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Jenni™ Jenni home Our Guarantee Introduction to Innovation Process Management (IPM) Introduction to Idea Management How ideas campaigns work Evaluating ideas to find the best! Your dedicated innovation coach How our clients are using Jenni Jenni for cost cutting Jenni for product development Jenni for marketing Jenni for strategy Jenni for IT project design Optional Modules Pricing Calculate the cost of your Jenni Security Why you should trust us Become a partner & provide Jenni to your clients! Arrange a guided tour Contact Home Jenni Innovation process management About Idea Management Training Services Creativity & Innovation Library Corporate Innovation Machine Report 103: The Innovation eJournal Imagination Club On-Line Imagination Club Brussels Doodles Exercises About us Partners Search Site directory Contact us Suggestions? Also by jpb.com SuperTrade Search Engine

for Strategy If your firm is serious about innovation, you should start with strategy. An innovative approach to strategy distinguishes you from the competition and burnishes your innovation credentials at the corporate level. By using Jenni idea management together with Dr. Arthur Van Gundy's approach to formulating strategic innovation challenges (see download below), you can readily review, revise and improve your strategy at every level. Moreover, because Jenni allows you to control precisely who can and cannot participate in any given ideas campaign, you can be sure that only the appropriate people are involved in your process of improving strategy through innovation. Before you read further, it is useful to understand our ideas campaign approach to idea management. If you are not familiar with the ideas campaign process, read this page first (will open in a new window), close the window and continue here. For a broad introduction to how to set up strategic ideas campaigns, click here to download The care and framing of strategic innovation challenges (PDF document: 338 kb) by Dr. Arthur Van Gundy. Here's an excerpt from his paper: Organizations are guided by strategic visions and planning processes. When they decide to innovate, they create strategic innovation frames to guide the innovation process. A primary obstacle is how to state innovation challenges and link together objectives so they will produce strategic results. Many innovation initiatives may fail because all of the secondary objectives were not detailed and linked together appropriately. To illustrate the potential relationships among such objectives, consider aerospace giant Boeing Co.’s challenges described in Business Week (July 18, 2005, p. 44): Restoring the company’s tarnished image Increasing revenue Squeezing more profit out of existing businesses Improving a toxic corporate culture Reducing bureaucracy Encouraging innovation Increasing financial growth Each of these could function as corporate objectives. The question is, however: “How should these objectives be framed and linked together in the most productive way?” To discuss how you might use Jenni to manage your strategic innovation, contact us here!

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