Leaders with a clear vision tend to use cost-cutting and improvement to align costs with business strategy. The trend gained ground in the last decade, as world turmoil intensified and growth became a more elusive and complex goal to reach.
Operational efficiency is clearly ahead in idea implementation, while sales and marketing, sustainability and better customer experience count for more than half of all the ideas implemented. By dissecting the innovation challenges that performed the worst – and excluding extrinsic … Read More
The Brazilian company Fleury – a leading provider of clinical analyses in Latin America – has currently more than 10,000 employees. All can participate in Fleury’s innovation efforts. In 2007, the company initiated a programme to encourage suggestions for how … Read More
A little over a year after implementing a new innovation management solution, participation at Fleury was nearly five times higher. This real company has generated real value through innovation. What can you learn from their experience? No single secret software … Read More
Associazione Centro ELIS, a non-profit organisation focused on preparing both young and adults for the labour market, is calling on its main stakeholders and Italian universities students to get involved in social and individual development efforts. ELIS, in association with … Read More
The focus on innovation has been moving to the value within organisations’ people: not only employees but also stakeholders and consumers. Being the human factor a new fundamental driver, how are companies gauging innovation results and capabilites? What metrics are … Read More
The entire Carrefour Romania staff have received a call to action. Everyone, including those working closely to the public on a daily basis, can now access a platform to share ideas and voice opinions about how to serve clients better … Read More
These days, you rarely find an organisation where innovation is not part of leadership’s mantra. Yet the time and resources dedicated to it are far less than other disciplines, like quality and customer service. The challenge is that innovation is … Read More
More than ever, companies need to engage their employees to assure long-term viability. Yet, overwhelmed with information, people’s attention spans have become shorter and shorter. Their willingness to contribute to lateral activities has shrunk, particularly if these are boring or … Read More
For 2015, forget about inspirational success stories of companies that schedule and internalise innovation time – such as Google with its 20 Percent Time policy (one day each week for all employees to devote to personal innovative projects), 3M with its 15 Percent Time, Apple with its Blue Sky project and Facebook with innovation Hackathons.
Say you’ve run the front-end process and have successfully identified the ideas and opportunities that make the most sense to implement, but now you lack resources. As a result, the opportunity falls into an implementation void and you get the blame for the low return of your innovation management programme.
Everyone understands the value and promise of open innovation in the business world – from brand awareness and customer engagement through to the search for fresh answers. But, truth be told, most programmes are failing to deliver results because their dynamics are too complex and the processes used are proving inefficient. A lack of relevance is also strongly affecting returns.
Arthur D. Little’s 2013 Innovation Excellence Survey found a correlation between capability in innovation measurement and success. Yet less than 20% of companies believe they have a good idea management measurement capability. If you run a search on the web, you find many different approaches and models to do it … however you might be neglecting much of the real value of your initiative if you look only for tangible outcomes.
‘To make your idea management initiatives thrive across countries, you need high levels of engagement, as well as process efficiency to manage this engagement and its outputs’, said Pedro do Carmo Costa. Exago’s director spoke at the Innovation Management.se Channel One Roundtable Discussion, sharing field-tested best practices to ensure international companies succeed in their innovation efforts.
Behind, they have left the familiar territory of ‘quality’, that delivered almost guaranteed (yet limited) improvements. Ahead, ‘innovation’ offers an exciting journey, where you can’t see the end from the beginning. But this demands a leap of faith. And, as we know, matters requiring faith tend to stay at the door of the boardroom.
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