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Innovation clients frequently ask us how to make better decisions when pursuing breakthrough innovation. Decision making in pursuit of breakthrough and transformational innovation is significantly different that which is for sustaining or incremental innovation (where frames of reference, past benchmarks, etc. exist). There are five key decision points along the journey. At each point, beliefs, assumptions, SWAGS, etc. will get tighter, and more useful.
Topics: Jay Terwilliger, SNIFF test, Innovation criteria, selecting, selection, evaluating ideas, evaluating innovation, Innovation, Innovation Strategy, criteria for innovation
What if Henry Ford got it wrong?
Topics: Jay Terwilliger, creative, Innovation, breakthrough innovation
Topics: Jay Terwilliger, levels of innovation, 3 levels, three levels, defining innovation, innovation language, Creating an Innovation Team, Collaboration, breakthrough innovation, leadership, strategic innovation, criteria for innovation, decision-making, Creating an Innovation agenda, platform thinking, disruptive innovation
Topics: Jay Terwilliger, Innovation, Obama, President Obama, Obama's innovation, State of the Union
Leadership often involves making decisions in the face of insufficient information. This is especially true when it comes to enabling the pursuit of innovation. Doing nothing until the situation clarifies itself is in itself a decision. But, by the time the situation is clear the real opportunity has passed. As Will Rodgers once said “Even if you’re on the right track, you’ll get run over if you just sit there.”
Topics: Jay Terwilliger, Future, trends, Innovation, Strategic Goals
Topics: business model mapping, Jay Terwilliger, creative thinking, Innovation, strategy, Management
Here's Part Two in our three-part series on Business Model Mapping, with insights from Creative Realities' President, Jay Terwilliger:
Topics: business model mapping, Jay Terwilliger, critical ideation skills, Innovation, strategy
The world is constantly changing. As it does, business models and business processes, need to be reviewed holistically in order to ensure they are optimized for the current state of the world. In spite of this obvious need most business models either remain static until dramatic change is needed, or they evolve piecemeal, with elements bolted on to serve some particular need of the moment. Over time, business models can become cumbersome, inefficient and laden with redundant costs and/or aspects that add cost, but that no longer add value. When seeking to become more competitive or to reduce costs while maintaining value for the customer and consumer, the business model needs to be re-examined. A visual map helps to clarify the individual elements, the process flow and the value chain of a business.
Topics: business model mapping, Jay Terwilliger, Innovation, developmental thinking, execution
Topics: Jay Terwilliger, Innovation, leadership, strategic innovation, strategy, growth, implementation
