Lessons in Innovation from the Future of Shopping: Keep Core Teams Tiny, Tenacious and a Tad Ignorant

Lessons in Innovation from the Future of Shopping: Keep Core Teams Tiny, Tenacious and a Tad Ignorant

PwC - PricewaterhouseCoopers
Juan Carlos Morales


«In the next few years, the IoT will hit its stride and it’s arguable that no other industry will be more affected than the retail sector. Awash in “things” that can collect, store and communicate information, retailers will have opportunities at every turn of the shopping cart to win the hearts and minds of consumers. To envision the future of shopping today, we created KART. In the process, we racked up valuable lessons learned in how to innovate.

»Conduct Field Work

»Like scientists in a lab, we camped out in retail outlets and examined how customers experienced shopping. We observed people struggling to push shopping carts with one hand while carrying phones in the other. It was nerve racking to watch people attempt to lift heavy items high enough to clear their carts and then balance them precariously on top of a mountain of other products. In particular, the incessant in and out and up and down of moving products from shelves to carts to conveyor belts to trunks of cars made us wonder: why do they do that and is there a better way? Our fieldwork informed and inspired us like nothing else.

»Keep Core Teams Tiny, Tenacious and a Tad Ignorant

»When innovating, small is beautiful and ignorance is bliss. The smaller the group, the greater chances you have at convincing people to take big risks. You also don’t want to get bogged down by people who are going to over think and get mired in detail. We kept our team comprised of generalists. However, we did draw on the expertise of subject matter specialists from across the company to inform our understanding of various technologies and standards.

»Imagine No Limits

»We thought about the shopping problems in the context of IoT, but we didn’t let the infancy of IoT technologies and standards limit our ideas. Improving the customer experience was more of a priority than the maturity of the technology. This way, we didn’t tie ourselves to past creations. Instead, we broke free into the green field of the future.

»Co-Create with Iterative Prototyping

»In the age of disruption, you can’t innovate in isolation. You don’t have time to remain holed up in a back room working in secret only to emerge with something that won’t please the end user. Instead, you want to involve end users in the creation of the product from the beginning to the end. We created a little bit, got feedback, tweaked it and asked for more input. If you aim to please the end user every step of the way, you can take your product to the marketplace with confidence that it will be well received.

»Call Your Innovation into Existence with a Compelling Story

»Once you label something, people will understand it, as we found with KART. Without effective branding, it’s simply a collection of amorphous ideas. Name it and you will call it into existence.

»People claim that the process of innovation is mysterious and complicated. But, when you boil it down, it’s simple. Innovation is about asking why things are done the way they are done and wondering if there’s a better way. At the heart of the matter, innovation is about empathizing with people who are frustrated and making solving their problems more important than sticking with the status quo.»


«Newsletter L&I» (n.º 42, 2015-02-23)

Inovação social (Brasil)

Krishna Aum de Faria e André Spínola: Inovação com causa, um novo jeito de empreender e fazer o bem [web] [intro]

Versões Brasileiras da Inovação Social nas periferias e favelas do Brasil [web] [intro]

Inovações Sociais na Finlândia [web] [intro]

Organizações sociais inovadoras: o terceiro setor se reinventando [web] [intro]

Inovação social (Portugal, África lusófona)

Empreendedorismo Social [web] [intro]

Bootcamp Empreendedorismo Social IES powered by INSEAD [web] [intro]

Cooperativa de Consumo Fruta Feia [web] [intro]

Participação e Inovação: a Construção de Cidadanias Insurgentes (BIS - Banco de Inovação Social, na Universidade de Verão 2014) [web] [intro]

Innovación social

¿Qué es Innovación Social? [web] [intro]

Iniciativas de Innovación Social [web] [intro]

Innovación social y negocio [web] [intro]

¿Por qué somos innovadoras? Servicios innovadores de las cooperativas andaluzas [web] [intro]

Innovation sociale

Joeri van den Steenhoven: L’innovation sociale, un enjeu mondial [web] [intro]

Agir pour l'innovation sociale [web] [intro]

L'innovation sociale, c'est quoi? [web] [intro]

Semaine Technologie et Innovation Sociale de Montréal [web] [intro]

Social innovation

Roberto Magabeira Unger: The Task of the Social Innovation Movement [web] [intro]

Aaron Hurst: A New Emerging Purpose Economy [web] [intro]

Collective Awareness Platforms for Sustainability and Social Innovation Discussion [web] [intro]

What is social innovation and why is it good for business? [web] [intro]

Licencia Creative Commons Licencia Creative Commons
4.0 Internacional


What is social innovation and why is it good for business?

euronews Business

«Social innovation is one of the fastest growing trends in Europe. Its founded on the idea that social needs can be met while creating competitiveness at the same time.

»Business Planet went to Verona in Italy to find out more. We met visit a young garment business taking a socially conscious approach to its work. The clothes it sells were created and marketed by a social enterprise.

»The idea behind the two-year-old Quid project is simple; take the material thrown away by the big textile producers of northern Italy, turn them into collections sell them. Their product retails in the company’s two shops under its own name and in several big stores in Italy. Quid’s turnover was 240,000 euros last and is expected to be 330,000 in 2015.

»“Our product is a limited edition and has had a positive results on the market. Separately, we’ve set up partnerships with known brands in Italy, who have joined our project.,” said Anna Fiscal, Quid’s founder.

»The intention is to develop these partnerships and create ready-to-wear products for the Italian and wider European markets.

»Other important elements; agreements have also been made with social cooperatives in Verona, and the project’s 15 workers are mainly women in situations of social insecurity.

»One staffer, Emma, told us her story:

»“I was in prison for an offence. I was there for two years. I learned a lot of things, including working with Anna and the other girls who showed me the project. That gave me the opportunity to leave prison and get a job.”

»Social innovation is new projects, services or models that facilitate better responsiveness to the different social challenges of our society, as Xavier Le Mounier, Organiser of the European Social Innovation Competition explains:

»“Actually, it covers all sectors. It can go from healthcare to education, inclusion. Last year, I met a team working on void building in Europe that they turned into business parts.”

»The Quid project scooped one of the European Social Innovation awards a year ago. The competition is open to any new ideas to reduce unemployment and its harmful effects on society and the economy.

»“You can get a prize of 50 000 euros, you can get support in terms of mentoring and coaching, you can find business partners, you can be networked, and may be find also clients,” says Le Mournier.

»“For us, the key to success is the mix of social, environmental and market aspects. That gives an adaptable, competitive model to all businesses with a social conscience,” Fiscale declares, with no little pride.»


Collective Awareness Platforms for Sustainability and Social Innovation Discussion


«Loretta Anania (CAPS project officer) & Samer Hassan (GRASIA/UCM & P2Pvalue) discuss the CAPS call for proposals at the Info Day In Barcelona, February 9th 2015 http://p2pvalue.eu/blog/caps-infoday-barcelona-9th-feb»


Aaron Hurst: A New Emerging Purpose Economy

Ashoka U Exchange
Brown University

«Six speakers on "Tomorrow's Talent" will offer short TED-style talks highlighting crucial skills that must be taught by our schools: critical thinking, problem-solving skills and emotional intelligence—all key traits of successful entrepreneurs and successful human beings. They will draw on their experience as social entrepreneurs and thought leaders to share salient insights, ideas and calls to action with the audience.

»Aaron Hurst, Ashoka Fellow; CEO, Imperative; Author, Purpose Economy -- Discusses a new emerging purpose economy.»


Roberto Magabeira Unger: The Task of the Social Innovation Movement

Social Frontiers
Research Conference organised by Nesta
in collaboration with TEPSIE project (Young Foundation), Rockefeller Foundation and Glasgow Caledonian University (GCU)
with the support from the Social Innovation Exchange (SIX), DESIS Network and the Skoll Centre for Social Entrepreneurship at Oxford
United Kingdom

«As part of our TEPSIE project, we organised the Social Frontiers Research Conference in collaboration with Nesta, The Rockefeller Foundation and Glasgow Caledonian University (GCU). The conference took place at Glasgow Caledonian University London campus in Shoreditch, East London on the 14 and 15 of November 2013. Over the two days, Social Frontiers brought together 120 individuals from across the world with the aim of strengthening the community of social innovation researchers. The conference also had support from the Social Innovation Exchange (SIX), DESIS Network and the Skoll Centre for Social Entrepreneurship at Oxford.

»We were delighted to have Roberto Magabeira Unger as our Keynote Speaker. Here he is in conversation with former Young Foundation CEO and current Nesta CEO Geoff Mulgan, on the topic of “The Task of the Social Movement.”»


«Newsletter L&I» (n.º 41, 2015-02-16)

Cultura da inovação (Brasil)

Inovação corporativa: ouça os seus colaboradores. Não é preciso investir em tecnologia para inovar [web] [intro]

Gustavo Travassos: O dilema da inovação e por que precisamos mudar nosso negócio [web] [intro]

Cultivando uma cultura de inovação [web] [intro]

Felipe Scherer: Como criar uma cultura voltada para inovação? [web] [intro]

Cultura da inovação (Portugal, África lusófona)

Design Thinking: Ver acontecer papéis... para uma cultura da inovação [web] [intro]

CRIA Cascais [web] [intro]

Santa Casa da Misericórdia de Lisboa: Programa de Promoção de uma Cultura de Inovação Social [web] [intro]

5 Lições de Liderança de Jack Ma, Presidente do Conselho de Administração da chinesa Alibaba [web] [intro]

Cultura de innovación

Kenneth P. Morse: «Las empresas innovan o se mueren» [web] [intro]

Asociación Española para la Calidad (AEC): Cultura de la Innovación - Manifiesto [web] [intro]

«La Fiscalía puede estar próxima a la sociedad e integrada en una cultura de innovación». Carlos Varela: Plan de Actuación de la Fiscalía de Galicia (Presentación. Introducción) [web] [intro]

10 prácticas para tener una cultura innovadora [web] [intro]

Culture de l'innovation

L’entreprise innovante [web] [intro]

Denis Brière: Pour une culture de l’innovation pédagogique [web] [intro]

Sébastien Tran: La culture de l’innovation, un enjeu majeur pour les entreprises [web] [intro]

Beth Noveck: Créer une culture de l'innovation au sein de l'État [web] [intro]

Innovation culture

Governments must innovate or become irrelevant [web] [intro]

Duncan Brown: How creative reward can drive innovation [web] [intro]

J.T. Ripton: How to Create a Culture of Innovation [web] [intro]

China to promote plans to encourage innovation, drive economy [web] [intro]

Licencia Creative Commons Licencia Creative Commons
4.0 Internacional


China to promote plans to encourage innovation, drive economy

China to promote plans to encourage innovation, drive economy

CCTV America


«China’s drive towards a more innovative economy…the State Council is calling for mass innovation and entrepreneurship to write the next chapter of the Chinese economy. It’s also known as the “Mass Maker Space” a specific economic platform encouraged by policymakers to promote more venture capital, incubator hubs and entrepreneurs to drive innovation in China. CCTV’s Hou Na reported this story from Beijing.

»China is transitioning its development pattern so innovation can become a key driver of economic development. Leaders believe a maker economy will be at the heart of the economic growth. The State Council has decided to provide supportive policies and measures to the development of a “mass maker space.”

»“Using “Mass Maker Space” as a platform, we need to integrate resources, implement policies, improve service models, and cultivate innovation culture,” Deputy Director of the Ministry of Science and Technology Cao Jianlin said. “We need to match entrepreneurs’ creative ideas with market demands.”

»In 2014, the number of technology-based business incubators exceeded 1,600. There were more than 80,000 companies in those incubators, providing more than 1.75 million job opportunities.

»At an executive meeting of the State Council in January, Premier Li Keqiang pledged to establish a new platform for innovation and cultivate a “maker culture” in the country.

»“To develop ‘Mass Maker Space ‘ does not mean to put heavy investment in construction,” Jianlin said. “We should uphold the principle of government guidance and market orientation and take full use of the dominant role of social forces to foster the effectiveness of policy portfolios for innovation and entrepreneurship and the system of interconnection in the society.”

»China will improve investment and financing mechanisms for start-ups and offer support to technology-based enterprises at the start-up stage by utilizing government guidance funds, fiscal and tax policies and by fostering angel investment.

»Although the ecosystem for innovation and entrepreneurship in China has been improving constantly, obstacles still remain in the way of mass innovation and entrepreneurship.

»The government has plans to push forward bold reforms and reduce interference in innovation activities to give any potential entrepreneur enough space to start a business.»


J.T. Ripton: How to Create a Culture of Innovation

How to Create a Culture of Innovation

J.T. Ripton


«“I came to see, in my time at IBM, that culture isn’t just one aspect of the game—it is the game.” – Lou Gerstner, CEO of IBM

»Too often businesses focus on hard-line analytics, like process, measurement, and production, forgetting to consider important emotive factors, such as creativity, passion, curiosity, and imagination. Without a focus on an innovative company atmosphere, businesses are not able to take full advantage of employee capabilities or move quickly to operate at the market top.

»Take Failure in Stride

»Most of us realize the danger in focusing on our failure, but we don’t know how to fail well. Many professionals avoid failure at all costs. According to some of the top companies operating, this is a travesty. Facebook, for example, doesn’t criticize their employees for failing, but they do chastise employees who aren’t trying hard enough. Facebook creator and CEO Mark Zuckerberg works with the motto of “moving fast and breaking things,” realizing a free attempt process is vital to innovation and muzzling creativity in an attempt to avoid a poor result will only hinder progress.

»Failure is a normal part of trying the ideas never done before—not every new idea will succeed. Getting caught up in that failure is a waste of time and energy. Avoiding failure means avoiding the aggressive attempts to consider and implement something new that might flop miserably or result in wild success. Innovative companies have learned to accept failure and “fail forward” (not backwards), moving on with new ideas that became reality and finding proven success with the help of companies like World Patent Marketing.

»Move Quickly

»Pausing to consider failure, can actually cause failure. The leaders of innovative companies, like Facebook, often realize that quick action is important for remaining an industry leader. Committee decision-making and top-down leadership are two formulas that can clog the process. If leaders want to enable their company to move quickly, they must empower trusted employees across the boards to make the calls and act quickly in the best interest of the company.

»Four Seasons Hotel and Resorts has expanded rapidly from a single hotel in Toronto to over 90 globally located properties and has focused on transforming the hospitality industry. The company has trained employees to identify the “just do it” ideas that need to be executed quickly, without supervision, as opposed to ideas that need more input from others in the company.

»Utilize Talent

»Collaboration is a buzzword today that many companies strive to pursue. However, collaboration doesn’t occur unless it is cultivated and valued in a company. The collaboration process utilizes the uniqueness of team members to find new solutions and form creative ideas. In striving for collaboration, Google has created offices and recreational areas where employees from every department are encouraged to talk about both work and play.

»Remember What (Else) Matters

»The greatest companies are often very mindful of the lives their employees live outside of work. Google has become well known as one of the best work environments, producing innovative results from empowered employees. This year, Google has increased maternity and paternity leave, while improving their onsite daycare. Google understands that families need to be strong; parents will be more prepared to work when they aren’t forced to choose between their loved ones and their career.

»Listen Well

»While you might think a company like Google is too big to be concerned with the little guy, it has transformed the company environment by focusing directly on the input from the individuals that form teams there. Google purposely hires a wide range of diverse individuals with many talents and interests, allowing them to ask questions and prompting discussion with an open culture. Toyota and Canon look for continuous improvement by requiring employees to write down at least one suggestion per week all year long (60–70 suggestions per employee) on small improvements that can be made to better the company.

»Your company might be smaller or operate in a less-creative industry than many of these companies mentioned, but that doesn’t mean you shouldn’t take notes from their methods of operation. These common factors are part of what has made them successful and this pattern stays consistent across the board.»


Duncan Brown: How creative reward can drive innovation

How creative reward can drive innovation

CIPD (Chartered Institute of Personnel and Development)
Duncan Brown


«Innovation certainly does lurk beyond the c-suite, as Grace Lewis pointed out in her recent PM opinion piece.

»And in a recovering, but still spluttering, economy innovation and how to promote it are near the top of the agenda for almost every government minister, CEO and HR director.

»Last summer, Vince Cable and Adair Turner spoke at a University of Sussex Finance for Innovation conference calling for companies to “think big” and invest. I have also spoken on the subject of HR in the role of innovator at the Institute for Employment Studies (IES) HR directors’ retreat.

»However, the core question remains how can HR help foster an innovation-friendly corporate culture? Aon Hewitt’s engagement database shows overall engagement levels were flat-lining in Europe last year. Perceptions of innovation actually fell back four points as cost pressures and management controls tightened.

»But the most difficult area is that of pay and reward and its role in helping, or perhaps often hindering innovation. Here’s a little test, ask yourself what would happen in your organisation in each of these scenarios:

»Someone invested a huge amount of time and money in a project, which failed to bring a product or service to market? Would they be applauded or financially penalised?

»One of your junior staff came up with an idea to improve the organisation’s efficiency by 30 per cent? Would they be believed or ridiculed?

»You proposed giving everyone one day a week to do what they liked at work, like Google’s famous 20 per cent time policy?

»You proposed paying everyone to go to the pub on a Friday lunchtime on the condition that they came back with at least one idea for improving the business?

»Your ideas will give you some idea of your organisation’s cultural approach to encouraging innovation.

»On the basic issue of whether money motivates innovators, economist Diana Coyle argues this is “a winner takes all (knowledge-based) economy…we need ‘star’ systems” in pay.

»And as US writer Po Bronson asserts Silicon Valley programmers are “no longer nerds in the backroom: they want ownership, they want money”.

»Yet psychologists Nina Gupta and Jason Shaw found “non-financial motivators and a trusting environment, not money, were the prime motivations” for scientists. Peter Reilly, IES principal associate, agrees: “Do not rely on pay, a total set of rewards needs to be available.”

»Rewarding innovation challenges many predominant HR approaches, such as assuming everyone’s work can be encapsulated in five SMART objectives, or that tiny differences in base pay awards are going to make any difference to people’s behaviour.

»From my own research and experience I’ve found that reward and HR professionals need to consider a number of things if they hope to incentivise innovation through reward.

»For example, the optimum reward depends on the context and how innovation comes about in your setting – it is ‘best fit’ rather than ‘best practice’. But you do need to question whether your existing pay systems reward perspiration over inspiration, individual over team and short-term financials at the expense of long-term growth.

»You need to look at the whole rewards package and how it best supports your employees’ needs and a culture of innovation. One interesting example is the Google Founders Awards, which paid out $12 million of stock to the search firm’s 24 most innovative employees. This confers ownership, recognition, status and security, not just the monetary value. So don’t forget the importance of status and security to employees as they are often under-estimated and under-utilised staff motivators. And that can be particularly important in the UK’s current zero-hours, low pay work environment.

»I think that HR needs to be more creative in its reward approaches if the function wants to encourage innovative performance. Don’t just copy what everyone else in your sector does. So how about introducing a lottery or unexpected gift element to liven up your boring, long-running pay plan for example?

»Or let employees decide how a bonus pot is allocated and spent?

»As management guru Peter Drucker put it: “If you want something new, you have to stop doing something old.” In reward, it’s time for HR, as well as their employers and employees, to innovate.»


Governments must innovate or become irrelevant

Governments must innovate or become irrelevant

The English Edition of Asharq Al-Awsat Newspaper
Sheikh Mohammed bin Rashed Al Maktoum


«Companies, like people, grow old. They start life small and eager to survive, fueled by youthful energy and fresh ideas. They compete, expand, mature, and eventually, with a few exceptions, fade into obscurity. The same is true of governments: they, too, can lose the hunger and ambition of youth and allow themselves to become complacent.

»Consider this: only 11 percent of the Fortune 500 companies from 1955 still exist today, while the average time that companies stay in the top 500 has fallen from 75 years to 15 years. In this age of rapid change, those who lag behind become irrelevant—in a heartbeat. Countries whose governments grow old face the same fate as outdated companies. Their choice is simple: innovate, or become irrelevant.

»The race for national competitiveness is every bit as fierce as the competition among companies in the marketplace. Countries compete for investment, talent, growth, and opportunity in a globalized world, and those that are pushed out of the running surrender the greatest prize of all: human development, prosperity, and happiness for their people.

»To avoid this fate, governments must focus on what really matters: how to be like the 11 percent of companies that have remained, through the decades, in the top 500. The life-cycle of companies should teach governments that the secret of eternal youth is constant innovation—seizing opportunities and behaving like the dynamic, entrepreneurial companies that are defining today’s world and shaping its future.

»The secret to the renewal of life for corporations, to the evolution of civilizations, and to the development of humanity is simple: innovation. I am always amazed when governments think they are an exception to the rule, and that they are above the need for innovation. Innovation in government is not an intellectual luxury, a topic to be confined to seminars and panel discussions, or a matter only of administrative reforms. It is the recipe for human survival and development, the fuel for constant progress, and the blueprint for a nation’s rise.

»The first key to business-like innovation in government is a focus on skills. Companies in the top tier of innovation invest continuously in their employees to provide them with the right skills for the marketplace. Governments must do the same, by constantly upgrading skills and nurturing innovation—among their own employees, across key sectors of the economy, and at the foundations of the education system. Governments that fail to equip new generations as leaders for their time are condemning them to be led by other, more innovative nations.

»A US Department of Labour study found that 65 percent of children currently in primary school will grow up to work in jobs that do not exist today. Another study at Oxford University found that 47 percent of job categories are at high risk of ceasing to exist because they can be automated.

»So, how do we prepare our children and future generations for such times? How do we equip our countries to compete, not only today, but in the coming decades as well? The answer lies in innovation. We must hone our children’s creativity and provide them with the analytical and communication skills needed to channel it towards productive ends.

»The second key to transforming governments into engines of innovation is to shift the balance of investment towards intangibles, as in the private sector. Whereas more than 80 percent of the value of the S&P 500 consisted of tangible assets 40 years ago, today that ratio is reversed: more than 80 percent of the largest companies’ value is intangible: the knowledge and skills of their employees and the intellectual property embedded in their products.

»Governments, too, should think strategically about rebalancing spending away from tangible infrastructure like roads and buildings, and towards intangibles like education, research and development.

»It is no secret that the US and Europe together annually spend more than 250 billion US dollars of public funds on R&D to maintain their leading positions. Likewise, a key driver of rapid development in countries like Singapore, Malaysia, and South Korea has been their strategic decision to shift public expenditure away from hard infrastructure and towards the “soft” infrastructure needed to build and sustain a knowledge economy. Likewise, the British government spends markedly more of its budget on such intangibles than on tangible assets.

»Most of today’s transformative companies are well known for having an innovative corporate culture and working environment that inspires and empowers employees. Governments that set an example for innovation have the power to implant a nationwide culture of creativity. When such a culture takes root, people feel inspired to run further with their ideas, to aim higher with their ambitions, and to pursue bigger dreams. That is how countries that encourage innovation take the lead—and stay there.

»To sustain innovation, businesses must attract and retain the most creative and productive minds. In this age of global mobility, countries, too, go head–to–head in the battle for talent. Global cities compete to provide an ideal life and work environment for innovators, and to harness their creativity to become stronger and more competitive still.

»Innovative governments do the same thing on a national scale. They attract talent, perform efficiently, and continually upgrade their systems and services. They empower citizens to cultivate their collective energy and develop their potential, and thus become drivers for their countries’ growth and advancement in the world arena. Above all, they value human minds and help people become better guardians and builders of our planet.

»For governments, innovation is an existential question. Only those that sustain innovation can drive change in the world, because these are the governments that never grow old.»


«Newsletter L&I» (n.º 40, 2015-02-09)

Publicações periódicas dedicadas à inovação (III) (Brasil)

Revista de Gestão em Sistemas de Saúde (RGSS) [web] [intro]

NAU Social [web] [intro]

Inovcom - Revista Brasileira de Inovação Científica em Comunicação [web] [intro]

E-Tech: Tecnologias para Competitividade Industrial [web] [intro]

Publicações periódicas dedicadas à inovação (III) (Portugal, África lusófona)

Frutas e Legumes [web] [intro]

VIVER. Vidas e Veredas da Raia [web] [intro]

Altitude [web] [intro]

Sensos-e [web] [intro]

Publicaciones periódicas dedicadas a innovación (III)

Innovación Educativa [web] [intro]

i+Diseño. Revista internacional de investigación, innovación y desarrollo en Diseño [web] [intro]

Perspectiva CDTI [web] [intro]

Revista I+i – Investigación Aplicada e Innovación [web] [intro]

Publications périodiques dédiées a l'innovation (III)

Innovations. Revue d’Économie et de Management de l’Innovation (I-REMI) [web] [intro]

Revue de l’innovation (La Revue de l’innovation dans le secteur public) [web] [intro]

Innovations Agronomiques [web] [intro]

Connect [finie] [web] [intro]

Periodical publications dedicated to innovation (III)

Adoption Quarterly: Innovations in Community & Clinical Practice, Theory & Research [web] [intro]

Strategy & Innovation [web] [intro]

Big Think [web] [intro]

Innovation Quarterly [finished] [web] [intro]

Licencia Creative Commons Licencia Creative Commons
4.0 Internacional


Innovation Quarterly [finished]

Innovation Quarterly [finished]



Innovation Quarterly is a magazine published by Edengene, whose «Mission is to help companies achieve growth through innovation.

»Our customer-driven methodology is market leading and has been adopted by many blue chip companies.

»Over 75 prominent companies in the UK and Europe have engaged Edengene.

»Our experts assist our clients with growth strategy, innovation projects & innovation capability development.

»Our flexible commercial terms (advisory, per project, interim or results-based) align our interests with those of our clients.

»We deliver results for our clients and for their customers. .../...»


Big Think

Big Think

The Big Think, Inc.


«Big Think is a knowledge forum.

»In our digital age, we’re drowning in information. The web offers us infinite data points—news stories, tweets, wikis, status updates, etc—but very little to connect the dots or illuminate the larger patterns linking them together. Here at Big Think, we believe that success in the future is about knowing the ideas that allow you to manage and master this universe of information. Therefore, we aim to help you move above and beyond random information, toward real knowledge, offering big ideas from fields outside your own that you can apply toward the questions and challenges in your own life.

»Every idea on Big Think comes from our ever-growing network of 2,000 Big Think fellows and guest speakers, who comprise the top thinkers and doers from around the globe. Our editorial team regularly sources ideas from these experts, asking them about the most important ideas in their respective fields. Our editors then sift through the submitted ideas and determine which qualify to appear on Big Think, subjecting each to our simple, three-pronged standard geared to your interests:

»a) significance — how will this idea change the world and impact your life?

»b) relevance — what groups and individuals does this idea most affect?

»c) application — how can this idea change the way you think or act?

»Big Think's editorial team then packages and presents these ideas to you, our users, using the range of multimedia tools the Internet makes possible, with the aim of distilling each idea to its essence. We think of it as optimizing the "speed of knowledge," conveying ideas' value as efficiently and effectively as possible, so you have the time to explore, and absorb, more of them.

»Because as we move from the information age to the knowledge era, the more ideas you command, the more you will be able to guide the course of your own life and positively impact the lives of those around you.

»That's our big idea. .../...»

More info .../...


Strategy & Innovation

Strategy & Innovation



«Strategy & Innovation is published by Innosight, a global innovation and strategy consulting firm.

»Building on the disruptive innovation frameworks of co-founder Clayton Christensen, Innosight helps companies devise growth strategies, build innovation capabilities, and create products and services that improve lives. [...]

»Strategy & Innovation is the Innosight's free bi-monthly newsletter featuring new perspectives on growth and innovation. .../...» More .../...


Adoption Quarterly: Innovations in Community & Clinical Practice, Theory & Research

Adoption Quarterly: Innovations in Community & Clinical Practice, Theory & Research

Taylor & Francis Group
University of Texas at Arlington
School of Social Work


«Adoption Quarterly is an unparalleled forum for examining the issues of child care, of adoption as viewed from a lifespan perspective, and of the psychological and social meanings of the word "family." This international, multidisciplinary journal features conceptual and empirical work, commentaries, and book reviews from the fields of the social sciences, humanities, biological sciences, law, and social policy.

»In addition to examining ethical, biological, financial, social and psychological adoption issues, Adoption Quarterly addresses continuity in adoption issues that are important to both practitioners and researchers, such as: negotiation of birth and adoptive family contact; identity formation in the context of adoption; adoption as a premier paradigm for studying the interactions of nature, nurture, and the lifelong development of the adoptee; adoptee adjustment (now viewed in a life-span perspective); adjustment issues for birth and adoptive parents.

»Despite the importance of adoption in family formation and its considerable value as a paradigm for scientific study, there is no other scholarly journal specializing in this field. By maintaining a consistently high standard of scholarship, Adoption Quarterly helps stimulate relevant research and develop more practice-based and empirically sound principles. .../...»


«Newsletter L&I» (n.º 39, 2015-02-02)

Publicações periódicas dedicadas à inovação (II) (Brasil)

Sociedade, Contabilidade e Gestão [web] [intro]

Scientia cum Industria [web] [intro]

Revista Pesquisa Naval [web] [intro]

Internext [web] [intro]

Publicações periódicas dedicadas à inovação (II) (Portugal, África lusófona)

Mexxer [web] [intro]

Interacções [web] [intro]

Invest [web] [intro]

SMART CITIES [web] [intro]

Publicaciones periódicas dedicadas a innovación (II)

adComunica [web] [intro]

Infopack [web] [intro]

Innovamás [web] [intro]

Revista jurídica de investigación e innovación educativa (REJIE) [web] [intro]

Publications périodiques dédiées a l'innovation (II)

Maddyness [web] [intro]

INNOVANT [web] [intro]

Bulletin Innov [web] [intro]

Science, technologie et innovation en bref [web] [intro]

Periodical publications dedicated to innovation (II)

The Wilson Quarterly [web] [intro]

Nesta (website and press) [web] [intro]

Digital Activism Research Project (DARP) [web] [intro]

Innovation Quarter [web] [intro]

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