Smarter Innovation: Using Interactive Processes to Drive Better Business Results

This report considers the drive toward innovation in the context of capabilities, markets, and economics. Leaders in their field look at the individual innovator, the organization, and the multi-organization collaborative and show how interactive processes can drive innovation – and results.

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  • Publication date: May, 2014
  • Pages: 190
  • ISBN: 9781783581399


Today’s companies must innovate to survive in a mine field of unpredictable competition, demanding customers, and disruptive technology.

Historically innovation writing has largely focused on the macro. Only recently have innovation researchers examined the rich microprocesses that operate within the interactions of individuals and groups. And few have focused extensively on the knowledge-related microprocesses

Ark Group new report Smarter Innovation considers product, organisation, and industry innovation that result directly from knowledge microprocesses.

It looks at innovation through the prism of five innovation “dimensions”:

  1. Bridging: Making sense of an idea translated from one domain to the next.
  2. Social and operational integration: Socialization and refinement of a new idea across a network of employees and/or partners.
  3. Capabilities validation: Validating the organization’s and individuals’ capabilities.
  4. Market and industry exploration: Using collaborative microprocesses (and data) to determine whether the market or audience is viable.
  5. Commercialization: Considering practicalities of pricing, positioning, promotion, and production, again using collective decision approaches.

Smarter Innovation assembles a global team of knowledge practitioners, social artists, and veteran innovators, who explore and document innovation-essential knowledge microprocesses.

Key topics also covered include:

  • Encouraging innovation in an “operate and maintain” company;
  • Making the most of your “knowledge accident-prone” employees;
  • Turning inefficient meetings into fruitful ground for innovation and the role of the facilitator;
  • Measuring the impact of internal social media discussion quality on innovation;
  • Transforming innovative ideas into market-ready products;
  • Cross-business and cross-industry sharing; and
  • The emergence of the open collaborative community (OCC) and the Quirky story.

Case studies/expert contributions:

This report includes case studies and contributions from leading innovation experts, including Columbia University, Change Agents Worldwide, ARRIS, Perks Consulting, Motorola Solutions, Earley & Associates, Intel, ETS, BAE Systems, Deloitte, 3M and many more..


Chapter 1: Escaping gravity: Three kinds of knowledge as fuel for innovation in an operate and maintain company

Chapter 2: Creating a culture of innovation

Chapter 3: Knowledge accidents

Chapter 4: Sitting in the white space

Chapter 5: Four disciplines of a project team: Innovation DNA

Chapter 6: Enabling the magic of generative conversations

Chapter 7: Broadli: Drinking my own champagne

Chapter 8: Beyond netiquette: Discussion discipline drives innovation

Chapter 9: Emergence of the open collaborative community


Check our Executive Summary and full table of contents here


Katrina Pugh
Academic director of Columbia University’s Information and Knowledge Strategy master’s program, and president of AlignConsulting

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