innovation excellence weekly - issue 10

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We are proud to announce our tenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.

TRANSCRIPT

December 7, 2012

Issue 10 December 7, 2012

1. Elite Access: Design Insight & Foresight................................... Donna Sturgess

2. Who is Your Innovation Czar? .... Rowan Gibson

3. Innovation Activity, Tool, or Competence? ..... Jeffrey Phillips

4. Idea Stormers ................................. Peter Cook

5. 5 Signs Youre Not as Smart As You Think ... Mike Myatt

6. 6Ps of Radical Innovation for Large Companies #6 PEOPLE ... Kevin McFarthing

7. Innovation is Action. Get Up, Get Out, Go be an Entrepreneur. .... Dean DeBiase

8. The Best Strategic Thinkers 5 Sure Characteristics ...... Mike Brown

9. Brainstorming versus Braincalming ..... Mitch Ditkoff

10. Focus Entrepreneurship Policy on Scale-Up, Not Start-Up .. Daniel Isenberg

Your hosts, Braden Kelley, Julie Anixter and Rowan Gibson, are innovation writers, speakers and

strategic advisors to many of the worlds leading companies.

Our mission is to help you achieve innovation excellence inside your own organization by making

innovation resources, answers, and best practices accessible for the greater good.

Cover Image credit: Wikimedia

Elite Access: Design Insight & Foresight

Posted on December 2, 2012 by Donna Sturgess

Thought leaders in the design community are raising the bar and sharing their unfiltered views and behind-the scene stories around problems,

opportunities and challenges that businesses face today as they stretch and grow their brands. These elite perspectives are now available

through a new Designer Showcase to connect innovators and brand leaders to the best design thinking around the world.

The Showcase also represents another growing need that many

businesses have which is to get beneath the buzzwords and create a

whole new level of dialogue to make designers and their thinking

more accessible to internal teams marketers, engineers,

researchers, and the rest of the organization. Seeing this need across

their customers, Avery Dennison Materials Group has taken a step to

support a more transparent and open design conversation by hosting

this Designer Showcase. If you arent aware, Avery Dennison is a 75

plus- year -old global manufacturer of packaging materials that cover,

coat, protect, label and enhance brand packaging.

Whether you are a champion or novice of great design on your business, the power of design is something every innovator must understand

and leverage. Translating a brands essence into great form, function, expression and communication has a significant financial payoff because

it can drive differentiation in a category as well as deepen the customers emotional connection with a brand.

The new Designer Showcase is available at your fingertips. Whether you are

looking for advice on the latest packaging materials or seeking creative

stimulation from others on topics like sustainability and shelf appeal, you will

find it on the Designer Showcase. The Showcase curates conversation with

top-flight designers and design students to produce insight, offer perspective

and generally chew the fat about design.

The Showcase is the first of its kind to link design, innovation, packaging and

materials together in one vertical resource. This initiative is a collaboration

between the design community and Avery Dennison to integrate high-quality

thinking around materials and design. According to Judy Abelman of Avery Dennison, The Designer Showcase is a way for us to learn from

designers about their needs for innovative packaging materials and to work together to better serve our customers who want to create exciting

new products and experiences.

The inaugural issue of the Designer Showcase features Debbie Millman of Sterling Brands talking about her favorite packaging and her pet

peeves. Each issue will feature a new designer and their unique points of view. As you navigate around the site you will find global perspectives

as seen on the street through the eyes of design students and resources available to connect to technical resources or information you may

desire on packaging and materials.

Shortening the information pathways from raw materials through design and innovation is a route for innovators to create new products with the

latest materials and access to the technical know-how to produce them within your production requirements. The Showcase is a spectacular

resource to put all that your team needs in one place to drive remarkable thinking and innovation. Spread the word!

Check out the video - http://www.youtube.com/watch?feature=player_embedded&v=wY0RWfzhFos

Dont miss an article (5,000+) Subscribe to our RSS feed and join our Innovation Excellence group!

Donna Sturgess is the President and Co-founder of Buyology Inc and former Global Head of Innovation for

GlaxoSmithKline. Her latest book is Eyeballs Out: How To Step Into Another World, Discover New Ideas, and Make Your

Business Thrive. Follow on Twitter: @donnasturgess

Who is Your Innovation Czar?

Posted on December 1, 2012 by Rowan Gibson

Where should innovation reside?

It never ceases to amaze me. Im meeting with the executive committee of a

major global company. Ive just asked if innovation is one of their top strategic

priorities. Their unanimous answer is yes. I then ask about their individual

responsibilities. Which one of you is the CFO? Who is head of HR? Wheres

the CIO? One by one their hands go up. Yet when I ask to see their global

director of innovation, nobody raises a hand. Everyone just looks at me with a

blank expression. So, sure, this company understands the innovation imperative.

But nobody in its leadership team is directly responsible or accountable for

making innovation happen across the organization. And they dont even seem to

be aware of the paradox.

Consulting firm Booz Allen Hamilton made an astute observation after interviewing thousands of senior executives about corporate innovation.

Their conclusion was this: Of all the core functions of most companies, innovation may be managed with the least consistency and discipline.

Some of course would argue that this makes sense. That innovation is, by definition, a creative process a mysterious mix of happenstance,

individual brilliance, and the occasional bolt of lightning. How could it possibly be managed? Business guru Tom Peters appears to share this

view. Tom announced not so long ago that Innovation process is an oxymoronic phrase, believed only by morons with ox-like brains.

Id rather side with Peter Drucker, who wrote already back in the 1980s about the systematic practice of innovation, and argued

masterfully that innovation is a discipline that can and should be managed just like any other corporate function. What worries me is that, today,

over two decades later, organizations still assign responsible people to every other core function of a company except innovation. And then

they wonder why they just cant seem to make innovation happen in a profitable and sustainable way.

Ask yourself: how many innovation managers do we currently have in our own organization?

Perhaps your immediate reaction is to point to a department like R&D or New Product Development.

The executives running those departments are innovation managers, arent they? And what about

the people in charge of other innovation units like incubators, new venture divisions, or Skunk

Works? Surely these are innovation managers, you might reason. And, at some level, you would be

right. But confining innovation to these traditional structures is usually counter-productive.

Putting innovation out on the periphery reinforces several erroneous and persistent views. One is that innovation is something that happens at

the margins, not in the core business. Another is that innovation is the responsibility of a small cadre of experts, not something that should

involve everyone else at the company and even people on the outside. Still another is that innovation is mostly about new products and

technologies, not about breakthroughs in cost structures, processes, services, customer experiences, management systems, competitive

strategies, and business models.

Instead of trying to manage innovation by forcing it to reside in a disconnected silo or enclave, where it neither involves nor infects the rest of

the organization, companies should be trying to embed innovation as an all-the-time, everywhere capability that permeates the entire firm.

To make innovation a pervasive and corporate-wide capability, the responsibility for innovation needs to be broadened beyond conventional

structures and spread throughout a companys businesses and functions. This is exactly what happened to quality in the 1970s and 1980s

when it ceased to be the exclusive responsibility of a specific department, and instead, became distributed to every corner of the company.

What is required today is a similarly systemic infrastructure for innovation that starts at the corporate level and infiltrates every part of the

organization chart. An infrastructure that makes managers accountable at all levels for driving, facilitating, and embedding the innovation

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