This time, we’ll put Kelley’s Ten Faces of Innovation in the spotlight. First published in 2005, but still growing in popularity, this work focuses on the different roles people can adopt in innovation teams. I’ve created an infographic that is inspired by the work of Kelley.
The Ten Faces of Innovation are: – The Anthropologist – The Experimenter – The Cross-Pollinator – The Hurdler – The Collaborator – The Director – The Experience Architect – The Set Designer – The Caregiver – The Storyteller
viEUws just published an exclusive video interview in which José Manuel Barroso, the outgoing President of the European Commission, talks about what needs to be done to boost innovation, competitiveness and business in the European Union. Barroso discusses the benefits of TTIP (the EU-United States trade deal) for Europe, identifies measures to improve access to credit for SMEs as well as ways to boost Europe’s skills & innovation, including the impact of Horizon 2020.
This article discusses different forms of organizational improvisation (ad-hoc, covert, provocative and managed) and relates them to organization theory. Moreover, they propose an interesting overview of different forms of improvisation (ad-hoc, covert, provocative and managed improvisation) and answering questions like: what is improvisation?, when does it take place?, how does it take place?, and how is improvisation presented?
According to High Tech Campus frontman Bert-Jan Woertman, building bridges between innovation district is the way forward. He follows up upon a recent publication of Brookings Institution, The Rise of Innovation Districts, and benchmarks the Technology Region of Southern Netherlands with districts mentioned in the report. So, this would be a form of open innovation of open innovation regions.
According to Katz and Wagner, Innovation Districts are: “a new complementary urban model is now emerging, giving rise to what we and others are calling “innovation districts”. These districts, by our definition, are geographic areas where leading-edge anchor institutions and companies cluster and connect with start-ups, business incubators and accelerators. [….] Our most creative institutions, firms and workers crave proximity so that ideas and knowledge can be transferred more quickly and seamlessly.”
Recently, there has been some debate about whether or not the theory about Disruptive Innovation should be followed upon by business leaders or not. In her article The Disrupting Machine Jill Lepore suggests that the theory is based upon flawed assumptions. Many articles have tried to support Lepore – such as John Parkinson – and many others, including Christensen and Irvin Wladawsky-Berger have tried to proof why it’s a trustable theory.
But the discussion is about the wrong topic: it shouldn’t be about whether or not the theory is suitable, it should be about whether or not theories could ever be undiscussible. They can’t. Theories are build upon models; aggregated from results, averages of true situations and therefore there will always be examples of situations in which they don’t seem to fit. That is the nature of theories. Reality is far more complex than theories could ever describe and business owners and leaders should always keep that in mind before rigurously implementing one single strategy based upon a certain theory.
We should embrace scholars who use true data to gather results, analyse them and draw significant conclusions. But we should even more embrace scholars who have the courage to use their intuition and vision to fill in the gaps – and of course make those steps clear to the reader – and create possible new ways of thinking about ongoing matters. It is them who have changed management and business in general.
Please read the article below for another way of looking at disruptive innovation – and sustainable innovation.
By far one of the most interesting books on innovation of the last few years is “Ten Types of Innovation: the discipline of building breakthroughs” by Keeley. At the time of publishing he was director of the firm Doblin, however the firm has recently been acquired by Deloite. The Ten Types of Innovation explain different forms of innovation, bundles in three categories. Because I believe this book should be present on everyone’s desk, I have created an infographic that is inspired by the framework of the Ten Types.
This article by Link and Lewrick (2014), presented at the Science-to-Business Marketing Conference, provides an interesting overview of the possibilities of Agile Methods in Innovation Management. The authors propose that Agile Methods should not be used in R&D only, but also in fields like organizational culture, management style, structures, effective working and cunstomer relationships.
Preliminary results indicate that using their methodology for Agile Business Models creates more than 100% growth in new business results year-to-year, 100 times cost reduction, innovative solutions, brand image growth and reduction of process life cycles.
This article was written before the powerful match against Spain last Friday and states that there are 6 reasons why Louis van Gaal can beat Spain: the lessons from Louis van Gaal. These lessons also translate perfectly to Innovation Managers. These are the 6 management lessons from Louis van Gaal to Innovation Managers:
1. An Innovation Manager is nodest
2. An Innovation Manager puts the individual in the middle
3. An Innovation Manager understands the power of the media
4. An Innovation Manager puts proces before outcome
5. An Innovation Manager embraces life-long-learning
6. An Innovation Manager changes tactics