Remove 2010 Remove Agile Remove Competition Remove Leadership
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The Detriments of a Command-and-Control Culture and the Power of Design Thinking

Tullio Siragusa

The Detriments of a Command-and-Control Culture and the Power of Design Thinking In the competitive landscape of modern business, the approach we take to leadership can make or break an organization. Hinders Responsiveness to Change In a rapidly changing business landscape, agility and adaptability are crucial.

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Management 3.0: Why you should get to know this Model?

mjvinnovation

Created by IT manager Jurgen Appelo in 2010, Management 3.0 It’s a management format that draws from the same source as Lean and Agile. In addition, Appelo draws attention to an element that is frequently mentioned when talking about project management, whether in Agile or PMBOK: communication. to work so well in agile.

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Covering Innovation My Way

Paul Hobcraft

Agility Innovation Specialists. Bringing agility, flexibility, adaptability and learning into the innovation equation. This I launched into blogs and posts in August 2010 and is nearing 500 posts which have built up an amazing library of innovation views. Its areas of focus: [link]. Paul4innovating. Guide4innovating. In summary.

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Chief Digital Officer - To have or not to have

hackerearth

Today, companies are trying to deal with huge amounts of data, lots of tech advances, and disruptive business models in a highly competitive environment, and the thought cloud has just about burst! Neither the CEO nor the COO is equipped to deal with all these elements. That’s some serious validation there.

CTO 56
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Overcome resistance and capture growth in the Financial Services Industry

Innovation 360 Group

“Companies that master the delicate balance between cutting costs to survive today and investing to grow tomorrow do well after a <downturn>” HBR 2010. Often agile development initiatives are not ‘agile’ at all. Are you agile enough to quickly respond to the market and in executing your innovation initiatives?

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Going Lean, Again

etventure

The CEO added that since 2010 his company had invested heavily in Lean Production initiatives, working with some of the best consultants from the automotive industry – where Lean Production had first been implemented, and perfected around the turn of the millennium. The company was losing its technology leadership.

LEAN 56
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Retool to win in the next decade

ImagineNation

Innovation and vitality (agility) to create differential growth against a backdrop of declining aggregate growth. A new leadership agenda for the next decade. Considering that the future competitive environment will look very different to what it is today, business need to evolve to embrace new technologies.