In this article Gennady Retseptor discusses the 40 Inventive Principles and provides examples of each principle being applied with respect to different marketing, sales and advertising applications. The 40 Inventive Principles were developed to allow practitioners to create solutions to problems through the use of TRIZ methodologies. Through these examples practitioners can observe the 40 Inventive Principles at work and learn to apply these methods to their own marketing, sales and advertising problems.
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by in TED on July 01, 2005
In this video Charles Leadbeather talks about innovation directed toward specific communities. When this technique is applied the consumers of the products turn into producers that help further the innovation in the community basically building the idea that was introduced. As we build innovation today many of the most successful ideas are not coming from the corporations, instead they are coming directly from the consumers and then adopted by the corporations.
by in Carlie Rose on October 28, 2010
In this video Charlie Rose along with Eric Kandel interview Richard Serra, Chuck Close, Oliver Sacks and Ann Tecmkin on the subject of the human brain and creativity. It's discussed that creativity is a process and everybody has the ability to be creative. Creativity can come from many different places most of which involve doing rather than waiting for ideas to come. This is seen in art and science alike; even though the areas are drastically different, similar paths are taken when it comes to developing ideas and being creative.
by in Harvard Business Review on September 01, 1999
In this article Eric von Hippel, Stefan Thomke and Mary Sonnack talk about lead user innovation and a process that gives developers steps to breakthrough innovations. Companies for a long time have been stuck creating and innovating incremental improvements to increase sales on existing products that allow them to stay in business today. But when dealing with their long term initiatives the company hands the responsibility over to the R&D department and most of the time the results are hit or miss. With the lead user process, companies follow steps to breakthrough innovations instead of putting more money into their R&D department and hoping for the next big thing.
by in Strategic Management Journal on December 21, 1998
In this article Stanley F. Slater and John C. Narver discuss market orientation strategies and the difference between customer-led and market-oriented. Both customer orientations concentrate on their customers but customer-led focuses directly on what customers ask for and filling those needs, and market-oriented concentrates on latent needs and understands different customers give them different information. Competitive advantage is described as providing a skill or resource that is difficult to imitate. Overall it was shown that both strategies create competitive advantage in different scenarios. Market-led proves useful in short term stable markets and market-oriented in long term dynamic markets.
by in TED on October 01, 2009
In this video Dean Kamen talks about building a mechanical arm for veterans. Many kids are coming back from the lines loosing limbs, some of them bilateral. The only alternative they have for an arm is a plastic stick and a hook on the end and it has been that way sense the civil war. Dean was put in charge of building a mechanical arm for these men and women, and in doing so learns a lot along the way.
by in Harvard Business Review on June 01, 2008
Tim Brown of IDEO discusses innovation driven by Design Thinking and different processes that go along with it. The basic idea is to listen and think like your future consumers, then develop an innovation accordingly. Using other products as examples this article reviles successful processes aiding innovation through Design Thinking.
by in Harvard Business Review on July 01, 1997
Ian C. MacMillan and Rita Gunther McGrath talk about differentiation and ways in which companies are able to develop this throughout their business with respect to their costumers. A "consumption chain" is an idea that is discussed in this article. Using a "consumption chain" companies are able to apply a two part approach in order to determine ways to differentiate.
by in Harvard Business Review on July 01, 1995
Rita Gunther McGrath and Ian C. MacMillan tell about discovery-driven planning and a process to successfully venture into a new business. When a business moves into an unknown market in order to expand and increase overall revenue a large amount of risk will ensue. The risk factor comes from making assumptions in an area of business unknown to the company. This article proposes Discovery-Driven Planning, proposing a specific process dealing with the many risk factors, which gives the new business venture a much better chance of success.
by in Harvard Business Review on October 01, 2006
Tarun Khanna and Krishna G. Palepu describes competition between global and local corporations. At first glance the global cooperation may appear to have the competitors edge when competing in an emerging market, but this may not necessarily be the case. This article talks about different ways a small local group is able to compete, and my even have the upper hand when competing against the global cooperation in emerging markets.
