Press
Our latest posting at InnovationExcellence.Com is a case study of a different kind of innovation community, helping organizations that support entrepreneurship in the developing world improve their effectiveness by learning from each other.
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Our friend and colleague Mike Collins posted an excellent, concise description of the Kellogg Innovation Network and how it fosters mutual learning.
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Rob and Mike were interviewed by InnovationExcellence.com about their current research. “INets,” as we call them, build innovation capabilities and foster action through mutual learning and support. They are characterized by a sense of community built around people with common interests but diverse perspectives and objectives.
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In today’s posting at Benzinga.com, we complete our tour of corporate entrepreneurship examples with Cargill’s Emerging Business Accelerator Cargill has created several new businesses out of this effort, some of which were sold while others were integrated into the corporation. While Cargill’s status as a private company give it greater flexibility to invest in longer-term business [...]
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In today’s posting on Benzinga.com, we describe how Cisco leveraged the entrepreneurs within its midst from acquired companies to supercharge their efforts to create significant new buinesses, using the Producer Model of Corporate Entrepreneurship.
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In our most recent posting at Benzinga.com, we describe how the BP Office of the CTO designed and implemented an organization designed to enhance innovation among various business units….with a very small budget and no formal authority.
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In today’s post on Benzinga.com, we describe how DuPont became one of the first major US companies to undertake a deliberate corporate entrepreneurships program focused on organic growth. In doing so, they were in the vanguard in developing what we call the Advocate Model of corporate entrepreneurship.
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In today’s post on Benzinga.com, we describe the decade-long effort undertaken by Whirlpool–at the direction of it’s CEO–to create an “innovation culture” and implement Enabler Model processes.
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In our last two postings at Benzinga, we describe how Zimmer makes the Opportunist Model of Corporate Entrepreneurship work and how Google has implemented Enabler Model processes.
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We began posting today to a new website, Benzinga, aimed at active stock traders. Over the course of the next several weeks, we will be describing the corporate entrepreneurship structures of individual companies profiled in Grow From Within….so look for their stock prices to bounce!
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Rob Wolcott teamed with KIN sponsor Jørn Bang Andersen to articulate insights on innovation culture gleaned from the Kellogg Innovation Network, published as the cover story in The Human Factor, a leading Indian business magazine. They key lessons are:
1. Nurture a sense of purpose
2. Operate as an ethical alternative
3. Celebrate smart failures
4. Create meaningful actionable [...]
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We’re very pleased with a great review of Grow From Within by Dean DeBiase of Reboot Partners, with a summary of some of the key take-aways.
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In a posting at Fast Company today, we explain the Producer Model of Corporate Entrepreneurship, in which a dedicated innovation group is well-funded so that it can pursue new businesses independently. This “skunk works” approach is popular in the innovation literature, but such groups can become isolated if not managed correctly.
This is the last of four [...]
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Aon’s ONE Magazine: Posted March 2010
Aon’s ONE Magazine interviews Robert C. Wolcott, founding partner of Clareo Partners, to discover why many companies do not innovate and how they are at risk if they don’t. The article outlines three myths commonly associated with decisions regarding innovation and provides insight on changing corporate mindsets to remain competitive.
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In our post at Fast Company this week, we explain the Advocate Model of Corporate Entrepreneurship, in which a designated group drives new business creation but is intentionally provided only a modest budget. As such, the Advocate Model is a counterintuitive form of corporate entrepreneurship. But in some corporate contexts, it works to have a group [...]
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