Produkter

The "Innovation Jam," as IBM called it, took place in two three-day phases in 2006. It was successful in uncovering and solving problems, and mobilizing support for new ways of using IBM technology. Over 150,000 IBM employees, family members, business partners, clients from 67 companies and university researchers took part. These people came from 104 countries, and their conversations continued 24 hours a day. Participants posted more than 46,000 ideas. They enthusiastically offered many potential money-making suggestions

Danske virksomheder står i stigende grad over for en skærpet global konkurrence. For at udnytte mulighederne på de globale markeder er det afgørende, at danske virksomheder evner at skabe nye og innovative produkter, services og løsninger, der kan omsættes til kommerciel værdi. Denne analyse sætter fokus på, hvordan danske virksomheder omsætter nytænkning til værdi gennem arbejdet med nye innovationsformer som brugerdreven innovation og åben innovation.

Who else but HR leaders would be capable of turning a company’s strategic intent with regard to innovation into tangible everyday action? Who else could make the necessary changes to executive roles and goals, political infrastructures, recruitment strategy, broad-based training, performance appraisals, awards and incentives, employee contribution and commitment, value systems, and so on? Who else could build and foster the cultural and constitutional conditions – such as a discretionary time allowance for innovation projects, maximum diversity in the composition of innovation teams, and rampant connection and conversation across the organization –that serve as catalysts for breakthrough innovation? Who else could ensure that each employee understands the link between his or her own performance (as well as compensation) and the attainment of the company’s innovation strategy? In short, who else but HR leaders could create a company where everyone, everywhere, is responsible for innovation every day—whether as an innovator, mentor, manager, or team member?

Innovation occurs in many different forms. Yet regardless of whether innovation is driven by price, technology or user needs, the end goal is the same: that consumers pay for it, companies make a profit, national welfare and competitive strength increases. So the common denominator is the same – a focus on meeting consumer needs. As summarized in this report, various methods for identifying and mo-re effectively meeting consumer needs have been developed. These user-driven innovation methods are being taught and implemented – with very successful results. This paper has presented an overview of user-driven innovation – what it is, where it came from, the two over-arching perspectives and approaches, and examples of how it is being implemented around the world. This paper has also introduced several reasons for public-sector engagement, and provided examples of public sector activities in several countries.