Two articles give different views of the battlefield that is cleantech entrepreneurship these days: one from 1000’ and the other from the trenches. They offer a good lesson on the importance of having an innovation strategy informed by history more than hyperbole. Continue reading
The more dire the climate change predictions, the louder the calls for new and disruptive technologies. While it’s a great aspiration, as a theory disruptive innovation provides dangerous guidance on how disruption really happens. Continue reading
The business world has embraced the notion of disruptive technologies and, in large part, so has the public sector, and yet so many of the most significant innovations have been tipped by disruptive policies, not technologies. Continue reading
What’s your innovation strategy?
The question often stumps executives, who tend to think innovation is something outside the normal work routines, not something that can and should be directed. Yet how much of your company’s strategic plan depends on innovation — on the development of new products, new processes, or (often) both — that will provide tomorrow’s competitive advantage? Continue reading
The valley of death is an hackneyed term used to describe where startups run out of money. This can be solved, early earlier-stage investors and policy-makers contend, by giving them more money. I’ve argued before this is misguided. The reason why is a cautionary tale to anyone leading a new venture.
Ideas are overrated. I’ve said this before, but I just ran across this quote from Isaiah Berlin, describing Leo Tolstoy’s approach to understanding war and history. If we take his meaning to heart, we could all be better students of innovation.
Innovation is about making the possible desirable and the desirable possible. But which direction innovation takes depends in large part on what choices we have when it comes to expressing those desires and who wants to control those choices. Continue reading
I’m not a big fan of ideas. Sure, ideas are great — some of my best friends are ideas. But managers tend to let our national obsession about having new ideas distract them from the hard work of building good products and successful ventures around what are almost always old ideas. So it was fun to see the great design OXO have at a competitor who claimed to “own” an idea that both had built products around.
Innovation is risky business. For companies pursuing sustainable innovations, these risks take on the scale of the effort and the context of the problems, the politics, and the markets involved. The most important aspect of this challenge to sustainable innovation is understanding the nature of risk at work. Without this understanding, innovation efforts are paralyzed and innovation policies—especially those intending to promote new investments—stifle them instead.