Using IP to Visualize and Characterize an Organizations Capacity for Innovation

Innovation is a social phenomenon. New knowledge is generated and propagates at the speed of trust in connected and motivated networks of creative people. Based on work done with the US Navy this talk explains how intellectual property can be used to visualize and characterize an organization’s capacity for innovation, and further, by making the invisible innovation networks visible, how these insights can guide Leadership in designing and implementing actions to increase innovation.
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Is Your Organization In a Rut?

Organizations often find themselves becoming increasingly trapped by stale forms of thinking and doing business. They get into a rut! By the time they recognize the rut they are in, they may lack the ability to extract themselves from it. We propose a method for performing such an extraction by using concepts from a branch of cell biology called “epigenetics,” which studies the manner in which living cells are differentiated and stabilized by inner network processes and, in effect, also get into ruts. For the cell, stabilized ruts are necessary for development, but for the organization, they can lead to stagnation.
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Why Leaders Need to Do More Than Walk the Walk

Aphorisms endure because they capture sage advice in memorable phrases. Our question is what do some of the more enduring aphorisms and memorable quotes teach us about leadership?

Aphorisms are built upon analogies that concisely capture complex ideas. The power of analogies lies in their ability to explain something less familiar in terms of something more familiar[1]. For example, the analogies expressed in the aphorisms “talk is cheap”, “practice what you preach”, and “actions speak louder than words[2]”, enable us to map the known concept of monetary or moral value to speech and position the relative value of speech and behavior in human relationships[3]. These same relationships are embodied in the popular aphorism about leadership which states that it is not enough for leaders to “talk the talk” they must also “walk the walk”. Yes, leaders inspire people through their oratory skills[4], but it is their actions that build trust and inspire followers to action[5].
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The State of Modeling & Simulation: An Inventor and Innovation Analysis

The following results of a first-order network/genetic analysis of Michigan, Texas, Alabama and Florida, in an attempt to visualize the role played by M&S in those states. These states are known to represent regions where there is a growing interest in and use of the techniques of M&S. It is hoped that these two forms of state-by-state analysis can help determine the degree to which M&S has progressed beyond the point of an enabling technology to become an emergent industry.
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What’s In Your Innovation Backbone?

Authors: Dr. Morton Tavel, Mike Jensen, Gary Markovits, Devin Markovits & Blake Markovits

Facebook and Twitter are popular and successful examples of social media. Successes made possible by their underlying network structure. Networks enable connections and interactions that only a generation ago were impossible. Today, network insights are being used to understand complex systems such as disease epidemics, the electric grid and consumer adoption behaviors.

Why use networks to study innovation? No doubt innovation has a high degree of social content. Many innovations are created by the social interaction of groups and similarly, innovations are adopted by consumers in a socially based manner. So, it is reasonable that a network model should provide powerful insights.
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COTS to the Rescue

In a previous article [Defense AT&L, September-October2005], we explored a method of leveraging the U.S. patent database to bridge the small worlds of technology and accelerate research and development (R&D). Sometimes, however, the need is so urgent that one must find commercial off-the-shelf (COTS) solutions and press them into service as rapidly as possible.

Finding mature solutions to today’s problems is reactionary, however, and only half the answer. With the pace and complexity of modern warfare, we also need to put in place the knowledge tools and networks that will create an “innovation grid” to keep us one step ahead of tomorrow’s urgent needs.
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Bridging Small Worlds to Accelerate Innovation

The President’s Council on Competitiveness defines innovation as the ability of an organization to deliver a continuous stream of relevant products and services to its customers; and according to the National Innovation Initiative, innovation is the “single most important factor in determining America’s success through the 21st century. ”But our nation and the defense industry are facing an innovation gap. Driven by the complexity, uncertainty, and pace of world events, the demand for innovations is outstripping our ability to provide them. To close the gap and meet demand, we must innovate smarter not harder.
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