Most Active Articles 2010-03-20T22:27:19.747-04:00 Business Exchange Business_Exchange@businessweek.com urn:com:businessweek:bx:topic:most-active:strategic-leadership Nikos Mourkogiannis nmourkogiannis232 urn:com:businessweek:bx:article:12636241734449834307-e5b6dd362286335125c9b46e1aa33175 2010-03-20T16:16:32.599-04:00

http://post.ly/UCxb Jim Woods jwoods740 0 0 0 0 urn:com:businessweek:bx:article:16654313608096672242-5d6becd0253f45f60f5b0d10345b7c14 2010-03-20T09:35:59.557-04:00

Nussbaum on Design (BusinessWeek) has a thought-provoking column that mentions several innovation principles from designer Diego Rodriquez. One of these is "Killing good ideas is a good idea." That's the kind of counter-intuitive blasphemy that merits reflection. Of course, developing good ideas is essential, but without the killing phase, good ideas can lead to "idea cancer." Ideas from late-stage idea cancer strangle many organizations and many minds - when ideas grow without control, unregulated and unchecked by proper objectives and reality. Ideas can metastasize and choke the arteries of business, cloud the mind, and weaken all life support systems in the end, unless they are regulated and killed at the appropriate time. So many great failures begin with good ideas, and lots of them.

Nussbaum on Design (BusinessWeek) has a thought-provoking column that mentions several innovation principles from designer Diego Rodriquez. One of these is "Killing good ideas is a good idea." That's the kind of counter-intuitive blasphemy that merits reflection. Of course, developing good ideas is essential, but without the killing phase, good ideas can lead to "idea cancer." Ideas from late-stage idea cancer strangle many organizations and many minds - when ideas grow without control, unregulated and unchecked by proper objectives and reality. Ideas can metastasize and choke the arteries of business, cloud the mind, and weaken all life support systems in the end, unless they are regulated and killed at the appropriate time. So many great failures begin with good ideas, and lots of them. http://www.business-strategy-innovation.com/2010/03/idea-cancer-danger-of-good-ideas.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:9278850893985906027-ff09f8038c302a04dab263baa3c367f5 2010-03-20T09:33:57.875-04:00

Innovation, like writing, is a fickle mistress really - easy to find one day, hard to find the next - but always around somewhere. At the recommendation of my good friend, fellow Bostonian and business author extraordinaire Steve Shapiro, I'd begun to use a local Starbucks as a place to go and get inspired and avoid the typical distractions that keep popping up in my office.

Innovation, like writing, is a fickle mistress really - easy to find one day, hard to find the next - but always around somewhere. At the recommendation of my good friend, fellow Bostonian and business author extraordinaire Steve Shapiro, I'd begun to use a local Starbucks as a place to go and get inspired and avoid the typical distractions that keep popping up in my office. http://www.business-strategy-innovation.com/2010/03/need-for-variety-and-innovation-quiver.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:9972498417964950493-446ed170cfcfbf1ae23dec7d067bc933 2010-03-20T09:31:11.615-04:00

Nobody disagrees with the fact that there are few things and maybe no things these days that are more important than innovation. I just want to add one small twist to that and it's what I call my Innovation Equality Act. And what I mean by that is, when we think of research and development, we almost always think of new product development. Well, here is my iron law, my request, my command, my rule:

Nobody disagrees with the fact that there are few things and maybe no things these days that are more important than innovation. I just want to add one small twist to that and it's what I call my Innovation Equality Act. And what I mean by that is, when we think of research and development, we almost always think of new product development. Well, here is my iron law, my request, my command, my rule: http://www.business-strategy-innovation.com/2010/03/innovation-equality.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:16097364439404813550-83acee30e49ac0ec6068e6a81dddbf02 2010-03-19T09:40:31.977-04:00

In today's world, innovation is a business imperative. You either find new and better ways to add value to your customers, you play follow the leader with those who do, or you go out of business as others change the game and you lose. Most business leaders intuitively know this. Which is why more and more are making sincere efforts to encourage innovation in their companies. Unfortunately, these efforts rarely produce the desired results.

In today's world, innovation is a business imperative. You either find new and better ways to add value to your customers, you play follow the leader with those who do, or you go out of business as others change the game and you lose. Most business leaders intuitively know this. Which is why more and more are making sincere efforts to encourage innovation in their companies. Unfortunately, these efforts rarely produce the desired results. http://www.business-strategy-innovation.com/2010/03/are-you-killing-innovation-in-your.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:876450061228492214-bdafd8daad90f1f7b5a4a0888fb5cc86 2010-03-19T09:47:57.553-04:00

A product or service is merely a means to an end. The real deeper value lies in the story attached. I don't want to own a coffee maker - I need to wake up early with a little help from a cup of coffee. I don't want to use a train - I want to get home to my wife and children. I don't want to go to a store and buy a stereo set - I just want to listen to my favorite rock music when I'm home, it makes me unwind after work.

A product or service is merely a means to an end. The real deeper value lies in the story attached. I don't want to own a coffee maker - I need to wake up early with a little help from a cup of coffee. I don't want to use a train - I want to get home to my wife and children. I don't want to go to a store and buy a stereo set - I just want to listen to my favorite rock music when I'm home, it makes me unwind after work. http://www.business-strategy-innovation.com/2010/03/mapping-customer-experience-excellence.html Braden Kelley bkelley034 1 0 0 1 urn:com:businessweek:bx:article:7386861876075019865-3888067fa5bf32bbc5db5c29855f166c 2010-03-19T09:42:17.777-04:00

On Wednesday, March 10, 2010, I had the privilege of attending an innovation conference and discussion - Elsevier's Corporate Connect Event: Implementing a Culture of Innovation. Given the low price tag (free) and complete sponsorship by one company (Elsevier), I was not sure how much information I would be able to apply directly to my company. I was very pleased to find that the event was far from a day long sales pitch and was truly an opportunity to connect and talk about ways to improve innovation within company walls.

On Wednesday, March 10, 2010, I had the privilege of attending an innovation conference and discussion - Elsevier's Corporate Connect Event: Implementing a Culture of Innovation. Given the low price tag (free) and complete sponsorship by one company (Elsevier), I was not sure how much information I would be able to apply directly to my company. I was very pleased to find that the event was far from a day long sales pitch and was truly an opportunity to connect and talk about ways to improve innovation within company walls. http://www.business-strategy-innovation.com/2010/03/11-ways-to-implement-culture-of.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:5134639205663804586-3d884501759704f68108eaafd8f8a890 2010-03-18T16:51:37.915-04:00

In order to build a culture capable of encouraging innovation or creativity (or both), you must first do an inventory of the psychology and mental models in play in your organization. One great way to do this would be to build an 'anti-innovation checklist' or an 'anti-creativity checklist'. If you start watching the vocabulary that people use in meetings where ideas are being discussed, the behavior of senior leadership as it relates to these areas, and most importantly - how people respond - you'll get a better sense of where your organizational challenges lie with respect to innovation and creativity. Wouldn't that make such an exercise of great value to an organization?

In order to build a culture capable of encouraging innovation or creativity (or both), you must first do an inventory of the psychology and mental models in play in your organization. One great way to do this would be to build an 'anti-innovation checklist' or an 'anti-creativity checklist'. If you start watching the vocabulary that people use in meetings where ideas are being discussed, the behavior of senior leadership as it relates to these areas, and most importantly - how people respond - you'll get a better sense of where your organizational challenges lie with respect to innovation and creativity. Wouldn't that make such an exercise of great value to an organization? http://www.business-strategy-innovation.com/2010/03/do-you-have-anti-creativity-checklist.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:8072004690653484719-1abaacbdab80576922a3024df46df594 2010-03-18T09:35:03.900-04:00

When you reach a fork in the road with those you lead, what do you do? Leading those inclined to follow is significantly less of a challenge than leading those who don't want to be led. Anyone who has ever been in a leadership position has had to deal with the inevitable tough relationship that causes more than its fair share of brain damage. At some point in time we've all been involved (directly or indirectly, willingly and unwillingly) in the coporate politics of turf-wars, empire building, silo-centric ignorance, title inflated ego and arrogance, and the list goes on...

When you reach a fork in the road with those you lead, what do you do? Leading those inclined to follow is significantly less of a challenge than leading those who don't want to be led. Anyone who has ever been in a leadership position has had to deal with the inevitable tough relationship that causes more than its fair share of brain damage. At some point in time we've all been involved (directly or indirectly, willingly and unwillingly) in the coporate politics of turf-wars, empire building, silo-centric ignorance, title inflated ego and arrogance, and the list goes on... http://www.business-strategy-innovation.com/2010/03/leading-those-who-dont-want-to-follow.html Braden Kelley bkelley034 2 2 0 0 urn:com:businessweek:bx:article:18057358718980621449-55ec95b972d03f41c4a083cbe1b16e1a 2010-03-18T09:32:47.700-04:00

I had the opportunity to interview Rowan Gibson, co-author of "Innovation to the Core" about the book and about creating a systemic innovation capability inside organizations. We have split this in-depth interview into three parts. Here is the third part of the interview:

I had the opportunity to interview Rowan Gibson, co-author of "Innovation to the Core" about the book and about creating a systemic innovation capability inside organizations. We have split this in-depth interview into three parts. Here is the third part of the interview: http://www.business-strategy-innovation.com/2010/03/part-3-of-3-building-systemic.html Braden Kelley bkelley034 1 1 0 0 urn:com:businessweek:bx:article:18322256155806267194-87bb0a249001344aca15a52e923f2cec 2010-03-18T11:14:59.533-04:00

Social Media has a purpose.

Social Media has a purpose. http://blog.rebelbrown.com/phoenixrising/2010/03/a-day-without-social-media.html Rebel Brown rbrown311 0 0 0 0 urn:com:businessweek:bx:article:17679313007654173360-6ad14066c93488fa628edafd16329503 2010-03-18T09:26:46.683-04:00

It's been said that successful people either are entrepreneurs - or think like entrepreneurs. Look around your company. Are you surrounded by entrepreneurs? Is your team comprised of people who take ownership of any project or task that comes across their desk or inbox? Do they embrace challenges, possess the process, and take responsibility - for successes and failures alike?

It's been said that successful people either are entrepreneurs - or think like entrepreneurs. Look around your company. Are you surrounded by entrepreneurs? Is your team comprised of people who take ownership of any project or task that comes across their desk or inbox? Do they embrace challenges, possess the process, and take responsibility - for successes and failures alike? http://www.business-strategy-innovation.com/2010/03/inspiring-corporate-entrepreneurship-to.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:7246345980134318933-dfc744e0288dbf5b0d0d9be19fa3ef59 2010-03-18T09:30:08.948-04:00

I'm a bit troubled by the fact that many people in corporate America seem to believe that innovation is a mystical art, rather than a set of skills and capabilities that many people can learn and implement. I suppose around every complex problem solving process there seems to be a bit of magic, but at the core of all magic there's a simple set of rules. It may take an Einstein to figure out the rules to relativity, but they are knowable, demonstrable and proveable. So, too, are the processes, capabilities and skills behind innovation.

I'm a bit troubled by the fact that many people in corporate America seem to believe that innovation is a mystical art, rather than a set of skills and capabilities that many people can learn and implement. I suppose around every complex problem solving process there seems to be a bit of magic, but at the core of all magic there's a simple set of rules. It may take an Einstein to figure out the rules to relativity, but they are knowable, demonstrable and proveable. So, too, are the processes, capabilities and skills behind innovation. http://www.business-strategy-innovation.com/2010/03/art-and-science-of-innovation.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:4437173173589186563-93430964a2da23820cd039e46a77a134 2010-03-17T09:50:41.487-04:00

Finding the next big thing is probably one of the biggest challenges in the world of startups. Countless companies, entrepreneurs and VC's spend a considerable amount of time plus money figuring out where and what to invest in. Yet often the game...

Finding the next big thing is probably one of the biggest challenges in the world of startups. Countless companies, entrepreneurs and VC's spend a considerable amount of time plus money figuring out where and what to invest in. Yet often the game... http://www.business-strategy-innovation.com/2010/03/simple-model-for-innovation.html Braden Kelley bkelley034 1 1 0 0 urn:com:businessweek:bx:article:5105173276669394946-27bfc3269a256b324bdeaa2c5adeb2e3 2010-03-17T09:52:41.171-04:00

I had the opportunity to interview Rowan Gibson, co-author of "Innovation to the Core" about the book and about creating a systemic innovation capability...

I had the opportunity to interview Rowan Gibson, co-author of "Innovation to the Core" about the book and about creating a systemic innovation capability... http://www.business-strategy-innovation.com/2010/03/part-2-of-3-building-systemic.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:590888368433325204-306c7aad4c29f1c8d9dd614e64ab74ce 2010-03-17T09:48:45.185-04:00

In my previous post, Why a Networking Culture Is Important, I argued that a strong innovation culture requires a strong networking culture. But what does a good networking culture looks like? It is such a new concept that there are not lot of...

In my previous post, Why a Networking Culture Is Important, I argued that a strong innovation culture requires a strong networking culture. But what does a good networking culture looks like? It is such a new concept that there are not lot of... http://www.business-strategy-innovation.com/2010/03/creating-networking-culture.html Braden Kelley bkelley034 1 0 0 1 urn:com:businessweek:bx:article:10599731908067720059-9ba9d4ca49e7b574150cf12f0d1773cd 2010-03-16T10:40:17.010-04:00

I had the opportunity to interview Rowan Gibson, co-author of "Innovation to the Core" about the book and about creating a systemic innovation capability...

I had the opportunity to interview Rowan Gibson, co-author of "Innovation to the Core" about the book and about creating a systemic innovation capability... http://www.business-strategy-innovation.com/2010/03/part-1-of-3-building-systemic.html Braden Kelley bkelley034 3 3 0 0 urn:com:businessweek:bx:article:14309931812078926884-ef3d81212eb520130397657762c988b5 2010-03-16T21:01:08.915-04:00

This is only a 24 hour contest, so act fast! You only have until midnight GMT March 17, 2010 to enter this contest. On March 18, 2010 at 1:00PM ET, Vijay Govindarajan will be conducting an online seminar titled "Reverse Innovation: A New Strategy...

This is only a 24 hour contest, so act fast! You only have until midnight GMT March 17, 2010 to enter this contest. On March 18, 2010 at 1:00PM ET, Vijay Govindarajan will be conducting an online seminar titled "Reverse Innovation: A New Strategy... http://www.business-strategy-innovation.com/2010/03/24-hour-contest-for-vijay-govindarajan.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:9672002096813221449-1569a9b0c05924f83e3f2ef46ee16efb 2010-03-16T11:18:37.389-04:00

What you think is a process might be an event. Process is necessary and valuable but tends to be dull, boring and uninspiring. Events are fun and motivating but maybe a bit frivolous and meaningless. How do you get the best from both? Take three minutes and learn how to solve the devilish dilemma.

What you think is a process might be an event. Process is necessary and valuable but tends to be dull, boring and uninspiring. Events are fun and motivating but maybe a bit frivolous and meaningless. How do you get the best from both? Take three minutes and learn how to solve the devilish dilemma. http://rightideas-brightideas.blogspot.com/2010/03/integrate-process-and-events-into.html Andy Johnston ajohnston570 1 1 0 0 urn:com:businessweek:bx:article:10320567376086692597-0355b35ed3e5883fe652b1da7e22ca24 2010-03-16T10:41:35.344-04:00

A few weeks ago I received "Innovation to the Core" by Rowan Gibson and Peter Skarzynski (with an introuction by Gary Hamel) in the mail. "Innovation to the Core" weighs in at 295 pages, but it is an easy, and pleasant read. The book is full of a...

A few weeks ago I received "Innovation to the Core" by Rowan Gibson and Peter Skarzynski (with an introuction by Gary Hamel) in the mail. "Innovation to the Core" weighs in at 295 pages, but it is an easy, and pleasant read. The book is full of a... http://www.business-strategy-innovation.com/2010/03/book-review-innovation-to-core.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:6100690943293006785-4cfd55654c4e56e076c6649c251fbe3e 2010-03-16T10:43:30.038-04:00

Don't panic, this is not going to be a lecture on typography or what color palette you should use. It's not going to require you to have the latest Creative Suite from Adobe either. In fact you don't need to be a designer or UXD expert to use these...

Don't panic, this is not going to be a lecture on typography or what color palette you should use. It's not going to require you to have the latest Creative Suite from Adobe either. In fact you don't need to be a designer or UXD expert to use these... http://www.business-strategy-innovation.com/2010/03/8-design-tips-for-startups-moving.html Braden Kelley bkelley034 1 0 0 1 urn:com:businessweek:bx:article:8523819286469808999-15c0dbef73f9c7767875fff2948312ec 2010-03-16T10:37:51.368-04:00

Did you ever notice how often a large company will introduce a new solution (often a new technology), but then retrench from promoting it? Frequently, the market is...

Did you ever notice how often a large company will introduce a new solution (often a new technology), but then retrench from promoting it? Frequently, the market is... http://www.business-strategy-innovation.com/2010/03/keep-moving-forward-apple-microsoft.html Braden Kelley bkelley034 0 0 0 0 urn:com:businessweek:bx:article:11842019169340115381-00515eed3892a3c8e17720642d8fc029 2010-03-15T11:57:36.955-04:00

Wonder how big businesses are leveraging social media? Here's an infographic that illustrates how the Fortune 100 are using social platforms.

Wonder how big businesses are leveraging social media? Here's an infographic that illustrates how the Fortune 100 are using social platforms. http://www.pamorama.net/2010/03/14/how-fortune-100-companies-are-leveraging-social-media-infographic/ Pam Dyer pdyer868 4 3 0 1 urn:com:businessweek:bx:article:9412324146991102410-e292fcadbc795fb0642cb123ef9e5895 2010-03-15T08:45:46.186-04:00

Produce long-term, sustainable performance through process discipline & entrepreneurial thinking. Video clip by Ken Freeman, Managing Director, KKR

Produce long-term, sustainable performance through process discipline & entrepreneurial thinking. Video clip by Ken Freeman, Managing Director, KKR http://www.mypath.com/docs/en_US/lessons/full/tcm_66-38051.html Becky Benishek bbenishek036 2 2 0 0 urn:com:businessweek:bx:article:18139656199647072032-7dafa6137601afd8b10b5d9a56d5ce48 2010-03-15T09:57:30.852-04:00

My big insight about innovation these days would make Nobel Prize winner, Niels Bohr, proud. "Now that we have met with paradox," explained Dr. Bohr, "we have some hope of making progress." Innovation is full of it - paradox, that is.

My big insight about innovation these days would make Nobel Prize winner, Niels Bohr, proud. "Now that we have met with paradox," explained Dr. Bohr, "we have some hope of making progress." Innovation is full of it - paradox, that is. http://www.business-strategy-innovation.com/2010/03/innovation-paradox.html Braden Kelley bkelley034 1 1 0 0