MIT gives a good direction in their Wireless on Wheels article.

Can the Japaneese even crack creativity? Yes & very well.

Suggestions. Suggestions. Suggestions. How is it then that a culture so focused on hierarchial mechanisms for incrementalism benefits so highly from a suggestion based system? Simple. Focused incrementalism on the suggestions themselves. Of 10 firms systematically researches, all 10 had between 38 and 833.2 suggestions per employee greatly increasing the value to the firm of new product development initiatives as well as solutions to existing problems. How did they do it?  Here is how; Cracking the Incremental Paradigm of Japanese Creativity