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Robert D. Austin and Thorkil Sonne
People who are “different,” behaviorally or neurologically, can add significant value to companies.
Peter J. Williamson and Eden Yin
Chinese companies are reengineering new product development in ways that reduce lead times.
Procter & Gamble’s open innovation program nurtures collaboration with individuals and companies globally.
December 19, 2013 | Glen Schmidt and Bo van der Rhee
Should a new product or service launch at the high end of the market and move downward or at the low end and move up? In truth, there’s no one-size-fits-all approach for entering the market, but a new research-based framework helps identify the best strategy for a particular product or service. The two key questions to ask: Is the basic functionality of the new offering better or worse than that of existing competitive products? And how groundbreaking are the novel attributes of the new product?
Companies that have close bonds with customers and user communities are integrating their best ideas into future products.
Jeroen P.J. de Jong and Erik de Bruijn
How should companies respond to game-changing open-source innovations from online user communities?
Companies can work with consumer innovators, or “casual entrepreneurs,” by understanding their lead users.
By Andrew King and Karim R. Lakhani
Which parts of your innovation processes should you open up to the wider world?
Yun Mi Antorini et al.
For the Lego Group, a close bond with user communities is not a pipe dream but a reality.
Eoin Whelan et al.
The key to open innovation? Ensuring outside ideas reach the people best equipped to exploit them.
Donna Cuomo, Laurie Damianos and Stan Drozdetski (MITRE), interviewed by Gerald C. (Jerry) Kane
A social business tool is helping U.S. government agencies crowdsource collaboration.
Hari Kumar and Satish Raghavendran
Team-based contests that draw on creativity and collaboration skills can build motivation in employees.
Multicultural experience tends to facilitate creative thinking and problem solving.
Joseph V. Sinfield et al.
Managers can’t afford to rely on haphazard, hit-or-miss approaches to idea generation.
“Mastering the ability to reframe problems is an important tool for increasing your imagination” writes Stanford’s Tina Seelig.