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How To Innovate, Create, and How To Innovate, Create, and Motivate Everything from NothingMotivate Everything from Nothing

From Here to ExtraordinaryFrom Here to Extraordinary

Innovationin·no·va·tionn.1. The act of introducing something new. 2. Something newly introduced.3. 1: a creation (a new device or process) resulting from study and

experimentation [syn: invention] 2: the creation of something in the mind [syn: invention, excogitation, conception, design] 3: the act of starting something for the first time; introducing something new

-- www.dictionary.com

( n -v sh n)

The Lipkin Motivational The Lipkin Motivational Innovation ModelInnovation Model

Possibility

Are TheBrand

High-Bred Hybrid

ToyotaThe 2006 Prius with Hybrid Synergy Drive combines a gas engine and an electric motor to allow up to 650 miles between fill-ups. Toyota's leading-edge hybrid technology meets market needs and manufacturing technologies with features like Bluetooth wireless access and backup camera.

-- Business Week online, April 24, 2006

Hit Me Again

Starbucks boasts a growing network of more than 11,000 stores, with plans to nearly triple in size, and possibly top hamburger giant McDonald's as the largest fast-food brand in the world. Credited for its ability to intelligently market a 50 cent commodity as a $3 experience, Starbucks entices with laptop stations and WiFi access.

• Creation of a "third place"

• Extension beyond coffee to create a lifestyle brand


Our PhilosophyNever settle for the best"The perfect search engine," says Google co-founder Larry Page, "would understand exactly what you mean and give back exactly what you want." Given the state of search technology today, that's a far-reaching vision requiring research, development and innovation to realize. Google is committed to blazing that trail.To that end, Google has persistently pursued innovation and pushed the limits of existing technology to provide a fast, accurate and easy-to-use search service that can be accessed from anywhere.

Ten things Google has found to be true

1. Focus on the user and all else will follow.2. It's best to do one thing really, really well.3. Fast is better than slow.4. Democracy on the web works.5. You don't need to be at your desk to need an answer.6. You can make money without doing evil.7. There's always more information out there.8. The need for information crosses all borders.9. You can be serious without a suit.10. Great just isn't good enough.

Search Team

There are a lot of search engines, but there's only one Google, which trumps its competition with apps like Google Earth: By combining satellite imagery, maps, and the power of Google Search, it allows users to zoom in on any place in the world.


"Do Not Imitate." The mandate of Soichiro Honda echoes in the minds and hearts of everyone at Honda. At Honda, we are constantly challenging ourselves to seek out new initiatives andstay at the forefront of innovation.

As an organization dedicated to the advancement of mobility, we have always targeted leading-edge technologies. From our racing spirit and our commitment to "Safety for Everyone," to our dedication to environmental leadership and the advanced potential of ASIMO, it is our mission to develop forward-thinking technologies that anticipate and satisfy the needs of people in the future.

We believe in making a difference. In our customers' eyes, Virgin stands for value for money, quality, innovation, fun and a sense of competitive challenge. We deliver a quality service by empowering our employees and we facilitate and monitor customer feedback to continually improve the customer's experience through innovation.

We look for opportunities where we can offer something better, fresher and more valuable, and we seize them. We often move into areas where the customer has traditionally received a poor deal, and where the competition is complacent. And with our growing e-commerce activities, we also look to deliver 'old' products and services in new ways. We are pro-active and quick to act, often leaving bigger and more cumbersome organisations in our wake.

Game Plan

IKEA• Customer-focused marketing and product offerings keep customers coming back

• Has changed the way people buy products in the traditional furniture industry

• Brought design to the masses

Swedish Meatballs

IKEA, with 231 stores in 33 countries, is famous for its affordable furniture which consumers must assemble for themselves. Its customer-focused marketing and product offerings keep them coming back.


Ikea: Swedish for invincibleIt's remote, inconvenient, and lots of assembly is required. IKEA breaks all the rules of retail. So why can no one compete?Macleans.ca August 8, 2006

Expect more of everything: More great design, more choices, more convenience, more service and more clothes, housewares and designer-created items that you’ll never find anywhere else. And pay less. It’s as simple as that.

We team up with world-class designers in home, fashion, accessories, beauty, furniture and outdoor living and create exclusive products to decorate and delight—people like Michael Graves, Amy Coe, Sonia Kashuk, Liz Lange and Isaac Mizrahi. And since it’s at Target, you know you’ll always find it at a reasonable—or even surprising—price that lets you add high-quality design to your life, in every room, every day.

Easy Sweep

Procter & Gamble gives hardwood floors a hassle-free cleanup with the complete Swiffer Sweeper System. The Swiffer'sdominance (and its extended product line) shows P&G's brand-management skill and its ability to quickly establish new product categories.


• Employs "Connect & Develop" model to leverage external resources to drive innovation

• Great brand manager

• Nimble enough to push quickly to market, despite its size

• High patent rate

Sky High

Southwest's one-make, one-model airplane fleet makes for low-cost maintenance and easier training. The discount airline is the third-largest carrier in the world, and has been profitable every year since 1973.

Southwest• Crafts new approaches to different markets to stay ahead of its competition

• One-make, one-model plane fleet makes for low-cost maintenance and easier training

• Has set the standard for efficiency in its industry, in part by drawing on the ideas of employees

• "Remained profitable even after 9/11"


Action

Idea Flow

IDEO has helped design scores of products. But more than any single project, the company is known for its approach to innovation, involving brainstorms, rapid prototyping, and cross-functional teams.-- Business Week online, April 24, 2006

Innovation at IDEO is grounded in a collaborative methodology that simultaneously examines user desirability, technical feasibility, and business viability. Our innovation engine employs a range of techniques to visualize, evaluate, and refine opportunities for design and development. Among these techniques are:Observation Brainstorming Prototyping Implementation

Fun: We believe humor is essential to success. We applaud irreverence and don't take ourselves too seriously. We celebrate achievement. We yodel.

Customer Fixation: We respect our customers above all else and never forget that they come to us by choice. We share a personal responsibility to maintain our customers' loyalty and trust. We listen and respond to our customers and seek to exceed their expectations.

Community: We share an infectious sense of mission to make an impact on society and empower consumers in ways never before possible. We are committed to serving both the Internet community and our own communities.

Innovation: We thrive on creativity and ingenuity. We seek the innovations and ideas that can change the world. We anticipate market trends and move quickly to embrace them. We are not afraid to take informed, responsible risk.

Teamwork:We treat one another with respect and communicate openly. We foster collaboration while maintaining individual accountability. We encourage the best ideas to surface from anywhere within the organization. We appreciate the value of multiple perspectives and diverse expertise.

Excellence:We are committed to winning with integrity. We know leadership is hard won and should never be taken for granted. We aspire to flawless execution and don't take shortcuts on quality. We seek the best talent and promote its development. We are flexible and learn from our mistakes.

Our mission is to be the most essential global Internet service for consumers and businesses. How we pursue that mission is influenced by a set of core values - the standards that guide interactions with fellow Yahoos, the principles that direct how we service our customers, the ideals that drive what we do and how we do it. Many of our values were put into practice by two guys in a trailer some time ago; others reflect ambitions as our company grows. All of them are what we strive to achieve every day.

Transformation

Beyond shoes, our apparel unifies innovative designs and high-performance fabrics, like FIT technologies that manage temperature and moisture to help athletes train and compete in any conditions. In our equipment -- watches, eyewear, carry gear, even socks and underwear -- athletes find a passionate focus for design and functionality.

As human potential evolves, so must our products. For three decades, we have been committed to giving athletes of every make, model and body style, who compete and recreate in ways never before imagined, the very best performance product. Products of the pure imagination. Products that move the needle of performance. Products that help us be the athletes we know we are.

Nike and Apple Launch Nike + iPod Sport Kit

Running Will Never Be the Same After Tomorrow

The science of beverages and our understanding of their role in health are constantly evolving -- paving the way for more choice, added nutritional benefits and better tasting beverages.

Beverage Science & Innovation is about:

Finding new ways to help people feel better, perform better, and lead healthier lives.

Staying on top of emerging nutrition science and health trends and understanding how they relate to people's health and wellness needs.

Using nutrition expertise, scientific capabilities and consumer insights to deliver the nutritional benefits that consumers want in great-tasting, convenient and affordable beverages.

Beverage Science & Innovation

Creating Beverage Solutions to Nutritional Challenges

Consumers' needs and preferences are at the center of everything we do in beverage innovation. By listening to consumers and applying what we know about nutrition research, beverage formulation and consumer lifestyles, we strive to create 'beverage solutions' that address the nutritional challenges people face.

Here are some examples of our beverage solutions and how they can help:

•Lower cholesterol. Noting the evolving science around plant sterols and health as well as the challenges people face in trying to manage blood cholesterol levels, The Coca-Cola Company developed Minute Maid Premium Heart Wise™orange juice, the first orange juice clinically proven to help lower cholesterol.¹

•Ensure adequate vitamin D intake. Recognizing that many people are not getting all the vitamin D they need, we worked to gain US Food and Drug Administration approval to add vitamin D to calcium-fortified juice sold in the US. As a result, Minute Maid became the first national brand to add vitamin D to its calcium-fortified orange juice, making it easier for people to get this nutrient essential for bone health.

•Manage calorie intake. The Coca-Cola Company innovations like convenient 100-calorie cans and new, great-tasting low-calorie beverages like Coke Zero, Dasani flavored water beverages and Minute Maid light beverages are making it easier and more enjoyable for people to manage their beverage calories.

•Prevent micronutrient deficiencies. The Coca-Cola Company developed Nurisha™, a water-soluble bundle of 12 essential vitamins and minerals that can be added to beverages, as a simple but effective method for delivering the vitamins and minerals that growing children need.

The future of beverage innovation is limitless. Your needs are changing. Your tastes are changing. And The Coca-Cola Company is changing right along with you. That's what Beverage Science & Innovation is all about.

Environment

Few companies have embraced the open innovation model as widely as IBM, No. 10 on our list. While the company's proprietary technology is still a force to behold -- Big Blue remains the world's largest patent holder, with more than 40,000 -- the company is opening up its technology to developers, partners, and clients. Last year it made 500 of its patents, mainly for software code, freely available to outside programmers. And in November it helped fund the Open Invention Network, a company formed to acquire patents and offer them royalty-free to help promote the open-source software movement.

Why the generosity? IBM believes that by helping to create technology ecosystems, it will benefit in the long run. "We want to do things that encourage markets to grow," says Dr. John E. Kelly III, senior vice-president for technology and intellectual property at IBM. By helping nurture those markets, says Kelly, "we know we'll get at least our fair share."


EnvironmentologyHonda thinking in action

When it comes to talking about the environment, we let our products speak for themselves. In 1974, Honda introduced the ingeniously simple Civic CVCC. World-changing for its fuel efficiency and low emissions, the CVCC demonstrated our spirited commitment to environmentally responsible technology. Many other firsts were to follow, such as the first hybrid vehicle sold in North America and the first government-certified fuel-cell car. This legacy of innovation and acting on our beliefs is what we call our Environmentology. And it's seen in every Honda product, like the 2006 50-mpg* Civic Hybrid.

Honda's legacy of innovation is unmatched in the vehicle industry. As always, our attention is focused on the future. For example, a California family is already driving a limited-production Honda FCX hydrogen fuel-cell car in the Los Angeles area on a daily basis. It's all part of Honda's Environmentology.

YouTube overtakes MySpaceThe rise and rise of YouTube

Mark SweneyMonday July 31, 2006MediaGuardian.co.uk

YouTube has established itself at the top of the league of the new generation of community websites by becoming even more popular than MySpace, according to research. The video sharing site has taken a 3.9% share of global internet visits a day compared with 3.35% for MySpace, according to internet analysis company Alexa. YouTube's popularity has grown immensely over the first six months of the year. In May its reach outgrew that of the BBC's websites. According to Nielsen/NetRatings, YouTube's American user base grew by 297% in the first half of the year. Its success has been such that a price tag of as much as $1bn (£536bn) - far more than the £332m that Rupert Murdoch paid for MySpace - has been put on the company and rumours are circulating of a possible initial public offering. YouTube's reach - the number of users per million that visit a particular site - has increased by 155% in the past three months. In contrast, MySpace's growth appears to have slowed, increasing by just 9% in the same period. "YouTube has a far more universal appeal, being pure entertainment with a global appeal," said Dan Calladine, the research director at digital agency network Isobar. "MySpace's levels have been moving within the same range since April, but YouTube seems to be climbing more steeply than ever." The average visitor spends 28 minutes on YouTube, with men 20% more likely to visit the site than women.

YouTube: its reach outgrew that of the BBC's websites in May

Play it Again

Apple

The iPod -- which has become a cliché of innovation -- evolved from playing songs to displaying pictures to running video, even as it became lighter and thinner. Oh, and it also sparked the podcasting craze.


Understanding of environmental issues and sharing information with our partners.

Developing innovative and flexible solutions to bring about change.

Striving to buy, sell and use environmentally friendly products.

Recognizing that fiscal responsibility is essential to our environmental future.

Instilling environmental responsibility as a corporate value.

Measuring and monitoring our progress for each project.

Encouraging all partners to share in our mission.

Starbucks is committed to a role of environmental leadership in all facets of our business.

We fulfill this mission by a commitment to:

"It's not just about results. It's how did you lead people to get to those results."

Susan Schuman, CEO of Stone Yamashita Partners

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