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Showing posts with label innovation. Show all posts
Showing posts with label innovation. Show all posts

Tuesday, May 24, 2011

Download: LBi/bigmouthmedia Innovations in Retail white paper

Download now

LBi/bigmouthmedia Innovations in Retail white paper

The white paper, authored by digital experts across both LBi and its media arm bigmouthmedia, draws in knowledge of trends in digital retail, explains their impact and looks into how they can be harnessed by brands to engage and reward consumers and to develop brand and retail loyalty.  Areas under the microscope include new technology in retail, mobile retailing, integrated marketing, display technologies, CRM and social customer service, affiliate marketing, multi-channel user experiences and creative social media.

To download your copy of the white paper (PDF) please fill in the short form below.

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Wednesday, May 11, 2011

#Android@Home: #Google Gets Serious About the Smart Home

Android@Home is a new Google framework,announced today, that will allow you to control everything in your home from an Android device. It's an exciting development from Google, which up till now has been on the periphery of the Internet of Things - the fast-evolving trend where real world objects are connected to the Internet.

http://www.readwriteweb.com/archives/androidathome_google_gets_serious_about_the_smart_home.php

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Friday, May 6, 2011

In the Name of Engagement: #Facebook Auto-Suggests Friends in Status Updates & Comments

Before now, Facebook let users tag their friends in updates and comments by simply including the "@" symbol before they started typing the name. But that was unintuitive for many. Last summer, the company began testing auto-suggest for tagging friends, but the feature later disappeared. It began predicting names after three letters and was likely more annoying than useful. The difference now, it would seem, is that you need to type your friend's full first name, properly capitalized, before the list drops down. For example, "John" shows all my friends named John, but "john" doesn't.

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Saturday, April 30, 2011

How Good Designers Think - Simon Rucker - The Conversation - Harvard Business Review

Firstly, good designers don't tend to think about consumers; they think about people and what they want and need. It's a subtle point, but thinking about people as consumers immediately dehumanizes them and makes it harder to empathize.

Secondly, good designers like observing — really looking at what people do rather than simply relying on what they say they do. As Paul Smith once explained, when asked where he got his ideas from: "You and I could walk down the street together and look at the same things, but I'd SEE ten times more than you would."

Thirdly, they bring expertise in other categories and industries to bear on problems in others. They pull together threads from different functions, disciplines, fields, and sectors, and integrate them into a new and (the dreaded word) "holistic" understanding.

Fourthly, good designers look at what might all change in the short, medium and long-term, by engaging with the best trends and forecasting intelligence. Unlike other crystal ball gazers they use this prescience to help them understand how they could bend the future, shape it to their vision.

And lastly, good designers pressure test their conclusions by consulting with other cultural 'interpreters' from a broad range of other disciplines.

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Friday, March 4, 2011

Four New Types of CIO for the Future

Wang is a global traveler who meets with CIOs on a constant basis in his role as principal analyst and CEO of Constellation Research, an independent firm with a key focus on the transitions the enterprise is experiencing.

In the report, he proposes four new types of CIO: Chief "Infrastructure" Officers, Chief "Integration" Officers, Chief "Intelligence" Officers, and Chief "Innovation" Officers.

"The top CIOs will seek mastery of all four personas," Wang writes. "Others will bring expertise within the four personas into the team."

Chief Infrastructure Officers

Infrastructure officers will do much of what is expected of modern CIOs: reduce infrastructure costs, manage legacy technology and ensure smooth IT operations. Top priorities for infrastructure officers will include eliminating "shelfware," adopting virtualization and cloud technologies, and renegotiating contracts.

Chief Integration Officers

Another term for this might be "Chief Connection Officer." The integration officer will connect various IT systems. One important task will be bridging legacy and cloud services.

Chief Intelligence Officers

We don't need to tell you that data is the future. The intelligence officer will be tasked with getting the right data to the right people on the right devices. Their top priorities will be establishing and measuring key performance indicators, improving data quality and choosing the right business intelligence and analysis tools.

Chief Innovation Officers

We've seen this title thrown around a lot over the past few years. A few months ago, Business Week did a piece on this role. According the article, AMD, Citigroup, Coca Cola, DuPont, Humana and Owens Corning all have chief innovation officers.

According to the Constellation report, innovation officers will focus on identifying disruptive technologies and finding ways to apply them in the enterprise.

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Wednesday, February 23, 2011

3 Ways to Encourage Risk-Taking - Harvard Business Review

Over the past few years, the economy has forced many companies to play it safe and take few, if any, risks. If your company culture has become — or always has been — risk-averse, try doing the following three things to turn it around:
  1. Evaluate risk-taking. Take an honest look at your company or unit and assess whether people avoid risks. Utilize interviews, skip-level meetings, or anonymous surveys to gauge whether people feel anxious or hold back ideas.
  2. Make idea-sharing safe. Create a "safe space" where managers and employees can voice their concerns, feedback, and ideas — without fear of retribution.
  3. Experiment. Ask a team in a part of the company you want to grow to conduct a series of rapid-cycle experiments to test new ways of working. Make it explicit that failure is acceptable as long as learning comes
    from it.

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Friday, February 18, 2011

A Bias against 'Quirky'? Why Creative People Can Lose Out on Leadership Positions - Knowledge@Wharton

In a paper titled, "Recognizing Creative Leadership: Can Creative Idea Expression Negatively Relate to Perceptions of Leadership Potential?" to be published in the March 2011 issue of the Journal of Experimental Social Psychology, Mueller and co-authors Jack A. Goncalo of Cornell and Dishan Kamdar of ISB undertook three studies to examine how creative people were viewed by colleagues. The troubling finding: Those individuals who expressed more creative ideas were viewed as having less, not more, leadership potential. The exception, they found, was when people were specifically told to focus on charismatic leaders. In that case, creative types fared better. But the bottom line is that, in most cases, being creative seems to put people at a disadvantage for climbing the corporate ladder. "It is not easy to select creative leaders," says Mueller. "It takes more time and effort to recognize a creative leader than we might have previously thought."

That reality should be of concern to those who sit in corporate boardrooms around the globe. In a recent survey of 1,500 CEOs by IBM's Institute for Business Value, creativity was named the single most important attribute for success in leading a large corporation in the future. That finding is hardly surprising to Mueller. "There is research that shows that those who have their own creative ideas are better leaders," she notes. "Those individuals know how to recognize good ideas, are open to them and know how to get creative ideas through [the organization]. Selecting creative leaders is the critical challenge organizations face."

But understanding the need for creativity within a large company is not the same as actually fostering it. Indeed, Mueller's work shows that those who think outside the box may be penalized for it. In the first study included in the paper, Mueller and her colleagues examined this trend at a division of a large multinational refinery in Central India. A total of 346 employees took part in the study, with 291 of them being evaluated for leadership potential and 55 employees making those evaluations. The raters were asked to fill out questionnaires on these 291 individuals, grading them on both the degree to which they came up with new, useful ideas and the extent to which they were likely to "become an effective leader" and "advance to a leadership position." In analyzing the data, Mueller and her team controlled for the likelihood that some creative types were simply not interested in moving up the management ranks.

Read the rest of the article at: knowledge.wharton.upenn.edu

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Thursday, February 17, 2011

Letting Gen Y Lead a Management Makeover - Vineet Nayar - Harvard Business Review

Some of the most interesting themes emerging from the entries so far:

Increasing democratic influence on the appointment of leaders. ("The Organization Structure as Free Market").

Giving people the chance to shape their work and organizations ("Ideas.com"; "The Management Tree"; "Internal bidding for task assignment").

Creating ways to bypass the filters that impede direct communications ("Can your organization handle the truth?" ; "Live Stream Coffee Chat"; "Who's the Boss?").

Correcting the in-built bias towards incrementalism ("Stop incremental change and foster 'Bold Moves'"; "What if customer delight was our only measurement?").

As diverse in scope and ambition as these ideas are, they share a central theme: They describe the business world as the Millennials think it should be. This new generation is driven by the unwillingness to inherit some of the negative features of traditional management; indeed, by a sense of indignation that corporate citizens haven't already demanded better for themselves.

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The Organisation Structure as Free Market | Management Innovation eXchange

Summary
Good manager deliver good results while motivating and growing their employees. Bad managers might still deliver good results, but not focus on doing the best for their employees, slowly de-motivating their staff and thus losing performance and ownership. Often, managers are made based on their achievements in other areas than managing people rather than their potential as a leader, with negative implications for the organization and all parties involved.

If employees could choose their own boss, their performance would increase and the organization would be optimized, since those who are most capable at leading people become managers.

We propose a new management system, which introduces a market mechanism to the human resource management. Each employee chooses his/her manager. Each manager gets evaluated based on the result their team delivers and is rewarded with responsibilities, budget, and budget to salaries.

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Thursday, February 3, 2011

How 3M Gave Everyone Days Off and Created an Innovation Dynamo

Still, it’s a rare perk at most companies, technical or not. For starters, it’s expensive. 3M invests more than $1 billion in R&D alone; 15 percent of that starts to be a sizable outlay. Author Scott Berkun writes about business innovation. He says these policies only work when the outcomes are backed. “Many companies have tried to emulate the ‘20 percent time idea’ but failed because they remained conservative about supporting the new ideas,” he says. And experts agree that this kind of nudging probably works best at companies where there’s a high level of creative competitiveness; that is, where impressing peers is just as important as the innovation itself.

Some have tried to emulate 3M's program but failed because they wouldn't support the new ideas.

3M’s got that in spades. Once a year, about 200 employees from dozens of divisions make cardboard posters describing their 15 percent time project as if they were presenting volcano models at a middle school science fair. They stand up their poster, then hang out next to it, awaiting feedback, suggestions, and potential co-collaborators. Wayne Maurer is an R&D manager in 3M’s abrasives division and calls it a chance for people to unhinge their “inner geek.” He elaborates: “For technical people, it’s the most passionate and engaged event we have at 3M.”

via: fastcodesign

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Thursday, November 11, 2010

1.0 Is the Loneliest Number — Matt Mullenweg

Usage is like oxygen for ideas. You can never fully anticipate how an audience is going to react to something you’ve created until it’s out there. That means every moment you’re working on something without it being in the public it’s actually dying, deprived of the oxygen of the real world. It’s even worse because development doesn’t happen in a vacuum — if you have a halfway decent idea, you can be sure that there are two or three teams somewhere in the world that independently came up with it and are working on the same thing, or something you haven’t even imagined that disrupts the market you’re working in. (Think of all the podcasting companies — including Ev Williams’ Odeo — before iTunes built podcasting functionality in.)

By shipping early and often you have the unique competitive advantage of hearing from real people what they think of your work, which in best case helps you anticipate market direction, and in worst case gives you a few people rooting for you that you can email when your team pivots to a new idea. Nothing can recreate the crucible of real usage.

via ma.tt

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Tuesday, November 9, 2010

Innovation and performance management - BankerVision

Hat tip to Stefan Lindegard who quotes David Nordfors post speaking to the challenges of the corporate innovator:

“When someone tries to innovate within a traditional organization,

few will understand what he/she is doing,

but everybody will understand who is a trouble-maker.

After the innovation has been embraced by the organization,

few will remember who started it,

but everybody will remember who was a trouble-maker.

This is the dilemma encountered by many intrapreneurs -

they risk punishment for success.”

If you accept the above - and it's really hard not to if you've ever tried to drive innovation in a large organisation - it is possible to conclude that if noone remembers you as a troublemaker, then you haven't been innovating. 

And what follows is innovators will rarely, if ever, fit well with a traditional performance management system. 

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Advertising Lab: Airport Billboard Tires Kids Pre-Flight


A slowly rotating signboard for FirstBank in Denver airport  lends a helpful hand to parents before a long flight by wearing down their kids so that they fall asleep sooner on the plane.

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Tuesday, September 28, 2010

6 Tips for Building a More Creative Company | MarketingProfs Daily Fix Blog

  1. Recognize and reward change makers. Let it be known that it literally pays to make a difference.
  2. Allow mistakes. Build awareness and encourage learning from mistakes. Making mistakes means you’re learning faster.
  3. Be assumption intolerant. Just because something is the way it is, does it mean it has to be that way?
  4. Admit when something is broken, and do something about it.  “It has always been done that way” isn’t justification for broken.
  5. Allow constructive critique of any part of the business. At the same time, encourage solution suggestions, not just pointing-out the problem.
  6. Encourage mingling between departments. We learn best practices from others as well as understand the bigger picture of how different gears of the company fit together.

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Monday, September 27, 2010

Project 10 to the 100

Project 10100 Winners

We are pleased to announce the winners of Google’s Project 10100.

Thousands of people from more than 170 countries submitted over 150,000 ideas. From that group, we narrowed it to the final 16 ideas for public vote.

The following five ideas received the most votes and are the winners of Project 10100. Over the past 12 months, we have reviewed concrete proposals to tackle these ideas. We are pleased to give a total of $10 million to five inspiring organizations working on solutions to each of these global challenges.

check out project10tothe100.com for the list of funded ideas.

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Wednesday, September 22, 2010

The Future of the Book. on Vimeo

Meet Nelson, Coupland, and Alice — the faces of tomorrow’s book. Watch global design and innovation consultancy IDEO’s vision for the future of the book. What new experiences might be created by linking diverse discussions, what additional value could be created by connected readers to one another, and what innovative ways we might use to tell our favorite stories and build community around books?

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Tuesday, September 14, 2010

Considering a Skunk Works? Think Again - Adam Richardson - Harvard Business Review

A small group operating autonomously can indeed succeed with audacious goals and produce something stunning. But it's one thing to have a one-off innovative product and quite another to have a ubiquitous innovation process. The problem with skunk works is that the knowledge of how to pull off breakthrough innovation tends to get stuck inside the group.

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Wednesday, September 8, 2010

Google Scribe ABC's - nothing but another form of therapy

Google just announced their new experiment called Google Scribe.  The system basically tries to predict what you are going to write every time you hit a character and offers autocomplete options. It basically checks your previous few words to see if it fits into any common word clusters in the English language.  There is also a bookmarklet which allows you to use the system in any text box on the internet.

It is eerily impressive, very much like a literary version of the uncanny valley.

Anyways, I decided to check what it would create on its own when seeded by specific letters.  Below, you can find 26 paragraphs, each started with a specific letter of the alphabet. I only wrote the first letter and kept hitting tab..

As you can see in the first paragraph, after a few lines, it does get to a point where it starts looping...

The most popular infinite loop key seems to be: nothing but another form of therapy

[Aside: I can't help but think how useful this would be to spam senders.  Obviously, Google would recognize the constructs below as common enough to let them through the filters right?]

Also, I really wonder how this will be tweaked in the future.  Maybe I'll try again in a month to see if it gives me anything different.

Let me know if you get different results than the ones below.. Maybe we'll discover something interesting..

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