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the hype innovation blog

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: Strategy & Alignment

How Crowdsourcing Evolves: The Four Stages to Transformation

Posted by Tim Woods on Sep 28, 2016 5:01:36 PM

The innovation management industry is highly fragmented today, which makes it confusing to understand which methods apply to which scenarios, and what the difference is between those doing crowdsourcing, and those doing enterprise programs designed to facilitate business transformation.

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Topics: Strategy & Alignment

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: Strategy & Alignment

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: Strategy & Alignment

The Definition of Innovation

Posted by Stefan Lindegaard on Apr 6, 2016 11:22:37 AM

What happens if you ask a group of so-called innovation experts about their definition of innovation? 

Nick Skillicorn did this and he gathered the answers in an interesting blog post that shows how vastly different even topic experts see the term “innovation”. 

Here are some examples:

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Topics: Strategy & Alignment

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: Strategy & Alignment

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: Strategy & Alignment

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: Strategy & Alignment

5 Actionable Tips that Will Enhance Your Innovation Strategy

Posted by Jeske Eenink on Dec 4, 2015 3:54:09 PM

Even the most innovative companies sometimes hit snags. Maybe there just weren't enough good ideas coming down the pipeline. Perhaps a few really promising ideas failed to pan out, disappointing the team and stifling their creative juices. How can the innovation manager get things back on track and keep forging ahead with innovation initiatives when things get rough? Here's how to foster an environment that generates new ideas and naturally produces innovative thought, even during those difficult times when nothing seems to be going right.

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Topics: Strategy & Alignment

Stop innovation fizzling out due to lack of leadership buy in

Posted by Lauren Salisbury on Aug 28, 2015 6:00:00 AM

I never seemed to have a shortage of ideas but getting the business support necessary to actually drive them through to implementation was at times struggle.

We have heard many times over that a tangible and impactful innovation program requires alignment of strategy, vision, leadership, culture, processes, systems and communication.  Easy right?  We all know it is not that simple, and the truth is, in many cases we find ourselves faced with a business that wants ‘Innovation as a core pillar for growth’, however at the same time it quietly resists this change making the job of innovation managers feel more like ‘innovation sales’ one day and ‘innovation politicians’ the next.

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Topics: Strategy & Alignment

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