We recently ran an on-line brainstorming session we call “Quick MIX” focused on a topic related to the current Innovating Innovation M-Prize challenge. The question for the Quick MIX was: what is the one thing you’d change to make organizations more innovation-friendly? Last week we ran the first installment with eight provocative recommendations distilled from Quick MIX contributions. Read the second installment here for eight additional ideas.
You thought you did everything right—gathered market research and consumer insights; brainstormed, prototyped, and tested a promising new idea; developed detailed financial models and a solid marketing plan. Yet your company’s new product or service didn’t perform as expected. What did you overlook?
We recently ran an on-line brainstorming session we call “Quick MIX” focused on a topic related to the current “Innovating Innovation” M-Prize challenge. The question for the Quick MIX was: what is the one thing you’d change to make organizations more innovation-friendly? Over the course of a few days, MIXers from around the world submitted over 100 answers to this question, many of them receiving lots of praise and tweets from the MIX community. There was so much insight packed into the Quick MIX submissions that we decided to provide a summary of the major takeaways from this exercise, grouped into broad themes (you might recognize these from the Innovating Innovation challenge brief). Below is our first installment, covering eight broad recommendations on how to make organizations more innovation-friendly. We’ll present another eight in a blog next week.
Just a few weeks ago Harvard Business Review and McKinsey & Co. opened the first leg of their 2012/13 M-Prize challenge: "Innovating Innovation." The M-Prize's overall goal is to "surface the world's most progressive management practices and most provocative management ideas" and connect and celebrate individuals reinventing management. This particular challenge — where I'm serving as a judge — seeks "real-world case studies and bold ideas that demonstrate how every element of a company's management model can be retooled to make it innovation-friendly."
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Management thinking is inherently faddish, but there are some perennial favourites that never fall out of favour. Innovation is one those evergreen themes: it is a rare CEO who doesn’t list innovation as one her top four or five priorities.
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Watch Gary Hamel, co-founder of the Management Innovation eXchange (MIX), discuss how to make innovation an everyday, everywhere capability. In this video blog, Hamel lays out three critical questions you can use to test the depth of your organization’s innovation competence.
When we launched the Harvard Business Review/McKinsey M-Prize for Management Innovation last year, we aimed to enlist the most progressive practitioners and thinkers in the collective effort of reinventing what we call “the technology of human accomplishment.” We believed that people from all over the world in every realm of endeavor were launching initiatives and experimenting with radical practices to advance the cause of making all organizations more resilient, inventive, inspiring, and accountable.
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While the global financial meltdown and its aftershocks have unleashed a flood of indignation, condemnation, and protest upon Wall Street, the crisis has exposed a deeper distrust and implacable resentment of capitalism itself.