The State of Innovation Management in 2015 Just Released

December 11, 2015Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Foster Performance, Fresh thinking, innovation execution delivery, Innovation strategy, Shifting dynamics in innovation, Uncategorized2 Comments

tate of Innovation Management HypeAs we come closer to the year-end it’s good to look back, and make some dedicated time to take ‘stock’, in this case, on innovation’s progress.

In a just-released “The State of Innovation Management in 2015” that I have authored and kindly provided by HYPE for free, I believe you will find something of interest that you missed during a busy year, coming to a close.

I certainly hope you will find time to go through it.

You’ll gain a valuable and quick insight into critical aspects that innovation managers and CINOs should be aware of. It is in an easy format of thirty-plus pages and offers a reference resource that builds a solid understanding of innovation today regarding relevant factors that will stimulate and support your innovation activity.
http://i.hypeinnovation.com/the-state-of-innovation-2015-report

The Surge of innovation reports in 2015

New report: Improving returns on your innovation investment

March 3, 2013Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, gaining innovation momentum, Integrated Innovation Thinking, Shifting dynamics in innovation, Tackling innovation

I highly value the studies that are undertaken by larger consulting firms. They have the C-level access and geographical reach to give us some critical insights into the progress of innovation.

Recently Arthur D Little provided their latest innovation excellence study, its 8th Global Innovation Excellence Study, into what companies can do to achieve a better return on their investment in innovation management. The report can be downloaded or viewed here and outlines in their opinion what really works in terms of managing the innovation process.

They offer some good pointers and understanding of what differentiates top innovators within and across industries. It also suggests that it provides new insights into what companies can do to achieve a better return on their investment in innovation management. I think it does fall a little short on a depth to support and validate these claims in my opinion, but it does still provides sound insight.

They specifically attempt to focus on understanding what differentiates top innovators from other companies in different industries. Drawing on over 650 responses, the study sheds new light on the basic key question: what innovation management techniques are most important in achieving a better return on innovation investment? The results they suggest are important for any company that wishes to stay competitive.

Is innovation within the consulting sector under enough pressure?

December 2, 2011Posted inAchieving innovation engagement, Advancing innovation, amplifying the innovation signal, Improve Collaboration & Communication, Integrated Innovation Thinking, Leading innovation, Molecules, Shifting dynamics in innovation, Tackling innovation

In a recent study (see below for details) it seems innovation activities need to change within what consultants are offerings as services to their clients.

The study makes for fascinating reading and answers a number of questions I’ve been recently having.

Let me expand on this:

One: there is increasingly less time available within the mid to large consultants to train, research and development for their services so as to differentiate themselves in innovation, in what is actually becoming even more of a crowded market.

Focusing on maximising utilization and containing overheads and costs leaves less time to think and develop.

Two: equally the cumulative experiences of clients in dealing with consultants, especially through the practice of more central procurement, has added more pressure on consultants not to provide added extra or to take more radical approaches to innovative solutions for the risk of being compared badly, not offering clear returns and then screened out of the bidding process.