Smarter Innovation: Using Interactive Processes to Drive Better Business Results
Published on 1. June 2014
Book
Paperback/Softback
190 pages
978-1-78358-139-9 (ISBN)
Description
Today's companies must innovate to survive in a mine field of unpredictable competition, demanding customers, and disruptive technology. Historically innovation writing has largely focused on the macro. Only recently have innovation researchers examined the rich microprocesses that operate within the interactions of individuals and groups. And few have focused extensively on the knowledge-related microprocesses Ark Group new report Smarter Innovation considers product, organisation, and industry innovation that result directly from knowledge microprocesses. It looks at innovation through the prism of five innovation "dimensions": Bridging: Making sense of an idea translated from one domain to the next. Social and operational integration: Socialization and refinement of a new idea across a network of employees and/or partners. Capabilities validation: Validating the organization's and individuals' capabilities. Market and industry exploration: Using collaborative microprocesses (and data) to determine whether the market or audience is viable.
Commercialization: Considering practicalities of pricing, positioning, promotion, and production, again using collective decision approaches. Smarter Innovation assembles a global team of knowledge practitioners, social artists, and veteran innovators, who explore and document innovation-essential knowledge microprocesses. Key topics also covered include: Encouraging innovation in an "operate and maintain" company; Making the most of your "knowledge accident-prone" employees; Turning inefficient meetings into fruitful ground for innovation and the role of the facilitator; Measuring the impact of internal social media discussion quality on innovation; Transforming innovative ideas into market-ready products; Cross-business and cross-industry sharing; and The emergence of the open collaborative community (OCC) and the Quirky story. Case studies/expert contributions: This report includes case studies and contributions from leading innovation experts, including Columbia University, Change Agents Worldwide, ARRIS, Perks Consulting, Motorola Solutions, Earley & Associates, Intel, ETS, BAE Systems, Deloitte, 3M and many more..
Today's companies must innovate to survive in a mine field of unpredictable competition, demanding customers, and disruptive technology. Historically innovation writing has largely focused on the macro. Only recently have innovation researchers examined the rich microprocesses that operate within the interactions of individuals and groups. And few have focused extensively on the knowledge-related microprocesses Ark Group new report Smarter Innovation considers product, organisation, and industry innovation that result directly from knowledge microprocesses. It looks at innovation through the prism of five innovation "dimensions": Bridging: Making sense of an idea translated from one domain to the next. Social and operational integration: Socialization and refinement of a new idea across a network of employees and/or partners. Capabilities validation: Validating the organization's and individuals' capabilities. Market and industry exploration: Using collaborative microprocesses (and data) to determine whether the market or audience is viable.
Commercialization: Considering practicalities of pricing, positioning, promotion, and production, again using collective decision approaches. Smarter Innovation assembles a global team of knowledge practitioners, social artists, and veteran innovators, who explore and document innovation-essential knowledge microprocesses. Key topics also covered include: Encouraging innovation in an "operate and maintain" company; Making the most of your "knowledge accident-prone" employees; Turning inefficient meetings into fruitful ground for innovation and the role of the facilitator; Measuring the impact of internal social media discussion quality on innovation; Transforming innovative ideas into market-ready products; Cross-business and cross-industry sharing; and The emergence of the open collaborative community (OCC) and the Quirky story. Case studies/expert contributions: This report includes case studies and contributions from leading innovation experts, including Columbia University, Change Agents Worldwide, ARRIS, Perks Consulting, Motorola Solutions, Earley & Associates, Intel, ETS, BAE Systems, Deloitte, 3M and many more..
Commercialization: Considering practicalities of pricing, positioning, promotion, and production, again using collective decision approaches. Smarter Innovation assembles a global team of knowledge practitioners, social artists, and veteran innovators, who explore and document innovation-essential knowledge microprocesses. Key topics also covered include: Encouraging innovation in an "operate and maintain" company; Making the most of your "knowledge accident-prone" employees; Turning inefficient meetings into fruitful ground for innovation and the role of the facilitator; Measuring the impact of internal social media discussion quality on innovation; Transforming innovative ideas into market-ready products; Cross-business and cross-industry sharing; and The emergence of the open collaborative community (OCC) and the Quirky story. Case studies/expert contributions: This report includes case studies and contributions from leading innovation experts, including Columbia University, Change Agents Worldwide, ARRIS, Perks Consulting, Motorola Solutions, Earley & Associates, Intel, ETS, BAE Systems, Deloitte, 3M and many more..
Today's companies must innovate to survive in a mine field of unpredictable competition, demanding customers, and disruptive technology. Historically innovation writing has largely focused on the macro. Only recently have innovation researchers examined the rich microprocesses that operate within the interactions of individuals and groups. And few have focused extensively on the knowledge-related microprocesses Ark Group new report Smarter Innovation considers product, organisation, and industry innovation that result directly from knowledge microprocesses. It looks at innovation through the prism of five innovation "dimensions": Bridging: Making sense of an idea translated from one domain to the next. Social and operational integration: Socialization and refinement of a new idea across a network of employees and/or partners. Capabilities validation: Validating the organization's and individuals' capabilities. Market and industry exploration: Using collaborative microprocesses (and data) to determine whether the market or audience is viable.
Commercialization: Considering practicalities of pricing, positioning, promotion, and production, again using collective decision approaches. Smarter Innovation assembles a global team of knowledge practitioners, social artists, and veteran innovators, who explore and document innovation-essential knowledge microprocesses. Key topics also covered include: Encouraging innovation in an "operate and maintain" company; Making the most of your "knowledge accident-prone" employees; Turning inefficient meetings into fruitful ground for innovation and the role of the facilitator; Measuring the impact of internal social media discussion quality on innovation; Transforming innovative ideas into market-ready products; Cross-business and cross-industry sharing; and The emergence of the open collaborative community (OCC) and the Quirky story. Case studies/expert contributions: This report includes case studies and contributions from leading innovation experts, including Columbia University, Change Agents Worldwide, ARRIS, Perks Consulting, Motorola Solutions, Earley & Associates, Intel, ETS, BAE Systems, Deloitte, 3M and many more..
More details
Language
English
Place of publication
United Kingdom
Publishing group
Globe Law and Business Ltd
ISBN-13
978-1-78358-139-9 (9781783581399)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
KATRINA PUGH is academic director of the Columbia University Information and Knowledge Strategy program and president of AlignConsulting, specializing in business planning and knowledge- based transformation. Kate has 17 years of consulting and seven years of industry experience in the healthcare, energy, information technology, and financial services sectors. She consults and lectures widely and is a lead benchmarker with the Intranet Benchmarking Forum. She is the author of a book on using conversation for tacit knowledge- sharing, Sharing Hidden Know- How: How Managers Solve Thorny Problems with the Knowledge Jam ( Jossey-Bass/ Wiley, 2011). Kate has consulted with Monitor Group, Oliver Wyman (formerly Mercer Management Consulting), PwC Consulting/IBM, and Dialogos, Inc. She has held leadership positions with Intel, JPMorgan, and Fidelity. She launched and ran Fidelity Personal and Workplace Investments' knowledge management program, co- managed Intel Solution Services' Knowledge and Process Management Group, and initiated and ran JPMorganChase's Finance Portal program for 4,000 users. With Larry Prusak, she co- led a research program on knowledge networks for the Bill and Melinda Gates Foundation. She has also launched over 20 communities of practice, including Intel's award- winning Enterprise Architects' community. Kate has also designed and launched dozens of social media, document management, and collaboration platforms. Kate has published in numerous publications, including the Harvard Business Review, MIT Sloan Management Review, Huffington Post, Ivey Business Journal, NASA's Ask Magazine, Journal of Digital Media Management, and The Review of Economics and Statistics. She has also contributed to two Ark Group reports on knowledge strategy and leadership: Unlocking Value: KM as a Strategic Management Tool (2013); and Successful Knowledge Leadership: Principles and Practice (2013). She has lectured or workshopped at AIIM, NASA, MIT Sloan School of Management, Babson University, Center for Business Intelligence, Knowledge Management Institute, and KM World. She holds an MS/ MBA from the MIT Sloan School of Management, a BA in economics from Williams College, and certificates in dialogue, facilitation, mediation, and project management. She is a LEAN Six Sigma Black Belt. She is on the AIIM Knowledge Management Education Standards Committee, the Mitokine Bioscience Board, and a member of SIKM Leaders (International and Boston Chapter).
KATRINA PUGH is academic director of the Columbia University Information and Knowledge Strategy program and president of AlignConsulting, specializing in business planning and knowledge- based transformation. Kate has 17 years of consulting and seven years of industry experience in the healthcare, energy, information technology, and financial services sectors. She consults and lectures widely and is a lead benchmarker with the Intranet Benchmarking Forum. She is the author of a book on using conversation for tacit knowledge- sharing, Sharing Hidden Know- How: How Managers Solve Thorny Problems with the Knowledge Jam ( Jossey-Bass/ Wiley, 2011). Kate has consulted with Monitor Group, Oliver Wyman (formerly Mercer Management Consulting), PwC Consulting/IBM, and Dialogos, Inc. She has held leadership positions with Intel, JPMorgan, and Fidelity. She launched and ran Fidelity Personal and Workplace Investments' knowledge management program, co- managed Intel Solution Services' Knowledge and Process Management Group, and initiated and ran JPMorganChase's Finance Portal program for 4,000 users. With Larry Prusak, she co- led a research program on knowledge networks for the Bill and Melinda Gates Foundation. She has also launched over 20 communities of practice, including Intel's award- winning Enterprise Architects' community. Kate has also designed and launched dozens of social media, document management, and collaboration platforms. Kate has published in numerous publications, including the Harvard Business Review, MIT Sloan Management Review, Huffington Post, Ivey Business Journal, NASA's Ask Magazine, Journal of Digital Media Management, and The Review of Economics and Statistics. She has also contributed to two Ark Group reports on knowledge strategy and leadership: Unlocking Value: KM as a Strategic Management Tool (2013); and Successful Knowledge Leadership: Principles and Practice (2013). She has lectured or workshopped at AIIM, NASA, MIT Sloan School of Management, Babson University, Center for Business Intelligence, Knowledge Management Institute, and KM World. She holds an MS/ MBA from the MIT Sloan School of Management, a BA in economics from Williams College, and certificates in dialogue, facilitation, mediation, and project management. She is a LEAN Six Sigma Black Belt. She is on the AIIM Knowledge Management Education Standards Committee, the Mitokine Bioscience Board, and a member of SIKM Leaders (International and Boston Chapter).
KATRINA PUGH is academic director of the Columbia University Information and Knowledge Strategy program and president of AlignConsulting, specializing in business planning and knowledge- based transformation. Kate has 17 years of consulting and seven years of industry experience in the healthcare, energy, information technology, and financial services sectors. She consults and lectures widely and is a lead benchmarker with the Intranet Benchmarking Forum. She is the author of a book on using conversation for tacit knowledge- sharing, Sharing Hidden Know- How: How Managers Solve Thorny Problems with the Knowledge Jam ( Jossey-Bass/ Wiley, 2011). Kate has consulted with Monitor Group, Oliver Wyman (formerly Mercer Management Consulting), PwC Consulting/IBM, and Dialogos, Inc. She has held leadership positions with Intel, JPMorgan, and Fidelity. She launched and ran Fidelity Personal and Workplace Investments' knowledge management program, co- managed Intel Solution Services' Knowledge and Process Management Group, and initiated and ran JPMorganChase's Finance Portal program for 4,000 users. With Larry Prusak, she co- led a research program on knowledge networks for the Bill and Melinda Gates Foundation. She has also launched over 20 communities of practice, including Intel's award- winning Enterprise Architects' community. Kate has also designed and launched dozens of social media, document management, and collaboration platforms. Kate has published in numerous publications, including the Harvard Business Review, MIT Sloan Management Review, Huffington Post, Ivey Business Journal, NASA's Ask Magazine, Journal of Digital Media Management, and The Review of Economics and Statistics. She has also contributed to two Ark Group reports on knowledge strategy and leadership: Unlocking Value: KM as a Strategic Management Tool (2013); and Successful Knowledge Leadership: Principles and Practice (2013). She has lectured or workshopped at AIIM, NASA, MIT Sloan School of Management, Babson University, Center for Business Intelligence, Knowledge Management Institute, and KM World. She holds an MS/ MBA from the MIT Sloan School of Management, a BA in economics from Williams College, and certificates in dialogue, facilitation, mediation, and project management. She is a LEAN Six Sigma Black Belt. She is on the AIIM Knowledge Management Education Standards Committee, the Mitokine Bioscience Board, and a member of SIKM Leaders (International and Boston Chapter).
Content
EDITED BY KATRINA PUGH Smarter Innovation: Using Interactive Processes to Drive Better Business Results PUBLISHED BY Smarter Innovation (210 x 270mm).indd 1 22/05/2014 21:14Smarter Innovation (210 x 270mm).indd 2 22/05/2014 21:14III Contents Executive summary... IX About the editor...XIII Part One: Building an innovation ecology Chapter 1: Escaping gravity: Three kinds of knowledge as fuel for innovation in an operate and maintain company By T.J. Elliott (ETS)...3 The gravity of success ... 3 A common language ... 4 Innovation know-how ... 7 Conclusion... 10 Chapter 2: Creating a culture of innovation By Jorge Trevino et al. (Quimmco) ... 13 QUIMMCO's past, present, and future outlook... 13 QUIMMCO's foundation in knowledge management for innovation... 16 Social and operational integration: Striving to achieve cross-unit collaboration ... 16 Capabilities validation and development: Implementation of QUIMMCO Group's 2020 vision . 18 A new way of thinking... 20 Chapter 3: Knowledge accidents By Herman D'Hooge and Debra Lavell (Intel)... 23 The knowledge accident-prone individual... 25 Knowledge accidents in a culture of efficiency ... 26 Creating the environment for accident-prones ... 27 Outside-in ... 27 Inside-in... 28 Desire to know, not need to know... 29 Invest in mindfulness... 29 Physical space ... 30 Chapter 4: Sitting in the white space By Madelyn Blair (Pelerei)... 33 Who were these special people who could live and thrive in the white space? ... 33 What kind of process helps us ordinary folks to sit in the white space?... 35 When innovation takes place in the white space ... 37 Smarter Innovation (210 x 270mm).indd 3 22/05/2014 21:14Contents IV Chapter 5: Four disciplines of a project team: Innovation DNA By Katrina Pugh (Columbia University)... 39 The four team disciplines... 39 From discipline to innovation ... 45 Getting started... 45 Part Two: Bridging Chapter 6: Enabling the magic of generative conversations By Erica Hansen (Columbia University, Intellectual Capital Exchange) ... 49 Setting the stage ... 49 Know your people... 50 Know your topic... 51 Building trust... 51 Encourage open sharing... 52 Session closure ... 52 Case study: Facilitating the sharing across industries that drives innovation ... 53 Facilitation and innovation... 54 Chapter 7: Broadli: Drinking my own champagne By V. Mary Abraham (Columbia University, Broadli)... 55 How to find help... 55 How to connect ... 56 Social capital and reciprocity ... 57 Broadli... 58 Create a network of generosity ... 59 Chapter 8: Beyond netiquette: Discussion discipline drives innovation By Sheryl Skifstad and Katrina Pugh (Motorola Solutions/Columbia University) ... 61 Investing in collaboration to improve cycle time ... 61 Driving systems of collaboration to improve cycle time at Motorola Solutions... 62 The four discussion disciplines... 63 Initial analysis: Four discussion disciplines make a difference ... 64 How can collaborative, online discussions improve time-to-market? ... 66 Inclusion and translation for immediate innovation outcomes... 67 Integrity and courtesy for lasting community engagement... 67 Next steps for Motorola Solutions: Continuing to drive innovation through the four discussion disciplines... 68 Next steps for research... 68 Chapter 9: Emergence of the open collaborative community By Karla Phylpo (Walden University)... 71 Bridging organization... 71 A radical idea: Open patents for community-based co-creation... 73 Smarter Innovation (210 x 270mm).indd 4 22/05/2014 21:14Smarter Innovation: Using Interactive Processes to Drive Better Business Results V Understanding the need for personal self-fulfillment...74 Personas, worldviews, and values...74 Conclusion... 76 Part Three: Social integration Chapter 10: Effective meetings: The heart of innovation By Robert Bogue (Thor Projects) ... 81 Too many meetings... 81 Meeting goals... 82 Do we need to meet? ... 82 Fundamental meeting skills... 83 Advanced meeting and dialogue skills... 84 Dialogue mapping... 85 Measuring quality... 86 Conclusions... 87 Chapter 11: Innovation by design By Susan Scrupski, Catherine Shinners, and Joachim Stroh (Change Agents Worldwide) ... 89 Introducing Change Agents Worldwide ... 89 How we work, our practices ... 91 Network mindset and operating models... 92 Stewards, facilitators, leaders... 94 The future of work... 97 Chapter 12: Thoughts in progress By Jean Pagani (Monitor Deloitte) ... 99 Introducing thoughts in progress... 99 An extended conversation ... 100 Catalytic collaboration and reach... 100 Commercial impact and broad expansion...101 Chapter 13: Innovation through the knowledge continuity process By John Hovell (BAE Systems) ... 103 The four steps of knowledge continuity... 104 The four roles that guide knowledge continuity ... 105 How to start knowledge continuity in your organization... 106 Result: Innovation, process improvement, and deep learning... 107 Part Four: Capabilities validation Smarter Innovation (210 x 270mm).indd 5 22/05/2014 21:14Contents VI Chapter 14: The benefits and liabilities of interacting for innovation: A quantitative model By Sheen S. Levine, Trish Gorman, and Michael J. Prietula (Columbia Business School/ Deloitte/Emory University) ...111 The research: From field observations to a quantitative model...112 The findings: When sharing benefits innovation; when it doesn't ...115 To share, or not to share?...118 Chapter 15: The findability framework: Establishing a foundation for smarter innovation By Jeff Carr (Earley & Associates)...121 Innovation and knowledge-driven experiences ...121 The data and information problem...122 The findability framework ...124 Chapter 16: The company body: Innovation as a necessary process of eliminating redundancy and improving sustainability By Alma Dakaj (The Company Body) ... 133 Case study: Introducing the corporate body...133 The company body and innovation... 134 Networks...136 Part Five: Market and industry exploration Chapter 17: An entrepreneurial approach to corporate innovation By Lauren Perkins and Janine Buis (Perks Consulting) ...141 The digital economy has changed the game...141 1. Digital acumen ...142 2. Customer orientation ... 144 3. Agile execution ... 145 Leveraging entrepreneurial approaches for corporate innovation ...149 Chapter 18: Discerning peripheral vision: Telling monster from mirage in reading market shifts By Venu Vasuvedan (ARRIS)...151 Motorola: Mobile disruption in hindsight ...152 Disruption hides in large failures, not small successes...152 Managing the revenue-learning mix. ...152 Good-put and execution ...153 Disruption inoculation: People and mindset ...153 Talent: Boundary trackers. ... 154 Mindset: Narrow and deep ... 154 Process goals: Fail fast; succeed faster... 154 Traditional organizational alternatives ...155 Research labs ...155 Corporate ventures ... 156 Incubators... 156 Innovation organization structure ideal: Rethink or triage?...157 Conclusion...157 Smarter Innovation (210 x 270mm).indd 6 22/05/2014 21:14Smarter Innovation: Using Interactive Processes to Drive Better Business Results VII Chapter 19: Commercializing innovative ideas in professional service firms By Ralph Poole (Columbia University) ...161 How can professional service firms capture the best new ideas and develop them into market-ready solutions?...161 Customer loyalty: Building partner consensus ...161 DesignShop: Scan, focus, act ... 164 Supplier intelligence: Value prototyping... 165 Commercial off-the-shelf software (COTS) package implementation: Cross docking... 166 Weak signal research: Discovery day...167 Conclusion... 168 Chapter 20: Innovating the way we sell: Knowledge coverage models By Roberto Evaristo (3M)...171 Introduction ...171 The fallacy that all sales training leads equally to higher sales ...171 Developing the next knowledge coverage model: Beyond territory and time management...172 How to focus training to achieve effective knowledge coverage ...173 Conclusion...174 Smarter Innovation (210 x 270mm).indd 7 22/05/2014 21:14