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Richard Marrs
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In our previous blog post, Innovation Ecosystems:A new way of seeing (Part 1), we outlined a new way of seeing innovation and organizing to allow innovation space to grow and blossom. This week, we’re diving in and seeing what it all means to you, your business, your industry, and your future as an innovative organization in an innovation ecosystem. As we considered the idea of the innovation ecosystem, we recognized four main areas of implications for our clients and for you and your organization... A high level overview of the more significant implications would include: How You Approach Innovation You... Continue reading
Posted Jul 15, 2015 at Points of Contexture
As Victor Hwang wrote in a Forbes article last April (2014), “…in actuality there aren’t many new business ideas. Most of the time we just slap new labels on old things.” So we when we hear or read about an actual new idea, it’s time for us to sit up, take notice and think about what makes it a new idea and the implications and applications of the idea. The new idea is the term from the natural world “ecosystem”, as applied to the term “business ecosystem, and more importantly for our consideration, the “Innovation Ecosystem”. Hwang notes that the... Continue reading
Posted Jul 8, 2015 at Points of Contexture
Who hasn’t wanted a Culture of Innovation in their organization? After all, we are constantly inundated with articles, video interviews and books telling us we must have one; that we can’t be successful without it. Countless organizations have tried wholesale “change management” or “organizational transformations” to get one, which take a long time, require commitment from both management and the work force and in the majority of cases, fail. Scanning through The New Yorker over the New Year’s holiday, I came across an article by Joshua Rothman entitled The Meaning of “Culture” in his blog on books and ideas. It... Continue reading
Posted Mar 24, 2015 at Points of Contexture
Richard Marrs is now following Steve
Mar 23, 2015
Have you ever used or done something based on intuition, experience or what you think is just common sense, and then found out that someone had given that something a name, studied it, tested it, researched it - and you never knew until you were lucky and happened on an article about it or heard someone talking about it? Well, that recently happened to me too, as a result of my recent pursuit of readings in Social Psychology (Here is a really good starting textbook if you are interested). When we facilitated negotiations, established and led cross-functional project teams, designed... Continue reading
Posted Jan 12, 2015 at Points of Contexture
In 2014 I worked with Productivity Alberta and GO Productivity to design and develop an advanced program focused on the critical question “…why are so many SMEs unable to - or uninterested in - or fail at - establishing and sustaining an innovation program…? After all, SMEs play a critical role in both economic development and as innovators, as they make up about 90% of all firms worldwide (OECD). Perhaps most importantly, SMEs have some significant advantages over large firms due to their size:[1] They have strong relationships with both customers and suppliers that can enable them to act more... Continue reading
Posted Jan 8, 2015 at Points of Contexture
Richard Marrs is now following The Typepad Team
Mar 15, 2010
This book provides a road map to either start a KM program from scratch, or use well defined processes and tools to conduct a diagnostic on an existing program – fine tuning for our current times of uncertainty. Continue reading
Posted Feb 10, 2010 at Points of Contexture
You are hearing more and more that the current recession has bottomed out, that the economic crisis is easing as job losses slow and we are beginning to see confidence return to the marketplace. This is good news indeed as we turn from survival and begin to look forward. Nevertheless, the global business environment is becoming more and more interconnected and complex. The future will see new uncertainties, ambiguities and even more surprises. Our world is acting as a complex system, and what we are now experiencing is just a taste of what will undoubtedly come. Continue reading
Posted Sep 9, 2009 at Points of Contexture
And trust is just as critical in peer-to-peer relationships, whether individual-to-individual, group-to-group, or organization-to organization, and not just for productivity. Trust is probably the single most critical component of collaborative innovation within teams and organizations. In our work with clients, we have seen lack of trust between managers and subordinates; team members, etc. create a barrier to effective collaboration and innovation. This barrier is so strong that any process or attempts to stimulate collaboration or innovation, without dealing with the basic issue of trust (lack thereof) simply fail. And cross-boundary collaboration and innovation can’t even get started without a foundation of trust. We also see that while there are numerous proponents of “trust”- particularly the large audience speakers and authors – few, if any, really deal with the processes and organizational actions (especially management actions) required to build a foundation for trust, creating trust as a core operating principle within the organization. Productivity, collaboration, innovation: If you think about it, is there any activity, function or relationship within an organization or team that does not depend on trust?
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