- Research Highlight
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The current balkanized approach to measuring patent quality is not serving the users of the world’s patent systems.
Innovation doesn’t just come from the geniuses who come up with completely original ideas. Instead, it’s tweakers like the engineers in the British Industrial Revolution and Apple’s Steve Jobs who take existing ideas and turn them into something better.
A new approach to modern scholarship, called crowd science or citizen science and utilizing volunteers from around the world, turns science into games. Already it is making contributions to the science of ecology, medicine and astronomy.
“As a company,” says Amazon CEO and founder Jeff Bezos, “one of our greatest cultural strengths is accepting the fact that if you’re going to invent, you’re going to disrupt. A lot of entrenched interests are not going to like it.”
“Not-sold-here” tendencies, the instinct to not want to give away a company’s “crown jewels” through strategic licensing, are an impediment for companies looking to pursue open innovation practices. Monetary and non-monetary incentive mechanisms in support of technology transfer, such as an open innovation award, can help break this instinct.
What if what you know about the innovation process is wrong? That’s a question Eric von Hippel thinks companies should consider.
Von Hippel, professor of technological innovation at the MIT Sloan School of Management, has spent much of his career doing research that has led him to a radical conclusion: The traditional view of the product innovation process is flawed. In the traditional view, companies get too much credit for product innovation, according to von Hippel — and users get too little.
Five tips for how companies can work with consumer innovators, or “casual entrepreneurs,” by understanding that “lead users” are key, IDing those lead users and figuring out how to work with them (and not against them).
It has long been assumed that companies develop products for consumers, while consumers are passive recipients. However, this paradigm is flawed, because consumers are a major source of product innovations. This article suggests a new innovation paradigm, in which consumers and users play a central and active role in developing products. The article also summarizes key findings from studies on consumer product innovation conducted in the United States, the United Kingdom and Japan.
Companies such as Procter & Gamble, Cisco Systems, Genzyme, General Electric and Intel are often credited with having attained market leadership through open innovation strategies. By tapping into and exploiting the technological knowledge residing beyond their own R&D structures, these companies outmaneuvered rivals. But while other organizations try to follow their example, many are failing because they neglect to ensure that the outside ideas reach the people best equipped to exploit them.
The conventional wisdom is that products that have a strong established base of users can often trump higher-quality alternatives. But recent research suggests otherwise.
Generating good innovation proposals from within the ranks of the organization is only the beginning. The more difficult part is creating a selection process that identifies which ideas to implement.
Research in innovation and creativity shows that giving employees unstructured time — on company time — pays off.
The article “Innovate Better” by Fareed Zakaria in the June 13 issue of Time magazine looks at the state of business innovation in the U.S. and concludes it needs more help.
Jack Dorsey’s Square aims to make it easier for offline merchants, “who still account for 94 percent of commerce in the world,” to take credit cards and to capture analytical data about their transactions.
Al Roth, expert in game theory, experimental economics, and market design (and Harvard Business School professor), is one of the big names in the field of matching markets — building efficient systems that match, for instance, new doctors to their first hospital jobs out of medical school.
What's the prognosis for America's innovation future?
That was the topic of an NBC Nightly News report this week that included interviews with MIT Sloan School Professor Edward Roberts and Paul Otellini, Intel's president and CEO.
Since Digital Equipment Corp. founder (and MIT alumnus) Ken Olsen died earlier this month at 84, much has been written about him and the computer company he cofounded.
The story of Digital Equipment Corp.
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