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One of the liveliest debates raging in innovation circles today is: who really does the innovation? Does innovation come from extraordinary individuals following a personal vision, like Ahab searching for Moby Dick? Or does it come from exceptional teams working together with great synergy, like the Boston Celtics destroying the L.A. Lakers in 2008? The winner is…neither side, because there aren't only two answers to this question. There are actually five: solo innovation, duo innovation, posse innovation, organization innovation, and open innovation. Any of these can lead us to the Holy Grail of Innovation that we all seek.

"What is creative strategy? It's a classic case of "theory to practice." My previous book, Strategic Intuition, laid out the theory. It explained the science of how creative ideas happen in the human mind and documented how successful innovators actually came up with their innovations. This new book, Creative Strategy, is the practice: it shows how to apply that theory as an innovation method yourself. Here's how it works: you start with a problem or situation where you aim for an innovation, break that down in to elements of the problem, and then search for precedents that solve each element. You then see a subset of these precedents come together in your mind as a new combination that solves the problem. That idea is your innovation"

In its purest sense, "invention" can be defined as the creation of a product or introduction of a process for the first time. "Innovation," on the other hand, occurs if someone improves on or makes a significant contribution to an existing product, process or service. Consider the microprocessor. Someone invented the microprocessor. But by itself, the microprocessor was nothing more than another piece on the circuit board. It's what was done with that piece -- the hundreds of thousands of products, processes and services that evolved from the invention of the microprocessor -- that required innovation.

As corporate leaders around the world seek to build sustainable businesses, there is no doubt that innovation lies at the heart of the solution. But there is a nagging question that's been cropping up in the debate: Does experience kill innovation? While there is no questioning the value of experience in many respects, there is a school of thought that looks at experience as an ever-expanding rear-view mirror that constantly draws attention to the path traveled, rather than the unknown and limitless possibilities on the way forward.

"In the FastCoDesign article, How do you create a culture of innovation? the authors note four skills that most successful innovators exhibit: 1) Questioning: Asking probing questions that impose or remove constraints. Example: What if we were legally prohibited from selling to our current customer? 2) Networking: Interacting with people from different backgrounds who provide access to new ways of thinking. 3) Observing: Watching the world around them for surprising stimuli. 4) Experimenting: Consciously complicating their lives by trying new things or going to new places."

To what extent are you responsible for innovation in your company? The reality is that unless they're in research or product development, most people in organizations don't think of themselves as innovators. In fact, many managers discourage their people from inventing new ways of doing things - pushing them instead to follow procedures and stay within established guidelines.

Behavior is the unknowable variable in every innovation, and it is the variable that most determines the opportunity a new business model has to evolve and take advantage of the new behavior.

"Co-Creation allows companies to take the innovation process and turn it on its head. This methodology allows brands to take advantage of the growth of participatory culture and consumer influencers to navigate new market landscapes"

"At Reebok, the cushioning in a best-selling basketball shoe reflects technology borrowed from intravenous fluid bags. Semiconductor firm Qualcomm's revolutionary color display technology is rooted in the microstructures of the Morpho butterfly's wings. And at IDEO, developers designed a leak-proof water bottle using the technology from a shampoo bottle top. These examples show how so-called "peripheral" knowledge - that is, ideas from domains that are seemingly irrelevant to a given task - can influence breakthrough innovation. "The central idea of peripheral knowledge really resonates," says Wharton management professor Martine Haas. After all, who can't think of examples when ideas that seemed to bear almost no relation to a given problem paid off in some unexpected way? By bringing peripheral knowledge to core tasks, it is well known that work groups can recombine ideas in novel and useful ways. But the problem, Haas notes, is primarily one of attention: How do you get workers focused on a particular task to notice - and make use of - seemingly irrelevant information?"

Innovation is the name of the game these days - in business, in science and technology, even in art. We all want to get those big ideas, but most of us really have no idea what sets off those sparks of insight. Science can help! In the past few years, neuroscientists and psychologists have started to gain a better understanding of the creative process. Some triggers of innovation may be surprisingly simple. Here are five things that may well increase the odds of having an "Aha!" moment.

The crowning achievement of the semantc Web is the simple use of URIs to identify data. Further, if the URI identifier can resolve to a representation of that data, it now becomes an integral part of the HTTP access protocol of the Web while providing a unique identifier for the data. These innovations provide the basis for distributed data at global scale, all accessible via Web devices such as browsers and smartphones that are now a ubiquitous part of our daily lives. Yet, despite these profound and simple innovations, the semantic Web's designers and early practitioners and advocates have been mired in a muddled, metaphysical argument of at least a decade over what these URIs mean, what they reference, and what their actual true identity is. These muddles about naming and identity, it might be argued, are due to computer scientists and programmers trying to grapple with issues more properly the domain of philosophers and linguists. But that would be unfair. For philosophers and linguists themselves have for centuries also grappled with these same conundrums [1]. As I argue in this piece, part of the muddle results from attempting to do too much with URIs while another part results from not doing enough. I am also not trying to directly enter the fray of current standards deliberations. (Despite a decade of controversy, I optimistically believe that the messy process of argument and consensus building will work itself out [2].) What I am trying to do in this piece, however, is to look to one of America's pre-eminent philosophers and logicians, Charles Sanders Peirce (pronounced "purse"), to inform how these controversies of naming, identity and meaning may be dissected and resolved.

A new report from the Institute for Global Futures, Global Futures Forecast 2012, lays out the top trends that it believes will shape the coming year. It's looking ahead to a future that it says may be characterized by complex trends, accelerated change, hyper-competition, disruption, innovation and uncertainty, and that will demand a new way of operating. It recommends continuing investment in innovation in the U.S., as that is the central driver of US and global competitive advantage, and a requirement for achieving more stable growth. And it advises that organizations' leaders need to do a better job becoming long-range thinkers given that the accelerated pace of change means that the future is coming at us faster than ever before, and with change comes risk. What do such things have to do with the Semantic Web and semantic technologies? Apparently, quite a lot.

Some of our best minds work and innovate in the technology sector. Social networking, ubiquitous video streaming and global connectivity have ushered in a new world for many, but not all. We plan to apply the brainpower that delivered these inventions to the biggest social challenges of our time. In short, we think the technology industry can reboot American innovation and prosperity.

"Much like other crossover sensations from the creative world such as design thinking and information design, the visual thinking phenomenon has sustained interest for some time now. From the most staid corporate institutions to the most enlightened young startups, visual thinking techniques are being sought after as part of a new business toolkit in the quest to create "cultures of innovation." Post-its, whiteboards, and flipcharts are infiltrating once stodgy conference rooms and work spaces. Unbridled creativity - not industrial-era efficiency - is the key to better products, smarter services, and increased profit. But behind the glowing promise of the vizthink movement, a challenge persists for many in the business world: how best to harness the power of visual thinking to achieve real results?"

"This talk explores how we can use game mechanics to facilitate more engaging and inspiring learning experiences for our students. The talk was presented during Learning Innovation Talks 02 held at Taylor's "

"Thinking. The capacity to reflect, reason, and draw conclusions based on our experiences, knowledge, and insights. It's what makes us human and has enabled us to communicate, create, build, advance, and become civilized. Thinking encompasses so many aspects of who our children are and what they do, from observing, learning, remembering, questioning, and judging to innovating, arguing, deciding, and acting."

"Over the past few decades, Moore's Law, processor speed and hardware scalability have been the driving factors enabling IT innovation and improved systems performance. But the von Neumann architecture-which established the basic structure for the way components of a computing system interact-has remained largely unchanged since the 1940s. Furthermore, to derive value, people still have to engage with computing systems in the manner that the machines work, rather than computers adapting to interact with people the way they work."

What makes the cartoon light bulb of creativity go off over someone's head? What is the catalyst for groundbreaking inventions and innovative breakthroughs? In his illuminating new book, the journalist Jonah Lehrer explicates some now-classic case studies.

"In this new age of networked intelligence, collaborative communities are enhancing and even bypassing crumbling institutions. We are innovating the way our financial institutions and governments operate; how we educate our children; how the healthcare, newspaper, and energy industries serve their customers; how we care for our neighbourhoods; and even how we solve global problems. "