“The concept [of Fuse] is around sourcing different problems from GE customers and then working with an online community to solve those problems,” says Amelia Gandara, the Community Leader for GE Fuse. Here’s how they do it…
We talk to MIT instructor Luis Perez-Breva, author of the new book “Innovating: A Doer’s Manifesto,” about hunches, testing ideas, collecting feedback, and getting ready to scale. “I don’t like the buzzword ‘experimentation,’” Perez-Breva says. “The way it has been used the last 10 years, it leads people to think that you’re doing a random experiment here and there to try things out.”
NRG Go’s automated kiosks rent out fully-charged battery packs at places like nightclubs, concert venues, and shopping malls so that people can recharge their phones and tablets — without hunting for an outlet and plopping down next to it for an hour or so. Senior Manager Stacey Butler discusses how the kiosks went from concept to launch in less than 18 months.
Many people think of American Greetings as a purveyor of greeting cards and party goods, but as Carol Miller describes it, the privately-held company is in the “meaningful connections” business, helping people make connections with family and friends. On a recent IL Live conference call, she shared her advice about building great teams that include both creatives and business-side employees.
Over the past decade, many of the ideas that had seemed novel when Procter & Gamble’s Clay Street innovation studio first opened — like its giant Marimekko bean bags, circle conversations, and cell phone bans — have become mainstream and “really commonplace in the rest of P & G,” explains Karen Hershenson. “We want to make sure … that people don’t feel they have to be at Clay Street to be innovative, that they can be innovative anywhere. So that’s been our goal as we evolve.” Photos and diagram inside…
How the Capital One Garage is incubating new products and ‘re-imagining the relationship with money’
“We incubate and accelerate great products,” says Gagan Kanjlia, co-founder of Capital One Garage, the incubator at the $24 billion financial services giant. “But also we’re driving this broader business transformation, which is essential for larger companies like Capital One.”
When it comes to innovating across the globe and in emerging markets, Merck’s head of commercial innovation is adamant about streamlining processes and paperwork. “If you need ten steps and three forms to fill in for every idea you have, nobody is going to do it,” says Wim Vandenhouweele. Inside, his advice for building a global innovation capability in a highly-regulated industry…
At a new “lab” store in Manhattan’s Noho neighborhood, customers come in to peruse merchandise in the front of the store, and when they head to the fitting rooms to try it on, or to a counter to pay for it, they’re just a few steps away from the designers who work in the back half of the space. Photos inside…
“Rapid prototyping makes something physical and tangible, so everyone can align their understanding of what it is, versus just talking about it,” says Wells Fargo SVP Robin Beers. Inside, she shares how the company uses the approach, along with a slide highlighting some guiding principles…
New projects at the company pass through three stage-gates: pursuit, realization, and commercialization. Johnson Controls’ Chief Marketing Officer and Vice President for Global Innovation explain how projects are funded, and how they work with senior leadership to make decisions about their fate.
On a recent Innovation Leader Live call, Cisco’s Alex Goryachev discussed the company’s recent Innovate Everywhere Challenge, including how he got thousands of employees to participate, how they recruited external judges, and why he changed his mind about letting the teams involved interact directly with customers. Includes 30 minutes of audio…
Thomson Reuters has come to the realization that building proof-of-concepts and prototypes can require significant funding. The $13 billion media and information company created an internal seed fund called the Catalyst Fund in January 2014, overseen by CEO Jim Smith and Katherine Manuel, the Senior Vice President for Innovation. It provides up to $350,000 in funding to build and test prototypes. Here’s how it works…
“We want to show people that there are different ways of growing a business, defining customer problems, and becoming more customer-centric,” says Alex Pelletier, Head of Innovation at $3 billion Tata Communications, part of India’s Tata Group. “In the old telco world, that is historically not so true.” Pelletier explains how his company’s Shape the Future program works, and shares slides…
Participating individuals and teams receive an Orange Box containing a $1,000 pre-paid card and tools to help them explore an idea and develop a pitch in 60 days. If the pitch is approved, the team receives a Red Box, which contains $25,000 and 90 days to develop their project further. We talk to Senior VP John Sheldon about how the program works.
Indiegogo SVP Jerry Needel explains how companies like GE and Hasbro have been using crowdfunding as a way to gauge consumer demand for new products — or engage collaborators in new ways. Needel also shares his advice. “We always counsel people to be authentic: who they are, what they’re trying to accomplish, and where they’re coming from,” he says.
What exactly is an innovation lab? Ask ten companies, and you’ll get ten different answers. For our 53-page report on innovation labs, we talked to more than 20 executives at companies like Walmart, Home Depot, IKEA, Fidelity Investments, Royal Dutch Shell, MasterCard, Target, and others.
We recently brought together a group of twenty senior innovation, product, and strategy executives in Manhattan, in collaboration with our partner Mindjet. The goal: to discuss how to create sustainable innovation programs that deliver big results. Here are twenty pieces of advice from the group…
The innovation team at ExxonMobil provides a first-ever look at their Grassroots Innovation Forum, focused on sourcing and testing operational innovations, including missteps they encountered and lessons your company might want to consider. Includes internal screenshots and presentation.
Talking about ideas is great — but it’s just vapor. Universal Orlando exec Al Callier explains how his team takes ideas from “vapor to paper to brick,” and what new technology they’re exploring now.
A three-month long accelerator program at Daimler Trucks North America gets employee teams talking to customers, cultivating ideas, and then pitching the board. Lori Heino-Royer, director of the company’s Business Innovation and Program Management Office, talks about the objectives and one of the projects that resulted. Includes slides…
To test ideas and prototype designs, the world’s biggest furniture company built a model apartment in southern Sweden. It invites local families to move into the apartment and document their experiences with the experimental furnishings. Includes slides…
Chief Innovation Officer Bennett Brenton explains how the company gathers input from its franchisees and end-users to shape new products. Includes slides and audio…
Global Vice President of Innovation Dondeena Bradley talks about driving multiple new initiatives aimed at transforming Weight Watchers into a holistic, community-driven company.
Few companies have as strong a track record when it comes to open innovation and pilot testing as General Mills. In a recent Innovation Leader Live call, Jim Kirkwood, Chief Science and Technology Development Officer, explained how the company “gets to the first dollar fast” with pilot tests. Includes 30 minutes of audio. (Not a subscriber? Get an excerpt here »)
The story of the Opal ice maker is an early case study of how a large organization leveraged crowdsourcing and crowdfunding to get a new concept in front of consumers fast.
When most people talk about connected products or the “Internet of Things,” they mean a new generation of devices that can communicate with one another wirelessly. But what if devices could buy stuff, rather than just conveying status or the need for maintenance? Here’s what Visa is experimenting with …
When Taco Bell tried to deliver new digital and in-store technologies for its customers and team members, the quick-service restaurant chain felt like it wasn’t able to move fast enough. A recently-formed 20-person team focused on Digital Innovation and On Demand is changing that. We talk to leader Lawrence Kim.
Our October Innovation Leader Live call guest was Asoka Veeravagu, VP of Business Development for Transformational Innovation at Jarden Consumer Solutions. The Boca Raton, Fla. company owns brands like Mr. Coffee, Aerobed, and Sunbeam.
We’re about to embark on a “lean innovation” journey at our company, and I was wondering if you’d seen any studies or best practices that large corporations should consider?
A new small-format grocery store from $36 billion Dutch grocery giant Ahold that is integrated into a neighborhood streetscape may be the key to attracting a young, discerning urban shopper who frequents farmer’s markets or Whole Foods. We talk to one of the developers of the company’s new bfresh concept.
“Design Sprints” wants to teach you how to clarify the problem at hand; identify the needs of potential users; distill your ideas into one or two solutions that you can test; and prototype your solutions and bring them to life. Download a 95-page PDF excerpt from it.
“I see you’ve written a lot about hackathons, and have some great case studies from companies on how they run theirs. But I wonder if you have a kind of ‘guidebook’ or ‘top 10’ list of things to do to (a) get started; and (b) succeed.”
In recent years, Brian Lee, vice president of product innovation at Jamba Juice, has engineered a number of new product launches, expanding Jamba’s reach in beverages with fresh-squeezed juices and making a leap into the healthy food space with energy bowls. Lee lays out the steps Jamba goes through in developing a new food or drink idea.
Staying ahead of a technological shift in your industry can be tough when you’re not a tech leader like Google or Apple. Should you marshal the internal resources necessary to do cutting-edge development on your own, or simply wait for one of the tech giants to make their move, join them as a partner — and risk letting them come between you and your customers? Here’s how Linda Mantia tackled that question…
Google, Chevron, Saint-Gobain, and SolidWorks talk about what they’re trying to achieve by setting up makerspaces — a/k/a Fab Labs — for employee or community use, or a mix of the two. Ninety minutes of video from a recent conference at MIT.
Craig Nevill-Manning, Director of Engineering at Google’s Manhattan office, talks about why the company encourages engineers to show off raw prototypes every week. “The most important thing is that your demo exists,” Nevill-Manning says. “That’s the biggest achievement.”
We currently hold an annual crowdsourcing event for the technical services division of our company. This year, we want to expand the event outside of tech services, but I’m not sure how people could watch even more ideas to vote on them. How have others addressed this challenge?
In 2014, Tokyo-based NTT Data held 11 workshops in cities like Phoenix, Toronto, Barcelona, and Beijing. This year, the IT services giant is planning another dozen, with a specific focus on disruptive digital innovations, according to Naureen Meraj, senior global director of digital engagement and social gamification for the company. She shares the inclusive approach they developed, along with several slides.
On the heels of recent hackathons in New York, Orlando, and London, NBCUniversal’s chief technology officer and chief information officer share their advice on topics like how to link hackathons with business unit objectives.
When he took over a new role as Vice President of Business Development in 2012, Roy Keating understood that he was being handed a big mission at Ohio-based MTD Products: to help the privately-held manufacturer accelerate its growth coming out of the recession. “We wanted to do more breakthrough technology, and launch things that were unique to the market — not keep playing a zero-sum, dog-eat-dog game with the competition,” Keating says.
We’ve got what I’d call a first-generation legacy PLM [Product Lifecycle Management] system that we’re not really using or getting value from.
Group Head of Innovation Management John Sheldon shares the strategic objectives behind MasterCard’s Start Path accelerator program, and explains how his MasterCard Labs group collaborated with Whirlpool to rethink laundry.
Jason Flores of United Airlines shares his RAMP scoring system for employee ideas, and talks about some of the challenges of leveraging technology to make significant changes inside an established organization.
Deborah Arcoleo, Director of the Advanced Innovation Center of Excellence, talks about how Hershey’s thinks about innovating beyond its product portfolio; how they measure innovation impact; training and capability development; and ensuring continued management buy-in for the innovation team. Includes audio and slides…
“If you just talk a lot about innovation and make a lot of noise, it can backfire,” says Rick Smyers, VP of the Center for Accelerated Innovation at Fidelity Investments. “People can hear a lot about it and think, ‘It’s just another management fad. It’ll go away.'” Smyers explains in this webcast how you can put the right strategy, tools, and people in place to make a real impact — and details some of his team’s successful projects.
Kelly Chief Innovation Officer Rolf Kleiner talks about his CEO’s expectations; developing a process for collecting incremental and disruptive ideas; creating an incentive system for idea submitters; and one high-potential idea Kelly Services is preparing to roll out. Includes 30 minutes of audio from our Innovation Leader Live call…
The head of the Data Innovation Lab at media giant Thomson Reuters argues that if you want to generate significant revenues from innovation, just installing idea management software won’t get you there. Here’s what she’s doing instead…
Troubling question: What happens to all those employee ideas we collect? EMC executive Calvin Smith realized that the innovation team needed to enhance its capability to craft business plans and prototypes — and eventually hand market-tested products and services back to the business units.
It’s a big question, and one that’s crucial to the success of innovation teams: What are the best approaches to sorting and prioritizing ideas so that you can focus resources on those with the highest potential? We’ve got input from executives at Kraft Foods, Allstate, Intuit, Brown Brothers Harriman, and more — and you’re invited to add your perspective…
Nearly 1,000 employees of Adobe Systems have participated in the Silicon Valley software company’s Kickbox Innovation Workshop, where they learn how to develop ideas and collect customer feedback. Participants get $1,000 to spend, no questions asked. Adobe exec Mark Randall explains how it works, and shares the program’s scorecard.
Marriott executive Brian King talks to Innovation Leader members about rapid prototyping, collecting ideas from employees and customers, and why naivete is crucial to innovation. Includes highlights and audio from our latest Innovation Leader Live call…
GE design executive Lou Lenzi explains how the company’s new co-creation initiative, launched this summer, is allowing GE to “take little bets and do things fast.” Includes video and slides from a recent presentation.
You launch an innovation initiative and cast a wide net for employee ideas. What happens next? This slide from Thomson Reuters VP Mona Vernon predicts it with startling accuracy.
Rod Hogan, VP of New Platform Development at privately-held Sargento Foods, explains how a dialogue with consumers helped the company create a product that produced $50 million in revenue in its first year on store shelves, and recently won a Nielsen Breakthrough Innovation Award.
Ravi Godbole, a research and engineering executive at the $10.8 billion agricultural equipment manufacturer, explains how strong university relationships fit into AGCO’s organic growth strategy — and discusses the pitfalls you should avoid.
How do busy organizations build innovation capacity? London’s Heathrow Airport handles 72 million passengers a year, with a plane landing or taking off every 45 seconds. Amidst the need for operational efficiency, safety, and security, Head of IT Strategy and Innovation Richard Harding explains what the innovation team has achieved.
Karen Weining, Global Innovation Excellence Leader at DuPont, explains how the pioneering materials company has been collaborating with customers at its network of 12 innovation centers around the world.
At plenty of companies, persuasive PowerPoints and buy-in from top executives are required to move ideas forward. Intuit executive Bennett Blank explains how his company is creating an infrastructure that encourages teams of employees to test ideas in the market, and gather data, to help determine which ideas hold real promise. Includes a graphic explaining how “Innovation via Rapid Experiments” works at Intuit…
Global Head of Innovation Management Sheila Babnis offers an inside look at how the Swiss pharma giant’s innovation function was created and how it operates today, including tight partnerships with business units. “We find that doing innovation within the business, it sticks much better than if it’s done to the business,” Babnis says. Includes a downloadable PDF overview of Roche’s “Imaginarium” approach to design thinking and prototyping…
Execs at $45 billion Lockheed Martin are demonstrating that 3D printing isn’t just for prototypes — they’re already producing parts for real-world projects like NASA’s Juno spacecraft, now on its way to Jupiter. Lockheed’s Steve Betza lays out the benefits…and shares a video.
In 2012, Beech-Nut acknowledged that it had a problem. Moms were no longer relying on baby food from the supermarket, and they regarded homemade food as the gold standard. “We realized we needed to completely innovate across the total product offering,” says Beech-Nut exec Andy Dahlen. Here’s how they did it…
Chief Innovation Officer Aaron Proietti explains how his group’s mission has evolved, shifting from an isolated “skunkworks” responsible for developing its own projects to more of a consultancy to the business units. Here’s why that happened…
From last week’s Innovation Leader Field Study in Boston: Google executives Don Dodge and Leonidas Kontothannasis offer an inside look at how the company hires, why reasonable goals are not good enough, and how internal projects gain or lose momentum. Includes a half-hour of audio…
Moen’s SVP of Global Strategic Development describes the customer-focused innovation process behind a new line of motion-sensitive faucets. “With our prototypes,” says Mike Pickett, “if we’re not activating emotional excitement about the product, we’re probably not on the right track, and we’ll keep working.”
Andy Miller, Chief Innovation Architect at the digital marketing company, shares slides and a video that offer a look at Constant Contact’s approach to developing new offerings.
Listen to our recent “Innovation Leader Live” call with Michael Wynblatt, VP of Innovation & Emerging Technology at Ingersoll Rand, the $12.3 billion industrial giant. In the audio, Michael discuses the complexities of his role; how he creates and tests innovation hypotheses; training and capability-building; metrics; priorities; hiring and more.
Autodesk VP of Corporate Strategy Jon Pittman talks about 3D printing, synthetic biology, programmable matter, and other trends he’s tracking. Pittman also discusses the software giant’s new IdEx program that lets selected employees spend three months developing new ideas that aren’t connected to their regular roles.
Rick Smyers, who runs the Center for Accelerated Innovation at Fidelity Investments, likens running a successful innovation program to planning a mountaineering expedition: you don’t want to leave base camp without a plan of attack, the right people, and the proper equipment. Details, slides, and video inside…
Are your innovation initiatives plodding along? Do they lack resources? Innosight managing partner Scott Anthony says the problem could be too many “zombie projects” — and an organizational inability to kill them. Learn more in this Innovation Leader exclusive.
Innovation Leader had ringside seats at a Harvard Business School event, where GE’s marketing chief Beth Comstock discussed the company’s views on crowdsourcing, the Internet of things, the lean startup movement, and more. Quick bullets from her presentation and the complete audio are inside.
We recently sat down with the Global Brand Officer of Marriott International to discuss how innovation works at the $12.8 billion hospitality company. Inside, Brian King takes you into “The Underground,” Marriott’s innovation lab, to see how rapid-prototyping works there, and offers lessons for replicating the process.
Innovation exec Lesley Solomon explains how Brigham & Women’s Hospital in Boston set up its first hackathon, what the event achieved for the organization, and what they will do differently next time around.
Mike Helser, head of the General Mills Worldwide Innovation Network, shares what the $17.8 billion consumer packaged goods company has learned from its open innovation experiences. We’ve got slides, steps for porting his model, and details on his “X-Squad.”
After launching a high-profile iPad newspaper that didn’t succeed, the Manhattan-based publishing company is taking a quieter approach to incubating new products. News Corp. senior vice president of product Nick Bell explains.
GE hunts for breakthrough ideas by engaging with startups and academic researchers in new ways. Says exec Venkat Venkatakrishnan, “Our challenge has become, how can I find a technology that I will be the first to apply, not, what do I invent tomorrow?” Here’s a look at how Vankatakrishnan’s group held a first-of-its-kind event last fall.
Director of Adjacency Innovation Deborah Arcoleo lays out the four steps she uses to de-risk innovation initiatives, from assembling the best team possible to ensuring that key stakeholders at the company have contributed to the key measures of success.
Dean of Global Innovation Michael Perman explains how Gap Inc. has trained about 250 employees to be innovators, through a program called Mindspark. But Perman also asserts that not everyone in large organizations is cut out to innovate: “Not everyone is built that way, anymore than everyone should be an accountant.” Perman also outlines Gap’s current innovation priorities. Includes audio.
In business, internal “corporate infanticide” happens all the time. Corporate innovations are encouraged and funded one year, only to be stymied and shut down by their parent companies a few years later. Thomas Thurston of Growth Science, a business model simulation firm, explains the role that corporate culture plays in predicting whether internal innovations and acquisitions will survive.
There’s an undeniable shift happening, toward judicious and strategic use of distributed talent — whether full-timers who don’t happen to live where your company has an office, or freelancers who prefer not to become anyone’s employee. We explore the shift with oDesk CEO Gary Swart, left, and Scott Berkun, author of the new book “My Year Without Pants: WordPress.com and the Future of Work.”
Ryan Armbruster, VP of Innovation Competency at UnitedHealth Group, shares an outline of how the company structures its annual Innovation Day event — and discusses his initial skepticism about it. “To me, innovation is about deep skills and competencies, not something you just celebrate on a single day,” Armbruster says.
VP of innovation and entrepreneurship David Butler shares the experiments Coke is trying internally and externally as a way to “regenerate the culture” of the 150,000 employee company, including hackathons to improve its soda dispensers and conferences focused on learning from failure. Above, two employees present an idea at Coke’s first employee Startup Weekend, held in June 2013.
Companies like Campbell’s Soup, Coca-Cola, and Hasbro have started to organize hackathons as a way to get outsiders building prototypes of new products and services — some of which may help further the company’s strategy, or get a new kind of ecosystem going. Here’s advice on how to do it right, and some of the controversy that can arise.
Are you confusing customers with a constellation of choices, add-ons, and upgrades? The San Diego Zoo Safari Park, a southern California wildlife attraction, decided to streamline the options it presents to visitors. You’ll be surprised by the impact it had on their business — and by what inspired the park’s design approach.
The cable network’s digital game development studio spells out the goals, process, guidelines, and awards for its quarterly employee hackathon. Includes a downloadable PDF used to organize the most recent one, in July.
The chipmaker’s Director of Business Innovation explains how he uses experiments, hackathons, and networks of experts to help Intel map out areas of future potential — and talks about what it takes to get the attention of business unit heads.
Three years into the job, Naomi Fried, the Chief Innovation Officer at one of the world’s top pediatric medical centers, reflects on the three initiatives that have moved the needle most. Fried also offers a look at her annual innovation progress report.
Philips North America chairman Greg Sebasky, left, calls it “one of the first attempts by a large company to do open innovation.” The company is dangling $100,000 in prize money, plus mentorship from Philips execs, for new product ideas in healthcare. But before the competition launched, Sebasky had to deal his attorneys.
At the cloud and virtualization giant, more than 60 ideas have been presented over the last year-and-a-half, in areas like R&D, customer service, and field sales. A handful have gotten seed funding so far, and one recently moved on to second-stage funding. Employees who participate get a stake in their venture — and also must accept some risk.