2010 Culture Design Thinking Disruption 
Innovation 360 Group
APRIL 3, 2017
Platform and design thinking, prototyping, ideation, project selection, and speed are imperative capabilities. H3 is the explorative style: needs are investigated on a deeper level and new technology is used to disrupt. 1] Based on Jaruzelski and Dehoff (2010). [2] 2] Based on Loewe, Williamson, and Chapman Wood (2001).
Innovation 360
APRIL 4, 2017
Platform and design thinking, prototyping, ideation, project selection, and speed are imperative capabilities. H3 is the explorative style: needs are investigated on a deeper level and new technology is used to disrupt. 1] Based on Jaruzelski and Dehoff (2010). [2] 2] Based on Loewe, Williamson, and Chapman Wood (2001).
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Innovation 360 Group
MAY 29, 2016
All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. Besides killing zombie projects in H1 that otherwise would not die, it is about using and developing the leadership, culture, capabilities, and competences most efficiently.
Innovation 360
MAY 29, 2016
All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. Besides killing zombie projects in H1 that otherwise would not die, it is about using and developing the leadership, culture, capabilities, and competences most efficiently.
Open Innovation EU
MAY 17, 2017
Whereas Schumpeter describes an entrepreneur as disequilibrative – destroying the pre-existing stage of the equilibrium ((Kirzner, 1999) – Kirzner chooses to describe the role of the entrepreneur as more equilibrative – entrepreneurs systematically displace disruptive conditions in order to create stabilized market conditions (Kirzner, 1999).
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