Here is another Storify offering around organizational strategy - this time around how social media describes "analysis" as a concept
Making Innovation Happen
A Global Aggregation of Leading Edge Articles on Management Innovation, Creative Leadership, Creativity and Innovation.
This is the official blog of Ralph Kerle, Chairman, the Creative Leadership Forum. The views expressed are his own and do not represent the views of the International or National Advisory Board members. Tweet ______________________________________________________________________________________
Entries in Ideas (26)
Few organizations, Tim Brown says, are set up to allow much creative collaboration, and even those are often afflicted by a culture that mishandles the results. “Too many ideas that get through to the market make it there because somebody senior is the one sponsoring them,” he says, “not because they’re necessarily the best ideas.” Brown looks to “design thinking” as an answer: incorporating designers’ problem-solving and idea-generation methods into a traditional organization, working with—and occasionally against—traditional R&D. The idea is to broaden horizons and instill a more innovative orientation, especially in a period of economic crisis. “In times when we’re scared,” Brown remarks, “we tend to get tunnel vision, don’t we?”
How Ideas Take Flight - Stanford's Entrepreneurship Corner: Jennifer Aaker, Stanford University, GSB
Stanford Graduate School of Business professor Jennifer Aaker shares the power behind creating ideas that can build momentum. Through her research on the perception of happiness and meaning, Aaker describes how these concepts relate to a successful and powerful social media campaign. A well-planned effort catches audience attention and offers them an engaging story. Aaker, co-author of The Dragonfly Effect, also offers several personal and corporate examples of effective viral campaigns that garnered real world, and even life-saving, results.
Steven Johnson, Kevin Kelly on Building Off Others’ Ideas and The Adjacent Possibility - MIT Sloan Management Review
“Adjacent Possible” and other ways of thinking about collaboration Here’s how an October 2010 interview in Wired begins: “Say the word ‘inventor’ and most people think of a solitary genius toiling in a basement. But two ambitious new books on the history of innovation — by Steven Johnson and Kevin Kelly, both longtime Wired contributors — argue that great discoveries typically spring not from individual minds but from the hive mind. “In Where Good Ideas Come From: The Natural History of Innovation, Johnson draws on seven centuries of scientific and technological progress, from Gutenberg to GPS, to show what sorts of environments nurture ingenuity.
Most of the economy now is based on information. Even physical things are embodied information. Consequently, the scarce resource that is being competed for now is our time. Here is how Richard Lanham talks about it in an interview discussing his book The Economics of Attention: The basic argument is simple enough. We’re told that we live in an information economy. We remember from Econ.1 that economics studies “the allocation of scarce commodities that have alternative uses.” But information is not a scarce commodity; we’re drowning in it. What is scarce is the human attention needed to make sense of it. We really live in an attention economy. What does such an economy look like? What are we to make of it?That attention is in short supply seems to be born in upon us from all sides. From frantic multi-tasking two-career parents to soldiers in computerized fox holes or pilots inundated by cockpit information, we’re all drowning in a sea of information.