By Satish Nambisan
The entire speak about "open innovation" and externally-focused innovation assumes that "one measurement suits all" by way of what network-centric innovation is and the way businesses may still harness exterior creativity. however the truth is that there's nobody correct method to grasp this instrument. for example, loosely ruled community-based innovation tasks are a really diversified animal from tightly-orchestrated improvement initiatives pushed by way of a wide company. because the panorama of network-centric innovation turns into extra different and extra complicated, there's a determined have to constitution the panorama to higher comprehend assorted versions for network-centric innovation. This ebook brings readability to the confusion. additional, it argues that managers can't depend on anecdotal good fortune tales they examine within the press to enforce a network-centric innovation technique. they want rigorous and analytical recommendation on what function their corporation may still play in an innovation community, what functions they should create, and the way they should arrange their association for this important shift within the innovation procedure. This ebook bargains a pragmatic and designated roadmap for making plans and imposing an externally-focused innovation procedure.
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All of the discuss "open innovation" and externally-focused innovation assumes that "one dimension matches all" by way of what network-centric innovation is and the way businesses should still harness exterior creativity. however the truth is that there's nobody correct method to grasp this device. for example, loosely ruled community-based innovation tasks are a truly diverse animal from tightly-orchestrated improvement initiatives pushed through a wide enterprise.
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Additional info for The Global Brain: Your Roadmap for Innovating Faster and Smarter in a Networked World
Each member of the ConnectNY network can request books from any other member library, and if the book is available, it is delivered by a private courier (who travels between the different member libraries) within three to four business days. 5 million to 10 million. Consider another simple example—the task of replenishing a vending machine. A service truck can visit each and every vending machine and then find out whether it needs any servicing or not. This method creates inefficiency because there is no way for the person making the rounds to know whether he needs to replenish a specific machine and what exactly the machine is short of.
Kraft has an extensive internal R&D setup, with thousands of talented researchers on staff. However, internally focused innovation efforts are not delivering the goods. So Kraft has turned outwards in its quest for ideas: The company is inviting unsolicited ideas from its customers or for that matter from anybody who visits its Web site and submits ideas. Whether putting such an invitation for ideas on the company Web site is the right approach is debatable, but what is less arguable is the need to start looking outside.
The changes in vocabulary and metaphors suggest that the shift in the nature and the process of innovation is broad and 11 12 THE GLOBAL BRAIN deep. Consultants, academicians, and mainstream business media have all joined the chorus to liberate innovation from organizational boundaries. Special issues and articles in business magazines with titles such as “The Power of Us,” “Open Source Innovation,” “and “The Innovation Economy” implore managers to reorient and amplify their innovation initiatives by tapping external networks and communities.