Over the past 90 days, my team has been searching high and low across Australia to find and recruit VR/AR and real estate startups to the Village Xperience and Charter Hall PropTech corporate accelerator programs respectively.
As the pace of technology and disruption increases and the average company life expectancy continues to shrink, organisations need a strategy to future proof their business and avoid an ugly demise.
Australia is currently ranked number 23 on the Global Innovation Index 2017.
“Innovation” is no longer a buzzword but a critical success factor for organisations seeking to survive and thrive into the future. Corporate innovation in particular has started to enter the everyday lexicon of boardrooms and the emergence of innovation managers and departments is increasingly common.
Imagine that by now you’ve held your successful ideation session, generated a bucket load of ideas and created a shortlist of the top ideas that are going to solve the innovation woes of your organisation. Well done, you. What’s next?
Design thinking is starting to gain traction in many large organisations. It is being recognised as a powerful way to drive innovation and subsequently companies are upskilling their employees on the methodology.
The average company lifespan continues to drop. In the mid 20th century the average company lifespan was more than 60 years and this stands at just 15 years today. This is expected to fall further to 10 years by the year 2025.
Design Thinking is a buzz phrase that has been thrown around companies for many years now. But how is Design Thinking any different from the way companies have always approached problem solving?
Many organisations stifle the very innovation that they seek through ingrained habits that block creativity and risk-taking. Here are 10 habits that choke disruption and kill innovation.
The sign of a healthy innovation culture is one in which its people feel comfortable sharing their ideas, opinions and criticisms, without fear of retribution.
Here are 10 products that would not have seen the light of day, had it not been the result of multiples failures, human error or serendipity.
Our top ten podcasts on corporate innovation and entrepreneurship.
Managers are incentivised to deliver on an existing, repeatable business model, not to help discover new ones. So how do we incentivise them to innovate without sacrificing the core business model which is, after all, where we make money today?
Here are ten of the top corporate innovation labs in Singapore.
Check out this infographic that provides an overview of this popular approach to problem solving.
In just the last two years, millions of dollars from corporates and government have been committed to numerous accelerator programs. Here is a list of the top ten corporate accelerator and incubator programs in Singapore, which combine both deep domain and startup building expertise.
While there’s much talk emanating out of Silicon Valley nowadays that “pivot is the new fail”, when the term first gained popularity off the back of the lean startup movement in the early 2010s it effectively meant making a fundamental shift in your business model, based on customer learnings, towards one that is designed to bring you closer to product market fit.
Large organisations are engaging startups in growing numbers, due in part to a realisation that companies have not been built to respond to the accelerating pace of change in a timely manner, and that short of restructuring the entire organisation from the ground up, partnering with startups who are unencumbered by bureaucracy, short-term shareholder demands and employee incentives, is an easier way to tap into emerging technologies, business models and talent.
Corporate startup partnerships represent a massive clash of cultures. There are countless platforms that corporates can leverage to connect with startups such as Crunchbase, Angelist, Startup List and Gust. Add to this meet-ups, pitch nights, conferences, blogs and social media all making it easier than ever to identify and connect with startups doing compelling things in your industry or adjacent industries. What’s really lacking is a roadmap on how to work with startups.
When it comes to corporate innovation programs there’s a number of different structures that large organisations can adopt, however knowing which one to adopt can be a challenge, and oftentimes executives find themselves chasing after shiny metal objectives such as innovation labs where strategic alignment can often become an afterthought.
When it comes to innovation and entrepreneurship, a number of core qualities or attributes are fundamental to success, which are best encapsulated by the following four Ps.
A recent World Economic Forum report has built on this and found that 65% of children entering primary school today will end up working in completely new job types that don’t exist yet.
Do you know how well your business is performing when it comes innovation? Would you like to know how to improve your innovation capability?
Here's our list of 20 best books on innovation. These are essential reads are relevant for innovation management, creativity and entrepreneurship for 2016, 2017 and 2018.
Falling into the trap of what Steve Blank calls ‘innovation theatre’ and applying band-aid solutions usually leads to frustration and waste. Here are some of the most common forms of corporate innovation theatre that your company is probably singing and dancing about.
Coined by Professor Henry Chesbrough, Open Innovation is about creating inflows of knowledge from the external environment and outflows of knowledge to the ecosystem through collaboration. In this article, we compare open innovation and closed innovation, review examples of companies using this platform and analyse the advantages and disadvantages. Here are four ways that your organisation can leverage OI to boost your success rate.
In order to get the most out of a corporate hackathon and generate some quick wins that organisers and innovation champions will be able to use to build a case for subsequent initiatives and further development of ideas, taking the time to consider and prepare the following 12 things can make a world of difference.
14 tools to support your team's corporate innovation efforts.
Design Thinking is just one piece of the corporate innovation puzzle and it alone is never enough.
Lawrence Levy was CFO of Pixar from Toy Story through to Monsters Inc. Uncover 10 key insights on corporate innovation and culture change.
Innovation labs are popping up all over the world. A recent report noted that 88 innovation labs opened their doors globally…
VideoRentalz fearlessly faces the future, secure in its ability to keep families together.
Why your ideation tools aren’t working and how to bring ideas back to life. In this article, we cover the definition of the ideation process steps, followed by recommended approach, examples and techniques. This is essential for the execution of design thinking.
Corporate legal and compliance (L&C) teams can enable corporate innovation.
The rituals and routines of guests from the Future Squared podcast.
Do you have what it takes to be a great Innovation Manager?
Busting the biggest corporate innovation myths and some tips to counter these common lies
I was recently asked to partake in a discussion with a newly formed innovation team at an ASX20 company.
In this episode of Fast Fix Friday I talk hackathons, and how, while they are a great tool for bringing teams together to move quickly to build prototypes, are often done in a way that doesn't focus on problem solution fit, unique value proposition or business model.
In an age where the time between disruptions is getting shorter and the exponential growth of technology threatens the upheaval of almost every industry, certainty is fast becoming a distant memory.
"If you come back here in a year how will you determine whether or not we’ve been successful?”
In an age where the time between disruptions is getting shorter and the exponential growth of technology threatens the upheaval of almost every industry, certainty is fast becoming a distant memory. Yet, when it comes to deciding which projects to invest in at most large organisations, we often rely on projections and estimates based on assumptions about the same uncertain future. Think of this as the Innovator’s Funding Dilemma, encapsulated by these five common pitfalls of funding corporate innovation projects.
For emerging businesses, startups and new corporate ventures, there is a tendency to optimise the wrong thing.
In this episode I speak with Arnaud Bonzom, Director of Corporate Innovation at 500 Startups.
The disruptive innovation theory, penned in 1997 by Clayton Christensen in his seminal work The Innovator’s Dilemma, describes a process by which a product takes root in simple applications at the bottom of a small market and moves upmarket, eventually displacing industry incumbents.
In this episode of Fast Fix Friday, I cover a topic that is the bane of existence for many a corporate employee which is getting buy in for corporate innovation
Leslie Barry is currently the head of innovation at Sportsbet, Australia’s largest online bookmaker with $117M operating profit / 79.4 million pounds in 2015.
Thank you listeners, we've just turned 50…episodes that is, and to celebrate, I've put together a list of the 50 most memorable lessons from the first 50 episodes!
Max Kelly is currently Managing Director of Techstars London.
Our podcast has just turned 50! To celebrate, we've listed out 50 of the most important and memorable lessons about innovation.
In this bonus episode, I speak with Evan Shellshear, author of the newly released book, Innovation Tools.Innovation is hard work so you need the best tools. After years of research and dozens of case studies, those tools have been distilled into Evan Shellshear’s latest book.
In an age where a firm’s innovation strategy can make or break the company, it’s more important than ever for companies to define what it means to innovate. In this article, we cover the strategies and models for business innovation strategy, along with examples.
Large organisations apply the same metrics and evaluation criteria on potentially disruptive, risky, ‘out of the box’ innovation as they do for incremental improvements and business as usual investment decisions. Clearly this makes no sense.
How do you go about finding and hiring such applicants when your company insists on candidates meeting criteria such as being a certified accountant which tends not to lend itself to right-brained, creative thinking.
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