Innovation can take many forms. An organization develops a new product or service. A new business model offers customers a new brand experience. A new strategic partnership is formed, resulting in new customer segments and new distribution or communication channels.

More than ever before, organizations view innovation as a strategic priority, giving them a competitive advantage over others, at a time in which most employees are asked to do much more with much less. Who has time to innovate? It’s tough enough to slog through daily operations without having to think up new ways of doing business, too.

Making innovation a strategic priority often requires that stakeholders make a shift in their thinking to make innovation a consistent, repeatable part of their daily business routine.

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Advertising and marketing communities have clamored for our auditory attention on the radio; they have directed our visual attention to store shelves, billboards and television. In the United States, an average child is exposed to more than 30,000 television commercials a year; the average adult to approximately 86,500. In recent years, advertisers and marketing communities have used sensory branding to bombard our other senses of smell, taste and touch, luring us into trying over 1,000 new brands each year.

Researchers understand that the human brain rarely processes sensory input in isolation. Advertisers and marketers understand that consumers are most receptive to a product when that product appeals to and engages consumers’ multiple senses.

There is a clash of the titans going on in the Web-based applications arena. In the blue corner, from Redmond, Washington, the veteran multi-national computer software behemoth Microsoft. In the red corner, from Menlo Park, California, the Sultan of Search Engines, Google. The two have been trading punches for the past few years and the fight is just getting started.

The Microsoft versus Google battle features two companies approaching the Web-based applications market from completely different directions. Bill Gates and Microsoft built its empire on desktop applications running on local PCs, while Google conquered the online search and advertising markets. As Microsoft tries to grab a slice of Google’s search business, Google has been counter-punching by going behind the firewall of Microsoft. What lies ahead is a day where the Internet and browsers, instead of a computer’s operating system, may be the foundation for application development.

Watching Microsoft and Google slug it out for world domination of the computer industry has significant implications, pushing technology to the limit in a race for supremacy. Over the past few years Web-based applications, or Webapps, have been establishing themselves as the preferred platform for business information systems and other critical applications. They are part of the Web 2.0 generation, where websites allow users to do more than just retrieve information. They house the ability to access interactive facilities, allowing users to run software applications entirely through a browser.