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The co-founder of ?What If!, the innovation consultancy, shares his ten rules for successful innovation. The author highlights the importance of collaboration; connecting with customers; breaking out of routine; and making the workplace an environment where serendipitous ideas can collide.

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Marty Homlish, CMO of Hewlett Packard, the computer electronics company, discusses the company's new global marketing campaign, "Make It Matter". Responding to consumer demand for ubiquitous accessibility, the company sees mobile devices as an opportunity for brand growth and brand relevance. Equally, a focus on a "culture of innovation" is transforming Hewlett Packard's corporate culture. Homlish offers his top tips on successful marketing which include building good team communications, embracing change and the importance of brand authenticity.

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Walmart, and its Sam's Club wholesale arm, are two of America's largest retailers. Tapping consumer insights in an enterprise of that scale presents a significant challenge, which the two organisations have sought to achieve through ensuring buy-in at senior level, creating insights that empower their target audience, and emphasising practicality to ensure the findings of research can be applied and make a measurable difference.

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In this article, Lori Kneisler, General Motors' market research manager, reveals how the automaker is embedding the voice of the customer throughout its organisation. One essential aspect of this idea is ensuring that researchers are fully aware of the context in which vehicle design decisions are made, while another is making sure that engineers are fully versed in the insights gleaned from GM's diverse research efforts, thus facilitating a truly integrated approach.

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In this article, Denise Morrison, CEO of Campbell's Soup, discusses how the company built a new culture of innovation. This required "thinking outside the can", most specifically in the form of attempting to more closely understand the wants and needs of consumers. This was especially the case among millennials, an audience with vastly different tastes and needs than regular Campbell's customers. In response, the organisation made innovation much more of a process and less of a hobby, and also openly embraced the freedom to fail.

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This article describes how the co-operative business model is flourishing and what can be learned from the model's success. While the business tactics of the co-operative - customer loyalty, workforce engagement, membership and ethics - have all been taken up to differing degrees by business at large, co-operatives are unique in that parts of the business will run in remote areas in ways that only cover costs because its members want something different from a return on their capital. Although co-operatives suffer from low awareness, their ethical stance is an asset during a time of low consumer trust in business. A review of economic performance of the sector has shown that it has outperformed the UK economy, while co-operative company growth in the BRIC countries is even higher. Examples include John Lewis, Co-operative Bank, the Green Pea Company and Co-operative Energy.

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This article describes the common features of family firms and offers advice to marketers working in them. Family businesses present different marketing challenges compared with conventional corporations. Mores and practices that are specific to dynastic businesses can be observed in six areas: talent management, succession planning, decision-making, corporate culture, giving back to society and the long-term view. Understanding the corporate culture of a family business can lead to powerful approaches to naming and branding, new product development, PR and communication. Well-known examples of dynastic businesses cited by the paper include Rolex, Zara, Peugeot and Santander.

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Prostate Cancer UK's chief marketing officer Seamus O'Farrell describes how discourse analysis played a central role in modernising the charity's culture. Working with Linguistic Landscapes, it identified areas where the internal language of the organisation was preventing it from evolving. The project found that a much more candid, less euphemistic approach to talking about prostate cancer was needed in order for communications to improve.

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This presentation discusses the challenge companies face when looking to create sustainable growth. A dedicated focus on the customer and continual product improvement (such as that employed by Apple) are cited as the best ways to foster growth, but companies must also have an open organisational culture.

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In this article, leading marketers from Diageo, Anheuser-Busch InBev and Johnson & Johnson discuss the importance of putting "purpose" at the heart of brand building. Following on from the findings of a survey conducted by the World Federation of Advertisers and Edelman showing that a significant gap exists between corporate and consumer perspectives of what this means in practice, the executives argue that insights must form the heart of such marketing programmes. Effectively measuring and communicating the results is also identified as a primary objective for brand owners.