What if we look at innovation from the perspective of learning? In that case, the sole intention of innovation management is not systematically generating and implementing viable offerings, but optimizing the amount of learning that an organization can handle when dealing with processes of creativity. For the purpose of this infographic I’ve combined the theories on a) stage-gate processes in innovation and technology development, b) organization learning and absorptive capacity and c) learning arches as they are widely used on higher education.Read more
The story of this infographic began 16 years ago during a Summer School organized by the University of Cambridge. Not in the City of Perspiring Dreams itself, but on the mystical mountain Uludağ in Turkey, with 15 fellow students in a mountain hut more than 1 hour away from the nearest town with cellphone reception. On this mountain, led by Cambridge professor Jim Platts, we took an ESTIEM traineeship in transformative leadership. Without taking a deep dive into the material of the Summer School, one of the models that we started to work with was the Enneagram. Not only the power of the model itself, but also the history behind it, really intrigued me and so the story began.
Over the years, I’ve read much more about the Enneagram. Mostly used in (business) psychology, the framework is best described as an adaptive approach to recognize your own – and others’- behaviour in interactions with others. So it’s not, as many think, a framework for personality traits, like the Myers-Briggs Type Indicator (MBTI) or the Big-5 personality test. It perhaps holds the middle between these personality tests and the Rose of Leary, a theory of behavioral influence. The theory helps you to find your comfort-spot and from there on explains how your interactions with others happen and could be improved if you learn how to read it. It’s adaptable: it may change under different circumstances, under different preconditions and in different situations.Read more
After its introduction by the United Nations in 2015, the Sustainable Development Goals (SDGs) have started to become increasingly accepted and embraced by both the public sector and the private sector as the ‘horizon’ to focus on when it comes to this world’s grandest challenges. Over the years, public institutes have operationalized and committed themselves to the 17 SDGs – and its 169 measurable targets. In their ambition to be sustainable, large corporates have embedded the SDGs in their annual reporting cycles and have started to (incrementally) change their behaviour for the good.
It is widely accepted that innovation and entrepreneurship are in high need to address these challenges. Innovation and emerging technologies, such as artificial intelligence, will guide the way to a better world. It is therefore that SDGs have become a prior field of interest in science, both in social sciences as in more innovation-related sciences. We believe that developments in science – not in the last place sponsored by large corporates or subsidized by public institutes – will lead to future developments in the private sector. In that way – science will guide us towards are more sustainable world.Read more
This is an overview of some interesting open access papers published in the last two weeks!Read more
The history of innovation theory is as rich as innovation itself. Greek philosophers like Plato and Aristotle already used the term καινοτομία coming from καινός (new) and τομ (radical craftsmanship): crafting in a radically new way. In modern theory, it was Schumpeter who popularized the term innovation in 1934 as part of his line of thinking about business cycles and creative destruction as the basis for (capitalistic) market economies. While he may have based his theory largely on 19th century and early 20th century economists, such as Tarde, Weber and Marx, his work was unique in the way that it combined all of these theories and that he described the important role of the ‘entrepreneur’ in innovation. Different scholars have later addressed the invention of the term ‘entrepreneur’ to Schumpeter.Read more
While the Corona crisis is currently affecting millions worldwide, I wanted to already share with you a fragment of a book I’m currently writing about innovation in the new economy. The fragment is about how a crisis or disruption can create a (spontaneous) need for innovation and could open up opportunities for innovative companies to address new and changed market needs.Read more
Simple but effective: I’ve tried to combine the excellent framework of 10 Types of Innovation (Keeley et al, 2013) with the highly successful framework of the Business Model Canvas (Osterwalder, Pigneur et al, 2008). I wasn’t the first one to come up with this idea, some others have plotted the 10 types on the BMC before, such as Huw Griffiths on Medium or Heather McQuaid on Slideshare.Read more
When the book “Ten Types of Innovation” (Keeley et al.), in its most recent format, hit the shelves in 2013 – not only me, but many of my colleagues in higher education, embraced the work because of its clarity and integrality. It offered a much richer approach than the usual – perhaps more scientifically evidenced – approach of 4 types of innovation (product innovation, process innovation, business model innovation, service innovation). The work was, and still is, one of the most influential works used in our Business Innovation program and highly rewarded by both students and partners in the field. The infographic I made in 2014 based on this book has been one of the most downloaded infographics on this blog ever since.Read more
As part of a simulation game on innovation management we have been running at universities and in corporate training programs for over 4 years now, we have developed an integrative model for dealing with innovation management on a daily basis. Innovation Management is a strategic activity that isn’t necessarily needed to implement throughly for every company. Mostly large companies have included structured processes that include administrative stages to following the (large number of) project that are in progress and to be able to follow-up on them and calculate the effect of innovation management in general. For smaller companies however, that is not general practice: having such a formal process in place simply doesn’t weigh up to cost efficiencies will generate. But for them, innovation management is just as important – but they rather use a toolkit than a formal process. Based on our 8 Types of Innovation Processes model this is a useful canvas design that makes it easy to start working on formalizing your innovation activities and processes in your organization.Read more
It has been a while since Henry Chesbrough coined the term Open Innovation and formulated its definition: “combining internal and external ideas as well as internal and external paths to market to advance the development of new technologies.” (Chesbrough, 2003). Over the course of time, the terminology relating with Open Innovation has evolved alongside developments in management literature and practices. Open Innovation as a paradigm on itself is on its quest to touch base outside the academic world. Rather than taking a (technical) process-oriented approach, Open Innovation is now also about Open Business Models (Chesbrough, 2006), Open Services (Chesbrough, 2010) – both from a more strategic perspective – and practical tools (Vanhaverbeeke, 2017) – more from a tactical or operational point-of-view.Read more