2009 Disruption Ideation Project 
Innov8rs
MARCH 6, 2023
Innovators are forced to give up on initiatives, projects, and resources. In this context, innovators wonder how to get ideas across, how to continue projects, what back-up solutions to find and how to keep innovation afloat. The long-horizon projects are the first to go and this leads to an unbalanced innovation portfolio.
Innovation 360 Group
APRIL 3, 2017
Both situations are more common than we’d like to admit, simply because we try to apply what we know (how to run projects and operations with performance models, ROI and budgets) to something we don’t know. Platform and design thinking, prototyping, ideation, project selection, and speed are imperative capabilities.
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Innovation 360
APRIL 4, 2017
Both situations are more common than we’d like to admit, simply because we try to apply what we know (how to run projects and operations with performance models, ROI and budgets) to something we don’t know. Platform and design thinking, prototyping, ideation, project selection, and speed are imperative capabilities.
Innovation 360 Group
MAY 29, 2016
According to Steve Coley (2009) the innovation work can be divided into three parallel Horizons , each one representing an S-Curve. At the same time, large H1 projects are prioritized to the extent that they are causing internal traffic jams among projects sharing resources. processes) and externally (e.g. value proposition).
Innovation 360
MAY 29, 2016
According to Steve Coley (2009) the innovation work can be divided into three parallel Horizons , each one representing an S-Curve. At the same time, large H1 projects are prioritized to the extent that they are causing internal traffic jams among projects sharing resources. processes) and externally (e.g. value proposition).
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