Archive for the ‘Innovation’ Category

5 Quotations: Entrepreneurs Innovate – Peter Drucker

March 17, 2007

Entrepreneurs have habit of Innovation. They have capabilities for execution of new ideas. They have courage to explore new paths and walk on these paths very effectively. When opportunities are less in the system, they create a range of opportunities through effective utilization of all resources.  

They have abilities to exploit change. They have a clear understanding for moving the organisation at productive track. In this dynamic world, we are facing lots of problem due to lack of wealth. So a sense of enterpreneursship can solve these problems by thinking out of the box. 

Inventor of modern management, Peter ducker has given a new direction to entrepreneurs for practice of Innovation.  

Some of insight from peter Drucker’s Book, innovation & entrepreneurship. 

“Entrepreneurs innovate. Innovation is the specific instrument of entrepreneurships. It is an act thet endows resources with a new capacity to create wealth.”   

“Entrepreneurs see change as the norm and as healthy. Usually, they do bring about the change themselves. But –and this defines entrepreneur and entrepreneur always searches for change, responds to it and exploite is as an opportunity”   

“Entrepreneurs, by definition, shift resources form areas of low productivity and yield to areas of high productivity and yield”.    

“Everyone who can face decision making can learn to be an entrepreneur and to beahave entrepreneurially.Entrepreneurship, then, is behavior rather than personality trait. And its foundation lies in concept and theory rather on intuition” 

“To be entrepreneurial and enterprise has to have special charachtership over and above being new and small. Indeed, entrepreneur is a minority among new business. They create something new, something different; they change or transmute value”. 

So the feeling of entrepreneurship should be injected in our mental models for evolution of Innovations.    

© Ajay Singh Niranjan

—-||||||Effective Quotations by Great Thinker||||||—-

Gearge Bernard ShawMahatma Gandhi Swami Vivekananda

Peter F. DruckerWarren BennisJack Welch

Charles Darwin


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Mindful Change: Organizational Transformation – The Neuroscience of Leadership

March 8, 2007

Problem: Success isn’t possible without changing the day-to-day behavior of people throughout the company. But changing behavior is hard, even for individuals, and even when new habits can mean the difference between life and death. How can Mike change the way thousands of people at his company think and behave every day? What about changing the way a whole organization behaves? The consistently poor track record in this area tells us it’s a challenging aspiration at best.

Why many leadership efforts and organizational change initiatives fall flat.

 Kindly read the article: The Neuroscience of Leadership by David Rock and Jeffrey Schwartz at Strategy+Business.

Breakthroughs in brain research explain how to make organizational transformation succeed.


During the last two decades, scientists have gained a new, far more accurate view of human nature and behavior change because of the integration of psychology (the study of the human mind and human behavior) and neuroscience (the study of the anatomy and physiology of the brain).

 Managers who understand the recent breakthroughs in cognitive science can lead and influence mindful change: organizational transformation that takes into account the physiological nature of the brain, and the ways in which it predisposes people to resist some forms of leadership and accept others. This does not imply that management — of change or anything else — is a science. There is a great deal of art and craft in it. But several conclusions about organizational change can be drawn that make the art and craft far more effective. These conclusions would have been considered counterintuitive or downright wrong only a few years ago. For example:

  • Change is pain. Organizational change is unexpectedly difficult because it provokes sensations of physiological discomfort.
  • Behaviorism doesn’t work. Change efforts based on incentive and threat (the carrot and the stick) rarely succeed in the long run.
  • Humanism is overrated. In practice, the conventional empathic approach of connection and persuasion doesn’t sufficiently engage people.
  • Focus is power. The act of paying attention creates chemical and physical changes in the brain.
  • Expectation shapes reality. People’s preconceptions have a significant impact on what they perceive.
  • Attention density shapes identity. Repeated, purposeful, and focused attention can lead to long-lasting personal evolution.

As Peter F. Drucker said, “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” In the knowledge economy, where people are being paid to think, and with constant change, there is more pressure than ever to improve how we learn. Perhaps these findings about the brain can start to pull back the curtain on a new world of productivity improvement: in our ability to bring about positive, lasting change in ourselves, in our families, in our workplaces, and in society itself.


Support the Mission:Great Human Capital  


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||||||Effective Quotations by Great Thinker||||||

Gearge Bernard Shaw :Mahatma Gandhi :Peter F. Drucker

From Idea to Execution

February 15, 2007

We have lots of great Ideas but unable to execute !!

Where should be need more focus: Idea or Execution.

Sharing these insightful articles about execution-the discipline of getting things done.

From Idea to Execution -by Vijay Govindarajan and Chris Trimble at

Which is more important: ideas or execution? at

Some insight from Innovation weblog:

“The error is in assuming that the company has already hurdled the most difficult barriers to innovation: finding a great idea and a great leader. In fact, the biggest challenges are still to come. Our research has shown that strategic experiments face their stiffest resistance once they are showing signs of success, consuming more resources, and clashing with (the parent company) at multiple levels.”Here are some of the challenges that a new internal venture faces, according to Govindarajan and Trimble:

  • It must attract funding
  • It must learn quickly from success and failure
  • It must rally people around a fuzzy view of the future
  • It must reorganize the leverage the lessons learned
  • It must manage expectations of performance and chaos

The authors have also identified six tendencies of established organizations that new ventures also typically face:

  • Protecting funding for the new venture regardless of the performance of the parent company
  • Establishing new organizational norms and policies that make sense for the new venture
  • Overcoming tensions between the new venture and the existing company when those norms and policies conflict
  • Affecting changes in the existing power structure required to support the new venture
  • Engaging employees of the parent company in supporting the new venture and
  • Recruiting talented managers from the parent company to work within the new venture


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~Ajay Singh Niranjan ~

10 Great Words for Innovation

February 15, 2007

-by Jim Carroll

Are there signs of greater turnover in your customer base, or more competitors in your industry than ever before? Is your top line getting hammered at the same time that your costs keep going up? Are your products or services becoming a commodity in an increasingly complex marketplace? Have you been so focused on managing costs that you’ve forgotten how to grow the business?

These are all signs of the increasing dysfunction that exists in the world of business : far too many organizations subsist in a stunning state of complacency as the world evolves around them at a very rapid pace. As the New Year approaches, it is a good time to take some positive steps : change your actions, attitudes and approaches, so you can manage change before it continues to manage you.

Adopt ten simple words that will help to get you into the right frame of mind.

1. Observe. Take the time to look for the key trends that will impact your organization and the industry in which you compete. Far too many organizations sit back after a dramatic change and asked — what happened?” Make sure that your organization is one that asks, — what’s about to happen? And what should we do about it?”

2. Think. Analyze your observations: spend more time learning from what you see happening around you. If you are like most organizations, you are responding to trends on a short term, piecemeal basis: you are reactive, rather than proactive. Step back, take a deep breath, and analyze what trends are telling you. From that, do what really needs to be done.

3. Change. In a time of rapid change, you can’t expect to get by with what has worked in the past – you must be willing to do things differently. Abandon routine; adopt an open mind about the world around you. The world is changing at a furious pace whether you like it or not. Take a look at how you do everything – and decide to do things differently.

4. Dare. Have you lost your ability to take risks? Likely so – in the last year, we’ve seen the phrase — risk management” take on huge importance, as organizations have rushed out to hire — Chief Risk Officers” so that they can deal with the compliance requirements of the — Sarbanes-Oxley” legislation. Yet at the same time that you work to manage and minimize risk, your market is changing, your customers are abandoning you, and your margins are shrinking! Aren’t these the biggest risks to manage? Taking risks is critical to your future success – don’t throw this critical innovation baby out with the compliance bathwater.

5. Banish. Get rid of the words and phrases that steer you into inaction and indecision. Drop buzzwords: seek real solutions to real business problems rather than trying to run your business based on simplified pap. Ban complacency: shake your people up with some pretty dramatic action. Kill indecision: force your team to make decisions based on gut feel rather than over-analysis of dubious spreadsheets.

6. Try. How many of your people have lost their ability to adapt to changing circumstances because they’ve lost their confidence? Developing new skills and career capabilities is critical, given the rapid change occurring in every profession. And yet, too many people have managed to convince themselves that they can’t adapt; they can’t change; they can’t master the new realities that surround them. They’ve lost their self-confidence, and they desperately need it back. Solve this problem fast.

7. Empower. In a world of rapid change, you can’t expect that rigidly defined rules will be the appropriate response to changing circumstances. A ticked off customer needs a solution right now from a front line customer service rep – not some type of follow-up from head office weeks later. A middle manager in a remote location needs the ability to make a decision and must commit to it today – they can’t afford to wait for the wheels of head office bureaucracy to churn. Destroy the hierarchy, and re-encourage a culture in which people are given the mandate and the power to do what’s right, at the right time, for the right reason.

8. Question . Go forward with a different viewpoint by challenging assumptions and eliminating habit. If your approach to the future is based upon your past success, ask yourself whether that will really guarantee you similar results in the future. If you do certain things because — you’ve always done it that way,” then now is an excellent time to start doing them differently.

9. Grow. Stop focusing on cutting costs – build the business instead. Don’t stand in fear of what you don’t know -teach yourself something new. Don’t question your ability to accomplish something great – grab the bull by the horns and see what you can do! The point is, in a world of rapid change, you must continually enhance your capabilities and opportunities through innovative thinking. Change your attitude now, and the rest will come easily.

10. Do. Renew your sense of purpose, and restore your enthusiasm for the future by taking action. Too many organizations, and the people who work within them, are on autopilot. They go into work each day, and do the same things they did the day before, with the belief that everything today is the same as it was yesterday. It isn’t.

Rapid times require bold change; action is critical. Maybe 10 simple words are enough to get you started on the right track.


Jim Carroll, FCA, is a leading international futurist, trends & innovation expert, with clients such as the Disney, the BBC, DaimlerChrysler, Verizon, the Sporting Goods Manufacturers Association, the Health Care Industry Distributors Association, and Blue Cross Blue Shield America. He has just released his book What I Learned From Frogs in Texas: Saving Your Skin With Forward Thinking Innovation

Source :


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~Ajay Singh Niranjan ~

Premji on innovation, creativity

February 10, 2007

Innovation is a source of great excitement for Indian IT giant Wipro’s chairman Azim Premji. In Mumbai at the Nasscom’s India Leadership Forum on Thursday, the software czar spelt out where do big ideas come from and why innovation and creativity are imperative for growth.The Wipro Centre of Excellence, with over 500 dedicated professionals, works on lean technology to software development, new ways of delivering business, and is striving towards creating intellectual properties in the wireless and mobile telephony segment, says Premji.

Wipro bagged 29 major deals in the last quarter: a result of innovation.

With the debate on blending creativity with engineering skills raging across the world, Premji cities the Chinese example where students are encouraged to go abroad to pursue courses in liberal arts.

One needs to think differently to survive in the globalised world. A good blend of creative people and engineers are essential to push growth, according to Premji.

Wipro has become the first company to develop an outsourcing model for remote infrastructure and remote business process outsourcing services. This robust growth will continue, says Premji.

Profits and innovation go hand in hand. He highlights that while the PBIT is 20 per cent for Indian companies, it is about 14 per cent for global IT biggies like Accenture and IBM. The IT world will be driven by people resources. The profit per person realisation is more for Indian companies, and thus Indian companies have an added advantage, he adds.

“We need to build more IT incubation hubs in India to drive innovation at a national level. The Wipro Centre of Excellence is constantly striving to add more value to existing services,” he says.

So where do big ideas come from?

Premji says that big ideas often come from customers. Big ideas can emerge from constant interaction. . .  and several unsaid things can be elicited and developed making way for big innovations. Meaningful dialogues with customers will go along way in delivering excellent products. Services and products companies should look at this seriously, advocates Premji.

“We also need to have the courage to hire people who are from different work cultures and see to it that they grow in the organisation and are not pushed out in the long run.”

However, he warns that complacency kills creativity. Complacency should be rooted out of all levels of management.

How different is innovation from creativity?

While innovation is ‘doing’ things differently, creativity is all about ‘thinking’ differently, says the Wipro boss. “Innovation is essentially the application of high creativity. It need not be restricted to just products, it applies to services, employee attitude and across all levels. Innovation is a fundamental mindset pursued seriously by an organisation. It is imperative to imbibe the culture of innovation.”

“There is a need to include more people with a creative bend. India is known for its great art and literature. The same spirit must be incorporated in business and economics,” he adds.

“Innovation is a spirit that evolves the mind, body and spirit. In other words, one has to do things which no one else has done before to create a better tomorrow,” sums up Premji.



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 * Ajay Singh Niranjan  


February 9, 2007


2006 Rank Company Margin Growth
Stock Returns
2 Google NA** NA**
4 Toyota 10.7 11.8
6 General Electric 5.7 13.4
8 Nokia 0.0 34.6
10 IBM -0.7 14.4
12 Samsung -4.5*** 22.7
14 Dell 2.0 39.4
16 BMW 9.1 14.2
18 eBay 13.0*** NA**
20 Wal-Mart 1.9 16.2
22 Target 7.4 25.2
24 Research In Motion 57.0*** NA**
26 Porsche NA** 33.1
28 Cisco -2.2 15.2
30 Motorola 0.7 3.8
32 Infosys 3.0*** 73.6
34 Pixar 24.2 13.8
36 Whole Foods 4.1 36.6
38 Tesco -0.3 16.2
40 BP -0.2 12.3
42 Hewlett Packard -6.6 7.1
44 jetBlue NA** 0.9
46 Skype Technologies NA** NA**
48 Bang & Olufsen 2.4 16.3
50 L’Oreal 2.3 14.2
52 Siemens 2.0*** 12.6
54 Shell 2.4 11.0
56 Singapore Airlines -5.8 7.7
58 DuPont -1.8 4.9
60 TiVo NA** -24.6
62 Macquarie Bank NA** 35.0
64 Harley Davidson 7.1 22.3
66 Volvo -2.7 17.1
68 ING Bank 3.0 15.7
70 Boeing 0.1 7.6
72 easyJet 0.0*** 3.7
74 Coca-Cola 1.3 2.4
75 McKinsey (tied) NA** NA**
78 Hutchison Telecommunications NA** 88.1
80 ACS NA** 35.1
82 Time Warner 8.1 22.3
84 Costco Wholesale 1.7 20.7
86 bankinter NA** 18.3
88 Caterpillar 0.3 17.5
90 SAP 1.3 15.7
92 Home Depot 4.3 14.9
94 Gap -1.7 11.6
96 Goldman Sachs -4.9*** 10.9
98 Whirlpool 2.0 7.2
100 McDonald’s -2.4 5.2

Source: BusinessWeek April 24, 2006 Issue

The World’s Most Innovative Companies
Their creativity goes beyond products to rewiring themselves. BusinessWeek and the Boston Consulting Group rank the best.



How India can be the most innovative place on earth

February 9, 2007

by Anand V Chhatpar

Innovate India. Innovate!

Today our target should not be to serve 300 of the Fortune 500 companies, but to be 300 of the Fortune 500 companies. We can, we will, and we are taking action towards making India the most innovative place on earth.

Indians are naturally creative and intellectual. Our heritage is rich with diverse thoughts, ideas and prominent scientists. Our culture has taught us tolerance and positivity in the face of adversity.  

There is nothing stopping us from channeling our creativity into innovation for the world. Let us learn the best from the West, and enhance it with our eastern mindset and give back to the whole world. Its time for this giant nation to stop following and start leading.

The author is CEO, BrainReactions LLC, and has been named among the Top 5 entrepreneurs in the US under the age of 25 by BusinessWeek.


I lived in India for 19 years, and feel fortunate for my wide range of experiences in this blessed land. Born in a business family with a silver spoon, I never had any shortage of resources for learning and growing.

I grew up with the strict discipline enforced by my parents and grandparents and the high standards set by them. I was a class topper all throughout my primary and secondary school, and received tremendous love and support from my teachers and friends.

After my 10th grade, when I went for my diploma in computer engineering to Government Polytechnic, Mumbai, I got to see a very different side of life. I learnt to do hard work with my hands as I learnt things like carpentry, welding, plumbing and smithy along with the basics of technology and engineering.

I commuted in crowded local trains for one and a half hours each way every day to and fro my college. I still remember sitting around a table in the canteen with friends who had come from various remote villages of the state and who were used to studying under the street lights because they did not have an electric connection in their house.

I had friends who had gone through great troubles to afford their education. These sons and daughters of farmers and labourers had, through their perseverance and undying hope, reached a stage where they could finally rub shoulders with the rich kids who could simply get in to colleges by paying huge donations. I knew that a change was in the air.

During my diploma days, I had both a research-oriented focus and an entrepreneurial drive. My internal drive has always been to do something different and stand out from the crowd. I found that many well-established people in India are closed to new ideas. There was often a cynicism about India in those days, and people who I approached with radical and modern ideas used to discourage me or be critical of these ideas.

My friends — Atul, Sidharth — and I, using our own research and self-study, started a software and Web development company while I was still pursuing my diploma. We did some innovative work for the time, but always had trouble collecting payments from our clients.

Indian businessmen have the tendency to bargain hard and yet not pay on time, or sometimes, not pay at all.

To pursue my academic and research interests, since it was not possible to do research at the undergraduate level in India, I decided to go to America. The environment I found there has completely changed my thinking.

I became great friends with Osman Ozcanli who was an international student from Turkey, and an incredibly creative and positive thinker. Constantly challenging himself to think of ways to improve everything he touched, his imagination and ‘everything is possible’ attitude were very inspiring for me.

Having made friends who had come to America from all around the world, I got a truly global perspective. Religion, race, and socioeconomic class become completely unimportant to me as soon as I realised that people are part of this global human race before anything else, and people who are essentially good and care for others are respected everywhere.

Osman and I together designed several inventions and participated in invention and business plan contests at our university. We lost several times with multiple different invention entries. “We never give up” was our motto. It took us 12 prototypes before we could finally win the Tong Prototype Prize in 2002 with the OZ Pack, our ergonomically designed stationery binder.

Osman went home to Turkey that summer and found manufacturers for the product. He even found retail distribution through a chain store called Migros. All of a sudden our product was in 72 retail outlets all over Turkey and we could see people using it. It is the most amazing sight to see random people on the street carrying around and using a product that you designed.

I also found stores in the United States to test market our OZ Pack. We both had no business education, but we were making it happen. Action, I realised, can make any idea a reality. Just start and keep trying until you get what you want.

Osman and I also did an internship together at a place called Concept Studio in a company called Pitney Bowes. There, we learnt the formal techniques of customer-centric innovation, ethnographic research, brainstorming, prototyping, and market validation.

I realised that innovation can be systematically taught. I wished there was access to such knowledge in India, where the potential for improvement and innovation was much greater. We had the good fortune of working under great mentors: Tom Foth, Brian Romansky and Jonathan Wolfman, all of whom are prolific inventors.

I filed several invention disclosures while working there and now have four issued US patents to my name, whereas three more are pending.

I also learned in Pitney Bowes how corporations stifle creativity. Outside our small Concept Studio subgroup, people used to work in cubicles. They had to follow policy manuals for everything: even the margin on the letterheads was pre-decided for them and they had to go through political hoops to get approvals for almost every decision.

When Osman graduated and moved to Chicago to work with Inventables, we could not keep the OZ Pack going. However, brainstorming and innovation was in my blood now and I could no longer imagine working in a traditional type of job. I used to organise brainstorming parties on campus calling some of my most creative friends and people that I had met at the invention contests.

At one such party, Nate Altfeather, winner of the $10,000 Schoof’s Prize for Creativity, suggested that I start such brainstorming for companies as a professional service. No such business existed at the time, so it was a doubly exciting project for me.

Nate and I formed BrainReactions LLC to tap into creative young minds and innovate new ideas for companies. We had to do several brainstorms for free for non-profit clients and friends before we had improved the process to a level where we were able to approach for-profit corporations to be our clients.

The breakthrough came when after making over 30 phone calls, Tom Foth, my mentor from Pitney Bowes, referred us to the vice president at Bank of America, and we had our first paying client!

Bank of America was impressed with our work and we got great testimonials from them that got us attention from the media and from other companies who wanted to try us out.

I was still a student then, attending my college classes every day, and immediately after class making phone calls to CEOs and vice presidents of Fortune 500 companies to run my business over nights and weekends. Over time, we improved our systems for finding and ranking our idea generators which ensured superb results for our customers.

The idea generators we had chosen were also winning invention contests and business plan contests after we had found them through our system, so that further validated that our process worked. Our successes with new clients made our marketing change from lots of outgoing cold-calls to returning incoming contact requests through our Web site.

I was at the risk of dropping out from college during my final year, but I stuck with it, spending almost no time studying during the last semester. It was a time when I had stopped caring about my GPA, which was a perfect 4.0 at the time, so it dropped minutely by the time I graduated and became full-time with BrainReactions.

Within six months of being the full-time CEO at BrainReactions, I was named by BusinessWeek as one of the top 25 young business leaders in the US, and the readers of the magazine voted me into the top 5, with me being the only Indian in that group.

The following month, we received opportunities to work for the United Nations and were also invited to Japan by the Japanese External Trade Organisation. The Council for Competitiveness invited me to share ideas on how to make America more innovative and competitive globally.

Meanwhile, I came to India to visit my parents and was awestruck by the development taking place in the top-tier cities. The IT/BPO sector had started booming, high paying call centre jobs were available to graduates straight out of college and there was new infrastructure being built everywhere.

India’s top 5 per cent now had the same infrastructure that was available in Silicon Valley. Their payscales had increased but their job satisfaction had decreased, with peak attrition rates as high as 43 per cent.

Therein lay a huge opportunity. The people in Bangalore used the same Dell Inspiron computers, the same broadband Internet connections, the same Microsoft Windows platform PCs, the same programming languages and databases used in Silicon Valley, but the people in the US were making multi-billion dollar Google, while the people in India were still testing office applications and doing grunt-work for American companies. Why?

In fact, almost 40 per cent of Silicon Valley start-ups have been formed by Indian entrepreneurs. Why then were the entrepreneurs in India still doing work on contract in the service sector and not innovating products for the world?

Globally, India was being heralded as a software powerhouse, but I did not have a single programme on my computer that was made by an Indian company. It was time to change things. Indians deserved to have access to the same tools, techniques, processes and training for innovation that was available in the US.

India can be the knowledge powerhouse of the world. We cannot only make products for the world, but create jobs in other countries, especially in the US. My mission was now to drive this change.

With the help of Atul Khekade, my friend from college and my business partner from my earliest start-up, I established a programme called Innovation Trip that could take Indian leaders to the US and get the best of breed experts to train them on all the various topics required to establish a successful innovation pipeline.

MIT and Stanford are considered the innovation capitals within the US, so we decided that those have to be on the tour. To present the workshop on finding disruptive innovation opportunities, we approached Innosight, the company of Clay Christensen, who has written the book on the topic.

Similarly, for teaching customer-centric innovation methods to act on the new market opportunity, we brought in Icnivad that had established itself as the leading innovation house for knowledge processes within Fortune 100 companies.

At Stanford, we brought in Originaliti, a well-known Silicon Valley-based company that would provide insight and training on creating a culture of creativity and innovation within the company.

Finally, we brought in Ken Tanner, author of several books on employee retention and recruiting excellence, to present a workshop on retaining employees and on anti-poaching, which is a huge problem in India.

With the programme in place and with the support of Kiran Karnik, president of the National Association of Software and Services Companies; Pradeep Gupta, CEO of Cyber Media; Pankaj Agrawala, joint secretary of IT, and other top CEOs in India, Innovation Trip has seen a prominent launch.

Today our target should not be to serve 300 of the Fortune 500 companies, but to be 300 of the Fortune 500 companies. We can, we will, and we are taking action towards making India the most innovative place on earth.

Indians are naturally creative and intellectual. Our heritage is rich with diverse thoughts, ideas and prominent scientists. Our culture has taught us tolerance and positivity in the face of adversity.

There is nothing stopping us from channeling our creativity into innovation for the world. Let us learn the best from the West, and enhance it with our eastern mindset and give back to the whole world. Its time for this giant nation to stop following and start leading.

Let us say ‘no’ to grunt work, let us do something new! Innovate India. Innovate!

Source :


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 * Ajay Singh Niranjan  

The Big 10 Innovation Killers

February 9, 2007

We need right solution at right time ….we need holistic thinking…..we need a range of innovation…

So we need to understand: why Good Ideas do not execute? Where are missing links?

Kindly link this insightful article written by Joyce Wycoff at

The Big Ten Innovation Killers 

An Exerpt :

While it’s probably impossible to compute the exact percentage of business initiatives that fail, it is widely acknowledged that most do. After years of research and observation, it is clear that the same reasons for any change initiative failure tend to be the same culprits that make innovation initiatives fail. Here are the top ten reasons for innovation failure:

  1. Not creating a culture that supports innovation
  2. Not getting buy-in and ownership from business unit managers
  3. Not having a widely understood, system-wide process
  4. Not allocating resources to the process
  5. Not tying projects to company strategy
  6. Not spending enough time and energy on the fuzzy front-end
  7. Not building sufficient diversity into the process
  8. Not developing criteria and metrics in advance
  9. Not training and coaching innovation teams
  10. Not having an idea management system


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– Ajay Singh Niranjan

Innovation Means Relying on Everyone’s Creativity

February 8, 2007

Every human being has infinitite possibilities , capabilities & creativity. But the question arise all the time, how we release our own power and help to other perron for finding his own voice.

Kindly Link this beautiful article written by Margaret J. Wheatley at

Innovation Means Relying on Everyone’s Creativity.

An excerpt:

Innovation has always been a primary challenge of leadership. Today we live in an era of such rapid change and evolution that leaders must work constantly to develop the capacity for continuous change and frequent adaptation, while ensuring that identity and values remain constant. They must recognize people’s innate capacity to adapt and create — to innovate.

In my own work I am constantly and happily surprised by how impossible it is to extinguish the human spirit. People who had been given up for dead in their organizations, once conditions change and they feel welcomed back in, find new energy and become great innovators. My questions are How do we acknowledge that everyone is a potential innovator? How can we evoke the innate human need to innovate?

The human capacity to invent and create is universal. Ours is a living world of continuous creation and infinite variation. Scientists keep discovering more species; there may be more than 50 million of them on earth, each the embodiment of an innovation that worked.Yet when we look at our own species, we frequently say we’re “resistant to change.” Could this possibly be true? Are we the only species — out of 50 million — that digs in its heels and resists? Or perhaps all those other creatures simply went to better training programs on “Innovation for Competitive Advantage?


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The 10 Faces of Innovation

February 5, 2007

In 21 century , the Mantra of success is constant innovation in a very complex business environment.

Are we are ready to innovate in a proper manner ?

Kindly link this great article written by Tom Kelly & Johathan Littman at

The 10 Faces of Innovation

An Exerpt:

Innovation is all about people. It is about the roles people can play, the hats they can put on, the personas they can adopt. It is not just about the luminaries of innovation like Thomas Edison, or celebrity CEOs like Steve Jobs and Jeff Immelt. It is about the unsung heroes who work on the front lines of entrepreneurship in action, the countless people and teams who make innovation happen day in and day out.

At Ideo, we’ve developed 10 people-centric tools, talents, or personas for innovation. Although the list does not presume to be comprehensive, it does aspire to expand your repertoire. We’ve found that adopting one or more of these roles can help teams express a different point of view and create a broader range of innovative solutions.

And by adopting some of these innovation personas, you’ll have a chance to put the devil’s advocate in his place. So when someone says, “Let me play devil’s advocate for a minute” and starts to smother a fragile new idea, someone else in the room may be emboldened to speak up and say, “Let me be an anthropologist for a moment, because I personally have watched our customers suffering silently with this issue for months, and this new idea just might help them.” And if that one voice gives courage to others, maybe someone else will add, “Let’s think like an experimenter for a moment. We could prototype this idea in a week and get a sense of whether we’re onto something good.” The devil’s advocate may never go away, but on a good day, the 10 personas can keep him in his place. Or tell him to go to hell.

1.      The Anthropologist 

2.       The Experimenter

 3.       The Cross-Pollinator 

4.       The Hurdler 

5.       The Collaborator 

6.       The Director 

7.       The Experience Architect

8.       The Set Designer

 9.       The Caregiver 

10.    The Storyteller