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jerryking : process_improvements   6

Thinking Small
Aug 1, 2004 | | John Grossmann.

Alan G. Robinson and Dean M. Schroeder "Ideas Are Free: How the Idea Revolution Is Liberating People and Transforming Organizations".
Her six-show-room chain thrives on new ideas. Fishbein collects them in three-ring binders. Since 1995, she's filled four such binders -- at 10 to 20 ideas per page and 200-plus pages per binder, that's more than 10,000 ideas. And the best ones, she says, often turn out to be those that at first appeared simple, even mundane. "The point," she says, "is not the big hit but incremental improvements all the time."

What about the killer app, the bold, outside-the-box brainstorm that is supposed to transform organizations? If you really care about making ideas work for you, forget such ambitious notions, say Alan G. Robinson and Dean M. Schroeder in their new book Ideas Are Free: How the Idea Revolution Is Liberating People and Transforming Organizations. Rather than big, competition-leapfrogging advances, the authors argue that one of the keys to business success is the constant implementation of small ideas -- just like the steady stream of employee suggestions Fishbein collects in her binders. Why singles instead of home runs? The competition inevitably copies or counters your home runs, rendering those gains ephemeral. But after studying idea-generation tactics at 150 companies in 17 countries, Robinson and Schroeder concluded that small ideas, especially those particular to processes or systems, improve companies in almost Darwinian fashion with ongoing small adaptations that are often impossible to copy.
business  innovation  idea_generation  execution  small_business  slight_edge  ideas  process_improvements  books  minnovation  breakthroughs  incrementalism  marginal_improvements  adaptability  leapfrogging  Darwinian 
july 2012 by jerryking
Wanted: culture of innovation
Sep.16, 2011 | G&M | Kevin Lynch & Munir Sheikh.
“Productivity isn’t everything,” P. Krugman once wrote in his NYT
column, “but in the long run it's almost everything.” Strange that, with
Canada’s poor productivity & innovation performance compared with
the U.S., that we remain complacent. Where’s our sense of urgency?
Innovation doesn’t occur in the abstract – corps. have to manage for it.
Successful innovation happens in 4 distinct areas. Product innovation:
The capacity to introduce new products & services ahead of
competitors, to anticipate consumer needs or even to create them. Mkt.
innovation: The capacity to decide to change its market, whether it’s
geographically, virtually or creatively. Process innovation: The
capacity to change how goods & services are produced and delivered
to reduce cost, improve efficiency and increase convenience for
customers. Org. innovation: The capacity to convert creativity, market
& customer knowledge & technology into marketable innovations.
innovation  productivity  Canadian  Canada  complacency  organizational_culture  organizational_innovation  urgency  Kevin_Lynch  taxonomy  Paul_Krugman  consumer_needs  process_innovation  process_improvements  product_innovation  product-orientated 
september 2011 by jerryking
Schumpeter: Bamboo innovation | The Economist
May 5, 2011 | The Economist | Anonymous. China’s lack of
originality matters less than you may think, believe Dan Breznitz &
Michael Murphree of the Georgia Institute of Technology. In a new book,
“Run of the Red Queen”, they argue that it is wrong to equate innovation
solely with the invention of breakthrough products. In an emerging
economy, other forms of innovation can yield bigger dividends. One is
“process innovation”: the relentless improvement of factories and
distribn. sys. Another is “product innovation”: the adaptation of
existing goods to China’s unique requirements.

The biggest threat to the Chinese model comes from India.
innovation  China  industrial_policies  strategies  books  patents  breakthroughs  portfolios  process_improvements  product-orientated  taxonomy  moonshots  marginal_improvements 
may 2011 by jerryking
Four kinds of corporate innovation
THE FOUR KINDS OF CORPORATE INNOVATION. Corporate innovation can be divided into four categories:

1. customer oriented innovation
2. product innovation
3. process innovation
4. strategic innovation
corporate  innovation  taxonomy  product_innovation  process_improvements  product-orientated 
june 2009 by jerryking The power of managing complexity
May 11, 2009 | Globe & Mail | by PIERRE M. LAVALLÉE.

Reducing process complexity should be a company's last step. It involves looking for process improvements that add the most value and by eliminating unnecessary data collection. One of the world's largest natural resources companies found that it had no fewer than 483 process improvement projects in the works – and that only 25 would deliver a significant impact. In combination with product and organizational simplifications, the company boosted operating income by more than 20 per cent. Meantime, the same company found it could reduce its volume of reports by 40 per cent in one major business unit.
complexity  economic_downturn  Bain  data  simplicity  information_overload  process_improvements  data_collection 
may 2009 by jerryking
Finding opportunities with deep customer 'discovery'
February 23, 2009 G&M column by GEORGE STALK JR.

One approach that works for customer-supplier partnerships is something we call "discovery," which goes beyond cost reduction tactics to find opportunities for increasing revenues and improving entire processes....The discovery process goes behind traditional contact points to explore issues that affect the hand-offs, such as consumer usage, retail merchandising, promotional effectiveness and pricing.

By using fact-based analysis, information technology and strong project management, discovery has transformed purchasing department contacts into broader, deeper relationships, helped suppliers and customers create new value in their businesses, and led to dramatically more innovative products and services.
fact-based  opportunities  business_development  George_Stalk_Jr.  discoveries  partnerships  IT  LBMA  OPMA  customer_insights  cost-cutting  BCG  merchandising  pricing  handoffs  purchasing  relationships  new_products  process_improvements 
february 2009 by jerryking

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