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Tapping into the Global Brain Through a Strategy of Open innovation
N° 181, January 2008Companies are increasingly recognising the importance of reaching beyond their four walls to identify new sources of creativity and innovation. How to translate this realisation into actions? Based on "The Global Brain", Satish Nambisan, Mohanbir Sawhney (Wharton School Publishing, 2007), a Boeing case study, and the interview with Debra Park, The Dial Corporation, a Henkel Company (US).
Choosing the Right Environmental Investment Strategy
N° 173, April 2007What kinds of investments should businesses make to protect the environment and generate competitive advantage? Based on “Competitive Environmental Strategies: When Does it Pay to Be Green?” by Renato Orsato, California Management Review, Winter 2006, and on an interview with Richard Christie, general manager of strategic development, Ravensdown Fertiliser Co-operative Ltd (New Zealand).
The Positive Economy: Creating Wealth Through Climate Restoration
N° 173, April 2007Most leaders believe that environment and economy are incompatible, contradictory concepts. According to popular belief, companies can only hope to do “less harm” and limit environmental damage. Nonetheless, there are alternative ways of tackling the problem. By Anne Gouyon and Maximilien Rouer, BeCitizen.
A Dynamic of Change Is the Key to Successful R&D
N° 166, September 2006A lot of R&D projects are destined for failure. What type of organizational architecture is capable of generating a “learning” disposition within a company and thus optimizing its capacity for innovation? Based on "Are you networked for successful innovation?," Polly Rizova, MIT Sloan Management Review, spring 2006, and the interview with Paul-Joël Derian, Director of Research and Development at Rhodia (France).
Consumer Involvement for Maximum Innovation and Minimum Risk
N° 161, March 2006Focus on the method of “collective consumer commitment,” which grants the customer ample say in the manufacturing process, from idea to purchase, even before a product enters its final development phase. Based on “Reducing the Risks of New Product Development” by Susumu Ogawa and Frank T. Piller, MIT Sloan Management Review, winter 2006, and on an interview with Kohai Nishiyama, CEO of Elephant Design, Tokyo, Japan.
Crossing Knowledge to Innovate
N° 150, March 2005From intersection to innovation. Based on The Medici Effect by Frans Johansson, Harvard Business School Press, 2004, the lecture by Marc Giget, “Innovation in the Renaissance,” part of the “Innovation Tuesdays” lecture series, January 4, 2005 at the CNAM, Paris, and the interview with James Dyson, founder and CEO of Dyson UK.
Crossing Knowledge to Innovate
N° 150, March 2005From intersection to innovation. Based on The Medici Effect by Frans Johansson, Harvard Business School Press, 2004, the lecture by Marc Giget, “Innovation in the Renaissance,” part of the “Innovation Tuesdays” lecture series, January 4, 2005 at the CNAM, Paris, and the interview with James Dyson, founder and CEO of Dyson UK.
Globalizing Innovation Processes
N° 147, December 2004Globalizing the innovation process is a source of competitive advantage. Focus based on “Is your Innovation Process Global?” by José Santos, Yves Doz, and Peter Williamson, MIT Sloan Management Review, summer 2004, and the interview with Robin Gallimore, Director at HP Labs Bristol, UK.