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The purpose of this paper is to understand the strategic intent and consequent organisation of innovation summits. Innovation summits have recently appeared in practice as a new approach by which firms strategically market and further their open innovation agendas both internally and externally.

To advance the knowledge of this novel phenomenon, which has not yet been described in theory, a qualitative research design is appropriate. Consequently, this research conducts comparative case studies of four leading companies.

The paper contributes knowledge on how innovation summits can be designed and used as a strategic marketing approach to mobilise and match key people for open innovation. The authors find that the strategic scope and cognitive distance of invited firms are critical dimensions in characterising distinct types of innovation summits and propose a classification scheme for understanding different types of summits.

For practitioners, the authors present two central questions to consider before staging a summit: what is the strategic scope and who should be involved? This classification scheme offers managers an understanding of the implications of these choices.

While much research takes a macro-perspective on open innovation, much less is known about the micro-level of bringing parties together. In practise, the concept of innovation summits has gained a significant interest; however, the concept is still relatively unknown in the literature. This paper is one of the first to advance knowledge of this novel phenomenon.

Over the last decade, customer experience management has gradually emerged as the most important activity for organisations. Organisations have turned towards leveraging the ubiquitous and easy-to-use technology in enhancing and enabling experience for the time-crunched customers of today who are looking for greater convenience and choices. It is therefore not surprising that disruptive technologies such as smartphones, virtual and augmented reality, cloud computing, big data analytics, Internet of things, artificial intelligence and robotics have also found their way into the design of customer experience. This chapter aims to present an overview of the technologies that have transformed the customer experience landscape. This chapter contributes by showcasing two illustrative cases from very diverse domains, a private sector bank and a public sector transportation organisation, to elucidate how India, a rapidly developing economy, is embracing technology to enhance the customer experience.

The emergence of strengths-based management may be the management innovation of our time. Nearly every organization has been introduced to its precepts – for example, the insight that a person or organization will excel only by amplifying strengths, never by simply fixing weaknesses. But in spite of impressive returns, organizations and managers have almost all stopped short of the breakthroughs that are possible. With micro tools largely in place, the future of strengths management is moving increasingly to the macro-management level, as witnessed in the rapid and far-reaching use of large group methods such as the Appreciative Inquiry Summit and its next generation design-thinking summit. Macro means whole and, by definition, unites many improbable opposites – for example, it embraces top down and bottom up simultaneously. It is a prime time source of organizational generativity. But the rules of macro-management are different than any other kind, most certainly micro-management. A decade of research and successful prototyping with single organizations, regions and cities, extended enterprises, industries, and UN-level world summits reveals five “X” factors – a specific set of mutually reinforcing elements of success and organizational generativity – and provides a clear set of guidelines for when and how you can deploy the “whole system in the room” design summit to bring out the best in system collaboration. By analyzing the performance and impacts of six case studies of the “whole system in the room” Appreciative Inquiry design summit, this chapter provides a bird’s eye view of the opportunities, challenges, and exciting new vistas opening up in this the collaborative age – a time when systemic action and macro-management skill are the primary leverage points for game-changing innovation, scalable solutions, and generative organizing. The chapter concludes with a call for more research into the stages of large group dynamics and advances a metaphor from the leadership literature – the spark, the flame, and the torch – to give imagery to the “positive contagion” and “the concentration effect of strengths” that happens during an Appreciative Inquiry Summit where 100s and sometimes 1000s come together interactively and collaboratively to design the future.

The purpose of this paper is to critically review the literature on design thinking training to elucidate guidelines for best practices of design thinking training interventions.

The literature was reviewed, which outlined several themes that informed a series of recommendations for organizations considering developing design thinking training.

Process-based training, delivery activities and content, skills-based approach, delivery format, support for training and training evaluation were identified as key themes in the literature. These themes highlighted practical recommendations for developing design thinking training interventions. Findings also demonstrate current limitations in the literature.

Research on design thinking training is limited; therefore, recommendations for training should be applied carefully. The limited research points to a fruitful area for future research and development of design thinking training.

This paper suggests that researchers and practitioners should develop face-to-face or hybrid design thinking training interventions that follow the design thinking process and focus on the development of relevant skills, using interactive, user-focused and design visualization activities. Results suggest that adequate support for training should be provided, and outcomes of training should be empirically evaluated.

To the best of the authors’ knowledge, this paper is the first to review the design thinking training literature and provide general recommendations for both design thinking training development and design thinking research.

This research aimed to create inventive principles in managing quality and innovation systems that can be used as a guide for the development of effective innovation projects in hospitals.

Total quality and innovation management in healthcare (TQIM-H) framework and theory of inventive problem-solving (TRIZ) were integrated with results from in-depth interviews with 30 healthcare experts, resulting in TQIM-H inventive principle. The developed inventive principle was validated using 50 effective innovation projects from one of the largest healthcare conglomerates in Southeast Asia.

The TQIM-H inventive principle consisted of 7 dimensions and 72 procedures for creating innovation in hospitals under the medical quality framework. The principle effectively helps innovators develop innovative solutions that still strictly comply with medical guidelines.

Innovation is recognized as a critical factor that helps organizations adapt to global changes and increases the potential for competition, especially in hospitals. However, creating innovation in hospitals has a lower success rate than in other industries because, in general, ineffective innovation development strategies are used and the created innovation is not aligned with regulations and restrictions regarding healthcare quality in the healthcare system.

The following paper is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry PhD-turned successful innovator and entrepreneur regarding the commercialization and challenges of bringing his technological inventions to market. This paper aims to discuss these issues.

Considered one of the top biomechatronics researchers in the world, Dr Hugh Herr heads the MIT Biomechatronics Research Group and Center for Extreme Bionics. His research programs seek to advance technologies that promise to accelerate the merging of body and machine, including device architectures that resemble the body’s musculoskeletal design, actuator technologies that behave like muscle and control methodologies that exploit principles of biological movement. Herr’s methods encompass a diverse set of scientific and technological disciplines that are advancing an emerging field of engineering science that applies principles of biomechanics and neural control to guide the designs of human rehabilitation and augmentative devices.

As a teenager, Herr was a highly competitive mountain climber until he had to have both legs amputated below the knees after suffering severe frostbite during a 1982 mountain expedition at the age of 17. As a result of this experience, he directed his efforts and talent to try to improve the mobility of people with disabilities. He graduated in physics in 1990 from the Millersville University (Pennsylvania). He subsequently earned a Master’s degree in Mechanical Engineering at the Massachusetts Institute of Technology (MIT) in 1993 and a PhD in Biophysics at Harvard University in 1998. He then was a postdoctoral fellow in medical devices at MIT. He was Assistant Professor at the Harvard-MIT Division of Health Sciences and Technology, Harvard Medical School. Since 2000, he has been heading the MIT Biomechatronics Group within the Media Lab and has been Co-directing the Lab’s Center for Extreme Bionics since 2014. To bring his inventions to market, Herr founded a spin-off company out of MIT under the name iWalk in 2007, which was relaunched as BionX Medical Technologies Inc. in 2015, and acquired by Ottobock in 2017.

Herr is a world leader and inventor in the field of bionics and biomechanics whose research accomplishments have already made a significant impact on physically challenged people. Herr has produced several groundbreaking products, starting with a computer-controlled artificial knee in 2003, called the Rheo Knee^™ System and commercialized by Össur Inc. He also designed his own bionic lower legs, the world’s first powered ankle-foot prosthesis to emulate the action of a biological leg and, for the first time, provides amputees with a natural gait. The Empower ankle system is now marketed by Ottobock. He is presently working on NeuroEmbodied Design methodology to restore proprioception to amputees. Herr has received major accolades including the Popular Mechanics Breakthrough Leadership Award (2005), the Heinz Award for Technology, the Economy and Employment (2007) and R&D Magazine’s 14th Innovator of the Year Award (2014) and a No Barriers Lifetime Achievement Award at the 2013 No Barriers Summit. His innovations were listed twice among TIME magazine’s Top Ten Inventions (2004; 2007) and which called him “Leader of the Bionic Age” in 2011. His life story has been told in the book Second Ascent: The Story of Hugh Herr (1991) and in the film Ascent: The Story of Hugh Herr, made in 2002 by National Geographic. He is the author and co-author of more than 150 peer-reviewed papers and patents.