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Read this comment by George Ciardi from a discussion about why products fail in the Market Research Group on LinkedIn: While proper research could certainly be part of the blame for the failure of some new products, I also see the realities of business pressures to launch “no matter what the research says”. Most companies have internal objective to launch…

We’ve launched ICON. It has almost 200 companies signed up in less than 2 days. We’re feeling hopeful we have something people will really value. If you’ve already had a go of the tool, thank you. If not, signup is free, so please do try it. Today, I wanted to talk about the process of getting a brand new product…

Idea management has gotten quite boring lately. Everyone, it seems has a tool. And they all do the same old thing. Put your idea in. Vote a few times.. Be irritated when no one cares. Repeat until you shut down idea management in disgust. I’ve been dark for the last month or so on this blog, because I’ve been involved…

By Hutch Carpenter | May 1, 2012 Today marks the official launch of Icon by Spigit. What is Icon? The platform for fast, easy and powerful engagement with your crowd to gain insight. Icon will deliver a completely different experience than anything you’ve seen. It employs a new voting mechanism, and game mechanics are part of its DNA. It’s pleasingly…

What do these following crucial, society-altering innovations have in common? Transistors Silicon-based semiconductors Mobile communication Lasers Solar cells UNIX operating system Information theory (link) They all have origins in the amazing Idea Factory, AT&T’s Bell Labs. I’ve had a chance to learn about Bell Labs via Jon Gertner’s new book, The Idea Factory: Bell Labs and the Great Age of American…

From innovationmanagement.se March 13, 2012, Doug Collins: Opening the Practice of Collaborative Innovation to the End User In a past article I provided a framework for thinking about the practice of collaborative innovation. I recommended that people new to the practice start their journey by pursuing the internally focused, enquiry-led form (figure 1). Figure 1: forms and areas of focus…