Everyone wants to innovate more, and many people don’t know where to start. Which is weird, since we actually know quite a bit about how innovation works.
Stanford University’s Center for Professional Development will expand its Online Innovation and Entrepreneurship Certificate Program, which was launched in September 2012, by rolling out new courses throughout the year.
Will this new generation of leaders be innovators, or followers? Strong, resilient problem solvers, or servants of the status quo? The answer has everything to do with education . . . or how education is adapted to the realities and wonderful opportunities of the not-too-distant future.
In organizations transfixed by time, speed and efficiency, innovation and product development are often the slowest out of the gate, the longest efforts to accomplish and seem completely unrelated to the real world.
GE’s Global Innovation Barometer, an annual survey of 3,000 executives from 25 countries that the company released today, found that the complex and rapidly shifting business environment is creating anxiety among business leaders about their ability to innovate and prosper. What are symptoms of this “innovation vertigo?”
Since the launch of reform and opening-up policy in 1978, "made in China" products have established China as the world's factory. However, the high-value work of innovation, design and development tended to originate outside of China. This is starting to change, and while China has a long way to go, its leadership is well aware of the challenge.
The conventional wisdom today is that copying is bad for creativity. If we allow people to copy new inventions, the thinking goes, no one will create them in the first place. Copycats do none of the work of developing new ideas but capture much of the benefit. That is the reason behind patents and copyrights: Copying destroys the incentive to innovate. Except when it doesn't
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