Earlier today I listened to Norman Wolfe talk about The Living Organization Model.  It was a courageous presentation that really resonated with me and put into words concepts that are often hard to explain.

It's really simple: to innovate, focus on learning. Everything else will follow.

In this 2008 video, Jonathan Rosenberg, VP, Google, talks candidly about product management, innovation, their hiring process, bozos and specialists, product selection, managing dispersed teams, the "20% time" and acquisitions. Although a bit dated, the interview is still revealing  Particularly in how the company has instrumented itself for innovation.

An annotated log of the video, with links, is included in the post, too.

In a recent post, Tim Kastelle pointed out that "how you define a problem determines if you can solve it."  But even if you start with the right question, how you approach the solution makes the difference between whether you'll up with an innovation or more-of-the-same.

The author Dan Roam is an unabashed enthusiast of using simple, hand-drawn pictures in the business context.  I picked up this book on the hope that the techniques illustrated (pun intended) in it could become part of our innovation arsenal and I think it does that but…

Free relationships, no children, drama-free, acquaintances... these days, in our society, nobody seems to be willing to engage.  And not only is this happening in personal relationships but it is also happening in the business arena, in the relationships that we all know as B2B.

In any industry, organizations that innovate constantly and relentlessly have a big competitive advantage over those that do not.  So how can you make innovation part of your company's DNA, an integral element of its culture?

In an interview with the Wall Street Journal Blogs, Luke Hohmann talks about how Innovation Games can help improve the Democratic (political) process.  The nice thing is that they can also be used to improve the democracy@work process.