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Balancing Function, Design, Process and Structure for Creative Tension

Paul Hobcraft

I would start by saying innovation should always be in “creative tension”, and as we operate and manage innovation, this tension should also apply within any design. The ability to manage innovation design, function, structure and process. Innovation needs to have a system that is constantly adaptive and flexible.

Design 130
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Innovation cannot expand without the 4th Industrial Revolution

Paul Hobcraft

To do this, technology adoption and diffusion across the ecosystem needs to improve dramatically. There is a strategic resistance, there is a lack of organizational agility and still not the level of commitment this is required, driven from the top. We are facing greater disruption and an increasing innovation pace.

Industry 213
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What is innovation, and how can it benefit your company?

mjvinnovation

For many companies, innovation means taking products and services and changing them in detail: color, shape, features, size, etc. However, this form of incremental innovation alone does not work anymore in many markets. Besides, due to digital transformation, companies also need to develop more digital business models.

Company 40
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The Case for Dual Innovation

Tim Kastelle

Breakthrough innovators are willing to make decisions and choices as much on the basis of intuition and insight as on data and forecasts – they bet on people rather than manage a process. Similarly, about 70 percent of disruptive innovators also lean toward a more centralized approach. Accenture: 2015 US Innovation Survey.

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The Case for Dual Innovation

Integrative Innovation

Breakthrough innovators are willing to make decisions and choices as much on the basis of intuition and insight as on data and forecasts – they bet on people rather than manage a process. Similarly, about 70 percent of disruptive innovators also lean toward a more centralized approach. Accenture: 2015 US Innovation Survey.

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Co-creating volume 3

Innovation 360 Group

In contrast, strategies based on Technology Drivers investigate problems, many of them unarticulated, and explore how the latest developments are reshaping various sectors. Adopt and adapt new technologies. Scale innovations faster. Obtain new consumer/user insights. Collaborate externally (external networks, partnerships, JVs).

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Co-creating volume 3

Innovation 360

In contrast, strategies based on Technology Drivers investigate problems, many of them unarticulated, and explore how the latest developments are reshaping various sectors. Adopt and adapt new technologies. Scale innovations faster. Obtain new consumer/user insights. Collaborate externally (external networks, partnerships, JVs).