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" Innovation Culture - MIT Sloane talk by the charismatic CEO, Terri Kelly. The top things I took from this inspiring talk are: - Staff turnover only 5% (the new hire process is lengthy and rigorous to ensure cultural fit) - CEO is elected by staff (CEO is one of the few job titles in the organisation - Costs are regarded as 'investments' - Every individual has a sponsor or coach - Leaders get there through others wanting to follow, not their power - Innovation culture is the MAIN driver of business results - Business units are no larger than 250 people (the founder talked about divide to multiply) - 'Give them the right tools, minimal bureaucracy, responsibility for P&L, expect people to lattice (network), organise around small teams'. Lastly, the culture at Gore has evloved of 50 years - it takes huge effort (equal to strategy and business development) and a lot of time to change culture I screen grabbed some of the culture survey questions that staff fill out about their leaders (not the other way round) http://members.ki-network.org/Innovation/Innovation%20SIG%20Picture%20Library/Forms/DispForm.aspx?ID=1"

" The National Innovation Centre (NIC) is part of the Technology and Production Innovation Directorate of the NHS Institute which aims to improve healthcare through technological Innovations. Anyone can assess their idea via an online assessment and share their assessment with the NIC if they wish. The NIC considers whether the idea helps to meet a priority area in healthcare and may be able to support the development of the Innovation. "

" The service sector is growing at a fast rate and competitive advantage is gained mainly through development of innovative services. Understanding Service Innovation has become an imperative, a critical competence. We have joined forces with our partner KnowledgeBoard to co-edit the publication: "Supporting Service Innovation through Knowledge Management - Practical Insights & Case Studies""

" "These days, more than ever, size matters in the innovation game," said John Kao, a former professor at the Harvard business school and an innovation consultant to governments and corporations.In its economic recovery package, the Obama administration is financing programs to generate innovation with technology in health care and energy....."

"Innovation is not just luck. Nor is it a simple, replicable process. Three management techniques have withstood the test of time: Define the areas you need to innovate, Measure and give people time to innovate without constraint. This article suggests technology can help."

Innovation crowdsourcing platform used by Syngenta for their 'Innovation Hub' initiative

"Sophisticated innovators have long recognized that constraints spur and guide innovation. Attempting to innovate without boundaries overwhelms people with options and ignores established practices, such as agile programming, that have been shown to enhance innovation. Without guidelines to structure the interactions, members of a complex organization or ecosystem struggle to coordinate their innovative activities."

"BMW AG, through what it calls its Virtual Innovation Agency, invites ideas from "small and medium-sized innovative companies" on the Web site bmwgroup.com/via."

"Academic paper on measuring informal innovation. The definition is "innovation that is not explicitly planned and budgeted by identifying innovative firms that do not conduct any R&D""

Google doesn't rely on any one strategy, but deploys a number of them to create an intricate-but powerful-innovation ecosystem that seems to roll out innovations by the dozens.

If you want to move know-how around, this is a great model.If you thought business innovation was lacklustre, this is the extreme end - but it clearly works.

"Discussion led by Michael Mol of proposed KIN Innovation SIG framework. This should be used in conjunction with Michael's slides available at http://members.ki-network.org/Innovation/SIG%20Document%20Library/Forms/DispForm.aspx?ID=18&Source=http%3A%2F%2Fmembers.ki-network.org%2FInnovation%2FSIG%2520Document%2520Library%2FForms%2FAllItems.aspx&RootFolder=%2FInnovation%2FSIG%20Document%20Library"

" Research by Sue Newell focuses on innovation, specifically, on understanding how knowledge is transferred and innovation fostered within and across organizations. Much of her work has taken place at ikon, a research unit for innovation, knowledge and organizational networking that she co-founded at the University of Warwick in the U.K. "

The Management 2.0 Hackathon, a joint collaborative effort by the MIX, Saba, and the Enterprise 2.0 Conference, was inspired by hacakathons in the world of software development. A management hackathon is a short, intense, coordinated effort to develop useful hacks-innovative ideas or solutions-that can be implemented by organizations to overcome barriers to progress and innovation.

"To truly embed innovation and agility, we have to be able to collaborate, work across boundaries within and between organizations, to bring together disparate experiences and perspectives, and to properly empower people to come up with ideas and make change happen. In other words, we have to build different corporate cultures and ways of working". Peter Cheese, CEO Chartered institute of Personnel and Development (CIPD) These elements are the "softer" side of agility. But they are also the most critical enablers of change and adaptation, and they are harder to understand and to put into effect, which is why they are so often underestimated or misunderstood.

" BERR Innovation self-assessment questionnaire"

" DIUS annual UK Innovation Report"

""creative conversations don't happen because of a CEO mandate or a task force charter. A 2005 MIT study found that 80 percent of the breakthrough innovations in products and services did not occur in formal situations or R&D. Rather, dynamic innovation was almost always the result of informal (even chance) encounters"."

""creative conversations don't happen because of a CEO mandate or a task force charter. A 2005 MIT study found that 80 percent of the breakthrough innovations in products and services did not occur in formal situations or R&D. Rather, dynamic innovation was almost always the result of informal (even chance) encounters"."

" At the 2008 Serious Play conference, designer Tim Brown talks about the powerful relationship between creative thinking and play -- with many examples you can try at home (and one that maybe you shouldn't). Tim Brown is the CEO of the "innovation and design" firm Ideo - taking an approach to innovation that digs deeper than the surface. "