Review of "UNDERSTANDING THE BENEFITS AND IMPACT OF COMMUNITIES OF PRACTICE" by Michael A. Fontaine and David R. Millen, Chapter 1 in Knowledge Networks: Innovation through Communities of Practice
25 years after its original publication, this book has never been more relevant, powerful, or fresh. Integrating insights from the worlds of psychology, engineering, management, art, and philosophy, Adams identifies key blocks...
"TIPS" is the acronym for "Theory of Inventive Problem Solving," and "TRIZ" is the acronym for the same phrase in Russian. TRIZ was developed by Genrich Altshuller and his colleagues in the former USSR starting in 1946, and is now being developed and prac
Sehr sehr interessantes Post über Innovationsnetzwerke und die Korrespondenz in der Gelehrtenrepublik der frühen Neuzeit. Hinweise auf viele Forschungen zu diesem Gebiet. Korrespondenz als Pendant zu Blogs und Activity-Streams mit denselben Funktionen (aggregieren, filtern, verbinden).
Site of one of the ancient sages of the PC software world, a key person behind Visicalc. 20-somethings: Visicalc was the Big Thing in spreadsheets before Lotus 1-2-3. Teens and younger: 1-2-3 was the Big Thing before Excel.
IT-Management entwickelt sich immer mehr in den strategischen Bereich. Nach Ansicht des Autors haben gerade CIOs die Möglichkeiten zukünftige Unternehmensentwicklungen zu gestalten. So sieht er (und auch CEOs) den CIO in Zukunft in der Rolle des zentralen Innovators.
Fischstaebchen, Facebook und Fotovoltaik: ein Streifzug durch die Technikgeschichte zeigt, wie Innovationen sich durchsetzen. Von GERO VAN RANDOW.
Regime, Gewohnheiten, sozialer Wandel.
Ob es an der Spionage der NSA lag, an der oft selbst verschuldeten Abhängigkeit vom Smartphone oder an der Erkenntnis, dass auch online bestellte Waren Geld kosten und zusätzlich Arbeit und Zeit: Die Digitalisierung gerät immer häufiger in die Kritik.
OVERVIEW: Driving innovation—particularly disruptive innovation—demands that companies possess a deep understanding
of the nonobvious problems that will need to be solved in the future. Gaining this understanding requires that companies scan
their external environment, identify trends, and then envision future problem states from the perspective of end users or customers.
Such an outside-in view is difficult for successful incumbent firms that already possess a dominant logic about their
markets and competitive drivers. Strategic roadmapping provides the means to help companies develop this outside-in view
and challenge their current competitive perspectives. Here we present a 10-step methodology for strategic roadmapping and
show how one group at Intel was able to use this process to envision the future of its business in new ways.