Floating 3D Touchscreen Panels

Recently showcased at Tokyo Pack 2010, the DNP and ZeroUnit’s series of AirZero digital signage units make use of 3D projection to create displays that float in the air. The viewer does not need to wear any special glasses, nor do their eyes get tired after watching the footage for a long time. Further, even in brightly lit locations the 3D display is still very visible and the footage itself does not require special editing to be projected. Continue reading


November Hot Links

‘Hot Links’ will provide you regularly with links to 10 new Web services and applications that might indicate interesting trends. This service is brought to you jointly by T-Labs and P&I Product Portfolio Management.

SplashTab – Customized Facebook fan pages: http://www.splashtab.com/
SplashTab easens building corporate Facebook fan pages. Users can create and design customized tabs (sub pages), e.g. for the purpose of promotions, events, or sales.

COPIA – Social eBooks: http://www.thecopia.com/
COPIA is an eBook platform with social networking features. Users can share their library, follow others with similar interests and discuss – even within the discussed eBook. Continue reading

How to conduct an executive workshop that produces game plans for innovation

Health%20Care%20Innovation.jpgThe brainstorming session may beget large quantities of ideas, but its more sophisticated cousin, the executive workshop, can help create something far more valuable: focused energy to explore new growth platforms from corporate leaders. In the scheme of things, cool ideas are a dime a dozen, but generating the confidence to brave new ground, especially in risk-adverse global corporations, is something far rarer.

Several paradoxes exist in corporate innovation environments today. Due to the resources required, new growth-platform investment decisions are typically made at the highest levels in large global business units, yet the executives who must make those decisions have little time to spend on exploring the sources of innovation beyond the conventional R&D lab, where momentum-setting action rarely takes place. Managing customer complexity with new, value-added offerings has become the latest best practice for industry leaders, yet few are structured to take on the challenge. Even if the willingness for radical innovation exists, proven processes for cracking the code on organic growth challenges and driving differentiation often don’t. Result? Spinelessness, fear, excuses, skepticism, flat-lining, or worse. Continue reading

Innovation Matrix – Get Beter at Innovation

This is a bit of a distillation of observations over time.  I thought of it because I think that a lot of people that are trying to improve innovation within an organisation think that they can go from the bottom left (No Innovation Capability) to the top right (Google-Like Innovator) in one jump, simply by introducing some sort of innovation program.  I think that this is impossible – that you actually have to make the trip in a number of steps, and that there are many different paths that you can take. Continue reading

Create Your Own Disruption To Avoid Media Meltdown

The basic principle of Disruptive Renewal is that connected device adoption and the broader digitization process are permanently and irrevocably changing the way in which customers interact with products and services. Media industries were on the bleeding edge of these trends, causing what we have called the Media Meltdown, a painful transition that put audiences in control and permanently disrupted media company business models and products.

It is now clear that the same digitization process will eventually transform all industries, that companies lose control of their customers when new technology enables them to interact with products on their own terms.  Revenues are threatened. Either these companies harness the technology to build new products and services or they fail.

We call this process Disruptive Renewal, and though it often happens swiftly, it doesn’t happen at once.  Instead it falls into three key stages (see graphic below):

Continue reading

Insights Captured Via Mobile App During Live Sporting Events

To help share some of their creative process with the world, interaction design shop Mint Digital has recently opened up a handful of prototype mobile apps to their community for insights into which should be fully developed. One that stood out to us is the Baseball Matchup app, which takes a look at how data can be overlaid onto live sports events for a better understanding of the game. As the game is in progress, the app collects data from pitcher/batter matchups, locations of hits and other stats, visualizing the data onto an augmented reality interface over the field. This allows fans (as well as tech-savvy coaches and commentators, perhaps?) to get a sense of gaps that fielders haven’t yet spotted.

Mint Digital

Ten Tensions in Innovation

In a series of journal articles, Charles O’Reilly and Michael Tushman have talked about the importance of being an ambidextrous organisation in order to succeed at innovation. To be ambidextrous, organisations have to be good at both exploration and exploitation. All this sounds a bit academic, so here it is in clearer terms (I hope!): firms that are successful at innovation are able to simultaneously come up with ideas that allow them to take advantage of what they’re really good at (exploitation) while also being able to search for novel new ideas (exploration).

This is a hard balance to maintain – the two processes require quite different management skills, different processes, and different measures of success. Exploitation is usually about operational efficiency, while exploration is about experimentation and risk.

These seem almost like opposites – and that’s one of the challenges of trying to manage innovation. To be really good at it, you have to do things that appear to be opposed to each other.

Here are ten tensions in innovation management:

  1. Exploration versus exploitation: we need to be more efficient while also being more experimental.
  2. Radical versus incremental: this is closely related – we need to have a relatively balanced innovation portfolio. It’s the incremental innovations that improve current operations, but it’s the more radical innovations that keep us in business over the long term. Continue reading