• April 4, 2013 at 6:55 am

      In an age of nonstop innovation, companies and individuals with original ideas have a distinct advantage over those who don’t. Why? Because original ideas are at the heart of innovation, differentiation, and brand transformation. The Originality Scale is a simple way to categorize your ideas according to the knowledge and imagination that informs them.
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    • February 21, 2013 at 10:00 am

      Ever wonder why your skills are constantly out of date? Why your company is always falling behind competitors? Why so many jobs and projects are being outsourced? The Robot Curve is a simple model of innovation that shows how new processes, businesses, and technologies continuously destroy old ones as they create new opportunities for wealth. Where are you on the curve?
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    • April 17, 2012 at 10:00 am

      What’s the difference between a mission and a vision? How’s a purpose different from a goal? Does the corporate mission last forever, or does it change over time? If you’re confused about any or all of these, it’s not your fault. For two decades, business leaders have tossed these terms around with reckless abandon, while experts have defined them in ways that seem to contradict one other.
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    • July 12, 2011 at 9:55 am

      When you apply the design process both deeply and broadly, you can create rich brand experiences that turn customers into believers. The trick is to do what Shakespeare did in creating his plays. By designing entertainment products that worked on multiple levels, he was able to increase not only the number of customers but also their satisfaction, so they came back again and again. Here's a diagram called the design well that will help your visualize how your company is understood by its various audiences.
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    • December 1, 2010 at 5:29 pm

      In a survey by Liquid Agency (formerly Neutron) and Stanford University, 1500 business leaders were asked to rank their top ten biggest problems. Their number-one problem? “Balancing long-term goals with short-term demands.” In large corporations, the phrase “short-term demands” is code for “shareholder demands.”
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    • September 29, 2010 at 2:15 pm

      Design—and design thinking—are powerful processes that are now getting more traction in management circles. While it’s well understood that design can be used to improve products and communications, it’s less understood that it can be used to craft services, customer experiences, internal processes, organizational structures, strategic decisions, and business models.
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    • June 2, 2010 at 2:32 pm

      As I said in my book The Designful Company, if you want to innovate, you have to design. Yet design is a foreign language to most business managers. This is because the principles of traditional business management principles evolved to serve the needs of the industrial age. They rely on a mechanical two-step process for making decisions: knowing and doing. You “know” something—from a past experience, a case study, or a best practice—and then you “do” something.
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    • February 12, 2010 at 1:21 pm

      Transformation is in the air. Business leaders across industries are recognizing that “old school” management isn’t up to the task of nonstop innovation. As a result, companies that were once run from the top down are steadily shifting to a more networked style of management in which employees and customers play a greater role in driving innovation. Networked cultures tend to be more creative, more agile, and better able to anticipate the needs of customers.
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    • January 18, 2009 at 7:18 pm

      The biggest hurdle to innovation is the corporate longing for certainty about costs, market size, revenues, profits, and other quantities, all of which can’t be known when an idea is new. Ironically, there seems to be no hurdle to investing in dying businesses, decaying strategies, and shrinking markets, all of which can be seen without a crystal ball. It seems we prefer the devil we know.
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    • January 18, 2009 at 7:08 pm

      The stock market is spiraling downwards. Large institutions are looking for handouts. Corporations are cutting head counts. Budgets are slashed to the bone. Time to huddle in the basement? Not if you want to thrive in the next economy.
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Metaskills: The new book by Marty Neumeier.

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