Agile Innovation Systems, Methods, Open Source, strategy

The “Sharing Economy” is Unstoppable

The hotelier that will soon overtake Hilton and InterContinental to become the world’s largest lodging chain doesn’t own a single room. AirBnb, based in San Francisco, is a website which enables homeowners in 192 countries to rent out their spare rooms or vacant homes or apartments to travelers. Airbnb is one of a growing number of innovative startups that are part of the burgeoning “sharing economy” movement, which allows regular people to make money on assets they already own. Result: more and more traditional industries are being upended by competitors from outside their industry. The taxi industry is being disrupted by Uber, a ride sharing app that’s already spread to 70 cities. Airbnb is busy disrupting the hotel industry. TaskRabbit is a threat to the temporary staffing industry. Want to share your car and pick up some extra income? Register it on RelayRides or Sidecar.

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According to Forbes, the trend is already generating $3.5 billion a year, with growth exceeding 25%. While regulators are currently clipping the wings of certain of these upstarts, their cumulative effect is said to have a major impact on cities, product manufacturers and service providers. Using Ebay’s rating system, and smartphones that let sharers transact anywhere, anytime, micro-entrepreneurs are empowered to further monetize this space for years to come. Just as YouTube did with TV, and blogs did to traditional media, the peer-to-peer sharing trend is becoming a major disruptive force that will, in the years ahead, create winners and losers in its wake.

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The Essential Connection Between Strategy and Innovation

Paul4innovating's Innovation Views

Most organizations are seeking solutions to the necessary connections between Strategy and Innovation. The connection between the two are often broken.

Often it is within the strategies that should be outlined, lies the potential new spaces to play for innovation’s design. Yet how often do we fail to connect the innovation’s we design and execute specifically aligned to the strategic need?

We somehow seem to stay locked in the ‘here and now’ constantly repeating and refining the known and established within our domain of responsibility. Is this because innovation is not at the core of the business as it should be? Often we are inherently resisting to exploring change as it becomes risky and far more demanding. A good strategy, well outlined should encourage innovation and gain engagement but it can equally determine how we break down our imposed boundaries by its strategic intent, to encourage exploring and extending on…

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Relating to the New Innovation Era

Paul4innovating's Innovation Views

I firmly believe we are on the cusp of a new innovation era. When you step back and recognize all the different advancements we have making in designing tools and frameworks, in understanding innovation, it holds promise.

Yet it is this recognition that the present is not working anymore with existing innovation systems, you do need to search for a real lasting change that does transform and connect all the parts into a new innovation designed ‘whole’. There are a number of intersections and driving forces that are coming together and what is emerging is this new innovation era. Now we have to weave them together.

Of course, much of what we have will still remain. We are still in need of finding innovations that provide new products, services or business models. These outcomes remain constant, it is the way we approach these that is in need of being seen…

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Business Model, Methods

Business Model Innovation | A fresh approach to strategy

Business Modeling is often seen as process to rearrange the building blocks to an innovative business model. What people forget is that a business model is not just the building plan of your business but also should give answer to the question “Why should your business exist from a customer perspective?” So a business model is not just a building plan but also how you give meaning to your customers and your employees.

Values comes in different forms in the business model: First, it is the value proposition. You propose to your customers what value you will create for them when they engage with you. The second is your values and believes you share among the team that makes a great company. These two values are soft factors and sometimes fluffy. However, they are the foundation so that you can capture the economic value with your revenue model. These values make the difference.

Just watch Steve Jobs on values. And then apply that to your business model and your value proposition. You see, the value proposition has absolutely nothing to do with your product. So what is your core belief? What are your values? What do you stand for?

Simple questions, very difficult answers. Answer them. Try. Try again until you know what you stand for.

Sorgente: Business Model Innovation | A fresh approach to strategy

Leadership, Team Building

Creating a Culture of Innovation Starts With the Leader

The leader plays a critical role in creating the right environment for innovation to flourish.

Influencing innovation and ideas at the organizational level.
There are many strategic ways leaders can influence the flow of innovation and ideas at the level of organizational design that goes beyond the lame suggestion box. Here are three proven approaches.

1. Acknowledge and reward innovation.
Promoting innovation and ideas should be on every leader´s scorecard. Employees should be encouraged to look at their daily tasks through an innovative lens, and they should be acknowledged and rewarded for innovative ideas. Compensation and gift giving is standard practice in progressive organizations such as Zappos.

2. Inject creativity with acquisitions.
Vijay Govindarajan has written about how organizations can inject creativity and innovation into their organizations through joint ventures and acquisitions. Disney’s acquisition of Pixar, for example, revitalized Disney´s creative juices.

3. Dedicate time to innovation.
In 1948, 3M launched its 15 percent program, where 15 percent of employees’ time was dedicated to innovation. The Post-It note was invented during 15 percent time. Organizations such as Hewlett-Packard and Google have both replicated this approach. Gmail and Google Earth were conceived during Google’s 20 percent time.

Influencing innovation and ideas at the personal level.
Oftentimes leaders focus on strategically influencing innovation at the organizational level and can overlook the key role it can play in influencing a culture of openness and ideas through interpersonal effectiveness. Here are some ways leaders can encourage and role model openness and increase the flow of ideas through the way they interact with employees.

Business innovation concept

1. Increase dialogue.
Very often leaders talk about engaging with others through debate and discussion. These three verbs have very unfavorable etymologies. To engage, from the old French engagier, means to bind by promise or oath; to debate, from the old French debatre, means to beat; and to discuss has its origins in the Latin discutere, meaning to smash or break up.

Dialogue, on the other hand, comes from Greek dialogos, denoting flow of meaning. This is not just semantic pedantry, it gets to the heart of what effective modern leaders do – they broaden perspective, and they facilitate a flow of ideas through shared inquiry.

According to William Issacs, dialogue is a way of thinking and reflecting together. It is not something you do to another person. It is something you do with people.

Leaders can sometimes get carried away by their own status and positional power and feel duty-bound to challenge ideas, and keep everything on track. This closes down innovation. Ideas cannot flow when everyone is arm wrestling; ideas flow when people are curious, inquiring and openly expressing their ideas.

Leaders should recognize that dialogue is key to innovation, and they should be encouraging, cultivating and role modelling shared thinking.

2. Suspend assumptions and judgements.
To assume and infer is to process data through our own interpretative lens.

Leaders need to consciously suspend their natural inclination to add layers of meaning and inference to ideas. Critical observation in early ideation closes down innovative thinking.

Two powerful tools that help leaders suspend judgement and remain receptive to new ideas include Chris Argyris’ Ladder of Inference and Edward do Bono’s Six Thinking Hats.

3. Actively listen.
Mark Twain famously remarked, “If we were supposed to talk more than we listen, we would have two tongues and one ear.”

A key way leaders can inspire people to produce ideas is to take time to actively listen to them. It sounds obvious, but giving someone space to develop their ideas creates a respectful environment, where people feel comfortable expressing themselves.

When leaders are constantly interrupting, talking over ideas, finishing sentences and projecting negative body language, it breaks the creative flow and deters innovation. Rather than giving a person a good talking to, give them a good listening to.

Innovation is key to competitive advantage and growth. The 2016 Global Innovation Index, which is an annual ranking of the innovation capabilities and performance of economies around the world, focuses on national policies, but it’s individual leaders who can make a difference by driving innovation within organizations and creating a conducive environment for innovation to thrive.

Deep-Dive, Methods

What is the DeepDive Brainstorming technique ?

Deep-Dive is the name of a technique used to rapidly immerse a group or team into a situation for problem solving or idea creation. This approach is often used for brainstorming product or process development. Deep-Dive technique is increasingly used for innovation not only in product development, but process improvement and customer service strategies.

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Originally developed by the IDEO group for rapid product development, the Deep-Dive technique is now widely and increasingly used for innovation not only in product development, but process improvement and customer service strategies.

This approach to innovation often focuses on four distinct areas: Process, Organisation, Culture, and Leadership.

The key to a successful Deep-Dive session(s) is for participants to arrive with information about the needs of their customers – and most importantly an open mind of what they can offer and how they can meet clients needs and expectations.

Often Deep-Dive sessions are run off-site, this has the disadvantage of helping to ‘educate’ the participants that they can only think ‘off-site’. To help support and engender a spirit of creative thinking it is recommended that all Deep-Dive sessions occur on-site.

Agile Innovation Systems, Methods

Agile Innovation Systems

Agile Thinking is a framework for innovation execution within any organization. It can be defined as an execution-centered and business value driven decision making methodology for building an efficient, agile and impactful innovation delivery system.
With execution as the central pillar, coupled with the principles of accountability and flexible resource deployment, it allows for the design of an adaptable and effective organization structure for reliable delivery of new ideas to market.

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Agile Thinking as a methodology has crystallized out of practical experience with delivering innovation within leading global corporations. In the simplest terms, it is a formal method for practical resolution of key challenges that organizations face when delivering innovation. It is based on a fundamental belief that an unexecuted idea is a worthless proposition and that the execution must be an integral part of any innovation management system from the start.
A big part of the Agile Thinking concept involves appreciation of the fact that each organization is unique and inspiring the ability to build on your unique strengths by utilizing flexible resource re-deployment through collaboration, alignment and accountability.

Open Source, science and future, strategy, technology

How Arduino is open-sourcing imagination | Massimo Banzi

Massimo Banzi helped invent the Arduino, a tiny, easy-to-use open-source microcontroller that’s inspired thousands of people around the world to make the coolest things they can imagine — from toys to satellite gear. Because, as he says, “You don’t need anyone’s permission to make something great.”