Two Books for the Chief Innovation Officer | Innovation Management
Organizations, embracing innovation, have taken the seemingly logical step of designating people to help “foment a culture of innovation.” Enter the chief innovation officer.
In Pursuit of “Actionable” Ideas | Innovation Management
Engagement matters on the front end of innovation. Tangible results matter on the back end. Organizations that pursue the practice of collaborative innovation seek, ultimately, actionable ideas: ideas whose implementation yields benefits.
Retrospective on the Dirty Maple Flooring Company | Innovation Management
Our columnist Doug Collins began the Dirty Maple Flooring Company tale last fall. Twenty episodes later, the story in which Dirty Maple embraces collaborative innovation has come to an end.
Engaging in Real-Time Collaborative Innovation: From Share of Mind to Share of Market - via @Mindjet's Conspire #ideasquad
In his latest post, Mindjet’s Doug Collins discusses what it takes to engage in real-time collaborative innovation.
The Dirty Maple Flooring Company Enters the Digital Age: Part 19 | Innovation Management
How might we measure our practice of collaborative innovation? What story do we tell by the factors we identify and the indicators we track? Does the plot interest our audience?
Measuring the Practice of Collaborative Innovation: What’s Your Story? - via @Mindjet's Conspire #ideasquad
In this post, Mindjet’s Doug Collins discusses how you can measure your organization’s practices for collaborative innovation.
The Dirty Maple Flooring Company Enters the Digital Age: Part 18 | Innovation Management
What might a virtuous circle of collaborative innovation look like? In this episode, our protagonists Charlie and Frankie review how the design of their practice reinforces itself from strategy to planning to execution to governance.
The Dirty Maple Flooring Company Enters the Digital Age: Part 16 | Innovation Management
In this episode, the leaders of the Idea Mill Program for Collaborative Innovation engage Dirty Maple CEO Harry Lundstrom to secure funding for the long term. How might the organization fund a collaborative innovation program—and justify doing so? What space—physical and conceptual—does this funding open for people?
The Dirty Maple Flooring Company Enters the Digital Age: Part 15 | Innovation Management
Part fifteen of the series finds our protagonist Charlie Bangbang mulling sustainability. How might he help Dirty Maple sustain the momentum generated by the launch of their first collaborative innovation challenge? What motivates people to continue to engage? Is innovation part of everyone’s day job? Is leadership?