The Corporate Innovation Blog #navbar-iframe { display:block } function setAttributeOnload(object, attribute, val) { if(window.addEventListener) { window.addEventListener("load", function(){ object[attribute] = val; }, false); } else { window.attachEvent('onload', function(){ object[attribute] = val; }); } } skip to main | skip to sidebarThe Corporate Innovation BlogInnovation, Knowledge Management and Idea Management research from Imaginatik Research -- the leading innovation think (and do) tankCorporate Innovation - On a BreakWhen we started the Corporate Innovation Blog a some years back, there were relatively few places to go to get information and insight on innovation. This has now changed, with regular sections in BusinessWeek, a plethora of conferences around the world, and several blogs on innovation, idea management and related topics.Rather than be just another voice, we are going into hibernation mode with this blog, and working on one specifically for Imaginatik, our company. We'll post a link to the new blog as soon as it is ready for prime-time.In the mean-time [sic], have a read through the past content - there are some great insights and links to fab resources in here.All the best,The Imaginatik Research Team(Mark, Boris, Matt & Dave)Posted byMarkatThursday, November 29, 20070comments  Links to this postHow Fast Are You Failing?Tucked at the end of a Business Week profile of the challenges facing Merck (full disclosure: client) are details of a "kill fee" incentive for scientists to declare certain initiatives as failed. Reaching critical "no-go" decisions sooner means those lessons can be shared with others -- potentially heading off other unproductive efforts -- with resources shifted to more promising projects. This shows why unit sales, income or new product introductions are flawed metrics in determining innovation success. Mean-time-to-failure or mean-time-to-action can be just as valuable in identifying whether process and projects are effective. Imaginatik Research has seen incentives for participation prove as motivating as recognition for leading an ideation event. Management consultants say rewarding misses as well as hits is the right idea, and one that the entire industry will need to adopt. "The earlier you determine when something should be killed, the better," says Charlie Beaver, vice-president at consultant Booz Allen Hamilton Inc. Still, he warns, changing a corporate culture from one that thrives on success to one that also accepts failure "is a very large hurdle to overcome."Posted byDavid WallaceatWednesday, August 08, 20073commentsLinks to this postLabels:consulting,corporate innovation,Imaginatik Research,MerckMobilizing Minds The latest in innovating management from McKinsey & Co. is the book Mobilizing Minds, which tries to prepare people and companies for a 21st century model of success. Forget 'work smarter, not harder' -- this book suggests that profit-per-employee yardsticks to measure effective use of knowledge is a far better barometer than ROI or capital spending. In his book review that explains the book's thesis, FT columnist Stefan Stern appears to sing a chorus from the Imaginatik songbook: "the great majority of businesses are underperforming precisely because their most important intangible assets -- the ideas and creativity of their knowledge workers -- are unwittingly suppressed by the way in which these businesses are set up to operate." At issue is a complexity that mirrors the traffic and congestion on overfilled highways. You can do business using a 20th century model (just as you CAN travel from LA to Long Beach on a roadway at rush hour) but never before has it taken more time, wasted more resources and involved more people in the futile attempt.Posted byDavid WallaceatFriday, July 13, 20074commentsLinks to this postLabels:FT,Idea management,Imaginatik,knowledge,McKinsey,Mobilizing MindsFrom Business to Baseball -- With Apologies to Cubs FansXerox offers a keen example of how corporate innovation and problem-solving can run in cycles, counter to the business cycles that usually define success. When creative thinking is needed most, many companies move toward safe, less-challenging strategies. This story from the July 9 Fortune referenced in a blog across town recaps how Sophie Vanderbroek has revived a culture of innovation, at the place that brought us the computer mouse, Ethernet and countless other technologies. Those inventions became crucial to every business. Now, Xerox is on to "reusable paper" that goes blank at a particular time for another document -- after noticing that 40 percent of paper used in offices ends up in the trashThe quest for uniformity (whether it's predictable earnings, people who think similarly, herd mentality in the industry) is a clear sign it's time to change the status quo. One reason companies don't shake things up is they may be succeeding financially but on the 'slippery slope' to a shortfall of new products/services. Think of pro baseball -- it's July and the All-Star Break -- that too much spent on star players can starve budgets for farm teams and developing internal talent for much less money.Look to Imaginatik for collaborative solutions, and other ways to tap the collective genius in your organization -- before it becomes a crisis (or your team fails to make the playoffs). For those readers overseas, please substitute "football" for "baseball" and the name of your worst local club for "Cubs."Posted byDavid WallaceatWednesday, July 11, 20070commentsLinks to this postLabels:collective genius,corporate innovation,Fortune,Imaginatik,XeroxA Pioneering, Breakthrough, Innovation Blog Item ( no really)Waggener Edstrom Worldwide (Microsoft’s PR firm) has studied what it takes to be perceived as an innovator. Not surprisingly, it requires telling people you’re innovative – using keywords such as “creative” or “pioneering.” This emotional appeal can communicate and convince people of your image more powerfully than mere facts, figures or details. What? You wanted wisdom from a PR firm?The agency tracked two sets of innovation keywords that were topical (patents, design, labs, innovation etc ) and sentimental ( revolutionary, cutting-edge, genius etc.) against media coverage of 20 IT companies in the top 15 business publications over the period Jan 2005-June 2006. Coincidentally . . . the time period leading up to Microsoft’s introduction of the Vista operating system. You can read more, it’s only four pages long and not very breakthrough in its details or presentation, which is surprising since the company claims to have invented Innovation Communications(SM).Posted byDavid WallaceatWednesday, June 27, 20074commentsLinks to this postLabels:corporate innovation,Microsoft,PR,Waggener EdstromImaginatik/Pfizer innovation webinarYou're invited to a webinar spotlighting idea management innovation solutions from Imaginatik and the world's most advanced companies.Tuesday - June 26 - 10am EDT "Near Shore Innovation" will be presented by Dr. Rob Spencer of Pfizer, recently profiled in BioIT World magazine (and the BBGM blog) Please e-mailresearch@imaginatik.com for registration. And, yes, spaces are limited so we need an RSVP.Spencer explains how 'open innovation' provides an advance view of where your market or industry is heading, while minimizing security concerns and creating new partnerships for growth. Pfizer has done all three and expanded idea management to a widely used tool serving thousands of people around the world.Posted byDavid WallaceatMonday, June 25, 20070commentsLinks to this postLabels:Idea management,Imaginatik,open innovation,PfizerOlder PostsSubscribe to:Posts (Atom)Technorati favorites  Research Post Archive▼ 2007(30)▼ November(1)Corporate Innovation - On a Break ► August(1)How Fast Are You Failing? ► July(2)Mobilizing MindsFrom Business to Baseball -- With Apologies to Cub... ► June(6)A Pioneering, Breakthrough, Innovation Blog Item (...Imaginatik/Pfizer innovation webinarHappy Just To Be NominatedExcessive Innovation?Job Security for InnovatorsInnovation Is The Rule, Not The Exception ► May(8)Come here, Innovation, I want youMoving Ideas To ActionYesterday's Failure = Tomorrow's BreakthroughPimp my Ride? Nope, Smell my Phone . . .Get to Know CECORTalking to a Blog -- with unexpected resultsIs 'Attention' Innovation?Big I and Little i Innovation ► April(5)"Rigor" can mean stiffness or intensityRembrandts In YOUR Attic?Six Sigma Improves InnovationCustomers Determine InnovationA Conversation Starter? ► March(7)Pharma Innovation Comes from IdeasTime is on my side. Or is it?Can management handle innovation?Here's a good idea: Be persistentWhen will they learn? Innovation without value cr...A TV Series on Innovation?One sign that the inno...We're Back! Firstly - apologies for the long sil... ► 2006(35) ► November(1)Vodafone innovation unit split upVodafone have t... ► October(4)People's Daily Online -- Ten percent of enterprise...End of Day One.... So – more interesting stories...Lunchtime...So the talks themselves have so far ...BIF – Day OneMorning...So am at BIF today – an... ► September(3)Thought you'd be interested in the new report from...Kimberly-Clark turns to outsiders on R&DAs more ...Five Key Strategies for Making MetricsOne of the... ► August(2)Big Blue BrainstormIBM have recently undertaken ...Cheap 3D copying is enabling new Innovations The... ► July(2)How Failure Breeds SuccessOne of the key compone...FT.com / Business Life - GE keeps innovation in ha... ► June(2)Champions Of Innovation - Have you ever wondered w...Financial News - Yahoo! TowerGroup Underscores Nee... ► May(3)Leader: The business of innovation - IT Director -...The Fear of InnovationIt's always interesting to...Optimize Magazine - "Top-down Innovation" - May 20... ► April(8)The World's Most Innovative Companies - Following ...Gartner Voice: New Approaches to Innovation - For ...Dawn Of The Idea Czar - Following the discussions ... ► March(9) ► February(1) ► 2005(25) ► December(5) ► November(4) ► August(3) ► July(1) ► May(1) ► April(1) ► March(4) ► February(4) ► January(2) ► 2004(49) ► December(6) ► November(4) ► October(4) ► September(3) ► August(7) ► July(4) ► June(1) ► May(8) ► April(1) ► March(5) ► February(3) ► January(3) ► 2003(60) ► December(6) ► November(3) ► October(5) ► September(2) ► August(5) ► July(3) ► June(4) ► May(8) ► April(5) ► March(6) ► February(4) ► January(9) ► 2002(13) ► December(13)Fellow Innovation BlogsChuck Frey's Innovation ToolsEndless Innovation - Dominic Basulto's Darwinian blogGlobal Innovation Outlook - IBM's Deep DiveInside Edge InnovationPhil McKinney's Innovation Reblog _WidgetManager._Init('http://www.blogger.com/rearrange?blogID=3992214', 'http://imaginatikresearch.blogspot.com/','3992214');_WidgetManager._SetPageActionUrl('http://www.blogger.com/display?blogID=3992214', 'zcNBBEOzzF76rTj1qJbqMzmz7bE:1219995929092');_WidgetManager._SetDataContext([{'name': 'blog', 'data': {'title': 'The Corporate Innovation Blog', 'pageType': 'index', 'url': 'http://imaginatikresearch.blogspot.com/', 'homepageUrl': 'http://imaginatikresearch.blogspot.com/', 'pageName': '', 'pageTitle': 'The Corporate Innovation Blog', 'encoding': 'UTF-8', 'isPrivate': false, 'languageDirection': 'ltr', 'feedLinks': '\74link rel\75\42alternate\42 type\75\42application/atom+xml\42 title\75\42The Corporate Innovation Blog - Atom\42 href\75\42http://imaginatikresearch.blogspot.com/feeds/posts/default\42 /\76\n\74link rel\75\42alternate\42 type\75\42application/rss+xml\42 title\75\42The Corporate Innovation Blog - RSS\42 href\75\42http://imaginatikresearch.blogspot.com/feeds/posts/default?alt\75rss\42 /\76\n\74link rel\75\42service.post\42 type\75\42application/atom+xml\42 title\75\42The Corporate Innovation Blog - Atom\42 href\75\42http://www.blogger.com/feeds/3992214/posts/default\42 /\76\n\74link rel\75\42EditURI\42 type\75\42application/rsd+xml\42 title\75\42RSD\42 href\75\42http://www.blogger.com/rsd.g?blogID\0753992214\42 /\076', 'meTag': '', 'openIdOpTag': '\74link rel\75\42openid.server\42 href\75\42http://www.blogger.com/openid-server.g\42 /\76\n'}}]);_WidgetManager._SetSystemMarkup({'layout': {'varName': '', 'template': '\74div class\75\47widget-wrap1\47\76\n\74div class\75\47widget-wrap2\47\76\n\74div class\75\47widget-wrap3\47\76\n\74div class\75\47widget-content\47\76\n\74div class\75\47layout-title\47\76\74data:layout-title\76\74/data:layout-title\76\74/div\76\n\74a class\75\47editlink\47 expr:href\75\47data:widget.quickEditUrl\47 expr:onclick\75\47\46quot;return _WidgetManager._PopupConfig(document.getElementById(\\\46quot;\46quot; 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