By Steven A. Zoller, project leader for two alliance projects at Procter & Gamble. This throwback article was first published in Research-Technology Management (RTM) in the March-April issue, 1999.
Strategic alliances have become commonplace in business, academia and government. Most people believe alliances are essential in today’s fast-paced, highly complex, and extremely competitive global business environment. However, are you really satisfied with the way your alliances operate and with their output?
Over the past two days, people the world over brainstormed about the future of research and innovation on a game called Innovate2038. Developed by IRI and hosted on the Institute for the Future’s (IFTF) foresight game engine, the event flew out of the gates at 12:00 pm EST and didn’t let up for the full 36 hours of gameplay. Participants could play “cards”—short, 140-character ideas—in response to two questions: “How can new research and innovation practices lead the way in 2038?” and, “What obstacles and roadblocks will hold research and innovation back?” From there, participants could respond to each idea or play their own.