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Successfully Merging Theory and Practice in your Innovation Program

Qmarkets

From 2003 to 2007, I have been in charge of the R&D project portfolio management line of business at a solution provider. This often resulted in over engineered solutions that practitioners had a hard time to use. Merging Theory and Practice. Facilitating idea submissions across all parts of the organization. Engaging the staff.

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Successfully Merging Theory and Practice in your Innovation Program

Qmarkets

From 2003 to 2007, I have been in charge of the R&D project portfolio management line of business at a solution provider. This often resulted in over engineered solutions that practitioners had a hard time to use. Merging Theory and Practice. Facilitating idea submissions across all parts of the organization. Engaging the staff.

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Digitization and digital transformation – an overview of the most important topics from the month of September

etventure

The goal is to follow the example of startups and to make the whole company more agile, adaptable and decisive. Yet it will not be easy for a company like Daimler, which has had established structures and processes for decades, to be transformed into a company that is agile and has a startup mentality.

Agile 40
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Management Innovation:  Busting Bureaucracy

Strategos

While most of the client work that Strategos does is aimed at business model innovation, in recent years we have developed a principle-based approach to Management Innovation (see Mercy Salaz’s blog, Scope Creep ) and used this approach on several internal processes and practices such as product development. Hamel, Gary.

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Part 1: Accelerating the impact of Innovation Campaigns

Values Centered Innovation

In a 2007 McKinsey Quarterly article on “Leadership and Innovation,” the authors made it quite clear that “Innovation is a core driver of growth, performance and valuation.” To transform HUMAN CAPITAL, innovative solutions are needed for: Attracting and developing new talent who are “ready and agile” – including Millennials.

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The Importance of Persistence: Building an Innovation System for the Long-term

The Inovo Group

A 2007 study by M. Most corporate business functions – new product development (NPD), quality, sales, R&D, marketing, etc. Many companies succumb and invest in showy innovation activities (see this article for some humorous examples). But the CEO’s words to the shareholders often reveal a deeper truth. Prabhu, & R.

System 53