How the open innovation team at Sherwin-Williams, the paint and coatings giant, scouts new technologies in academia and the startup world; evaluates promising technologies; and forges partnerships.
Overview of the results from our May 2016 survey on how the lean startup methodology is being used in large companies, including benefits and challenges; software being used and training programs being run; key allies and supporters to cultivate; and general advice.
Overview of the challenges facing the $3 billion Indian telecom firm, and the “Shape the Future” program that Tata runs to solicit and cultivate employee ideas. Program includes an “immersion week” in Silicon Valley.
A one-page outlining the competencies required for innovation — including technical knowledge, disciplined execution, and others. From the Delaware-based materials company W.L. Gore & Associates.
A document outlining how the Indian media company company implemented an idea management system, including vendor selection, promotion to employees, outcomes, and future challenges.
A newsletter designed to inform the company’s workforce of innovation efforts, including how to work with the team and soliciting people to participate in innovation workshops. Mercer is a human resources consulting firm.
An overview of the company’s “InnovationLink,” a web site open to all full-time employees that allows them to post, search, find and collaborate on projects and ideas that address their problems. HCA operates hospitals, clinics, and surgical centers and is headquartered in Nashville, Tenn.
A 41-page PDF document outlining the California-based insurance company’s thoughts on the defining characterstics of an innovative culture, and how they hope to achieve that goal.
A job description for the insurance company CSAA’s chief strategy and innovation officer, including a position summary, key duties and responsibilities, and the impact the position is expected to have on the organization.
An outline of the CPG company’s migration to a more agile innovation process, from a long, five-gate process to a new, shorter, three-gate process with “hard stops.”