Practical Innovation

Whether people want more government or less, everyone wants an efficient government. Traditional thinking is that this requires a government to be run more like a business. But a government is not a business, and this approach merely replaces old problems with new ones. In their six-year, five-country study of 77 government organizations—ranging from small departments to entire states—Alan Robinson and Dean Schroeder found that the predominant private-sector approaches to improvement don’t work well in the public sector.

Space entrepreneur turned innovation pioneer Peter H. Diamandis and award-winning science writer Steven Kotler document how progress in artificial intelligence, robotics, digital manufacturing synthetic biology, and other exponentially growing technologies will enable us to make greater gains in the next two decades than we have in the previous 200 years.

When you have an idea for a new product, it’s a pivotal moment. This device of yours will enhance the lives of the people who use it, earn you extra money, and have a significant impact on the world. However, there’s much more to a successful product than the quality of the original idea. Why do some products fly off the shelves and others not even reach the market? That’s what this book will explain.

Leaders are under increasing pressure to ensure their businesses are gender-balanced and inclusive for the benefit of the economy and society.

Despite the familiar limitations many User Experience teams face—budget and time constraints, lack of formal authority—UX practitioners are uniquely poised to provide strategic value to product organizations. This case study describes how we developed “Creative Bursts” to prove that our organization could look to its UX team for innovation leadership.

Miserable at Work? Why? You Don't Have to Be describes breakthrough thinking for having fun at work to deliver true innovation. We explore how to ideate and bring out the best in everyone! We focus on three major concepts. The first is bringing awareness to how we think our brains work and then discovering where we may have had misconceptions. The second is letting go of the powerful need to be right at the start of trying to achieve something new.