How a restless search for the next problem can help your company achieve and maintain greatness
Greatness is not about the size of the problems. Rather, it is the attitude that all problems need to be addressed. The culture of restlessness itself can become a powerful magnet to attract great talent.
Cultivate beginner’s mind for customer-focused innovation
Here's a reminder of what works—and of what you should pay attention to if you want to create a world-class customer-focused organization. At a recent conference, we explored best practices for finding new sources of VOC data, determining what matters to customers, and institutionalizing the process.
How a good front-end process can ease your journey into social media
Does your company have a Facebook page? Are you tweeting? Is someone in your marketing department monitoring social media sites? Just ten years ago, these questions would have sounded like nonsense. Now social media is a part of the marketing mix you can’t afford to ignore.
Don't overlook the importance of the right mix of innovation skills
In business, as in personal good health, it’s the gap between what we know is good for us and what we actually do that gets us every time. This article looks at how companies can improve innovation by focusing on a key, and often overlooked, ingredient for innovation success.
Unraveling product launch challenges to inspire loyalty
The good news—which is also the bad news—is that there’s no magic to launching a great product. That means you need to understand the challenges, put processes in place to meet those challenges, and execute relentlessly.
Ideally, a cross-functional team will become instrumental in breaking down the barriers that are responsible for the silos we thought we got rid of over the last decade. Here's more on how can this happen, the consequences when it doesn’t, and what’s the payoff for product development organizations.
Substitute Alignment for Standardization for More Relevant Measurement
byWayne Mackey and Sheila Mello
Many professionals see metrics as a necessary evil—something put in place because someone says they should be put in place—rather than what they ought to be, which is an integrated tool for improving business performance. How do you make the shift from evil medicine to valuable tool?