Monthly Archives: July 2010

Innovation Requires Continued Engagement

Like it or not, all successful innovators share at least one characteristic with Blanche Dubois. We rely on interactions with strangers to drive our best ideas. Thanks to Tim Kastelle, I found this recent work by Jared Diamond, who uses anthropology to demonstrate that people need interactions to create and sustain new technologies. Diamond uses the example of Tasmania, which ...

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Innovation Begins with Fascination

The Happy Virus

I own a huge library of books on innovation. Mostly hardcover. The $27.95 variety with big indexes and forwards by people who make more money than I do. Some of these books are actually good. Most of them bore me. (I must confess I have a secret desire, whenever I enter a bookstore, to put glue between pages 187 & ...

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Innovation Perspectives June Wrapup

Innovation Perspectives is our monthly feature to present our loyal readers with different perspectives on a single topic all in one place along with the ability to compare, contrast and discuss them in the comments here on Blogging Innovation and in the Continuous Innovation group on LinkedIn. June’s topic was: “What are three specific actions that a non-innovative company can ...

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Making Idea Programs Successful

It seems so simple – implementing an Idea Program. You invite everyone to give ideas; you evaluate the ideas and implement the ones that are promising. But unfortunately it is not that simple. I have seen many companies fail badly with their idea programs and ended up with hundreds or even thousands of ideas stuck at the evaluation phase or ...

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In Praise of Irrationality

As anyone who’s ever cheated on a diet, bought an overpriced meal, or voted in an election can tell you, most of our decisions aren’t rational; they’re emotional. Dan Ariely, a behavioral economist at Duke University, knows this all too well. His new book The Upside of Irrationality, takes a close look at the many factors that motivate irrational decisions. ...

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Innovation Perspectives – Three Baby Steps to Innovation

This is the thirteenth of several ‘Innovation Perspectives‘ articles we will publish this week from multiple authors to get different perspectives on ‘What are three specific actions that a non-innovative company can take to become more innovative?’. Here is the next perspective in the series: by Rocco Tarasi When we think of innovative companies we think of the Apple, Google, ...

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Innovation Perspectives – Environment to Spur Innovation

This is the twelfth of several ‘Innovation Perspectives‘ articles we will publish this week from multiple authors to get different perspectives on ‘What are three specific actions that a non-innovative company can take to become more innovative?’. Here is the next perspective in the series: by Jose Mello To set up an innovation culture in a company, one basic need ...

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Innovation Confusion

At the recent E2.0 Forum, I described a particular dynamic I’ve found: there is no set definition of innovation. It’s a concept where everyone has an intuitive sense of what innovation is, but would have a hard time formalizing a definition. Much like the way U.S. Supreme Court Justice Potter Stewart described pornography: I shall not today attempt further to ...

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Innovation Perspectives – Don't Be Michael Jordan

This is the eleventh of several ‘Innovation Perspectives‘ articles we will publish this week from multiple authors to get different perspectives on ‘What are three specific actions that a non-innovative company can take to become more innovative?’. Here is the next perspective in the series: by Ric Merrifield Michael Jordan failed at baseball because he tried to be something he’s ...

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Make Your Competitor’s Strategy Decisions for Them

I was meeting with the relatively new CEO of a client recently to analyze the company’s marketing strategy. Discussing an area where our client has used one strategy and its primary competitor has taken completely the opposite strategy, the CEO said he’s skeptical of any business value his company thinks it’s getting from the effort. The reason? Because the competitor ...

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