Professor Thomas Malone of MIT did a series of experiments to understand what made organizations smarter. The term he and his team settled on was “collective intelligence,” and the way they tested it was similar to the way we study individual intelligence: He gave groups a modified IQ test. The researcers learned four things: The […]Read more "Making organizations smarter (and using A.I.)"
The other day I missed a call from a business contact who called my Skype for Business number. Fortunately, Microsoft transcribed it for me and emailed me the following: “Hey James, a Jason calling you from council idix it 3 PM. Eastern Time, 2 PM. Central I believe um please. Give me a call back […]Read more "The Artificial Intelligence I work with: Working in a world of Natural Language Processing"
Our clients at Cushman & Wakefield are curious about the future of technology and how emerging solutions will impact Commercial Real Estate. Two words often come up — “machine learning” — and just as often, ideas to use it for practical applications are hazy. Looking for situations where machine learning offers an advantage in the our […]Read more "Finding Advantage with Machine Learning"
A new colleague on my corporate innovation team recently asked which blogs and websites I read to stay on top of trends and professional developments. That includes some industry-specific sites. Since we work in Commercial Real Estate, CRETech and accelerators we work with, like MetaProp NYC, come to mind. But most of my reading is […]Read more "Essential Innovation: Reading and Resources"
There are five questions embedded in the innovation process that are most highly correlated to perceived innovation success, according to a survey of executives and company leaders across a dozen industries. The findings suggest where a robust approach to an end-to-end innovation process can have the highest impact on performance. The survey also showed people […]Read more "Benchmarking Strategic Innovation Capabilities"
By James Janega What can incumbent firms do to stay relevant in an increasingly contentious, uncertain, and disruptive competitive environment? Alter processes, plan ahead, and delegate decision-making authority — both for new opportunities and for responsibilities managing day-to-day “business-as-usual.” I work with both startups and enterprise companies. Each has their advantages. I find it interesting […]Read more "Resetting strategy to compete in a disruptive world"
By James Janega Can you innovate in the beer supply chain, asked a client in the brewing industry? They already have made strides on the sexy, customer-facing side of product innovation and category management. Can costs, collaboration, and change mitigation offer more options? In the age of technology, the supply chain is ripe for innovation […]Read more "Can you innovate in the supply chain for beer? Hop aboard …"
By James Janega Much has been written about how to improve the capacity for innovation in companies, but little universal information exists to help executives make informed decisions about how to improve performance. In short: Interest in innovation is high, understanding about innovation is limited, and the need for it is growing. I invite you […]Read more "Setting a baseline for strategic innovation capabilities"
By James Janega A common question that arises in client conversations – and that should be considered by all corporate executives charged with competitive strategy – is which innovation strategy would best fulfill the company’s growth ambitions. There’s a lot of competing advice in the marketplace and, unfortunately, much of the best theoretical research is […]Read more "Opening the WINDOW on the right innovation strategy"
Research at Slalom shows treating innovation as an end-to-end system offers a variety of benefits, from maintaining momentum to avoiding costly “organ rejections” from unwanted projects. By James Janega Corporate leaders assign huge importance to innovation as a mechanism to power their companies’ growth strategy, but when trying to create a reliable business capability, progress […]Read more "Don’t stop halfway: How to build an end-to end innovation capability"