By Hubert Gatignon, The Claude Janssen Chaired Professor of Business Administration at INSEAD

As a company nears completion on what it hopes will be a major innovation, its leaders will likely feel tugged in two distinctly opposite directions. On one side, there will be the strong temptation to crow about their impending accomplishment, on the other a perhaps-judicious inclination to secrecy.

As California enters the fourth year of its devastating drought, it's never been more clear that water shortages are a present threat.

But two recent graduates from the University of North Carolina, Justin Sonnett and Chris Matthews, think they've found a solution to help ease the world’s growing thirst using nothing but ocean water.

Image: YouTube/SAROS Desalination Justin Sonnett, SAROS cofounder.

Imagine playing a virtual-reality boxing game, complete with a menacing opponent aiming a haymaker at your head. You get your gloves up in time to block the punch, but you feel no impact when it hits, breaking the otherwise immersive experience.

Image: http://www.technologyreview.com

The purpose of this study is to answer the research question, “How do we conquer the growth limits of capitalism?” Based on existing studies on growth limits of capitalism by Marx and Schumpeter as well as the recent discussions of Drucker, Rifkin, and Piketty, the dynamic model of an open innovation economy system (OIES) is proposed as an answer to this research question.

OIES consists of an open innovation economy, closed innovation economy, and social innovation economy. The dynamics of OIES occurs from the positive interaction among the open innovation economy, closed innovation economy, and social innovation economy. The dynamics of the OIES circle are from an open innovation economy, through a closed innovation economy and social innovation economy, and back to an open innovation economy again. In addition, the validation of the model for the dynamics of OIES is improved by simulating the life cycle of the dynamics of OIES, low-level OIES dynamics, and high-level OIES dynamics, and by inquiring about a practical economic system corresponding to each simulation situation. Next through a comparative discussion between the linear steps of Schumpeter 1 and 2, and Socialist Democracy, and the dynamics of an open Innovation economic system, the practical and theoretical characteristics of the dynamics of OIES are clearly defined. Finally, the limits of this study and a follow-up research project are presented in addition to a summary of the discussion.

On August 3, Nokia launched its third consecutive Open Innovation Challenge, offering the brightest innovators an opportunity to collaborate on game-changing ideas to shape the programmable world. Nokia received hundreds of submissions from all around the world and after intensive evaluation work, ideas were drilled down to 10. These 10 winners from Canada, Finland, Germany, Greece, Ireland and the U.S. were announced at Nokia’s celebration event, held at its headquarters in Finland on November 10.

Over the past 50 years, Japan has helped to shape the world’s technology landscape. Looking at the massive global impact made by companies like Sony and Toshiba , we can see an interesting comparison to the nature of technology developments in Silicon Valley and the United States. While Silicon Valley is populated by companies that have emerged from startups over the past decade or so, Japan’s technology landscape is still very top-heavy with little to show of ‘idea-to-company’ success stories. The large corporations command such an influence over the talent pool, legislation, market channels, and a thousand other aspects of the economy that what is less well seen and talked about is the Silicon Valley-style startups that could be changing and molding the technology and cultural landscape.

A widely held Western view of China is that its stunning economic success contains the seeds of imminent collapse. This is a kind of anchoring bias,1 which colors academic and think-tank views of the country, as well as stories in the media. In this analysis, China appears to have an economy unlike others—the normal rules of development haven’t been followed, and behavior is irrational at best, criminal at worst.

There’s no question, of course, that China’s slowdown is both real and important for the global economy. But news events like this year’s stock-market plunge and the yuan’s devaluation versus the dollar reinforce the refrain, among a chorus of China watchers, that the country’s long flirtation with disaster has finally ended, as predicted, in tears. Meanwhile, Chinese officials, worried about political blowback, are said to ignore advice from outside experts on heading off further turmoil and to be paranoid about criticism.

The interesting thing about having an Internet of Things discussion is you never really know where it will lead. You can take a few guesses on the parts that will occupy the most time, namely security and data privacy. But you can never really anticipate how you will get there.

So in a panel discussion at the mobile health summit, there was a sudden lurch in the conversation when a moderator responded to an audience members voicing concern about the security of patient data by commenting that a lot of people seemed to have no idea that their personal health data was already available.

Most leaders receive surprisingly little development before assuming their first supervisory roles. In fact, many get no leadership training at all until they’ve been in the executive ranks for nearly a decade—reaching, on average, age 42.

But whether you’ve had formal training or not, there’s one simple action that can dramatically increase any manager’s success in gaining the support and engagement of subordinates: recognize great work. That means calling out excellent accomplishments by your employees right away—and doing so in consistent and regular increments from the start.

A few years ago, Alisée de Tonnac met Pierre-Alain Masson, and the two discussed building an international network to find the most innovative and investable entrepreneurs in frontier markets. In the globalization era, these kinds of conversations aren’t rare, but De Tonnac and Masson decided to execute.

Shortly after, De Tonnac quit her corporate marketing job at L’Oreal, where, she told Fast Company, she didn’t feel like she was creating value on a day-to-day basis, to become CEO of Seedstars World.

In 2013, three Harvard researchers decided to see how different levels of pay would affect the amount of work they got.

On the freelancer contracting site oDesk, they posted jobs typing in CAPTCHAs, those hard-to-read words or codes used to authenticate that a real human is accessing a website. "This is a four-hour job, with the goal of entering as much data as possible while minimizing the number of mistakes," stated the postings. "Specifically, we need as many correctly entered words as possible in four hours because we need the data for a future task and only correct entries can be used."

DJ Patil, the U.S. chief data scientist, likes to describe himself as an instigator.

"We usually think of instigators as people who causes trouble," Patil says. And in some ways, this is exactly what the band of tech outsiders rebooting the government is doing. They've boldly entered the world's largest bureaucracy with the goal of shaking things up, making services run more efficiently for the American people and introducing fresh new ways of doing things. In many ways, their work threatens the status quo. But Patil believes that instigators have a valuable role to play.

A popular myth these days is that successful entrepreneurs must attract investors to get their businesses going, when the reality has been that more than 80 percent of new businesses are started and grown with no outside investment at all. In fact, there is plenty of evidence that too much money can undermine a startup more quickly than squeezing pennies.

This is a mash-up of four concepts, so the best place to start is the beginning.

In Japan, just after World War II when the Lean concept first started, Toyota founder Kiichiro Toyoda saw that the manufacturing process created by Ford was deeply flawed and unable to meet changing customer requirements or worker needs. Toyota then developed Lean based on the following principles:

Specify the value desired by the customer. Identify the value stream for each product providing that value and challenge all of the wasted steps (generally nine out of ten) currently necessary to provide it. Make the product flow continuously through the remaining value-added steps. Introduce pull between all steps where continuous flow is possible. Manage toward perfection so that the number of steps and the amount of time and information needed to serve the customer continually falls.

Image: https://www.flickr.com/photos/jurvetson/21470089/sizes/l/

The geographic footprint of innovation is changing dramatically as research and development programs become more global. An overwhelming 94 percent of the world’s largest innovators now conduct elements of their R&D programs abroad, according to the 2015 Global Innovation 1000 study, our annual analysis of corporate R&D spending. These companies are shifting their innovation investment to countries in which their sales and manufacturing are growing fastest, and where they can access the right technical talent. Not surprisingly, innovation spending has boomed in China and India since our 2008 study, when we first charted the global flows of corporate R&D spending. Collectively, in fact, more R&D is now conducted in Asia than in North America or Europe.

You know the feeling. You sit in your cubicle or office dreaming of saying goodbye to the daily grind and becoming your own boss instead.

Maybe it’s when inspiration strikes — you’ve got a better way of doing something or an idea you just know the world wants. Or maybe you just have a passion you secretly want to share.

70% of the population have smartphones, according to the latest Eir Connected Living Survey. Eir says this is up from just 39% in 2012 and equates to 2.377 million people.

Over 75% of the population also say that they use the internet at least once a day, with 18% adding that they access the internet "practically every waking hour of the day". This rises to 41% for 16 to 24 year olds.

The story that American children learn of their nation is one of adaptation to adversity, expansion into the unknown, and overcoming obstacles—in a word: innovation. Since the United States declared its independence 239 years ago, the world has changed significantly, but innovation and invention remain at the heart of the American cultural mythos. Intellectual property protections that encourage and give substance to innovation have been with Americans since at least the 1789 Constitution, and the patent system has since shown itself to be an increasingly significant driver of the American economy.

Image: http://www.ipwatchdog.com

When we use technology extensively in our teaching (or work in general, really), how do we handle unexpected changes to that technology? Here are some thoughts and workarounds. (note: this was inspired by the recent change on Twitter from stars to hearts)

A Website Disappears

Someone recently tweeted about how a website suddenly disappeared a few hours before she was planning to use it in her class. I pointed her to the Wayback Machine (if you haven’t heard of this, it’s an internet archive – you can find sites that no longer exist). However, this tool is imperfect. If it is really important to use a site’s content, we could print out parts (and ask permission to distribute to students), take screenshots, or copy/paste parts (with permission, again).

CLEVELAND, Nov. 9, 2015 /PRNewswire-USNewswire/ -- The Greater Cleveland Partnership (GCP) is pleased to announce its limited-partner investment in JumpStart's new for-profit $20M venture capital fund called the JumpStart NEXT Fund.

The fund is focused on co-investing with other VCs and private-sector investors in Ohio-based companies who need to raise $2M-$8M in private capital to continue their growth.