All Items on the topics Collaboration & Innovation

1. 
   Inside the Innovation Matrix - Finding the hidden human dimensions (Research)
   Oct 2008 | Australian Business Foundation

   The latest research project from the Australian Business Foundation delves into the human kaleidoscope of innovation. Going well beyond old-school, linear stories about a brilliant inventor or creative entrepreneur, this project seeks to understand the transformative power of innovation by exposing the hidden intricacies of individuals, their networks and their interactions – the human dimensions of innovation.

   This book is not about innovation for its own sake. It is about how to drive innovation-led prosperity, to enable Australia to continue to be a great place to live, work and play.

2. 
   Inside the Innovation Matrix Chapter 1: Innovation in Winning Organisations in Australia: Myths and Realities (Research)
   Oct 2008 | Professor Graham Hubbard, Professor of Strategic Management, Adelaide University School of Business

   A 25-year study of 11 top-performing Australian organisations has revealed valuable innovation lessons for companies wanting to emulate them. These findings show that many conventional views on innovation are myths, and provide a practical guide to innovating successfully, overcoming the barriers many companies face. By using a broad definition of innovation and by getting the whole organisation geared for change, Australian companies can greatly improve their innovative capacity.

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3. 
   Inside the Innovation Matrix Chapter 2: Using Learning Networks as an Aid to Innovation (Research)
   Oct 2008 | Professor John Bessant, Research Director, Tanaka Business School, Imperial College

   Innovation can give firms a great competitive edge, but it sometimes needs to be fostered by collaboration rather than competition. Increasingly, companies are coming together in learning networks to collaborate on a regional or technological basis. Although much of the discussion on learning organisations is concerned with structures and processes within particular firms, there is an emerging strand that deals with the theme of inter-firm learning. For example, in supply chain development there is a growing recognition that the next step after confrontation is cooperative relationships to engage in a process of shared development and learning. How can such learning networks be fostered?

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4. 
   Inside the Innovation Matrix Chapter 4: How Intangible Networks Can Boost the Innovation Odds (Research)
   Oct 2008 | Dr Mark Matthews, Executive Director, Forum for European-Australian Science and Technology cooperation; Dr Bob Frater AO, VP Innovation, ResMed Corporation

   The story of how Australian company Radiata Communications Pty Ltd beat international competition to the development of an effective new local wireless network is now widely cited as an example of successful research commercialisation. This paper tells how the company overcame the odds by using an intelligent and flexible approach assisted by a rich Australian research history in the area, along with networks of highly skilled people who trusted each other. The breakthrough culminated in Radiata being acquired by Cisco Systems for A$567m. This success provides a variety lessons for would-be innovators.

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5. 
   Inside the Innovation Matrix Chapter 5: Innovation: Your Place or Mine? (Research)
   Oct 2008 | Marc Spiller, Director, SGS Economics & Planning Ltd

   Increasing attention is being paid to the way in which the potential for innovation in a country is not spread evenly but tends to be concentrated in certain geographical nodes. Firms that deliver business services of an advanced nature play an important role in innovation. Because they operate best on a face-to-face basis with their clients, the fact that in Australia such firms are largely concentrated in Sydney and to a lesser extent Melbourne poses the danger that the rest  of the country will struggle to be innovative. Positive policy is necessary to correct this innovation imbalance.

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6. 
   Inside the Innovation Matrix Chapter 8: How Deloitte Embedded Innovation in its DNA (Research)
   Oct 2008 | Gerhard Vorster, Managing Partner, Deloitte Consulting Australia; Jenny Wilson, Deloitte

   For an organisation to become truly innovative, it has to transform the way it is structured and organised in order to foster innovation at every level. At the personal level, talented individuals need to be attracted to the organisation and given permission to be different. Teams need to be formed that tap into the power of ‘tribal’ communities and cut across hierarchies and business units. And at the highest organisational level, traditional relationships between customer, supplier and even competitor need to be redefined to facilitate the emergence of unique corporate capabilities. In this way, an organisation can embed innovation in its very DNA.

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7. 
   Inside the Innovation Matrix Chapter 9: Learning from the Market in Triple Time (Research)
   Oct 2008 | Mehrdad Baghai, Managing Director, Alchemy Growth Partners; Giam Swiegers, Chief Executive Officer , Deloitte Touche Tohmatsu, Australia; Rebecca Watson, Deloitte Consulting

   To grow, professional services firm Deloitte Australia needed a new approach that would enable it to adapt swiftly to changing market needs. It found it in Intensive Learning Campaigns (ILCs), specially adapted sales campaigns with the primary objective of learning from the market. At first glance they look similar to normal sales campaigns that are run faster or harder. In fact, an ILC is a very specific form of market-based learning through active testing. Deloitte’s case study highlights how complex organisations operating in mature markets can become adaptable, increase their pace of learning and start running at full speed.

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8. 
   The Reality of Innovation Unzipped (Research)
   Nov 2006 | Deloitte; Australian Business Foundation

   This joint venture project between Australian Business Foundation and Deloitte aimed to test the appetite for innovation in middle market firms through a series of focus groups with more than 50 businesses in Sydney, Melbourne and Brisbane. 

   The key findings of this collaborative project demonstrate that these businesses have a strong appreciation that they need to continually innovate to survive, and to compete on knowledge and innovation through business transformation, rather than on cost.    

9. 
   National Innovation Systems: Finland, Sweden & Australia Compared (Research)
   Nov 2005 | Professor Göran Roos, Founder, Intellectual Capital Services Ltd; Intellectual Capital Services Ltd
   Nations need national innovation systems to foster an infrastructure of linkages or networks among firms, universties and governments to gain competitive advantage.  By understanding the strides taken in Finland and Sweden, two showcases for development of national innovation systems, Australian firms and governments can identify what lessons might be applied in improving Australia's national innovation system.