innovateonpurpose.blogspot.com
Innovate on Purpose: August 2006
http://innovateonpurpose.blogspot.com/2006_08_01_archive.html
Blog site dedicated to ideas, conversations and approaches for sustainable, repeatable innovation. Wednesday, August 30, 2006. Innovate Strong or What would Edison Do? After much consideration, I think I've got the answer to what has seemed to be a big disconnect between what is said about innovation, and what is done in the name of innovation. It all came about because of a wristband. Posted by Jeffrey Phillips at 3:07 PM. Tuesday, August 29, 2006. What I've learned over the last few years of focused ef...
innovateonpurpose.blogspot.com
Innovate on Purpose: July 2006
http://innovateonpurpose.blogspot.com/2006_07_01_archive.html
Blog site dedicated to ideas, conversations and approaches for sustainable, repeatable innovation. Wednesday, July 26, 2006. Innovation still more art than science. In a recently published survey from the Boston Consulting Group on Innovation ( Innovation 2006. The editors raise a great question, and one that could be easily missed without careful reading: "What steps can, and should, companies be taking to optimize their innovation spending to ensure that little, if any, of the money is wasted? I suspec...
innovateonpurpose.blogspot.com
Innovate on Purpose: February 2006
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Blog site dedicated to ideas, conversations and approaches for sustainable, repeatable innovation. Monday, February 27, 2006. Could Textiles lead the way? Did you know that in the 1700s it was against the law in England to export looms or weaving equipment? Posted by Jeffrey Phillips at 5:09 AM. Thursday, February 16, 2006. Biggest roadblock to corporate innovation. Even the "what" and the "where" are reasonably well understood about innovation. It seems to me the biggest challenge is the "how". We've gr...
innovateonpurpose.blogspot.com
Innovate on Purpose: March 2006
http://innovateonpurpose.blogspot.com/2006_03_01_archive.html
Blog site dedicated to ideas, conversations and approaches for sustainable, repeatable innovation. Thursday, March 30, 2006. Why do I say that? Well, there are several factors to consider:. 2 They've outsourced many of the functions that they don't do well or can't do cost effectively. This means that they've optimized their processes and have begun to focus on the things they believe they can do well, and shifted the processes or functions that they could not do as well to other shores or other busi...
innovation-living.blogspot.com
innovation-living: February 2010
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February 23, 2010. Moving to new blog! This blog is transferred to new location:. February 2, 2010. Innovations and creativity reading list. Here is my selection of books from topic: innovations&creativity. During winter time there is more time for reading so maybe this list could help someone in selecting right books. Together with this books I must mention one "blook": Pulp Innovation by Jeffrey Phillips. Making Innovation Work,. The Ten Faces of Innovation,. The Art of Innovation,. The Medici Effect,.
innovateonpurpose.blogspot.com
Innovate on Purpose: December 2005
http://innovateonpurpose.blogspot.com/2005_12_01_archive.html
Blog site dedicated to ideas, conversations and approaches for sustainable, repeatable innovation. Wednesday, December 28, 2005. Incubation as a model for idea management. The more I talk to people in innovative firms, the more I become convinced that incubation is a great model for innovation and idea management. I looked up the word incubate on www.dictionary.com. One of the definitions it provides is " To form or consider slowly and carefully, as if hatching. In most firms this type of language and ap...
innovateonpurpose.blogspot.com
Innovate on Purpose: November 2005
http://innovateonpurpose.blogspot.com/2005_11_01_archive.html
Blog site dedicated to ideas, conversations and approaches for sustainable, repeatable innovation. Monday, November 28, 2005. Where there's a way, there's a will. Do you ever play the game where you turn around a phrase to see if it makes sense in reverse? Would an established, standard process mean greater likelihood of participation and results, over the solo hero approach? I have to think the answer is yes. What does this say about our innovation initiatives? As with any other process, define a standa...