IDEO founder David Kelley says, “it's a big mass of looping back to different places in the process,” but how can the methodology be applied to business innovation?
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At times, it can feel as if there's no end to the different ways of defining and categorising innovation. Are there three types, six types, five categories, ten types? Are they types, categories, or faces? And how do they help?
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The continuing trend for flexible and remote working means collaboration matters now more than ever. But how close are we to realising the holographic meetings predicted by science fiction?
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Innovation isn't just about moonshots and disruptions. Expanding existing capabilities and realising smaller, less radical projects can still create value for your organisation. Here's how the three levels of ambition can help ensure balance in your innovation portfolio.
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The innovation process frequently starts with a new idea, a flash of inspiration or a fresh perspective that can be difficult to engineer. In this article we outline some tips on how to help your people flex their creative muscles.
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We take a look at where the three horizons framework comes from and what it is, as well as some of the current thinking around it, to help you apply it to your innovation portfolio.
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Determining your innovation goals can be a challenge in itself, so here are some tips to help you focus on the problems that really need solving.
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In another extract from his Guide To Managing Innovative Projects, David Richmond explores the role of an innovation manager in project delivery and the coordination of various teams and stakeholders involved.
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Research has shown that innovation projects are much more likely to succeed when senior leaders are heavily involved and engaged. So here are several tips to make sure your leadership is behind the process from the start.
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Taking MIT's innovative approach to office heating as an example, we look at ways to redefine the problem you're looking to solve, to generate truly creative ideas.
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