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Thursday, January 27, 2005
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Creativity requires a challenge to start a flow of new ideas, then a way to capture them.
When it comes to creativity, there's good news and very good news. The good news is that the mysteries of the creative process are finally giving way to a rigorous scientific analysis. The very good news is that, with the right skills, you can boost your own creative output by a factor of 10 or more. Significant creativity is within everyone's reach--no exceptions. What's more, greater creativity breeds greater happiness. The creative process is itself a source of joy for most people. And with new creative powers we're also better able to solve the little problems that beset us daily.
Summary: Focuses on how to enhance the creativity of a person. Mysteries of the creative process; Myths about creativity; Generativity and creativity.
Source: Psychology Today |
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Tuesday, January 25, 2005
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Innovation Scenario Planning
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If the auto-rickshaw I am traveling in, brakes suddenly and takes a turn - left or right - depending on which side I am seated - left or right - what are the various things that can happen? (It's an accident situation.)
SCENARIO I: The autorickshaw takes a left turn and I am seated on the left - so I would swing to the right and the right side would be below me - of course it's an accident where the autorickshaw topples onto it's right side - so what do I do? I immediately lunge toward the open left side and hang out so that when the auto finally rests on its right - I can stand - and am not hurt - except for maybe a couple of bruises on my elbows, knees due to them bumping against the autorickshaw's inner pipes etc.
SCENARIO II: The autorickshaw takes a left turn and I am seated on the right - so I would swing to the right and maybe go out the right side and maybe the auto would land on top of me, crushing a couple or more of my bones. So what should I do? I should immediately lunge toward the left side, hang onto the inner pipes and bring my knees upto my chest - so that my legs don't get dragged under the autorickshaw when it finally comes to rest on its right side.
SCENARIO III: Change all the lefts to right and all rights to left in SCENARIO I.
SCENARIO IV: Change all the lefts to right and all rights to left in SCENARIO II.
- The key is - would I actually do it? Would my brain actually have time to react to the scenarios?Is scenario planning any good if we only end up imagining the scenarios and never using them?
- Is " experience" the only way to find out whether the scenario actually works?
- Is scenario planning any good for innovation?
- Is there a discipline called " Innovation Scenario Planning"?
- If there is someone who practices something similar - would you please share what you do on the ASIDE blog?
We would love to e-print your work summary!
As for whether "my" brain had time to use the scenario planning - the answer is "yes" - SCENARIO I above happened to me and I had time to think of what might happen, what was actually happening in that split second and I actually did what I had thought would be the best. It worked for me and I only have two slightly bruised knees. Unfortunately my co-passenger who got caught in SCENARIO II above was caught absolutely unawares - we both saw the reason why the autorickshaw driver braked, but my co-passenger did what the majority of us would have done - just took a bit more time to absorb and process the information being relayed to the brain. Result: the co-passenger has one really badly bruised and bleeding leg because it was crushed by the autorickshaw.
- So does that mean that scenario planning maybe effective only for certain individuals?
- How does one classify the differences?
- If scenario planning itself differentiates between the people it might be taught to, will the effectiveness go down further for "Innovation Scenario Planning" - since the subject becomes more specialized.
Hmmm....
Please comment!
P.S. - this is what an autorickshaw looks like - Autorickshaw - will give you a better visual idea of what the scenarios might look like. |
Roadmapping is vital for realizing innovation.
By Stewart McKie
VentanaView TM
Ventana Research believes the innovation business process depends on three process phases: generating, converting and realizing innovation. Of these, it is realizing innovation that ensures optimal commercial value is derived from every innovation. Roadmapping, as a process and technology, is key to raising business performance from realizing innovation value in the marketplace.
View
A roadmap is a visual representation of a sequence of steps along a timeline that depends on a roadmapping process to capture and organize the information and knowledge represented on the roadmap. A roadmap always has a specific theme represented along a given timeline and usually presents a multi-layered view of that theme — for example, a generic roadmap template might consist of:
- a timeline (know-when), e.g. a 2-5 year deliverable lifecycle
- a purpose layer (know-why), e.g. business or market objectives
- a delivery layer (know-what), e.g. a product or service deliverable
- a resources layer (know-how), e.g. technology or competency support
Links exist between the steps within a roadmap layer, between steps across roadmap layers and between roadmap steps and other information entities "submerged" within the roadmap logic. For example, a roadmap step may be linked to a project plan or an engineering diagram, which in turn is held in a separate project management or CAD application. Because a roadmap may represent objectives or activities that cross business units or even organizational boundaries, it must support a collaborative process and technology.
Clearly, the roadmapping process, supported by roadmapping technology such as Alignent's Vision Strategist, is an ideal way to plan and progress an innovation performance management initiative. It is also an important way of improving the performance during the realizing innovation phase, especially for creating market assets based on product or service deliverables. This is because it maps the deliverables created by the converting innovation phase into a realization process that recognizes business/market objectives, reflects the ongoing future development of deliverable assets and respects the resource demands this realization process may put on the organization.
Assessment
Ventana Research recommends that organizations looking to implement an IPM initiative or improve their innovation realization capability consider adding roadmapping, the process and technology, to their portfolio of techniques and tools.
Stewart McKie is European Analyst Director at Ventana Research.
Ventana Research is the preeminent research and advisory services firm helping our clients maximize stakeholder value with Performance Management throughout their organizations. Putting research in a business and IT context we provide insight and education on the best practices, methodologies and technologies that enable our clients to leverage assets to understand, optimize, and align strategies and processes to meet their goals and objectives.
Lifted from : IntelligentEnterprise |
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Thursday, January 13, 2005
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How Companies Turn Customers' Big Ideas into Innovations
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The most effective product development and commercialization processes encourage dynamic communication and idea sharing among engineers, marketers, and customers.
"Strongly engineering-driven companies don't always appreciate the emotional attachment people have to products," says Wharton's George Day.
From Thomas Edison to Steve Jobs, the conventional view of product development has always portrayed the inventor as the hero. In fact, the inventor is only part of the process. Edison himself hinted as much when he described the inventor as being a "specialist in high-pressure stimulation of the public imagination."
Access the complete article here: Strategy+Business |
Latest Innovation Blog on Blogger - IdeaBroker - http://ideabroker.blogspot.com/Home of firestarters in the genesis of authentic and radical new concepts, methods and ideas. Creating momentum for effective product and business development to find facts, flaws, fellows, and funds. Our strategy: providing a platform for building shared vision around new concepts. Shock, shell, shout and listen are the tools of our trade. Setting new horizons our goal. All in a new, shared and fun packed vision on innovation... |
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