the other side of INNOVATION - Research
The only effective way to study the management of innovation initiatives is to compile in-depth, multi-year case histories. Doing so is time-consuming and expensive. It requires in-depth interviewing, followed by the meticulous process of synthesizing hundreds of pages of interview transcripts and archived documents into meaningful narratives. The Other Side of Innovation is based on an extensive ten-year study that produced the most extensive library of case studies about executing innovation initiatives in the world. Several of the case studies are summarized in this book. Many of them are can be downloaded here. Subject companies include: 3M Corporation Analog Devices, Inc. 3M Corporation Vijay Govindarajan; Julie Lang Length: 4 pages Publication date: 2002 Case No. 2-0002 3M's strategy was rooted in innovation. 3M's 30 Percent Rule, where 30 percent of revenues must come from products introduced in the last four years, clarifies and drives its innovation mentality.
The Numbers - Movie Budgets
Note: Budget numbers for movies can be both difficult to find and unreliable. Studios often try to keep the information secret and will use accounting tricks to inflate or reduce announced budgets. The data we have is, to the best of our knowledge, accurate but there are gaps and disputed figures. A complete list of all movies for which we have budget information can be found here. Note: The profit and loss figures are very rough estimates based on domestic and international box office earnings and domestic video sales, extrapolated to estimate worldwide income to the studio, after deducting retail costs. See the complete list
Innovation from the Edge
Some time ago, Mathew Ingram of Gigaom asked in a post why it is that the NY times and other newspapers don’t create new innovations, like daily deals . The question inspired an impressive variety of comments, from those who denounced newspapers as “old fashioned” and “change averse” to those who pointed out that a newspaper’s primary mission is journalistic. Whatever your sentiments about newspapers, clearly the problem isn’t exclusive to them. Why didn’t Yahoo invent the search engine? Why can’t Google get social media right? Corporations are not People Most people assume that large organizations simply don’t want to innovate because they like the status quo. I don’t want to say that doesn’t happen, but if that were so, it would be an easy problem to fix. An alternative explanation is both more likely and more interesting: people within organizations pursue worthy individual actions that result in poor global outcomes. It is a mistake to anthropomorphize organizations.
Özgür Üniversite
Mathematicians will lead the next consumer tech market disruption
This is a guest post by Duncan Smith, head of product development at Cambridge Consultants When we think of how the best consumer technology is developed, the devices that make major breakthroughs in consumer experience, we tend to think of engineers or product designers -- whether it is the Jonathan Ive-designed iPod or James Dyson and his vacuum cleaners. What we won't think of is a mathematician. However, as we look to the near future of consumer technology, mathematicians are going to be behind the next generation of "must have" devices and services. As an engineer I grew up using mathematical modelling as a tool for good design. That doesn't sound very exciting, does it? Of course user experience and technology are still important to innovation, but they are fast becoming "hygiene factors" -- necessary but not sufficient to thrill consumers. The key will be algorithms. In many ways solving the implementation problems of sensor-based devices is just the first course.
Murat Aydemir | Girişimcilik üzerine, kısa kısa…
C. M. Rubin: The Global Search for Education: In Search of Innovation
"We reinvented the notion of a film festival and we were disruptive mainly out of necessity." -- Craig Hatkoff "Educate to Innovate," President Obama's campaign for excellence in science, technology, engineering & math, is a call to action that our education system embrace a specific type of orientation. Innovation requires educators to think about a 21st century education incorporating both critical and creative thinking beginning with the earliest years of a student's education. And why is this focus so important? Disruptive innovation definition: A disruptive innovation is an innovation that helps create a new market and value network, and eventually goes on to disrupt an existing market and value network (over a few years or decades), displacing an earlier technology. Following on from my interview with Dr. I had the pleasure of connecting with Clay Christensen (Kim B. Schools have spent more than $60 billion over the last two decades placing computers in schools. Craig Hatkoff, C.
Chavez Döneminde Venezuela « Akademik Perspektif – Online Sosyal Bilimler Dergisi
Birleşmiş Milletler Genel Sekreteri Ban Ki-Moon, Chavez’in ölümünün ardından şu açıklamayı yapmıştır: “Chavez, zorluklara karşı mücadele etmeye karar veren, ezilen Venezuela halkının sözcüsüydü.” Venezuela’nın devlet başkanlığı koltuğuna 1999’da oturan ve 2013 yılına kadar bu koltukta kalan Chavez, bu dönem içerisinde dünyanın dikkatini hem siyasi fikirleriyle hem de ekonomik anlamda önemli işleriyle üzerine çekmiştir. Venezuela, 1998’de Hugo Chavez’in devlet başkanlığına seçilmesine dek isminden sıkça söz edilen bir ülke değildi. Bölgeye bakıldığında ise, Venezuela Chavez öncesi dönemde ABD’nin model olarak sunduğu bir ülke olmuştur. Chavez’in 1992’de ki darbe girişimi başarısızlıkla sonuçlanmış bununla birlikte Yarbay Chavez’i tutuklayan güçlerin onun bir kaç dakikalığına da olsa televizyonda bir açıklama yapmasına izin vermeleri, o ana kadar kimsenin tanımadığı bu subayın ülkede kahraman olmasına yol açmıştır. Chavez’in 5 Mart 2013 tarihinde Caracas’ta vefat ettiği duyurulmuştur.
It Took Less Than 10 Years for IT Not to Matter
Way back in May 2003, Nick Carr published the article “IT Doesn’t Matter” in the Harvard Business Review. For those of you who don’t remember it, Carr’s piece was a doozy and then some. He argued that companies paying top dollar for the latest and greatest technological equipment were spending a lot to buy a very limited competitive edge, if any. In truth, it has taken just about 10 years for Carr’s view of the world to reach mass adoption. Most of the people I talk to these days are like Siobhan McFeeney, who heads up information systems management for the AAA in Northern California, Nevada, and Utah. Salesforce—the granddaddy of the software-as-a-service companies—went public in 2004. The very companies that bashed Carr back in the day did very little to prepare for the cloud-computing era. The bad news for the big guys is that the cloud companies have shown a major reluctance to being acquired.
