SHINING LIGHT ON INNOVATION

In Kenya, we are not short of ideas, our challenge is the social conventions among the local community that bound the solution among innovative youth.
The path from idea from idea to invention is investment in science ,engineering, technology and design. For many businesses it's a new and daunting route, but when it comes to sustainable growth there is no back road.

As Kenya struggles up the ladder to achieve a developing economy , its efforts are backlashed by its own citizens. In an equal measure foreign aid has helped her citizens and equally instilled dependency among its citizens, it then comes to her citizens that the help does more harm to them.

Through the help of  organizations  namely Global Minimum,Rockefeller Foundation among them have made it possible  for the youth to put their innovative solutions to solve problems engineering them to working solutions. Most important initiating of campaigns through Innovation competitions.

INNOVATION LESSONS FROM DISRUPTORS
Richard Branson -Frustration fueLs disruption
: “Over the years we’ve started many Virgin businesses out of frustration at the way things were done in established sectors. Whether it was airlines, mobile telephones or financial services, we’ve stood out by focusing on ways to improve people’s lives through better service, innovation and value. There is little point in entering a new market unless it provides the opportunity to really shake up an industry. If our entry has the potential to make waves, we’re going to look at it very closely. But we always protect the downside and make sure that we have a way out if things go wrong. If a new business has the potential to damage your brand in any way, you should not invest in it.”




Steve  Jobs- Focus: When Jobs returned to Apple in 1997, it was producing a random array of computers and peripherals, including a dozen different versions of the Macintosh. After a few weeks of product review sessions, he’d finally had enough. “Stop!” he shouted. “This is crazy.” He grabbed a Magic Marker, padded in his bare feet to a whiteboard, and drew a two-by-two grid. “Here’s what we need,” he declared. Atop the two columns, he wrote “Consumer” and “Pro”. He labelled the two rows “Desktop” and “Portable”. Their job, he told his team members, was to focus on four great products, one for each quadrant. All other products should be cancelled. There was a stunned silence. But by getting Apple to focus on making just four computers, he saved the company. “Deciding what not to do is as important as deciding what to do,” he told me. “That’s true for companies, and it’s true for products.”