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Big Companies Should Not Try to Act Like Startups

Innovation Excellence

GUEST POST from Greg Satell In 2009, Jeffrey Immelt set out on a journey to transform his company, General Electric, into a 124 year old startup. Although it was one of the largest private organizations in the world, with 300,000 employees, he sought to become agile and nimble enough to compete with high-flying Silicon Valley […]

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The UX Professionals’ Guide to Working with Agile Scrum Teams

Boxes and Arrows

The adoption of Agile software development approaches are on the rise across our industry, which means UX professionals are more likely than ever to support Agile projects. I first encountered Agile Development in 2005, when a team I supported was chosen to help pilot Scrum development methodology at Yahoo!

Agile 111
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We require a more dynamic view of Innovation understanding.

Paul Hobcraft

Paul Hobcraft and Agility Innovation Specialists, all rights reserved, a journey that continues to pursue the innovation dynamics studies and suggested frameworks 2009 – 2023. I keep working on this; I need some partners to collaborate and invest in building this out further.

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Innovative Businesses Prioritize Creativity

Daniel Burrus

Instead of only reacting, Citibank established a research center, which was a very early iteration of what would eventually become its first Innovation Lab in Dublin in 2009. Let’s go back to our example of Citibank, for instance.

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InnovationOps: the Next Evolution of Innovation Management

Innov8rs

This synchronized system is called InnovationOps, which marks the next phase of evolution of innovation management in large organizations- like DevOps that was coined in 2009, to operationalize software development. This also helps to cultivate a culture of continuous learning, and the agility that comes with it.

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Qmarkets & Amer Sports – An Innovative Partnership that Created Unprecedented Employee Engagement

Qmarkets

Amer’s R&D team grew from 487 people at the close of 2009 to 802 people at the close of 2016 – amounting to 9% of all employees and 9.5% of all operating expenses, making R&D an irreplaceable core competency for the company. What were the Innovation Challenges Facing Amer Sports?

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Leading the Tired Team

CMOE

Institutionalize Agility. If we are to continue to meet the demands of a turbulent market now and in the future, having the agility to respond to changes and challenges, keep pace with the shifting needs of clients and other stakeholders, and change direction on a dime must now become part of a team’s core culture. About the Authors.

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