A recent discussion with colleagues on intriguing approaches and paths to innovation triggered my systems thinking habits – to explore and understand challenges systemically. What I ended up discovering were multiple dimensions of innovation, particularly for collaborative innovation.
Most organizations typically plan for one type of opponent (one future) even though a better approach would be preparing for multiple opponents (multiple futures), building in the much-needed resiliency. One approach that helps build this resiliency into organization is Strategic Foresight, an approach developed by Herman Kahn in the 1950s to help the US contemplate and plan for various outcomes of the Cold War including Mutually Assured Destruction (MAD) using applications from game theory.
Awais Sheikh is the Capability Steward for Business Innovation here at MITRE. In this episode Awais helps us decipher a fundamental question for any organization on a mission to better the world. When you get past the hype, what is the real meaning of innovation? And perhaps more importantly, how can we get past the jargon so we can make a lasting, positive impact?
As part of their research into veteran mental health, MITRE Veterans Council members and the Design for Life MITRE Innovation Program research team hosted a design studio dedicated to hearing directly from veterans about their transition from active duty to civilian life.
Anyone with experience facing an important challenge or project understands that the job is easier when you have the right tools. The Innovation Toolkit (ITK) is a collection of methods and techniques curated by MITRE experts to help teams be more innovative.
Tammy Freeman is a Business Process Innovation consultant at MITRE. Her work focuses on bringing novel solutions to MITRE sponsors by helping them redefine how they understand Innovation.
Our world and workplace are increasingly being aided by artificial intelligence, from personal assistants like Alexa to robots working on assembly lines. But, in most cases, people’s needs must remain front and center if…
Intellectually, rationally, we know that the people with whom we speak don’t always understand us and that ascribing fault is counterproductive…
How might we redesign an organization to improve mission outcomes without assuming that reorganization is the right first choice? ….
One practice that Natalie Angier, James Gleick, Jeanne Liedtka, Steven Pinker, and Deborah Tannen have in common…