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the hype innovation blog

How Do You Deal With Digital Transformation?

Posted by Michel Meisterjahn on Dec 13, 2016 1:49:10 PM

Are you exploring digital transformation? Even if you're not, your company certainly is. DT is going to hit us all, you can't bail out of this one. The only choice companies have is to either complain about the difficulties and challenges that this historic change will impose on them, or - to embrace the opportunitites! 

Whatever the decision looks like, innovation initiatives are fighting on the forefront of this transformation. Thankfully, innovation managers can rely on plenty of research papers by leading analysts. Paul Hobcraft has worked through 140 reports from the last year or so, picked 14 of the best, and presented a deep dive on their findings.

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Topics: Disruption, Digital Innovation, Change Management, Innovation Strategy

Forget Best Practice, It Is All About Next Practice

Posted by Paul Hobcraft on Nov 23, 2016 12:08:56 PM

Often you hear the request made of “can you give us a best practice snapshot; we would like to get a sense of where we are”.

The trouble with best practice is you are looking at someone else’s practices and these are highly individual, made up of different groups of methodologies, processes, rules, theories, values and concepts. These together have provided that specific company a level of success that others - mostly competitors - begin to notice. As the famous line in the film When Harry met Sally as Meg Ryan was faking it, went “I’ll have what she’s having”. No, there is no such thing as best practices, you can’t simply pick up and plug and play, as one organization's initiative is never the same set of conditions or positioning that others can simply copy.

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Topics: Best Practice, Innovation Strategy

Balancing Exploitation & Exploration for Changing Performance

Posted by Paul Hobcraft on Aug 31, 2016 1:09:10 PM

“Being ambidextrous” in organisations is the ability to successfully combine the exploiting of all the investments that have been made to date, to constantly build on these achievements by exploring new areas and opportunities. This calls for dual thinking and organisational design to optimise the two orientations.

We are striving to maximise the existing utility, usually through continuous improvements, exploiting incremental advancement, combining this with the need of exploring beyond the existing core competencies, adding in new knowledge, capabilities and competencies for new possibilities, preparing the organisation to discover and shape the new market, products and services.

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Topics: Innovation Strategy

Strategic Change Delivery: The Value Of Getting Your Upfront Thinking Right

Posted by Ian Ure on Jul 12, 2016 10:13:09 PM

When you were last involved in strategic delivery planning, did you have full sight of the operational reality facing your teams every day? How comfortable were you that you had a grip on the key challenges and opportunities to realistically deliver on your objectives? How confident were you that you had managed to avoid biased thinking based on inaccurate assumption, assertion, and stereotype? …the kind of thinking that might kill your new initiative before it got started.

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Topics: Innovation Strategy

Innovating Where the Business Cares: Developing Areas of Strategic Innovation

Posted by Colin Nelson on Mar 10, 2016 4:55:26 PM
Almost every innovation manager can recount stories of great ideas, concepts and products that people love and yet they’re never implemented. The business case stacks up and is technically feasible, but finding sponsorship and a budget seems to be impossible. As innovators, we’re often subject to ongoing commercial restrictions. The fastest way to get ideas off the ground is to ensure they’re aligned to the C-Suite agenda in both the short and longer term.
 
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Topics: Innovation Strategy

The Five Pillars of Trust for Innovation Programs

Posted by Michel Meisterjahn on Feb 9, 2016 1:05:41 PM

We all know that innovation management is hard work. Yet somehow, for some innovation professionals the challenge is harder than for others. Innovation managers are often the “lone wolf” in their company, especially when they are just getting started. Whether systematic online innovation management didn’t happen at all before or whether the last program just failed, it can be a serious challenge to convince management and fellow employees that there is actually business value in what you do.

If you’re one of the lone wolfs, here’s some guidance on how to get started when you set out to make innovation management work at your company.

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Topics: Best Practice, Innovation Education, Jobs to be Done, Innovation Strategy

The integrated innovation framework

Posted by Paul Hobcraft on Jan 25, 2016 5:00:00 AM

We cannot get away from the reality that in most of our organizations we have a disconnect going on around innovation. Research shows a lack of engagement in non-managers, claiming that 7 out of 10 of employees are not understanding how they can make a worthwhile contribution. The cynicism around innovation has turned it into nothing more than a buzzword for many. Even at the top there is a growing gap of translating and aligning innovation that many of the middle to senior managers struggle with articulating where innovation and strategy fit within the wider corporate goals. Innovation lacks a clear identifying mechanism for all to ‘pull towards’.

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Topics: Innovation Strategy, Frameworks

The critical aspects for an innovation vision

Posted by Paul Hobcraft on Jan 20, 2016 4:00:00 AM

When we consider developing an innovation vision it's easy to get bogged down in details as we craft and then re-craft this to reflect our realities. Most of our discussions are internally related.

We can miss some different and crucial components in building the vision, which reflects on many of the intangibles surrounding any view. It is critical for us to address how to embed the vision and relate the essential parts that need to come together. I believe we have to work harder at closing those many disconnects’ that surround our innovation understanding. We have to ‘set about’ the informing by creating a cohesive and consistent innovation purpose.

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Topics: Innovation Strategy

John Bessant on Why Innovation is About Connections

Posted by Tim Woods on Jan 10, 2016 10:46:21 PM

John Bessant is Professor of Innovation and Entrepreneurship at Exeter University. Back in May 2015 he gave a talk at our Innovation Forum in Bonn (he’s coming back again in April 2016). One of the interesting ideas he talked about was spaghetti innovation, and the need to weave more connections in and out of your innovation network. Here’s a breakdown of John’s idea.

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Topics: Innovation Strategy

Building a Growth Factory: Making Innovation Repeatable

Posted by Tim Woods on Dec 29, 2015 11:33:28 AM

There are several good case studies out there on how large organizations have implemented a corporate innovation strategy, one of those is Building a Growth Factory, by the team at Innosight. In their short ebook (96 pages), they describe how P&G and Citi discovered concerns over their ability to increase innovation, and did something about it. What then follows are a set of good practices, reminders, and self-assessing questions, which roll-up into a kind of framework / self assessment for creating sustainable innovation.

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Topics: Innovation Strategy, Frameworks

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