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Tuesday, March 5, 2013
Innovation incubator: Build it and keep it running
If your company is like the one I work for, your people are talking about the need for innovation. Mine has just announced a new program "that will bring a standardized approach to gathering and evaluating your ideas for generating new revenue and improving our business." An Innovation Team has just formed, with a new electronic mailbox and a contest offering cash prizes for the year's best ideas.
Why do we need innovation?
Three answers seem obvious. First, you need innovation because our rapidly changing technology demands it. You cannot afford to do "business as usual," because what was best in its class yesterday is today's routine and tomorrow's technological dinosaur. You have to innovate just to stay up.
Innovation incubator: Build it and keep it running
Second, you need innovation because your customers expect it. They are looking to you to provide the fastest, most accurate, and most accessible products and services available in the world today. If you don't deliver, they will go to someone who will.
Third, you need innovation because it sells. In every highly competitive industry (and what industry isn't?)companies tend to look over each other's shoulders and try at least to match what the competition is offering. The result is what Peter Skarzynski and Peter Williamson have labeled "strategic convergence," a phenomenon in which each competitor within an industry moves its practices and procedures close and closer to those of its rivals. This leads to a vicious, downward spiral, aptly summarized by David Crosswhite:
Benchmarking the strategies of the "industry leaders" and then copying them, by definition, leads to convergent strategies. Convergent strategies lead to industry parity, which leads to commoditization of product and service offerings, and indeed, commoditization of value proposition. Commoditization leads to price competition. Price competition leads to declining margins, and a lack of (or a perceived lack of) an ability to invest, which leads to a belief that you don't have the "space" to innovate. If you don't resist the temptation of this thinking right from the start, you plunge into a strategy convergence death spiral.
Innovation has the potential to propel your company ahead of the pack and demonstrate that you are clearly the company your customers should choose and be loyal to.
Two kinds of innovation
Not all innovations are the same. Generally, they fall into two categories: incremental and quantum leap. Incremental innovations are relatively easy and quite common, like the slight improvements you notice in each new version of your favorite software. Quantum-leap innovations, however, move quickly from nothing to something dramatic and substantial, like the introduction of personal computers or WYSIWYG word processing. Your company should be pursuing both kinds of innovation.
What helps innovation happen?
Experts agree that certain kinds of thinking make innovation more likely to occur. Here are a few examples.
1. Breaking set - To develop innovative thinking, we must learn to examine our assumptions and imagine possibilities outside of them. This is what "thinking outside of the box" means. Brainstorming usually facilitates this process.
2. Multiple options - Part of the assumptions we must jettison is that we have only one or two options. Assuming that a whole range of possibilities exists helps to move us beyond the off-the-cuff, obvious ideas. The more choices we can generate, the more likely will be the possibility that one of them is an outstanding idea. Once more, brainstorming is an excellent tool to use. Also, aim at generating six or seven alternatives, not just one or two.
3. Lateral thinking - You have to train yourself to discover commonalities between two or more seemingly unrelated concepts, forcing linkages between them. One useful exercise is to examine an industry very different from yours and try to determine what they are doing successfully that you can imitate. For instance, UPS documented the time and circumstances of residential deliveries to explore ways to trim delivery times nationwide. Do you have processes that can be timed, analyzed, and then streamlined? External research helps to identify and validate the linkages you make.
4. Mental helicopter trips - Can you rise above the mundane tasks of your daily grind to gain an overview of the entire chain of events that make up the process you are trying to improve? The broader perspective will give needed context to each component task. Flowcharting helps you to start "hovering."
Three approaches to innovation
1. Start from the end - One approach to developing innovation is to start with the goal you have in mind. What would the ideal product look like, and how is that ideal different from what is already available? Then you work backwards, asking what changes would be necessary for that to happen, and how can we make those changes?
2. Find new uses for existing products or processes - Perhaps a product already exists and is only waiting for someone to repurpose it to meet a long-standing need. The adhesive in 3M's Post-It notepads had been around for decades, but it took researcher Art Fry to find a use for it that now generates over 0 million in annual sales for the company.
3. Problem-solving - Innovation often comes as a way of solving a critical problem. "Necessity is the mother of invention," and her babies sometimes come due at the most unexpected times. Every challenge carries an opportunity. Fry created Post-It notes because of his frustration that bookmarks kept falling out of his hymnal during church services. He recognized the lemons and made the lemonade!
Teaming for innovation
Most people find that innovation naturally occurs in a team environment. This is because of at least three factors.
1. Teams are efficient - All of your employees are busy most of the time. Teams permit making progress on an idea by time-sharing.
2. Teams are synergistic - Each of the members of the team brings his or her own expertise, experience, and frame of reference to bear on an issue, with the result that the team effort accomplishes more than the combined efforts of all of its members, working independently. Furthermore, they can bounce ideas off one another, sparking new, tangential concepts and inspiring alternate approaches.
3. Finally, teams are persuasive. Because the team's voice is louder and its conclusions likely to be more credible than an individual's, the team has a better chance of overcoming all of the barriers to change that exist within any organization.
If you identify a challenge that needs to be resolved, or have an idea that gets your blood moving, share it with a co-worker or two. Talk about it to your supervisor. A team can resolve the challenge or develop and implement the idea much better than you can as an individual worker.
Innovation must be client-centered
In the end, it all gets back to the external client. Remember that your mission is to meet or exceed the needs and expectations of your customer the first time and every time. To be effective as innovation, every idea must pass this acid test: does it improve the service or product you deliver to your customers? Satisfying them consistently, and often pleasantly surprising them, is what working at your company is all about. It is the goal, and the pay-off, of successful innovation.
Sources
Crosswhite, David. "Keep Innovation in Play." Electric Perspectives. (March/April 2003). Available online at: http://www.strategos.com/articles/keepinnov/keepinnov.htm
Levering, Robert, and Milton Moskowitz. The 100 Best Companies to Work for in America. New York: Doubleday, 1993. The chapter on 3M is 296-301.
Skarzynski, Peter, and Peter Williamson, "Innovation as Revolution," Economic Bulletin (April 2000).
"Training Staff to Innovate." International Trade Forum. Issue 2 (2000): 28-29.
Uniker, William. "Applied Creativity." SAM Advanced Management Journal. (Summer 1988): 9-12
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* * *
Copyright ©2006 Steve Singleton
Steve Singleton has written and edited several books and numerous articles. He has been an editor, reporter, and public relations consultant. He has taught college-level Greek, Bible, and religious studies courses and has taught seminars in 11 states and the Caribbean.
Go to his DeeperStudy.com for Bible study resources, no matter what your level of expertise. Explore "The Shallows," plumb "The Depths," or use the well-organized "Study Links" for original sources in English translation. Check out the DeeperStudy Bookstore for great e-books, free books, and great discounts. Subscribe to his free "DeeperStudy Newsletter" or "DeeperStudy Blog."
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Monday, February 25, 2013
Business Innovation - Core Competency and Competitive Advantage
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.
There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.
There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.
Business Innovation - Core Competency and Competitive Advantage
Core Competency and Competitive Advantage
A core competence is one which critically underpins the organisation's competitive advantage. Companies can differentiate themselves from their competitors with specific core competencies, but often not for long. The differentiation is difficult to sustain and can often be imitated by competitors.
The integration (and attainment) of constituent skills that is the distinguishing mark of a core competence, is achieved and sustained through developing strong dynamic capabilities, particularly in a world of innovation based competition.
Whilst a core competence is a source of competitive advantage, not all competitive advantages arise from core competencies.
Often seemingly unassailable advantages prove transitory because of a change of underlying factors.
The very existence of competitive advantage sets in motion creative innovations that, as competitors strive to level the playing field, cause the advantage to dissipate.
Recognition of, and adaptation, to change is thus a pre-requisite of successful strategy. For many organisations, the only truly sustainable advantage comes from out-innovating the competition.
These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/
You can also receive a regular, free newsletter by entering your email address at this site.
You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.
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Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/
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Tuesday, February 19, 2013
The Cardinal Bird Feeder - What Works Best?
The intention of a cardinal bird feeder, of course, would be to attract the cardinal. This bird, of course, is probably the single most popular bird for backyard bird watchers. However, to the dismay of many, there really is no cardinal feeder per se. But, the bird certainly has both feeder and seed preferences. Let's take a look!
First, what doesn't work that well.
The tube feeder is quite popular. However, don't make the mistake of thinking it a favorite of the cardinal. I've been watching birds for years and years and I can tell you with complete certainty that this is not your best choice for the cardinal. He has virtually no neck and is forced to turn his whole body sideways to eat from a tube. In addition, he's just a smidgen too big for most perches.
The Cardinal Bird Feeder - What Works Best?
Some people will advise you to add a tray to the bottom. Granted, you will see the bird more often if you do this. Just keep in mind that Droll Yankees trays fit Droll Yankees tube feeders; Aspects trays fit Aspects tube feeders; Bird Quest trays fit Bird Quest tube feeders.
Do you know which brand you have?
Also, keep in mind that trays attract lots of other birds like grackles and starlings. If these birds visit your tube feeder, you won't see many cardinals (or any other birds for that matter). Keep in mind the purpose of a tube feeder is to provide for small birds like the tufted titmouse and Carolina chickadee.
Add a tray, in come the medium and large birds, away go the small birds-just like that, you've defeated the purpose of the tube.
So what does work?
A proper cardinal bird feeder is any feeder whose design accommodates the cardinal's preference to "bend at the hip" or not at all when feeding. You want a feeder that doesn't force the bird to turn its body. A basic hopper feeder is a great choice as a cardinal bird feeder. So is any fly-through bird feeder (a fly-through feeder is open on all sides and has ample space). Also, platform feeders on the ground are ideal cardinal feeders.
There are manufacturers of feeders who describe their product as "cardinal feeder." The no-no is one such example. Though this feeder does accommodate the cardinal, be careful! Many bird feeders do not do what the manufacturer claims.
The Droll Yankees squirrel proof feeder called the whipper is designed to be a cardinal feeder. The curved perch is a fantastic innovation that accommodates the bird perfectly. The Brome Care "squirrel buster" squirrel proof feeder, with its detachable ring, also serves the bird, though the bird does not appear as comfortable on this feeder as he does on the whipper (make no mistake, though, the Brome Care Product is equal and even superior to the Droll Yankees product in many ways).
Seed
What seed should you feed the cardinal? Hands down, safflower. This is a bitter tasting seed that squirrels, grackles and starlings tend not to eat.
If you don't have these pests floating around, any quality bird seed will do. Black oil sunflower seed and sunflower hearts (chips) are favorites of the cardinal. He'll eat most blends, too but don't use big box blends--they're full of filler that birds don't eat.
I've seen cardinals eat fruit--you'll need a fruit feeder for this.
So, what is my favorite cardinal bird feeder?
You know, my advise to bird watchers desiring to attract cardinals to "get back to basics." I recommend either a wooden hopper feeder or a fly-through platform feeder serve as their cardinal bird feeder.
If you follow this advise and are patient, I promise that you'll be visited by this beautiful bird year round!
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Bob Kegebein has been watching birds for 20 years or more. He owns a brick-and-mortar backyard bird watching hobby shop called Bird Watchers' Haven and may be reached at (859)373-8552.
For immediate answers to all of your backyard bird watching questions, be sure to visit his web site: http://www.bird-feeder-and-bird-house-guide.com
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Saturday, February 9, 2013
Business Innovation - Core Competency and Competitive Advantage
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.
There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.
There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.
Business Innovation - Core Competency and Competitive Advantage
Core Competency and Competitive Advantage
A core competence is one which critically underpins the organisation's competitive advantage. Companies can differentiate themselves from their competitors with specific core competencies, but often not for long. The differentiation is difficult to sustain and can often be imitated by competitors.
The integration (and attainment) of constituent skills that is the distinguishing mark of a core competence, is achieved and sustained through developing strong dynamic capabilities, particularly in a world of innovation based competition.
Whilst a core competence is a source of competitive advantage, not all competitive advantages arise from core competencies.
Often seemingly unassailable advantages prove transitory because of a change of underlying factors.
The very existence of competitive advantage sets in motion creative innovations that, as competitors strive to level the playing field, cause the advantage to dissipate.
Recognition of, and adaptation, to change is thus a pre-requisite of successful strategy. For many organisations, the only truly sustainable advantage comes from out-innovating the competition.
These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/
You can also receive a regular, free newsletter by entering your email address at this site.
You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.
Business Innovation - Core Competency and Competitive Advantage Check For The New Release in Health, Fitness & Dieting Category of Books NOW!
Check What Are The Top Cooking Books in Last 90 Days Best Cheap Deal!
Check For Cookbooks Best Sellers 2012 Discount OFFER!
Check for Top 100 Most Popular Books People Are Buying Daily Price Update!
Check For 100 New Release & BestSeller Books For Your Collection
Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/
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