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Recently on the blog

Organizing Open Innovation - Ecosystems or Communities?

Fri, 04/13/2012 - 20:07 -- KevinMcFarthing

The concept of Open Innovation (OI) has gained tremendous traction in recent years, as companies realize the potential offered by capabilities, technology and resource outside the organization’s borders.  The OI principles outlined in Henry Chesbrough’s eponymous book from 2003 fall into two main areas, “inside out” when your assets are used by others; and “outside in” when you use other people’s.  Most OI uses the latter approach, and companies who employ it well need to consider many different things, one of which is how to structure and organize their OI efforts.

Who is Your Naive Challenger?

Mon, 02/20/2012 - 11:42 -- KevinMcFarthing

It’s an old saying that if you continue to do what you’ve always done, you’ll continue to get what you’ve always got.  If you keep on banging your head against the metaphorical brick wall, your headache won’t go away, it’ll just get worse.  It’s the same with creativity and idea generation.  New products and services will continue on the same themes they always have if you have the same input and approach.

Listen to consumers - or ignore them?

Fri, 01/20/2012 - 12:59 -- admin

It’s the stuff of legend that Henry Ford is reported as saying “if I’d asked people what they wanted, they’d have said a faster horse”. This statement is trotted out (sorry….) to justify not doing consumer research on new products and services. The proposition is that consumers can’t tell you what they want; that they are unimaginative and uninterested until they see and touch the magical answer to all of their prayers, which our product will provide.

Support for Innovation from the Top Really Matters

Wed, 12/21/2011 - 12:59 -- admin

It must be a terrible feeling to be trying to innovate in the depths of a corporate morass, surrounded by the urgency of the day-to-day and banging your head on the metaphorical brick wall. Nobody seems to care and the corporate leadership is not only distant in the organization chart but never contribute to innovation.

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