Doug Collins

Doug Collins

Doug Collins

Doug Collins serves as an innovation management consultant. He helps organizations such as The Estee Lauder Companies, Jarden Corporation, Johnson & Johnson, The Procter & Gamble Company, and Ryder System navigate the fuzzy front end of innovation.

Doug develops approaches, creates forums, and structures engagements whereby people can convene to explore the critical questions facing the enterprise. He helps people assign economic value to the ideas and to the collaboration that result.

As an author, Doug explores ways in which people can apply the practice of collaborative innovation in his series Innovation Architecture: A New Blueprint for Engaging People through Collaborative Innovation. His bi-weekly column appears in the publication Innovation Management. Doug serves on the board of advisors for Frost & Sullivan’s Global community of Growth, Innovation and Leadership (GIL).

Today, Doug works as senior practice leader and Vice President, Innovation Architecture, at social innovation company Mindjet, where he consults with a range of clients. He focuses on helping them realize their potential for leadership by applying the practice of collaborative innovation.

Articles by Doug Collins

An Idea Is Not an Action Item

Clients of mine who pursue the practice of collaborative innovation express the concern that they may become the victim of their own success. What if they develop their practice? What if they expand their...

Read More

We Don’t Ask Very Good Questions, Do We?

A spirit of inquiry animates the practice of collaborative innovation. What questions, were we to pursue them together, might lead to authentic breakthroughs? Creative thinkers such as Art Van Gundy, Peter Block, the creators of the World Café, and others guide us in articulating the intent behind and in phrasing the grammar for questions, themselves. How might maximize the outcomes from our engagement by the questions we ask? In other words we do not lack for guidance or direction when it comes to challenge question formation. And yet, why is it that people in organizations struggle with this seemingly simple, yet materially important aspect of the practice? As one client observed to me in a moment of frustration with her practice and her team, “We’re not very good at...

Read More

Innovation Management Maturity: A Simple, Visual Approach

Simple Does It Clients and I talk about innovation management maturity all the time. How mature is their practice of collaborative innovation? What signs point to maturity? What outcomes speak to maturity? How might they perfect their practice? I craft a simple visual to help us have the maturity conversation. Figure 1 shows the basic approach. Figure 1: talking about innovation maturity   Program and Practice Maturity We resolve maturity across two vectors: program maturity and process maturity. Program maturity is a function of advocacy and buy-in borne out of confidence in results achieved. How many people are effectively engaged in the practice? How many have seen results? Practice maturity is a function of operational excellence, sustained over time. How well is the practice understood? How well is the...

Read More