White Papers

The Foundation For Innovation
For a successful enterprise, innovation is a key element that initiates and then sustains continued forward movement. It is not achieved, however, without careful thought, planning, and execution. That is, it is purposeful and intentional. Successful, consistent innovation requires its own framework, structures, and support systems. Innovation works where it is designed into an organization’s modus operandi. This paper addresses some of these “innovation by design” considerations.

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Managing For Innovation
Innovation is critical to the competitive success of virtually all companies. Whether you’re on the leading edge, or following an imitation strategy, innovation is the only sustainable competitive advantage. Creativity and innovation are often used as synonymous terms. This is unfortunate because there is much more to true innovation than just being creative. This paper examines a proven, four-step process that allows you to have successful, repeatable innovation as part of your company’s portfolio of skills.

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Your Customer and Innovation
Recent surveys by IBM Corporation, The Council on Competitiveness, and BusinessWeek-Boston Consulting Group produced important findings on U.S. industry innovation, competitiveness and the drivers that fuel our need to stay ahead of the game. There also some surprising reflections on the roles we assign our customers.

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Your Primary Innovation Challenge
Highly creative people tend to believe that innovation is the product of a mind-set that cannot be duplicated and of intellectual adventure that defies replication. In order for organizations to thrive, however, a process and management philosophy must be in-place that provides the foundation for channeling creativity into sustainable market leadership.

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Don’t Cut Innovation: Focus and ‘Lean’ It
When tough economic conditions mandate various types of expense reductions, apply the principal of Lean Thinking to your innovation projects. Finding it necessary to ‘down size’ various aspects of your company’s operations usually results in quite painful resource reductions in people and physical assets, and in eliminating slow or non-moving products. We suggest you also take a very close look at the various new product or service projects currently under development or at the ideation stage.

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Why Teams Don’t Perform
Teams that aren’t performing well … or those being formed that won’t ever perform well … are the victims of a mismatch of people with the project, the process and the product. In quantifying these factors, we often overlook the most complex and critical success element … the people who do the work. While there are numerous reasons why teams fail, we have identified those that are most often the root cause. This paper discusses ten key reasons teams don’t perform as well as they could.

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