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Isolated innovators

Where does innovation happen in this age of collaboration? Crowdsourcing and group brainstorming? Are we excluding the potential of individualistic introverts? No, networked communication can connect silos  without forcing open workspaces upon people who need solitude to mull insights. 

"Research strongly suggests that people are more creative when they enjoy privacy and freedom from interruption. And the most spectacularly creative people in many fields are often introverted, according to studies by the psychologists Mihaly Csikszentmihalyi and Gregory Feist. They’re extroverted enough to exchange and advance ideas, but see themselves as independent and individualistic. They’re not joiners by nature."
. . . 
"Solitude has long been associated with creativity and transcendence. “Without great solitude, no serious work is possible,” Picasso said."
. . . 
"Marcel Proust called reading a “miracle of communication in the midst of solitude,” and that’s what the Internet is, too. It’s a place where we can be alone together — and this is precisely what gives it power."

#Innovation #creativity #Collaboration #HumanResources

HT +Rotana Ty cc +David Pidsley 

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Making #Innovation a Priority

Citation:  Leaders and organizations are under more stress than ever to do two things simultaneously: deliver on today’s pressing commitments by troubleshooting and refining processes; and find and invest in innovation opportunities that will create tomorrow’s success.

How your organization responds to this stress in allocating scarce resources is a crucial but often unaddressed issue. The natural bias is to respond immediately to what is in front of you. The problem is, this instinct crowds out longer term, innovative thinking.

Kenneth Mikkelsen's insight:
Here, on average, is what leaders estimate they were currently spending their time on:

85% on day-to-day operations
5% on incremental improvements that produced faster, cheaper, better sameness
5% on small sustaining innovations
5% on big, disruptive innovations

Found via +Kenneth Mikkelsen http://sco.lt/8z658j

#Executives   #DriveInnovation   #GrowIncome   #SaveMoney  

Featured in Data Storytelling for Disruptors
http://blog.causeanalytics.com/2014/10/data-storytelling-for-disruptors.html 

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Fixing government tech: #Innovation against '#IT cartels' and 'complex systems'

Michael Krigsman, enterprise advocate and analyst, summarised several conversations he had with innovative government CIOs. He notes that the common thread in is clear -- "people and relationships, rather than technology, drive successful IT." / #InformationTechnology   #DriveInnovation   #Collaboration  

He notes recent failures in government IT, such as USA's  healthcare.gov issues or the $1B wasted on a scrapped military ERP system.  which have increased scrutiny and ere scrutinised and reform federal technology practices. He points out that President Barack Obama is looking to reform federal technology practices due to inefficient and wasteful IT. / #AnticipateChange #CentralGovernment #USA

Kristin D. Russell, CIO for the State of Colorado, suggests that the governmental workforce is trained for long-term positions using old technologies, enormously complex systems, which make introducing modern approaches difficult. Government CIOs must also "fight for talent," like the private sector, but pay lower salaries. / #HumanResources

Casey Coleman, CIO, US General Services Administration keeps her team focused on user experience and agile process, using cloud platforms (she specifically mentions force.com from salesforce.com) to reduce development time and total cost of ownership. / #Cloud #SaveMoney  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com

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Nurturing a Culture of #Innovation

Citation:
Grant McCracken is a Research Affiliate at C3 at MIT.  He was the founding director of the Institute of Contemporary Culture.  The American corporation needs a new professional, the Chief Culture Officer.
. . . .
“Culture matters for reasons good and bad.  First, it is the place to discover advantage, opportunity, and innovation. … Second, culture is the breeding ground of cataclysmic change….  Without a working knowledge of culture, the corporation lives in a perpetual state of surprise, waiting for the next big storm to hit.” (Introduction) / #BlackSwanEvents  
. . . . 
"The trick is to make innovations that make people blink with surprise and perhaps shiver with desire.” (12) / #DriveInnovation  
. . . .
"P&G tended to narrow in on one aspect of the consumer—for example, their mouth for oral-care products, their hair for shampoo, etc.  When A. G. Lafley became CEO he said P&G needed to look at the whole person, to understand and appreciate her life—how busy she is; her job responsibilities; the roles she plays, her dreams, etc.  (29) / #BigData  
. . . .
“The secret of success is not ‘bigger risks.’  It is to harvest error, to take new risks more strategically. … Taking risks because they are risks is an abdication of managerial responsibility. … And the point of a Chief Culture Officer is to factor culture into choice.” (35) / #ReduceRisk  
. . . . 
The single biggest driver of popular culture has been Gen X and GenY.  Popular culture is their native language.  The consumers now rival the producers.  Vast numbers of people are entering the production game for example producing videos, music, and blogs.  The consumer culture is now like a conversation among equals.  Consumers are cocreators of brands.  More participation means less control.  Fan cultures produce new content.  Marketing is changing at high speed.  “If the corporation is now going to talk to consumers, instead of shout, or lie, it needs to know how to start and sustain the conversation.” (92)  The culture is getting more intellectually demanding. / #Demographics  
. . . . 
Fin tiny innovations in the world as early as possible.  Place them in the big picture and monitor their progress as they move into the mainstream.  “Some cultural shifts are heralded by tiny shifts in language, the disappearance of some terms, the rise of new phrases.” (103) The idea is to have a single place to identify and track all the developments we think might matter.  The next step is to make predictions.  We are posed for action, but nothing happens unless we persuade our corporation to act.  / #MarketIntelligence   #AnticipateChange  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com

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Banks turn to analytics and mobile devices to better serve customers

Citation:
"Mobile is one of those areas where banks are afraid to fall behind," says Jerry Silva, research director at IDC. "In the entire ecosystem around mobile, things haven't settled yet between banks, telcos, and third party providers. A lot of balls are still in the air. Banks are afraid of falling behind and losing by default. That's driving most of the spending around mobile." / #Mobile   #Finance  
. . . . 
Customer data management (including data warehousing and data management) and marketing analytics to better understand customers also ranked high in Aite's survey of U.S. bank IT executives. "Banks are in a bit of a pickle with regard to customer insights," says senior analyst David O'Connell. "They have piles of data, some of it in core banking, loan origination and risk management systems. The easy part is analyzing it, the tough part is pulling it together, consolidating it and giving it context so it can be analyzed." / #DataWarehouse   #Analysts   #InformationTechnology   #Executives  
. . . .
The next stage of this is using real-time customer and transaction data to create messages, offers, products and prices tailored to each customers' needs. "As a customer I don't want to be sold a product that the bank wants to sell," says Pierre-yves Glever, senior vice president and global practice head at the financial services global business unit at Capgemini. "I want to be able to get something that fits my needs. Why could a bank not create a package for me?" Banks are starting to invest in configuration tools, pricing engines, real time analytics, and cross-channel architecture to make this possible. / #RealTime   #Analytics  
. . . . 
"When you're looking at decreasing cost in your institution, particularly in North America and Europe, there's not a lot of fat left to cut," Silva says. "You're down to meat and bone at this point. If you can't cut a lot out in terms of efficiency, you can do is drive more customer value to make existing investments more efficient." / #GrowIncome    #Innovation  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com

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Insurance company MetLife treats data with a startup attitude

Gary Hoberman at MetLife has shown that rapid IT innovation can happen in the most monolithic and slow-to-adapt industries of insurance. With big data initiatives that focus on improving service for the customer, his high caliber team is making insurance seem cool.

Below are some highlights from his interview at a GigaOM event, and also check out our use of www.videonot.es, a Google Drive app on Hoberman's interview with Financial Times. https://docs.google.com/file/d/0B2GWbzMSkIMedDhYczFCSVBiMDg/edit Thanks +Paul Simbeck-Hampson for introducing that cool notes-sharing tool.

Citation
MetLife is a massive insurance company, serving more than 90 million customers across major markets in America, Europe and Asia. But onstage at Gigaom’s Structure Data event in New York City Wednesday, Gary Hoberman, CIO and SVP of regional application development at MetLife, revealed that when it comes to deploying big data applications, the company prefers to think like a lean, small startup — particularly in its recent deployment of customer service tool MetLife Wall.

“There were about 80 to 90 developers that worked on this project, and we finished it in just 90 days,” Hoberman said.

That lean attitude went towards building the MetLife Wall, a customer service product that organizes particular customers’ data in a format close to a Facebook Wall. The technology, designed to better inform customer service reps while interacting with consumers who call in, achieved a successful deployment with direct help from the people at MongoDB, who Hoberman says helped guide the team to executing the service.

“We really focused on document format, which is the right format for presenting structured data for a customer,” Hoberman said. “We really saw the company itself partnering with us.”

#Finance   #InformationTechnology   #Innovation   #Embedded  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com

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5 Steps for a Better Innovation Culture through Experimentation and Failure
Smart-failing, or simply learning from failure to drive innovation?

Open Innovation industry thought leader and business strategist, Stefan Lindegaard recently wrote a white paper on how to build a stronger innovation culture by embracing the concept of 'smart-failing' (not sure if we need the term). He offers us 5 suggestions from his whitepaper:

1.Take responsibility. [...] start changing behavior within companies when it comes to dealing with failure.

2.Understand what goes wrong. [...] gain a better overview of where the problems lie that keep them from learning from failure.

3. Be transparent and communicate better. [...] build a more positive perception towards smartfailing. [...] especially the executives.

4. Reward behaviors, not just outcomes. [...]  when the learnings the team captured and shared leads to great success in the future?

5. Educate up and down. [...] The corporate innovation team could take the lead on how to educate on smartfaililng together with other relevant functions such as HR and also representatives from the business units.

#Executives #Innovation #BuildResilience #Collaboration #Transparency

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The Bias [for and] Against Innovation

This article mentions cognitive biases such as the Confirmation Bias, Framing, and Attitude Polarization. The author is concerned that the ideas of creative people end up ignored due to these cognitive biases in business environments. While it is worthwhile to be aware of different cognitive biases, it's better to recognise them in yourself. Acclaim for creativity, innovation, collaboration and breaking down silos is fine, but as concepts these are also implicated in cognitive biases. I would like to see more comparisons of biases both for and against #innovation  in varying contexts. No doubt efforts at innovation don't always pan out...

#DriveInnovation      #Collaboration  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com

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New blog post - Merger Analytics solution for M&As

Why successful mergers and acquisitions harness analytics to drive engagement around a shared vision, while reducing the headaches of system integration.

#Merger   #Analytics   #BusinessIntelligence   #DriveInnovation  

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com
Merge, merge, merge, merge, merger analytics!
♫insert jingle♪

In this blog post I pass along some tips on how to successfully merge different organisational cultures through a shared vision. There is also a slick pitch for merger analytics in there to give +Cause Analytics the added boost it deserves. :D

I like these bits the most:
Using data-driven storytelling as a strategy, executives can show the value each party can contribute to the whole.

By nurturing an environment conducive to innovation, 'culture shock' and potential 'trench warfare' can be reduced.

Organisations that come together to forge a shared system that supports the capacity of data-driven decision-making will collaborate more effectively.

#Merger #Collaboration #DecisionMaking #Innovation #Storytelling

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Is Innovation a serious growth driver?

"[U]nderstanding the role that Senior Management wants innovation to play is not obvious. Are they really looking to innovation to secure future growth or are they looking at innovation to improve their corporate image?" 
. . . . 
For Procter & Gamble innovation is a strategic priority because securing double-digit growth rates by creating multiple billion dollar new businesses is  essential to ensuring its 5% organic growth rate.
. . . . 
"Senior Management may choose between multiple growth drivers in order to secure future growth, including:

End market growth
Increased market share
Geographic expansion
Organic growth and innovation
Acquisition"
. . . .
"[U]nderstanding what management wants to get out of its investment in innovation is critical."
. . . . 
"Asking simple questions will uncover whether innovation is really valued..."

- What role does innovation play in business unit action plans?
- Who was in charge of making innovation happen are there dedicated people, close to the field, that are in charge of realizing innovations?
- And, if they are no resources on the field that are in charge of realizing innovation, are there other resources that have a percentage of their time that’s dedicated to innovation?
. . . .
There are additional questions that probe into who in the company owns 'innovation budgets'.

#Executives     #Innovation      #GrowIncome  

Posted by +Dan Durrant 

Cause Analytics is here to help you navigate through Business Intelligence, understand today's challenges and tomorrow's technologies.

www.CauseAnalytics.com
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