An overabundance of ideas indicates a lack of productive dialogue, not an unmanageable overabundance of creativity.

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@innovation-architect
An overabundance of ideas indicates a lack of productive dialogue, not an unmanageable overabundance of creativity.
Every knowledge management garden requires the occasional, judicious weeding…
Thinking along the lines of practice and program maturity
The savvy practitioner cannot rely on surface-level connections. They do not assume the sponsor sees immediately that the practice is for them because it’s called “innovation” and they ostensibly need “innovation.”Â
The driverless car revolutionizes passenger travel in a way we have not seen since the birth of the commercial airline.Â
Organizations, embracing innovation, have taken the seemingly logical step of designating people to help “foment a culture of innovation.” Enter the chief innovation officer.
Engagement matters on the front end of innovation. Tangible results matter on the back end. Organizations that pursue the practice of collaborative innovation seek, ultimately, actionable ideas: ideas whose implementation yields benefits.
Our columnist Doug Collins began the Dirty Maple Flooring Company tale last fall. Twenty episodes later, the story in which Dirty Maple embraces collaborative innovation has come to an end.
In his latest post, Mindjet's Doug Collins discusses what it takes to engage in real-time collaborative innovation.
How might we measure our practice of collaborative innovation? What story do we tell by the factors we identify and the indicators we track? Does the plot interest our audience?
In this post, Mindjet's Doug Collins discusses how you can measure your organization's practices for collaborative innovation.
a blueprint for collaborative innovation
What might a virtuous circle of collaborative innovation look like? In this episode, our protagonists Charlie and Frankie review how the design of their practice reinforces itself from strategy to planning to execution to governance.
In this episode, the leaders of the Idea Mill Program for Collaborative Innovation engage Dirty Maple CEO Harry Lundstrom to secure funding for the long term. How might the organization fund a collaborative innovation program—and justify doing so? What space—physical and conceptual—does this funding open for people?