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Posts Tagged ‘time-to-market’

Intellectual Property: the winning Mario Kart strategy

December 15, 2013 1 comment

20131215-165406.jpg Patent searching, filing and policing is rapidly becoming a drag on organizations’ resources and agility. The likes of Apple and Samsung only manage to neutralize each other in epic but ultimately no-value-adding battles, pharmaceutical giants are increasingly pressurized to limit the reach of their patents, all industrial sectors produce patents in great numbers without preventing in the end everyone from copying everyone else. While I appreciate this is a simplistic generalization, I get the feeling that the whole business around patents has reached the point of creating more costs than benefits for innovative companies. The time for a new approach has come: enters Mario Kart.
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Setting the Metre Standard: innovation needs the resources of a large organisation

October 20, 2013 Leave a comment

20131020-174810.jpg This morning I took my youngest to 36 rue de Vaugirard in Paris, to show him the last original public display of the Metre Standard dating back from the 1790s when the meter was officially adopted. The story of the metre offers a good illustration of the gap between ideation and innovation. It also illustrates that, as much as common wisdom makes them responsible for killing innovative ideas, large organisations can also be instrumental in turning an idea into a full-scale mainstream product.

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Privately-held v Publicly-held companies drive two different types of innovation

Camper, Lego, Nike, Bose, Ikea , Rolex, Sony, Swatch , Alessi.

From the list above, the reaction towards one brand over the other is subject to one’s experience of the product. It is influenced by the size, product range and marketing and advertising strategies of the companies. The list looks like a random choice of companies, but in fact I have chosen these companies to compare privately-held and publicly-held: does that make a difference in terms of innovation?

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‘My Way’ – 3 characters, 5 innovation lessons

February 3, 2012 3 comments

‘My Way’ has been translated, adapted, sung by millions. Everything has been said about it, and yet, here is my take on it: a story of three characters and five innovation lessons.

Our first character was Claude François, a French pop singer, who composed a song ‘Comme d’habitude’, meaning ‘As usual’. Although the author of a staggering number of hits throughout the 60s and 70s, François was clearly not at his best with this song. It was too long, not well balanced, and the lyrics are depressing and outright lousy. But, there lies our first innovation lesson: he did it. He did it first, without fear of failure, he went to market, and the product he created would prove later… instrumental. Read more…

Science and innovation follow diverging paths before rejoining

April 17, 2011 1 comment

Brent Carey, a graduate student at Rice University in Texas, has discovered a material that behaves in an unusual way, at least for a non-living material. Made of carbon nanotubes and a rubbery polymer, the composite material does not show any sign of the damaging fatigue that would normally come with repeated exposure to stress; instead, it grows stiffer and stiffer. Why? Nobody knows yet.

That’s the point where science and innovation start to follow diverging paths. Read more…

VW drives concept car through shrinking window of opportunity

At a corporate conference I attended earlier this year, a top-executive keynote speaker used the term “shrinking windows of opportunity” to describe a world where change is happening at such a fast pace on such a large scale that there is less and less time to think before you jump: if you think a minute too long, others will have already gone through the window of opportunity and closed it behind them. Read more…

Innovating does not have to be difficult

October 12, 2010 3 comments

In the workshop I ran at the W.I.N. Conference in Paris early October 2010, one of my key messages was: innovation happens in many different ways and places. It is not necessarily about new technology, it can be about new customers or new business models. It is not necessarily about a world-scale change, it can be very small-scale and localised. I could have added Read more…