Browse resources tailored to your team, your needs and all the ways you can get more out of Bloomflow.
"High Hopes" by Panic! At The Disco. Ambition, optimism, and resilience are themes that we all demonstrate daily towards common company and team goals.
I’m on the SpongeBob team, the one in charge of AI and connectivity at Bloomflow. My team focuses on creating externally-oriented features. For example how data can be imported, how we can help clients integrate partners to Bloomflow in two clicks, and how we can leverage AI to scout new partners.
There are three other teams: Platform, Cartman, and Kenobi. They come from famous pop culture characters and some are better than others ;) The first one is in charge of the platform, and the others build new features.
Our SaaS application scope is quite large, so there are a lot of different opportunities and subjects to work on. The projects are exciting, technologies we use are up to date, and teamwork is very important and valued. The tech team is very friendly and always in a good mood. As we say, “teamwork makes the dream work.”
I’m proud of a lot of things we did here at Bloomflow but if I had to pick only one it would be the new Scouting Chat that will soon be released in the alpha version.
The project was a combination of what we already had experience with and the discovery of new best practices linked to large language models in order to implement them within the app and unveil this new feature in the platform. Coming soon…
In any case, even if you don’t fully match job offer requirements, don’t hesitate to apply. Human relations are really key here and if you’re a good match with our team, it can surpass your technical improvement areas. The atmosphere in the office is very friendly, everyone is open to help you improve and deliver an ever more relevant and efficient product. I hope you will join us in this great adventure!
My name is Tom and I work in Customer Success at Bloomflow. I came from the UK Government, where I worked for five years as a civil servant. I was in the Cabinet Office, which many people called the brain of government, because it was all about coordinating other departments.
There are some similarities with what I’m doing here! I work with basically every team, as well as directly with our clients, to ensure our end users are getting as much value as possible out of Bloomflow.
It’s a stimulating mix of proactive strategic thinking, reactive problem-solving, and execution of initiatives that help our clients make innovation happen, whatever their definition of innovation is.
When I arrived at Bloomflow just over a year ago, I had the best onboarding experience in my career so far. The support was excellent, honestly. I was given a custom built program in Notion designed to educate me on all aspects of the company, the people, and the way it works. I felt like I was back at school, in a good way!
I had a checklist of interesting documents to read, people to meet, as well as an in-depth overview and demos of all of the products we use internally. I also was given access to a lot of the materials that form the underlying philosophy and principles of Bloomflow and the world of innovation. The information I consumed during that time was extraordinary, but I had the support to make sure I could digest it and use it well. I immediately felt like I was part of something special and a place that wanted me to succeed.
What was also brilliant is that I was able to very quickly start sitting in on client calls and learning from the people who use our product. This was really helpful, and a great source of knowledge so early on.
My favorite part was the meetings with different team members where you got to deep dive on specific parts of the company and processes. As someone new to the world of startups, each meeting revealed a new tool, way of thinking, or subject matter that was totally new to me. The amount of knowledge I gained from these meetings was simply massive. And the people were incredibly generous with their time and understanding of my countless questions.
The onboarding process reflects the culture in the sense that you immediately feel the warmth, energy and imagination of the people working here. It was clear right away to me that I was somewhere with a great and productive energy. And also somewhere where the level of ambition is really high. And that feels brilliant.
The other noticeable thing from the onboarding is the interdependence between everyone and all the teams. This perhaps sounds a little obvious - of course employees & teams are dependent on one another - but I remember picking up a real feeling that the teams and individuals knew that they were part of something bigger, and that they were incredibly collaborative. And that feeling has only been vindicated over time.
Overall, working at Bloomflow is an increasingly stimulating experience. You are working every day with smart, imaginative and passionate people, which is a gift. We’re working on a big mission and you can feel the ambition all around you. There is an unbelievable sense of cordiality and collaboration, too. You feel part of something great. And you feel that people want you to succeed. And all of that creates an environment where you learn, you have fun, and you do something useful.
Have you ever failed to launch a new innovation project because of the lack of alignment with a startup partner? Or maybe, you didn’t hit your business objectives and saw less-than desirable results.
Let’s talk about why this happens and how you could put an end to it.
One of many paradoxes in the business world is the desire of corporations to work with startups and incorporate their culture, meanwhile encouraging (or even unconsciously pressuring) startups to assimilate with the corporation mindset.
For corporations, collaborating with startups is worth the investment as these partnerships bring a range of opportunities. They can gain insights into emerging trends and quickly respond to changes in the market while gaining a competitive edge. Cost savings, risk mitigation, and brand enhancement among other factors is what makes this type of partnership so attractive.
Startups are agile making them a natural partner in innovation for corporations on a mission. However, there are two inherent differences that can potentially pose a set of challenges - culture and organizational structure.
They also often bring a fresh perspective that can shake up corporate tried-and-trusted processes. When corporations push their structures onto the smaller teams at startups - the paradox occurs.
Open innovation is when organizations collaborate and seek ideas from outside sources instead of relying solely on their own knowledge and resources.
And with digitalization only accelerating, it makes sense why more and more corporations are looking outward to help them keep up.
While Bloomflow fosters corporation-startup partnerships, we are also a startup ourselves and have the pleasure to work with large enterprises. We know the startup world.
And in our experience we’ve identified five key aspects of the corporate-startup partnership that both parties should pay close attention to.
In this type of partnership, there is often no defined process or governance, which leads to ineffective communication as well as security risks.
Startups are small and flexible giving them the benefit of agility but the downfall of resource management. They do not have the same resources, time, or team to match the corporation's structure and expectations. So as the bigger player in the game, it is important for corporations to stay involved in the project, specifically, in the organizational aspect.
Both sides should take the time to establish clear communication channels and specific procedures. As a corporation representative, do not be afraid to take the lead and send those calendar invites, follow ups, or appoint team members responsible for overseeing the processes.
There will come a time when challenges must be faced, and having effective communication will ensure partners will be able to work through them efficiently.
It's complex to keep track of what everyone is doing, but when engaging with externals, we need to ensure best practices
In a survey conducted by Economist Impact, 5 main open innovation adoption practices were observed in advanced and emerging organizations:
When establishing communication, selecting and adopting practices that work well for both partners is the backbone of your collaboration.
A sure way to dissolve a partnership is by losing trust and as with any other partner, the startup needs to get the full picture.
As mentioned previously, their main characteristic is their agility to adapt and sharpen their solution if the organization's expectations are clear.
Aim to instill trust in your partnerships and establish a full transparency policy that covers all elements of the collaboration - goals, timelines, intentions, contracts, procedures, etc.
Do this at the start of collaboration so your outcome visions are aligned and success at scale is not jeopardized by lack of transparency.
You need to understand that startups do not have the same guidelines and security measurements as a big corporation. Not all will have information security and privacy protection.
So it is up to you to create an ongoing stream of information exchange and ensure security policies are set in place. Share more than the minimum information required so you can discover insights or find innovation gaps.
Innovation gaps are cases in which a business has a need to evolve but lacks the resources to do so. Discovering these gaps with your startup partners represents a great opportunity to close them through meaningful innovation.
Keep in mind the "paradox of openness" described by Laursen and Salter as it poses a challenge in collaborations with startups. The difficulty lies in creating an environment that fosters innovation without giving away too much to competitors. Firms that don't embrace external knowledge could miss innovation opportunities while those that share too much may lose their edge to competitors.
It's about finding the right balance between seeking external knowledge to fuel innovation, while also safeguarding your own expertise.
Frustration and complications arise when there’s not a clear understanding of your partner’s differences from your own organization.
Remember, your organization or the startup is not trying to adopt each other’s mindset. That will not happen and that is also not the goal of this collaboration. It is a partnership that is mutually beneficial because of those inherent disparities.
Tobias Henz, an expert in bringing corporations and startups together mentions that “Just openly acknowledging that there may be problems in working together due to different cultures, methodologies, and philosophies and committing to working them out can drive partner satisfaction up by 30 percent.”
Both parties need to take the time to familiarize themselves with their partners’ procedures. Establish a common approach to ensure both are working in the most effective and efficient way possible.
Be careful to not impose too many of your own methods and processes. Don’t forget, the key advantage of working with startups is their agility and learning how and why they do things differently.
In a McKinsey interview, discussing main obstacles faced in corporate-startup partnerships, Miao Wang, leader of McKinsey’s innovation practice, states that one pitfall “...is lack of strategic clarity about what you are trying to accomplish. Many corporations know they need to innovate, and know the technology trends, but have not translated that into what they practically need to do and therefore how they can leverage the external ecosystem to help them accomplish their objectives.”
A strong foundation needs to be set for the partnership to create impact. This should be done by setting clear goals and achievable key performance metrics to get the most value out of the collaboration.
For us at EIT Food, the most important step is clearly understanding the corporate’s strategic objectives, and then working backwards from there to identify the right innovations/startups and increase the chances of a successful outcome.
Again, many startups don’t have the capabilities to mount large and expensive projects. Therefore, both partners will need to be frank about what is possible and what is not. Keep this in mind while discussing future projects that way the desired outcome is realistic and aligned with business objectives
The goals set should be mutually beneficial. Yes, the corporation will have needs, but the startup should also be benefiting from this partnership (in more ways than just monetary).
Remember to find a balance between learning from the innovative startup and leveraging corporate strengths. With effective communication, information sharing, and understanding you embrace the best of both worlds, and pave the way to success and sustainable growth.
In today's fast-paced business landscape, staying ahead requires constant scouting both online and off. With Bloomflow’s new Scouting Extension, check if a partner is already in your portfolio or add them in a click without ever leaving your tab.
When scouting on LinkedIn, Crunchbase, and PitchBook, consult your Bloomflow portfolios instantly. No more manual entries. Just scouting.
The extension automatically extracts relevant details about the organization, helping you avoid manual data entry. This streamlined process not only saves your valuable time but also eliminates the potential for errors, ensuring accuracy in your portfolios.
Prevent duplicate entries, thereby safeguarding the integrity of your data. If the organization already exists in your Bloomflow platform, you’ll know in a single click.
Innovators can use this tool to spend more time scouting, and less time manually entering data.
If you're interested in learning more about this feature and how it can benefit your business, reach out to our team.
Meet Yossi Feinberg, professor at Stanford Business School specializing in entrepreneurship. He’s the director of the executive program Driving Innovation and New Ventures for Established Organizations and co-director of an online digital transformation program.
We sat down with Professor Feinberg to gather his insights from more than 25 years of working with executives to drive innovation. Watch the video for the highlights, or read on for more insights!
This conversation has been edited for length and clarity
There's a sense of urgency that I haven't seen in the last five or six years. I think that urgency is coming from the fact that the world is actually changing fast.
Consumers expect things to be faster and newer. They find it easier to switch between technologies or between offerings, which is true also for business customers.
On the other hand, there's also higher expectations for more sustainable products. And at the same time, every industry and every company is under pressure, either from existing rivals or from disruption, because there are many more startups who are now attacking almost every industry.
One of the things that we see companies do is react by reorganizing how work is done. An example is companies actually start to organize by product, and they push decision making closer to where the product is created. For example, companies may have product managers who then are in charge of pushing innovation in their own product domains. This brings the customer voice into the process of innovation to provide products faster, and which have a better product market fit
Another example is companies moving to a digital transformation approach where they're trying to digitize the business, create more opportunities and innovation through new business models or through applications of digital technologies.
But unfortunately, what we see from research out there is that many of these approaches are highly challenging to execute. For example, there are surveys that claim that digital transformation projects fail at the rate of 80% or even higher. And the real problem is that once you try something innovative in an organization and it fails, it becomes much more difficult. The organization naturally resists innovation, and people are a little bit jaded when you try to innovate again.
The first thing I tell them is that there's no recipe. There's no one magic formula that you can just execute innovation in every organization and be successful. If we had that, you would have seen it already.
The second thing I tell them is that there is a special recipe for their organization. There are actually insights and tools that help each individual organization find its way into successful innovation.
So usually, the starting point is identifying the types of innovation that your organization wants to pursue. And with that, you have to start thinking about where will the ideation happen? Where will the best ideas happen? Sometimes it's inside the organization, sometimes it's outside the organization.
Next, you need to evaluate those ideas.
And obviously, the most important thing is then executing on those innovations. And executing on those innovations means deciding on what organizational model will execute those innovations. Do you want to incubate ideas? Do you want to work with startups? Do you want a corporate venture capital app? Do you want a portfolio of all these things? There are many ways for a company to actually go after those innovative new projects and you have to make your decision on building those.
But there are two things that are fundamental as you start thinking about all these elements of identifying, generating, evaluating, executing, and growing those innovative new projects. And those two things are the following. One is the information flow in your organization. How does information flow to the people who drive innovation? And the second part, and maybe the most fundamental part, is your organizational culture.
Well, when you go into almost every large company and you ask leaders, “What's the innovation that's happening in your organization?” It's rarely the case that they have a complete map of every innovation that's happening in the organization.
Information flow is dynamic and important from that perspective. But it's not only inside the organization. There's all the information that needs to come from outside the organization whether it's startups, whether it is new technologies that are coming in, maybe trends with consumers or your customers or things on the supply chain. There's always a changing world in which information is crucial when it comes to innovating in your organization.
But why is this information so crucial? It's because the people who are making those decisions at the innovation level, at the startup level, inside the large organization, they're facing a lot of uncertainty and ambiguity. So having this information and knowing what's going on elsewhere in the organization and outside in the world of the startups or the new technologies or the trends, that is crucial for being able to execute better on innovation projects.
For example, having information on trends or competing startups could be a crucial tool in deciding whether a project is a go or a no-go, whether one project should get more resources than another project, or move faster because this is how we're going to win. Those decisions can help us figure out where to put our resources. And in some cases, what do we need to shut down and prevent having those “walking dead” projects in our organization?
This challenge has been around for decades; many have researched it and written about it. But we have to remember that organizational culture starts with people. And when we think about the people who are going to drive innovation in the organization and think about what they need.
They not only need assets and best practices and guidance and support, they also need a community. And they also need support from others in the organization. It's not enough to think about culture as an isolated thing for a group of people who are driving innovation. It's much more important to think about it holistically for all of the organization.
The nice thing here is that it actually connects to the previous challenge that we talked about, which is information flow. The same notion of a network, of a connection between people that transfers information, can also help innovators find people who will support them.
It also helps people find opportunities to engage and support and participate in new projects. This helps transfer attitudes and create shared values that will change people's eventual behavior and their underlying assumptions that will lead them to be more innovative personally. That is how to foster a culture of innovation throughout the organization.
I'm a strong believer that technology can enable and support innovation in large organizations. The main reason is that it's not technology for the sake of technology, but technology can help us with this information flow problem that we have.
It can also be a tool that creates a community. So it helps us with transferring those values that eventually translate into this culture of innovation. More importantly, with technology you can make sure that you have best practices, that you're anchored in the business values that innovation can create, and that you can implement better decision making. And in many cases, technology is what helps you to scale whatever solutions you come up with. And that's an extremely powerful tool.
Do you collaborate with external partners to co-create new value? Then be sure to check out Capgemini’s latest report The power of open minds: How open innovation offers benefits for all.
The report surveyed more than 1,000 large organizations to find that:
However, most organizations have been unable to tap into the full potential of open innovation. Among the recommendations made by Capgemini is to adopt technology enablers to manage and coordinate open innovation initiatives. Thomas Girard, Bloomflow CEO & cofounder, explains in the report how “Innovation management platforms serve as a catalyst for an open innovation strategy, helping align organizations and their partners while uncovering valuable pain points.”
Unlocking the power of data is crucial to transforming open innovation processes. The ability to easily extract insights on project success rates with specific partners is key to improving open innovation outcomes. Innovation management platforms serve as a catalyst for an open innovation strategy, helping align organizations and their partners while uncovering valuable pain points
For more in-depth information on the challenges and solutions of effective open innovation, check out the full report here.
In its 10th edition, Hub Berlin drew over 5,000 attendees including entrepreneurs, C-level executives, investors, and technology enthusiasts, who were brought together to discuss the digital future throughout this two day event.
Among the many great ideas presented by the exhibitors, some of them particularly caught our attention:
The brand shared its commitment to the circular economy and recycling initiatives and shared examples of resource reuse. One of these allows smartphone owners to look for old cell phones at home and to bring them to the Telekom Magenta shop. The repurchase value of the returned cell phones is donated and has enabled the planting of approximately 4000 trees in 2022 alone.
Hub Berlin is renowned for its innovation and creativity with a significant portion of the event dedicated to digital art. Yamaha’s experimentation was one of the elements and our team had an interesting opportunity to participate in an installation that captured the essence of Kando.
Kando is a Japanese word for simultaneous feelings of deep satisfaction and intense excitement that are experienced when we encounter something of exceptional value. The installation was a game that allowed two players to experience Kando at the same time, through non-verbal and intuitive communication between each other.
Established in 2018, Neue Fische has been at the forefront of training career changers through short-format boot camps, equipping them with the skills needed in the IT industry and connecting with exciting employers. It also helps identify talent within the existing workforce in order to further qualify them for IT professions with a future.
We attended a roundtable discussion on the competitive advantage of AI for enterprises. Featuring perspectives from corporates, politicians, and scale-ups, the roundtable highlighted that Europe has the data to be strong player in this field provided these players can effectively collaborate together. The AI revolution will continue to impact markets and corporations across sectors are keen to explore how it can be used to their advantage. Hence the need for more collaboration with tech ecosystems.
At the event, we had the pleasure of witnessing the profound impact of the Bloomflow platform in driving innovation to the market. As a company dedicated to fostering innovation ecosystems, we gained valuable insights into the challenges faced by German innovators.
It was inspiring to see how our platform plays a role in bringing innovation to the market as well as collaborating IRL with several German companies and corporate innovators such as Hella and BASF. This experience furthered our understanding of their needs and allowed us to forge partnerships with industry leaders, expanding our network and sharing knowledge.
Hub Berlin's location added to the excitement of the event. It took place in an unconventional setting that combined art, yoga, a biergarten, and even a nightclub creating an overall vibrant atmosphere for participants to network. This unique combination of elements is typical for a tech conference in Berlin as it conveys the city’s spirit.
Being physically present in our strategic markets is a top priority for us, and this event provided a great opportunity to do so. We had the privilege of meeting current customers, partners, and key stakeholders in the German innovation field, including organizations like the Fraunhofer Institute and SAP. These interactions hold potential for exciting innovation opportunities, fueling our commitment to making a lasting impact in the market.
Follow us on LinkedIn to see which event we'll be at next!
In the ever-evolving digital and tech worlds, enterprises are frequently confronted with security threats that put the organisation's privacy and information at risk.
As a company driven by innovation, we acknowledge the critical role of data security in providing our clients with a trusted environment where they can explore new opportunities and transformative solutions. Therefore, our aspiration is to achieve nothing less than excellence with full accountability for upholding the highest security standards for both ourselves and our clients.
With this commitment in mind, we are pleased to announce that Bloomflow has obtained ISO 27001 and 27701 certifications!
These accredited certifications are globally acknowledged as the benchmark for information security and privacy management systems, serving as a testament to a company's commitment to best practices, industry standards, and regulatory requirements.
ISO 27001 focuses on the implementation and maintenance of Information Security Management Systems (ISMS), while ISO 27701 extends it to include requirements for a Privacy Information Management System (PIMS).
In practical terms, these certifications confirm that Bloomflow adheres to best practices, industry standards, and regulatory requirements by implementing optimal security and guarantee:
Obtaining ISO certifications is challenging as it assesses security protocols, risk management practices, data protection measures, and regulation compliance of a company. This lengthy process involves an independent certification body to conduct a comprehensive audit of all systems and processes. We choose to do this in the most complete way possible, by certifying the entire company (not only our product) and by choosing of the most serious certification bodies, International Organization for Standardization, AFNOR.
We understand that a reliable environment is at the foundation of successful innovation. These certifications are a confirmation that our clients data is protected to the highest privacy and security standards:
Looking ahead, Bloomflow is committed to maintaining its trajectory of secure innovation and raising the bar even higher. With the attainment of ISO 27001 and 27701 certifications, we have laid a solid foundation for data security and privacy management.
To ensure ongoing excellence, external auditors will conduct annual evaluations of our management system, while a comprehensive audit will be undertaken every three years. This marks just the beginning of our journey.
We remain committed to fostering innovation, including advancements in AI, while prioritising the privacy of our customers' data. Visit our Trust Center for more information.
Let Bloomflow focus on security while you innovate with confidence!
This year, Viva Tech celebrated its 7th edition with astonishing numbers, including over 150,000 attendees from 174 countries, 2,800 exhibitors, 2,400 startups, and an impressive lineup of over 450 speakers.It is undoubtedly the perfect convergence of groundbreaking ideas, transformative technologies, and endless possibilities.
The event embodies Bloomflow's mission of business meeting innovation, showcasing our dedication to fostering collaboration for a promising future. Our team had the opportunity to share insights in panel discussions, connect with thought leaders from diverse industries, and forge partnerships that will drive innovation in the years to come.
Step into Viva Tech live and watch firsthand as L’Oreal, Capgemini, JCDecaux, Ecosys, and EIT Food team members share their insights on:
Corporate innovators attend Viva Tech with various missions. Whether it is to discover great start-ups or solutions, meet clients face-to-face, or launch a new product, Viva Tech serves as a hub where they can fulfill their diverse objectives.
Throughout the event, Bloomflow team members were sent on a mission to discover top innovations. Among the abundance of great ideas, here are a few startups we found interesting:
NeoPlant- created bio-engineered house plants that absorb 10x more indoor air pollution than regular plants. Their goal is to transition to outdoor environments and establish bio-engineered forests for larger-scale carbon absorption.
Arcade For Good- creatively blends arcade games with philanthropy to engage young people in charitable causes. Despite their young age, they have achieved significant success, showcasing determination and a unique approach.
Notpla- focuses on sustainable packaging and aims to "make packaging disappear." They utilize algae-based membranes for liquid products, offering tasteless and odorless packaging with a favorable shelf life.
Wedooit- gives IT materials a second life for corporate use by promoting their reuse before they are discarded. They offer low carbon solutions for sustainable IT, emphasizing the circular economy to maximize the value of your IT equipment.
Listen Leon- enhances company culture and fosters improved relationships within teams. They achieve this through their innovative app that enables the sending of anonymous compliments among team members.
We hope to see you next year at Viva Tech 2024!
Transparency is key to a thriving innovation culture. We’re introducing new features with roles and permissions. Share portfolios securely with the right teams at the click of a button.
Create and manage groups that reflect how teams are structured in your organization. Whether they’re based on departments, regions, or temporary initiatives, you have the flexibility to manage users in the way that suits you best.
Groups can be private or public so you can allow users to join the innovation communities that suit them best, or implement a governance that keeps information secure.
Now you can grant access to specific areas in your portfolios with permissions ranging from view-only to contributor or creator, and administrator (can grant access to others).
For example, you can keep IT projects viewable to all users, but keep editing permission only for the IT team.
Need to temporarily invite a colleague to participate on a project or relationship in your portfolio? Simply navigate to the item you’d like to share and grant them the appropriate level of access.
Innovation is a process that happen throughout an organization. So to support your teams' efforts, Bloomflow's new features allow you to confidently add data and manage who can view or edit it.
Team leaders and admins can use these new tools to keep information running smoothly and safely in Bloomflow no matter how large.
If you're interested in learning more about this feature and how it can benefit your business, reach out to our team.
Innovation is the lifeblood of organizations, driving growth and competitive advantage. To harness the creative potential of employees and stakeholders, idea management plays a crucial role.
Idea management encompasses three essential steps: collection, processing, and implementation.
During the collection phase, ideas are generated and gathered from various sources. These can be internal sources such as employees, or external sources such as customers, or startups and innovators.
The processing phase involves qualifying, refining, and shortlisting ideas. This ensures the most promising ones move forward that fit with your goals.
Last but not least, the implementation phase turns selected ideas into projects that can generate tangible outcomes.
Most use cases for idea management revolve around the concept of "challenges." A challenge is a targeted campaign designed to collect ideas over a specific period. Although a continuous idea management can be a valuable use case for many organizations, setting a limited time period can increase engagement by creating an incentive.
Challenges typically comprise of five steps:
The most common pitfall of idea management is the “idea sandbox syndrome.” This occurs when ideas accumulate without concrete follow-up or implementation. Besides the obvious lack of generating a tangible result for the challenge organizer, this can also decrease employee engagement.
This is why choosing the right tool is key to being able to run idea challenges and bring them to implementation.
Being able to run idea challenges requires software that allows for the collection and sorting of submissions. However, when selecting any new software, organizations face three key challenges:
To address these challenges, an integrated approach leveraging existing tools proves beneficial. Integration with familiar communication tools such as Microsoft Teams, Yammer, Workplace from Facebook, or Slack enhances engagement and user adoption. However, being able to take ideas all the way to the implementation phase is crucial, which is why many organizations consider their idea management needs in context of their full innovation management needs.
The market for idea management tools has shifted from only idea management to end-to-end innovation management as it is a fundamental component of a fuller process.
An end-to-end innovation management platform can provide benefits beyond just gathering ideas because the ideas generated during an idea challenge can be connected to features that enable implementation. For example, you can directly launch and track projects in the same platform. Or, leverage qualified solutions from existing partnerships to bring the idea to life.
Idea management is an indispensable component of the innovation management process. To overcome the "idea sandbox syndrome," where numerous ideas accumulate without concrete follow-up, organizations need functional tools.
Idea management solutions should provide the necessary support to transform ideas into actionable projects, enabling organizations to unlock their innovation potential. By implementing best practices, such as running challenges and incentivizing participation, organizations can maximize the value derived from their idea management initiatives. With the right approach and tools in place, organizations can drive innovation, propel growth, and stay ahead in today's competitive landscape.