Remove Design Remove Project Remove Radical Innovation Remove Technical Review
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Creative Construction – Book review

The Inovo Group

Every now and then a book on innovation is published that deserves to be put on the innovator’s bookshelf along with other seminal writings about innovation. Disruptive Innovation – Requires a new business model but not a technological breakthrough. The design space is large – but not infinite.

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What do we expect from Innovation? Mostly disappointment

Paul Hobcraft

Those not involved directly within the innovation project constantly remain skeptical or require more proof. Technology trends lay in the seventh position in this “biggest strategic challenges.” Idea Generation, Development/Design, Commercialization/ Launch, Optimization/ Management and Product Retirement.

Report 212
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Striking Gold: The $40m Idea Unearthed Through Crowdsourcing

Qmarkets

We recently caught up with Juan Fernando Correa, the Projects Analyst at Hochschild who is responsible for leading the company’s crowdsourcing initiatives. I am a Projects Analyst at Hochschild, but I trained as a mechanical engineer. What drives innovation investment? J: Of course. J: Our sector has some high-risk aspects.

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A Structured Cultural Approach Managing Uncertainty

Innovation 360 Group

New technologies can be deployed with a swipe of a finger, appearing across billions of devices all over the world, changing market dynamics in a heartbeat, while competition from emerging markets isn’t just producing cheaper goods and copycat products, but radically redefining the terms of production and distribution.

Culture 83
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Co-creating volume 3

Innovation 360 Group

These systems can deploy massive resources with precision, yet have the flexibility to keep innovations alive in hostile market environments defined by UPACS (Uncertainty, Paradoxes, Ambiguity, Complexity, and Speed). We will outline which structures which will be required by your unique innovation footprint. Success by Design.

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Co-creating volume 3

Innovation 360

These systems can deploy massive resources with precision, yet have the flexibility to keep innovations alive in hostile market environments defined by UPACS (Uncertainty, Paradoxes, Ambiguity, Complexity, and Speed). We will outline which structures which will be required by your unique innovation footprint. Success by Design.

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Balancing Innovation via Organizational Ambidexterity – Part 3

Integrative Innovation

O’Reilly and Michael Tushman review and condense the research done so far on the subject. One of the key findings of this paper is that “in uncertain [business] environments, organizational ambidexterity appears to be positively correlated with increased innovation, better financial performance and higher survival rates.”.