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IESE Insight Review has just published our article on building an innovation culture.  The article is based on our research and interviews we conducted with innovation managers and leaders from 22 companies.  It is available here courtesy of the review.

We recently conducted a joint survey with Capgemini Consulting that targeted managers and leaders of innovation.  The survey looked into formal and informal mechanisms for managing innovation.  The final report will be out in early 2012.  Here we share a couple of results from the section on innovation culture, concerning how widespread the mandate for creating a culture of innovation is becoming and the perceived source of an innovation culture.

Paddy Miller was a speaker at the Creative Innovation 2011 conference.

A good post from K@W on innovation panelists’ definitions of innovation accompanied by examples from their companies.

Financial Times article discusses multinationals’ attempts to create a self-policing culture of accountability in distant workforces, and the desirability of cultural transfer in both directions between a parent and its foreign operations.

An interesting wine industry discussion on innovating follows a blog post by Christopher Dolan on Paddy Miller’s World Innovation Forum talk. A separate post by him outlines the key insights from Paddy’s presentation at the forum.

The World Innovation Forum took place in New York last week. Paddy Miller was a speaker, and his presentation will be outlined in a separate post. Here we summarize the thinking presented at the Forum this year, which touched on design, disruption, ecosystems, customization, culture, leadership, and conventional management getting in the way of innovation.

Disruptive Innovation

Clayton Christensen opened the forum with a talk on disruptive innovation. He suggested that a reason previously unassailable companies fail is that they follow principles of good management and seek profit in higher-end markets. It is in the area of lesser performance, however, that there is opportunity for disruptive innovation, for simple products for those who couldn’t afford them before, he said. He cited the idea that Japan is lost because it is focusing on the high-end only and has lost ground to other Asian countries. Japan doesn’t have the labor market mobility and venture capital structure that exist in the U.S., Christensen said, and the U.S. should continue stoking its microeconomic engines for macro stability, lest it end up like Japan. Christensen also criticized the exhortation by business schools to focus on core competence and outsource the rest, because it looks at the past rather than at what is needed to be good at tomorrow. The second part of his talk focused on healthcare, where he advocates moving away from an over-expensive reliance on experts to decentralizing, commoditizing and personalizing healthcare.


Larry Huston, who headed Procter & Gamble’s Connect+Develop open innovation initiative, said he wanted to talk about how to make money with open innovation. He gave examples of companies that had opened up, such as a mining company that put details of its land online and requested analyses for where to drill; Pringles chips searching outside for a method to print ink onto chips; and a medical center in China opening up to bring in intellectual development.

The vertical model is gone, Huston said, and the new economic model is partnering. The return on investment with connected innovation is twice what you would get developing it yourself. Read the rest of this entry »

Forbes interviews Gary Hamel and describes the winning ideas from MIX’s management innovation contest.  In a separate article Henry Chesbrough talks about competing for third party contributors.

In a Wall Street Journal post, Gary Hamel argues that Management 1.0 no longer suffices and must make way for a new model for the future, Management 2.0.

For multinationals considering how to innovate, two articles suggest two directions:  s+b article looks at partnerships with small players at home, while K@W article discusses partnering with local players in emerging markets.