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Innovation

[vc_row][vc_column][vc_column_text] When velocity is constant - acceleration equals zero [/vc_column_text][vc_empty_space height="10"][vc_column_text]Acceleration is one of those terms that is often taken for granted in today’s business environment. As a gentle reminder, the definition of acceleration is a change in velocity over time. A major disconnect in corporate external innovation groups (that is, groups responsible for identifying innovations to solve their unmet needs that lie outside their corporate walls) is that they typically - and mistakenly - expect to accelerate innovation while maintaining constant internal organizational velocity in the form of resources, infrastructure, organizational support, budget, etc. Groups seeking to rapidly change their external innovation velocities can do so through honest self-assessment of their internal capabilities, and subsequent selection of the proper resources, information management tools and collaboration models to build the sustainable external innovation organization that works best for them.[/vc_column_text][vc_empty_space height="30"][/vc_column][/vc_row][vc_row][vc_column][vc_column_text] External innovation groups seldom receive adequate internal resourcing to effectively drive enough innovation initiatives...

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[vc_row][vc_column][vc_column_text]The concept of an innovation portfolio is still new to some organizations; however, it's been a topic of conversation among innovation professionals for years.  In 2014 Harvard Business Review (HBR) published the article, Managing Your Innovation Portfolio. They found on average high-performing organizations focus 70% of their innovation resources on core or incremental offerings, 20% on adjacent offerings, and 10% on transformational initiatives.  Even though the average was a 70:20:10 spread, they still reference other successful models depending on your industry and your level of ambition and allocations.  The biggest take-away from the HBR report and subsequent reports is that for an innovation program to be successful, the focus should be a mix of incremental (core), adjacent and transformational initiatives.  This mix will enable a program to deliver results both in the near term and long term.  In addition to finding the right balance, organizations need to have the right resources to deliver. ...

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[vc_row][vc_column][vc_column_text]It's times of stress that really test the strength or weakness of an organization. During stressful times, leaders learn what the people in their organizations are made of – but also whether the systems, functions, and processes they have put in place are resilient to withstand the crises that inevitably come up. Industry shifts, market downturns, unexpected competitors: when stress comes, it shouldn't make an organization or process fall to pieces. Instead, stressful times should be when positive discourse, growth, and resiliency thrive.[1] "What do you do when you face a surprise?" David Woods, Faculty Emeritus of Integrated Systems Engineering at The Ohio State University, asked at the 2014 Velocity NY conference; referring to unexpected situations like when chunks of foam fell off the Space Shuttle Columbia's fuel tank in an unexpected way. "Do you gracefully extend performance, stretch your capabilities, and add adaptive capacity in order to continue to perform...

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[vc_row content_width="grid"][vc_column][vc_column_text]Dr. Robert Blizek, a former senior technologist with NAVAR, shares the lessons learned that drove his decision to use Ezassi’s Knowledge Scouting application.[/vc_column_text][vc_empty_space height="30px"][/vc_column][/vc_row][vc_row content_width="grid" content_aligment="center"][vc_column][qodef_elements_holder][qodef_elements_holder_item horizontal_aligment="left" vertical_alignment="middle" hover_animation="default"][vc_column_text] The Challenge [/vc_column_text][qodef_separator position="center" color="#6b6b6b" border_style="solid" width="70%" thickness="20px"][vc_empty_space height="30px"][vc_column_text] Growth of World Population and the History of Technology [/vc_column_text][vc_single_image image="11326" img_size="full" alignment="center"][vc_empty_space height="10px"][vc_column_text] Figure 1.  Globalization and the Internet have dramatically accelerated technology development. [/vc_column_text][vc_empty_space height="30px"][/qodef_elements_holder_item][/qodef_elements_holder][/vc_column][/vc_row][vc_row][vc_column][vc_column_text]There are three challenges to address if one is to keep abreast of technology development for investments, optimal partnership selection, or roadmap planning.  First, critical technological advances can come from anywhere. A recent study by the government accounting office (GAO) noted that, only two decades ago, 70% of science and technology development for the DoD was developed exclusively within DoD- industry partnerships.   Today, that 70/30 split is reversed with the private sector eclipsing the DoD’s pace of breakthrough technologies in areas such as artificial intelligence, quantum engineering, and cyber security. The second...

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[vc_row][vc_column][vc_column_text]A new study from the labs of Durham University's Dr. Andrew Smallbone lays out a pathway to making plastic bottles from organic waste material and CO2 captured from power plants. A thorough analysis of the economics shows this process could even be cost competitive for making things like plastic bottles. The process could start with something like the leftover plant material from sugarcane pressing. After a few reaction steps, which include the addition of some captured CO2 and some ethylene glycol produced from corn plants, you'd end up with a plastic polymer called polyethylene furandicarboxylate—otherwise known as PEF. Functionally, it's similar to the PET plastic used for water and soda bottles, denoted by the number 1 recycling symbol. Every step in the process has been at least demonstrated before, and some are quite common, so the paper doesn't spend much space on the chemistry. Instead, the researchers engage in life cycle analysis...

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Benchmarking Innovation Impact 2020

If you are lucky enough to be on an innovation team you understand the need to deliver successful innovative solutions. In this contemporary world assessing your progress and allocating resources is always a priority. Recently, Innovation Leader published the report, Benchmarking Innovation Impact 2020 offering an in-depth look at innovation strategies, investments, and approaches that drive successful innovation. ...

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If your organization is focused on adjacent, incremental or breakthrough technologies you will need a strong scouting team to get the work done. It all begins with budget planning and understanding your market. From there you can make the right decisions on the people, process and technology needed to succeed and ensure that the go to market is a success....

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innovation solutions

Innovation can also come in the form of new types of services that offer improvements on old ways of doing things, meet previously unidentified needs or fill gaps in the market. More often, innovation solutions use technology to support and dispatch new services...

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