Myers-Briggs Research Predicts Successful Innovators

November 18, 2011 in Creativity, Culture, Innovation, Team Improvement

Myers Brigss CIRI

Creativity Index: While few people would argue against the desirability of placing creative people in new product development project analysis positions, the question of how a firm can accurately identify creative people has been less clear. One answer is to use personality testing to assess the creativity of a firm’s personnel. One such assessment tool found to be particularly useful is the MBTI Creativity Index, or MBTI-CI .

Rainmaker index: Applying Keirsey’s theory of Temperaments resulted in developing a new “Rainmaker Index” specifically tuned to profitability from the “fuzzy front end” of new product development. According to research conducted by Greg A. Stevens, James Burley, Ph.D. and Richard Devine presented to the 1998 Research Conference at the Annual International Conference of the Product Development and Management Association (PDMA), analysts with MBTI preferences for intuition (“N”) and thinking (“T”) score highest on this index. Analysts in this grouping represented the top third of the “Rainmaker Index” and generated 95 times more profit than those in the bottom third. This compares to 11 times more profit for the analysts in the top third of the MBTI-Creativity Index which included the MBTI preferences of intuition (“N”) and feeling (“F”) in addition to the previous named grouping.

Hence, the “Rainmaker Index” further improves the identification of analysts who will identify profitable opportunities in the “fuzzy front end” of NPD by a factor of 8.6 times compared to the previously reported MBTI-CI.

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Apple’s Core Rules

October 20, 2011 in Critical Success Factors, Innovation, Thought Leaders

Several years ago, The Economist ran an article titled “Lessons from Apple.” Left for dead a decade earlier, the company now sets the pace in the consumer electronics industry. The article highlighted four main strategies it used to establish leadership:

  1. It looks freely outside its walls for new product ideas, an approach referred to as “network innovation.”
  2. It orients product design around the needs of its users, rather than technology.
  3. It seems particularly gifted at knowing when to ignore market input and go with its gut—even in the face of criticism. Apple was ridiculed when the iPod launched, for example.
  4. And, it is able to “fail wisely,” as the authors put it: use mistakes to learn, and then move on.
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The Silicon Valley Habitat – Top Ten Characteristics of the Entrepreneurial Haven

October 19, 2011 in Competition, Culture, Innovation, Risk

On average, software and Internet companies invest 11.4 percent of their sales on Research & Development (R&D), according to Barry Jaruzelski, a partner with consulting firm Booz & Co. The leaders in the Silicon Valley spend as much 32 percent of sales on R&D. What is apparent in the Silicon Valley is “Companies that invest earlier are the ones that survive and win,” says Ray Wang, an analyst with the Altimeter Group in San Mateo, California. Read the rest of this entry →

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