I facilitated a strategic technology roadmapping session for collaborative product and process innovation organization, Britest.  STR is a great way of creating, displaying and communicating different facets of a strategy; the markets, products, technologies, projects and resources all in one place. STR works well, because it has been shown that visual strategy operates at all the levels in which

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My 10-minute summary of Accenture’s Sustainability 24 online conference that discusses the global agenda, by advancing debate and discussion with clients, local government leaders and stakeholders around the world. 14th May 2013 8:10am – Business Strategy & Stakeholders:  Building Trust & Planning for Uncertainty “In hindsight, it is usually much easier to see what business leaders

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I heard a story about a management team that was presented with the results of an employee survey that covered amongst other things, the health of innovation in the business. An astonishing thing was that it described every single innovation score as healthy without one ounce of dissent.  To many it felt completely off base. Anecdotal evidence showed many innovation projects were

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Commentary on the Cambridge University Institute for Manufacturing’s report on High-Value Manufacturing I’ve spent many years at the front-line of innovating in high-value manufacturing.  High-value is characterised by a combination of high R&D intensity and high growth – as predictors of financial success over the long-term.  High value manufacturing accounted for 35% of all UK exports in

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Date: 12th March 2013 Location: Business Design Centre, Islington, London I like to attend the key conferences to see what is going on and take the temperature of things.  Today at the second day of Innovate 2013 (the UK Technology Strategy Board’s annual showcase) it was starting to feel like the planets were coming into

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Open innovation (OI) has become a mainstream management reality for firms in many sectors, sizes, and technologies since the publication of Chesbrough’s book in 2003. The adoption of OI by a firm is now a matter of strategic choice but is contingent upon its internal and external environments.  Managers may ask, is this for us? 

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