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	<title>Comments for Innovation Pipeline</title>
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	<link>http://inpipeline.com</link>
	<description>Emerging University Cleantech Innovation and Business</description>
	<pubDate>Wed, 10 Mar 2010 21:42:28 +0000</pubDate>
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		<title>Comment on The Elusive Innovation ROI by Eric Pederson - deal expert</title>
		<link>http://inpipeline.com/the-elusive-innovation-roi/#comment-676</link>
		<dc:creator>Eric Pederson - deal expert</dc:creator>
		<pubDate>Mon, 15 Dec 2008 20:48:34 +0000</pubDate>
		<guid isPermaLink="false">http://inpipeline.com/?p=253#comment-676</guid>
		<description>What percent of technology companies have established a true innovation discipline, and what would we say are the criteria for that?  

Is it sufficient to have, for instance, a skunk works in the product management organization?  Do we need to take into account only the forces that facilitate innovation in a corporation, or need we also account for those forces within a corporation which tend to thwart adopting innovation?

When economies are stable and growing the demand for innovation is different than when there is a disruptive shift in the market.  A company wakes up and tells itself: "we must change, we must innovate now" but can they?  Having put the structure in place to optimize their business, can they reconfigure themselves anew at record speed?

It is always amazing how many technology companies go from multi-billions in annual sales down to a trickle when a shift in technology leaves them behind.</description>
		<content:encoded><![CDATA[<p>What percent of technology companies have established a true innovation discipline, and what would we say are the criteria for that?  </p>
<p>Is it sufficient to have, for instance, a skunk works in the product management organization?  Do we need to take into account only the forces that facilitate innovation in a corporation, or need we also account for those forces within a corporation which tend to thwart adopting innovation?</p>
<p>When economies are stable and growing the demand for innovation is different than when there is a disruptive shift in the market.  A company wakes up and tells itself: &#8220;we must change, we must innovate now&#8221; but can they?  Having put the structure in place to optimize their business, can they reconfigure themselves anew at record speed?</p>
<p>It is always amazing how many technology companies go from multi-billions in annual sales down to a trickle when a shift in technology leaves them behind.</p>
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		<title>Comment on Toward A Discipline of Innovation by EcoWorld - Guest Commentary &#187; Blog Archive &#187; The Elusive Innovation ROI</title>
		<link>http://inpipeline.com/toward-a-discipline-of-innovation/#comment-674</link>
		<dc:creator>EcoWorld - Guest Commentary &#187; Blog Archive &#187; The Elusive Innovation ROI</dc:creator>
		<pubDate>Fri, 05 Dec 2008 00:05:33 +0000</pubDate>
		<guid isPermaLink="false">http://inpipeline.com/?p=28#comment-674</guid>
		<description>[...] Another interesting finding from the survey is that companies place greater importance on metrics for outputs than for inputs. For those companies that do, the three most important metrics are externally focused: revenue growth, customer satisfaction and percentage of sales from new products or services. That means there’s little interest in assessing the entire process of innovation. For anyone who has been a student of innovation management, that should raise a red flag, since it spells trouble for companies not minding the process. (See Toward a Discipline of Innovation.) [...]</description>
		<content:encoded><![CDATA[<p>[...] Another interesting finding from the survey is that companies place greater importance on metrics for outputs than for inputs. For those companies that do, the three most important metrics are externally focused: revenue growth, customer satisfaction and percentage of sales from new products or services. That means there’s little interest in assessing the entire process of innovation. For anyone who has been a student of innovation management, that should raise a red flag, since it spells trouble for companies not minding the process. (See Toward a Discipline of Innovation.) [...]</p>
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		<title>Comment on The X-Games, Microbe Edition by survival skills &#124; Digg.com</title>
		<link>http://inpipeline.com/the-x-games-microbe-edition/#comment-673</link>
		<dc:creator>survival skills &#124; Digg.com</dc:creator>
		<pubDate>Sat, 29 Nov 2008 08:58:49 +0000</pubDate>
		<guid isPermaLink="false">http://inpipeline.com/?p=251#comment-673</guid>
		<description>[...] The X-Games, Microbe Edition Rugged microbes equipped with a unique set of survival skills find high-temperature and acidic conditions a welcome home. And scientists have a peculiar fondness for these “extremeophiles,” freaks of nature that live outside the boundaries of normal existence. These are bugs that can grow &#8230; [...]</description>
		<content:encoded><![CDATA[<p>[...] The X-Games, Microbe Edition Rugged microbes equipped with a unique set of survival skills find high-temperature and acidic conditions a welcome home. And scientists have a peculiar fondness for these “extremeophiles,” freaks of nature that live outside the boundaries of normal existence. These are bugs that can grow &#8230; [...]</p>
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		<title>Comment on Toward A Discipline of Innovation by The Elusive Innovation ROI</title>
		<link>http://inpipeline.com/toward-a-discipline-of-innovation/#comment-672</link>
		<dc:creator>The Elusive Innovation ROI</dc:creator>
		<pubDate>Thu, 27 Nov 2008 05:00:43 +0000</pubDate>
		<guid isPermaLink="false">http://inpipeline.com/?p=28#comment-672</guid>
		<description>[...] Another interesting finding from the survey is that companies place greater importance on metrics for outputs than for inputs. For those companies that do, the three most important metrics are externally focused: revenue growth, customer satisfaction and percentage of sales from new products or services. That means there’s little interest in assessing the entire process of innovation. For anyone who has been a student of innovation management, that should raise a red flag, since it spells trouble for companies not minding the process. (See Toward a Discipline of Innovation.) [...]</description>
		<content:encoded><![CDATA[<p>[...] Another interesting finding from the survey is that companies place greater importance on metrics for outputs than for inputs. For those companies that do, the three most important metrics are externally focused: revenue growth, customer satisfaction and percentage of sales from new products or services. That means there’s little interest in assessing the entire process of innovation. For anyone who has been a student of innovation management, that should raise a red flag, since it spells trouble for companies not minding the process. (See Toward a Discipline of Innovation.) [...]</p>
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		<title>Comment on Cow Power by DVMitch</title>
		<link>http://inpipeline.com/cow-power/#comment-289</link>
		<dc:creator>DVMitch</dc:creator>
		<pubDate>Thu, 19 Apr 2007 16:48:09 +0000</pubDate>
		<guid isPermaLink="false">http://inpipeline.com/?p=161#comment-289</guid>
		<description>E3 will not have to gather and transport the cow manure as their ethanol plant is built adjacent to a 30,000 head cattle feeding operation. The cattle are confined in feed barns with slatted floors so that the manure can be collected from pits below the slatted floors and moved to the nearby anerobic digesters. The methane produced by the digesters is piped to the ethanol production facility, a few hundred feet at most.</description>
		<content:encoded><![CDATA[<p>E3 will not have to gather and transport the cow manure as their ethanol plant is built adjacent to a 30,000 head cattle feeding operation. The cattle are confined in feed barns with slatted floors so that the manure can be collected from pits below the slatted floors and moved to the nearby anerobic digesters. The methane produced by the digesters is piped to the ethanol production facility, a few hundred feet at most.</p>
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