What’s Happening?

  • Facebook and Google: Predictable and Inevitable Innovation Journeys
    If Larry Page had never met Sergey Brin would the world have had an interent search engine? The answer is a predictable and inevitable yes. If Mark Zuckerberg had not been asked to develop an app for social networking at Harvard University, would social networking platforms exist? The answerContinue reading “Facebook and Google: Predictable and Inevitable Innovation Journeys”
  • Business Support Partnership Launched To Accelerate Innovation In The Rail Industry
    Interimconsult and RBD Advisory (RBDA) have joined forces to provide a vital platform to turn innovative ideas into sustainable value which will transform the rail industry. Together both organisations are offering a new consultancy service based on the Interimconsult ‘Making Innovation Happen’ (MIH) Framework.
  • Interimconsult Turns 2 Years Old
    Interimconsult is 2 Years Old! And the second year has seen the business evolve and grow, taking some exciting steps forward as we continue our journey and deliver our purpose of making innovation happen to deliver outcomes with impact.
  • The Making Innovation Happen Framework
    Many businesses struggle with unlocking the potential to turn ideas into sustainable value and the IC Innovation Club Making Innovation Happen (MIH) Framework can help. The framework can be used increase innovation by iteratively exploring innovation from several angles – culture, business models, acceleration, contagion, marketing, collaboration, making it business as usual, measurement and management. We take a whole-system view as opposed to siloed interventions that don’t stick.
  • Eureka Moments Or Just Adjacent Possibilities?
    Many stories of “eureka moments” are, in fact, just stories about the most widely known origins of ideas that were already being explored at the same time by different people in different places. What was becoming increasingly common knowledge, spread through expanding networks where ideas were shared, often led to near simultaneous identification of future possibilities.
  • Increasing Innovation Using Outcome-Based Contracts
    The capability to innovate, both independently and through collaboration, is an essential requirement in any organisation. On large projects where many companies and stakeholders must work together, innovating with impact can be hard, especially given the strong link between culture and innovation.
  • Innovation Tipping Points
    At its simplest, innovation is: “Turning Ideas Into Sustainable Value” Innovation is essential for all organisations that want to stay ahead of their competitors, create and disrupt markets, and deliver the outcomes needed to succeed. A business or organisation that does not recognise the need to innovate, or is not continuously innovating as part of its day-to-day business, is not sustainable.
  • The Plan for Rail – A Tipping Point for the Rail Industry?
    The Williams-Shapps Plan for Rail is a welcome step forward for the rail industry and provides a platform for transformational change The railway can be part of re-engineering the economy – to build back better, achieve net-zero and increase affordability means we need to create tipping points that bring about irreversible and positive change.
  • Increasing Productivity to Reduce Climate Change and Improve Living Standards
    Put simply, productivity improvements reduce carbon. If less activity is needed to do the same or more, it means that less carbon is needed to do the same or more. Paul Krugman, the 2008 Nobel Prize Winner, once said: “Productivity isn’t everything, but, in the long run, it is almost everything. A country’s ability to improve its standard of living over time depends almost entirely on its ability to raise its output per worker.” Improving standards of living throughout the world means we must act, and productivity plays a central role. However, at the time the quote was made, the link between the choices we make to improve productivity and the longer-term impact on climate change were not on the global agenda
  • The Data Value Chain, Innovation and Rail Data Marketplace
    Through the creation of a data marketplace, combined with some degree of regulation and governance, rail now has the chance to deliver industry-wide improvements that benefit all. Companies that actively participate from the outset to make it happen will most likely find that, as the pioneers of an industry initiative to simplify and open up data access, they do in fact stay ahead of the competition – and maybe even change the game itself.
  • Small Changes Matter
    It is not unusual to feel there is very little that we can do in the face of complex and large challenges. But if we can identify those actions that make a positive difference – we all have the opportunity to play our part. If we start behaving differently in numbers, the many small changes we each make can accumulate and lead to gargantuan effects. Small behavioural changes associated with carbon reduction, minimising and recycling waste and increased hygiene can make a substantial difference to address national and global challenges, albeit you may never know by just how much or when.
  • Arriving Now: Disruptive Innovation in Infrastructure
    Technology as a disruptive force is changing industries, business models and livelihoods. The $3bn+ global infrastructure market – and its supply chain – may be next to feel these effects. Upstart has teamed up with Interimconsult to explore how digital disruption may affect some of the UK’s largest infrastructure projects and their supply chains, including those in the rail sector.
  • Interimconsult are working with the Rail Supply Group to deliver the Rail Sector Deal
    nterimconsult are now providing Programme Management Consultancy Services to the Rail Supply Group until March 2022 to deliver the Rail Sector Deal. The Rail Sector Deal, published in December 2018, sets out a new approach to the rail industry and the government working in partnership to transform the rail sector by taking actions to increase the use of digital technology, boost productivity, improve the service received by those who use our railways and build the skills of the UK workforce to capitalise on these opportunities. The delivery of the Sector Deal will equip the railway for its strategic role as a driver of economic growth and to provide a positive experience for passengers and freight users.
  • Putting Passengers First – Making a Difference to the Passenger Experience with Augmented AI
    With individual passenger context data available, the opportunity to truly understand an individual’s end-to-end journey experience in real-time can identify and guide tailored individual experience improvements, also in real-time. This feat is now possible by assembling available Soft AI components into viable AI solutions. Human and automated engagement can then be planned and delivered in real-time, whether services were disrupted or not.Achieving this really would be putting passengers first and making every second count.
  • Business Resilience, Crisis Management, Recovery and The Future
    Crises are unpredictable in terms of their type, triggers, timing and recovery. They change as circumstances change, and often at pace. New facts and evidence will emerge as the crisis persists and if new information cannot be accessed or processed quickly, there can be a domino effect triggering more crises and more problems. These problems and their impact can increase exponentially, and without early management action, they almost certainly will.

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