We’ve explored different types of innovation bets that market leaders are employing to differentiate themselves and their products and services in the marketplace. For GE it was using the momentum and reach that its size affords. For Tata Group, it was tapping into a network of expertise that exists within and adjacent to its enterprise.
The practice of innovation, bringing to life new ideas and concepts so that they deliver value to an intended customer, market, or audience, is the height of audacity. To think that what you create will be valued enough by another (or, hopefully many others) that they will be willing to pay good money for it
Menasha Packaging Corp. (MPC) transformed its culture from a staid, old-line traditional industrial one into a 21st Century innovation and collaboration one. To some this may seem a dramatic change, but if you know anything about MPC, it all stems from its core values, sustained over 163 years and 7 generations. I recently chatted with
What challenges do leaders face when trying to establish a collaborative innovation culture? Here’s a list that comes to mind: * silos with different existing cultures * strong egos and pontificators who don’t listen to others * hidden agendas that may sabotage the collaboration * cynicism To overcome these challenges, leaders need emotional intelligence.
Menasha Packaging Corp. (MPC) transformed its culture from a staid, old-line traditional industrial one into a 21st Century innovation and collaboration one. To some this may seem a dramatic change, but if you know anything about MPC, it all stems from its core values, sustained over 163 years and 7 generations. I recently chatted with Jeff Krepline, Executive Director of
In my last post I explored the way in which GE was placing innovation bets based on its size. Sometimes, not matter how large you are, size doesn’t give you the kind of advantage you seek. If you look at some of what were termed “category killers” in the marketplace, (such as, Barnes & Noble,
In rural Birmingham, about 40 miles west of Cleveland, OH, one of the world’s leaders in meat processing and food service is innovating in unexpected ways. Bettcher Industries, founded in 1944 with $800 in a small machine shop in the Cleveland meat district, is making an impact by innovating in very nontraditional markets. Bettcher’s history of growth lies in