Corporate Innovation News
READ THE LATEST
De-risking will involve mitigating risks on a project level and combining individual risks into a portfolio that generates more predictable outcomes while still allowing for a significant upside.
Encouraging psychological safety isn’t easy—it requires a high level of emotional intelligence & a controlled ego. A leader’s most important job is to give people air cover in exchange for candor.
In a world of increasingly unpredictable change, running at higher speeds is not enough. Businesses must match their acceleration muscle with faster stopping & turning. As they do, growth will grow more fruitful, competitive capabilities will strengthen, & position in the food chain will climb.
There's a lot of political inertia inside large companies & any efforts at transformation trigger resistance. But if we succeed in getting support, we will have made innovation a legitimate part of our businesses.
Denver Business Journal: Galactic knowledge—C-Suite Awards Lifetime Achievement Award winner Rick Ambrose drives mission at Lockheed Martin Space
"Setting vision for the company is no easy task, and what some people might not realize about my role is the balance I am constantly seeking to find between legacy and innovation."
Scott Gnau, VP of Data Platforms at InterSystems, believes business success will be measured not by those that made quick adjustments to stay afloat, but by those that prioritized digital transformation as a long-term strategy that is ingrained within overall business goals.
Boehringer Ingleheim's program of Grass Roots initiatives is designed to enable emerging science & technology by championing young life-science companies. Activities address the knowledge/experience gap among entrepreneurs by providing mentoring, support, and valuable resources to help them progress their science.
Click here if you do not see the story below. CLICK HERE to learn more about the MIT Corporate Innovation...
Leaders must prod themselves free from the powerful emotional forces that prevent them from a readiness to respond to and innovate in crisis.
Volvo, Samsung and BNP Paribas can teach us some novel ways to innovate faster on tighter budgets.
Change will continue to shape a new corporate landscape. Forward-looking corporations take location more seriously than ever, making site selection and community engagement a centerpiece of their overall corporate strategy. Location, after all, is everything.
Success in today’s challenging & unpredictable conditions demands that we move faster while doing more with less. To get there, enterprise leaders need to challenge traditional workforce divisions, such as technical versus nontechnical. Everyone must rethink where innovation comes from.
According to a study, 92 percent of companies showed a high interest in platforms that unify data collected by, and used across, all intelligent technologies and business processes.
Earlier this year, Teck Resources, one of Canada’s biggest oil sands miners, announced a goal of achieving carbon neutrality in its operations by 2050.
In the past, corporate America has often let moments of change pass by. As a CEO and a board member of one of the nation’s leading financial services firms, we pledge this time will be different.
It is in this moment of uncertainty that a resilient leader can seize the day with the passion of an explorer, identifying new opportunities as the waves of a tsunami rock the shore of the business environment.
Bottom line? Successful companies cannot innovate from the inside, so they must do it from the outside, any and every way they can. This is The Innovator’s Alternative.
3M is collaborating with the Sikes Lab to jointly develop the test, including establishing novel processes for scaling it. They will determine whether the test renders highly accurate results within 10 minutes, and if it is feasible to mass manufacture.
If technological innovation is to serve society, the direction it takes must reflect social priorities. Governments have evaded their responsibility here, because of the pervasive belief that it is difficult to alter the course of technology.
The Covid-19 pandemic forced just about all organizations to reevaluate their modus operandi, and many are replacing legacy objectives with purpose-driven ideals.
Teck Resources Limited has been recognized as one of the top 50 companies in Canada for corporate citizenship
Bakery & Snacks.com: Hostess ups the ante on consumer insight-driven snack cake innovation with new lab
Hostess ups the ante on consumer insight-driven snack cake innovation with new lab
Ways to ensure these arrangements are a win-win all around.
"I later learned he was EVP in charge of the entire [Lockheed Martin] Aeronautical Division & highly regarded by the thousands under his leadership. He was light personified."
Firms that are most effectively managed are less likely to have layoffs
Partnership to work on two innovative technologies that aim to enhance F-35A Lightning II egress maintenance training.
Fiona Murray, professor of entrepreneurship and associate dean of innovation and inclusion at the MIT Sloan School of Management. Co-director of MIT's innovation initiative on innovators coming together to tackle the pandemic
As it becomes a member of the ICE ETF Hub advisory committee, JP Morgan Asset Management will be a key development partner for the platform.
Healthworld.com: Pharma’s new normal—innovation & collaboration: Sharad Tyagi, Managing Director, Boehringer Ingelheim
The COVID crisis will bring a new realization in healthcare. There will be much innovation, not only in the development of drugs or vaccines but in the way the industry interacts with stakeholders and industry collaboration.
Deepfakes can be used to manipulate and threaten individuals and corporations. But with a better understanding of the technology, executives can take steps to protect themselves and their companies.
Striking a balance between fostering innovation and ensuring quarterly business results is so challenging that companies often spin out a company division to pursue innovation, untethered from the brutal day-to-day reality of a performance and results-oriented culture.
Virtual Strategy Magazine: InterSystems Launches Publicly Available & Customizable Speed Test for Database Management Systems
Click here if you do not see the story...
COVID-19 forced many employees into a new normal of remote work. To stay productive, it’s important to build mental resilience, stay flexible, and embrace paper trails.
George Floyd was killed by police in Minneapolis, but his death hit home for Boston Scientific because the company has nearly 9,000 employees in Minnesota.
"We immediately held listening sessions with our executives," said Desiree Ralls-Morrison, a senior vice president and general counsel for the medical device maker.
Financial Times/Sifted: Your best corporate disruption strategy might be to stop…unless you can do these four things
Corporations are burning cash trying to build disruptive business models. Unless they have taken the time to install four key strategic enablers, they will fail. I call these enablers ‘The Four Freedoms’.
"Innovate and disrupt your own business or somebody else will" is a scary message to corporate executives in this time of disruptive innovation. But since 2000, 52% of Fortune 500 companies have "gone bankrupt, been acquired, or ceased to exist" due to digital disruption, and 75% of S&P companies will be replaced by 2027, according to Harvard Business Review.
We have noticed that the most innovative companies are the ones that have entrepreneurial cultures. So with July 4th upon us, and in service to all the entrepreneurs out there, I asked Raphael Louis Vitón, President and Partner at Maddock Douglas, to share with you the MD Declaration of Innovation. —Mike
On April 7 2020, CB Insights published a list of 160 biggest product failures of all time. The list is a good illustration of what happens when corporate innovation goes wrong.
Customers are hopping from one digital service to another with increased frequency. Great design is a way to keep them loyal.
In the face of a once-in-a-century crisis, it’s tempting to try to duck and hide until it's over. But hunkering down will only compound the misery. Here's a better plan.
An entrepreneurial mindset has helped the company navigate uncertainty during the coronavirus (COVID-19) crisis.
Innovating with external partners doesn’t always give companies a competitive advantage. It needs to be balanced with internal efforts.