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Below you'll find articles by Robert B. Tucker, as well as
links, when available, to the publication where the article
originally appeared. We add new articles as they appear in
print, so check back frequently for updates.
Think Ahead of the Curve
Predicting the future is impossible. But simply reacting to change is not enough. Identifying and analyzing emerging trends is absolutely essential for success in business. Innovation-adept leaders and contributors are those who can creatively crunch this data, debate its implications, and try to connect the dots in some meaningful fashion. They seek to arrive at a point of view, both individually and collectively, about how to turn today’s rapid changes into tomorrow’s opportunities.
A Passion for the Internal Customer
Everything we create is a product, and every product has a customer. But meeting and exceeding customer needs is impossible without first attending to the needs of employees, or internal customers. Communicating effectively within the organization and fulfilling the needs of internal customers, from superiors to subordinates, is crucial in order to ultimately satisfy external customers. Do you communicate at employees, or do you communicate with employees?
Presenting Innovation
in a Way That Gets to 'Yes'
As the global economy improves and CEOs get past their hunker
down/cut costs/survival mentality, the question of how to
drive growth becomes paramount. But getting senior management
to take action on innovation often needs a catalyst, and a
solid strategy for getting them to say "yes." This
article, which originally appeared in the e-newsletter, Tucker
on Innovation, offers methods you can use to champion
innovation in your organization.
Selling
Your Ideas: A Critical Executive Skill
Building the buy-in for your ideas is a key determinant of
your success, both inside and outside of your organization.
How do your idea-selling skills stack up? Here are some tips
on how to improve them!
Seven
Strategies for Generating Ideas
This article, which first appeared in The Futurist (www.wfs.org),
makes the case that ideas are the lifeblood of all organizations,
whether the mission is to invent breakthrough products or
simply to solve day-to-day problems. Master seven Ideation
Strategies that innovation vanguard organizations are using
to fortify their idea factories, such as “focus on the
unarticulated needs of customers,” and “involve
customers in new ways” along with methods for involving
suppliers in ideation efforts.
Sparking
Growth Systematically
This article, which appeared in Harvard Management Update
(www.hbsp.harvard.edu)
discusses one of the hottest issues in the Innovation Movement,
the design and implementation of "idea management systems."
Three proven models, used by Citibank, Appleton Papers and
Whirlpool, are used as case examples: the Top-Line, All-Enterprise
Approach; the Innovation Team Model; and the Innovation Catalyst
Model.
Innovation:
Core Competency for the 21st Century
This article, which appeared in the journal
Strategy & Leadership argues that organizations, having
tried an endless array of alternatives, are now accepting
enterprise-wide innovation as a key operational discipline.
Just as, in the past, they adopted the disciplines of quality,
planning, and management, the discipline of innovation is
quickly becoming the critical business skill of the 21st Century.
Learn what your organization must do to capitalize on this
trend.
Strategy
Innovation Takes Imagination
This article first appeared in the Journal of Business Strategy
and urges company leaders to realize that no matter how bulletproof
their current business model, it will be challenged by new
ones. The new reality is that business models have shelf lives,
like loaves of bread at the supermarket. Article addresses
six places to "jumpstart your search for imaginative
new business concepts for your firm," including #5, Look
for Opportunities in How Customer Needs Are Currently Understood.
Succeeding
with Your Bright Ideas
There are many ways to come up with better ideas. But to succeed
consistently, you need to consciously define and identify
your creative process. This article, which appeared first
in Executive Update, Greater Washington Society of Association
Executives' official publication, (www.executiveupdate.com)
discusses the need to articulate a strategy for keeping your
"idea factory" in peak performance levels.
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