ENGAGE THE POWER OF YOUR NETWORK


THE POWER
OF THE NETWORK
(About Us)
For us, the network is the innovation. In other words, it’s not about the idea.
Edison didn’t invent the light bulb—that had been done 40 years earlier. Instead, he was the first to build the network capable of putting light bulbs in every office and every home.
His success lay in building a network that connected key elements required for success, which already existed: light bulbs, generators, wiring, meters, utility business models and the people and capital to make it happen.
Too often in the pursuit of innovation, we focus on a single idea and lose sight of the network that enables and makes for real change.
We understand that it often starts with a great idea.. However, if you truly want to be innovative, pulling together a network of specialists as well as cutting-edge technologies and partner organizations is critical to executing an innovative idea.
Ford didn’t invent the automobile that had been done 30 years earlier. Instead, he was the first to build the network capable of manufacturing, selling, and servicing cars all over the country—bringing the price of a car from $3,000 down to $269.
True innovation is not just focusing on a single idea, it’s creating a network that turns that idea into reality.
When we think of innovation, we see networks.
Philo Farnsworth didn’t invent television. Sure he created a better way to broadcast images, but so did many others. Instead, it was David Sarnoff of RCA who built the first network connecting broadcasters, content, advertisers, television sets, and viewers.
Too often in the pursuit of innovation, we focus on a single idea and lose sight of the network that enables and makes for real change.
CONNECTING THE DOTS
(What We Do)Your innovation strategy should articulate the gap between your company’s strategic objectives, the necessary initiatives to achieve those objectives, and the capabilities you have (and the ones you need) to develop and launch those initiatives. Such a gap analysis can range from a relatively simple napkin exercise to a more formal and extensive planning process.
Read More >>Without strategic management, R&D and NPD investments and efforts often go undervalued—failing to either inform or follow corporate strategic priorities.
We work with you to develop and drive strategically meaningful projects within your Research & Development labs. This means building a portfolio management process for aligning investments with strategic priorities,
Read More >>Network innovations disrupt markets by integrating products and services across multiple players—think Edison’s original utility model of electric lighting, Apple’s iOS ecosystem, Google’s advertising platform, and Uber’s ride service. Such innovations drive top-line growth, by tapping undervalued relationships, and long-term competitive advantage, by creating lock-in for both consumers and producers.
Read More >>Every innovation started out as a fledgling venture—as a startup or inside an established company. At Fido, we’ve been entrepreneurs, investors, and executives; indeed, we’ve built our share of new businesses.
As a result, we often work with new ventures for both our larger clients and smaller, emerging growth companies.
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