Recently, the Boston Consulting Group (BCG) has published key findings of their latest “Most Innovative Companies 2014” survey. Beside the annual ranking, headed by the top three companies Apple, Google and Samsung, some insightful outcomes with regard to organizational and cultural requirements have striked my eye. According to BCG’s research, successfully innovating companies approach innovation as a system. The system is rooted in experimentation, […]
We often think that great new ideas get adopted rapidly. Unfortunately, this is untrue. In order to innovate effectively, we must understand the role that time plays in innovation.
Can we predict which disruptive innovations will win? No. What should we do then? Here are some ideas from Nassim Taleb, Vinod Khosla, Marc Andreessen and Tren Griffin that give us some guidance.
What happens if we think of our organisations as idea-processing networks instead of widget-producing machines? To start with, everything changes…
Do you know who invented the computer? Most people don’t – I’m not even sure that there is an answer to that question. The fact that we don’t know tells us a lot about how innovation actually works.
The ideas that move us forward often seems nuts. But if we’re trying to make a mark on the world, those are the only ideas that will do the job.
When we try something completely new, people often want to see proof that it will work. Of course, there is no proof if the idea is genuinely new. Instead of proof, we have to rely on weak signals. Successful innovators find these and amplify them.
The percentage of people reading books these days might surprise you. Identifying our false assumptions can lead to huge innovation opportunities.
Most of us have an extra gear that rarely kicks in. The three obstacles to hitting your top gear are ignorance, apathy and fear – and we need to work through all three to innovate.
I just started writing for Harvard Business Review Blogs. Here is the story of how I almost blew that opportunity, and how I finally made it work by doing what I already know works: experimenting.
Many organisations try to increase innovation by copying the successful techniques of other firms. This rarely works. Instead, you need to develop your purpose first. It’s this underlying philosophy that drives success, not tools.