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Posts Tagged ‘strategic’

Innovation lessons from crime author Roger-Guy Ulrich

August 10, 2010 Leave a comment

Since 1987, Roger-Guy Ulrich has written nine successful crime thrillers around his favourite character, police detective Erwan Le Morvan who operates in the Saint-Malo area in Brittany, France. In an interview with Ouest France, he gives away one of his secret recipes:

‘On the basis of a single idea, I build a very rough scenario, of which I know the end. Then, I get started with no specific plan: the characters join in, and often take the lead. Sometimes it feels like I’m discovering the story as I write it‘. Read more…

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Is your innovation strategic or tactical?

April 17, 2010 Leave a comment

“Tactics is knowing what to do when there is something to do. Strategy is knowing what to do when there is nothing to do. ”

Tartakover

Innovating like Apple, yes! But what if it all goes Pear shape?

February 9, 2010 Leave a comment

Most CEOs would say that innovation is critical to their companies’ success, loads of people would want to exercise their creativity and innovate, but whether at the corporate or at the individual level, something holds everyone back: risk. “What if it all goes wrong?” This can be more or less marked depending on the degree of acceptance of  trial-and-error as a learning process, but to some extent it exists in all cultures, countries and companies.

What can we do about it? There are process answers around framing the project and keeping it focused, rapid prototyping different versions of the product or piloting in the market.  But most importantly there is a mindset answer which is both accept it and don’t accept it. Read more…

Innovation is driven by strategic challenges, rather than pushed through suggestion boxes

January 19, 2010 3 comments

Idea-boxes and other open-ended suggestion schemes are cluttered with thousands of useless ideas. Launched with slogans, banners and trumpets, and the promise of giving each suggestion due consideration, the initiative usually generates a lot of ideas at first. The designated analysts start examining the input diligently but quickly drown under the number and more crucially do not have the bandwidth to be able to accurately judge the merit of ideas covering a potentially limitless scope. Even more worryingly, Read more…