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We are falling badly behind on our invention in technology for the Energy Transition

Paul Hobcraft

I provide different perspectives and thinking, firstly on my innovating4energy.website for my offerings of service and a dedicated posting site for energy, innovating4energy.com that provides a decent mix of thought leadership, news and awareness, for the Energy Transition.

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We are falling badly behind on our invention in technology for the Energy Transition

Paul Hobcraft

I provide different perspectives and thinking, firstly on my innovating4energy.website for my offerings of service and a dedicated posting site for energy, innovating4energy.com that provides a decent mix of thought leadership, news and awareness, for the Energy Transition.

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Choosing the right strategy handling uncertainty

Innovation 360 Group

Imagine you ask your management team or your employees to figure out, design and launch something that will replace your current business, and give them a deadline and a budget. It’s incremental and involves so-called spiral staircase leadership (Table A). 1] Based on Jaruzelski and Dehoff (2010). [2] value propositions).

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Choosing the right strategy handling uncertainty

Innovation 360

Imagine you ask your management team or your employees to figure out, design and launch something that will replace your current business, and give them a deadline and a budget. It’s incremental and involves so-called spiral staircase leadership (Table A). 1] Based on Jaruzelski and Dehoff (2010). [2] value propositions).

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Organizing for Simultaneous Innovation Capability – key findings from +1,000 companies, republished from Drucker Forum 2016

Innovation 360 Group

All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. At the same time, large H1 projects are prioritized to the extent that they are causing internal traffic jams among projects sharing resources. value proposition).

Company 40
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Organizing for Simultaneous Innovation Capability – key findings from +1,000 companies, republished from Drucker Forum 2016

Innovation 360

All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. At the same time, large H1 projects are prioritized to the extent that they are causing internal traffic jams among projects sharing resources. value proposition).

Company 40
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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 refers to the third generation of project management models, considered more suited to current business requirements in the context of Digital Transformation – toting more agile, lean, and modern management values. What is Management 3.0? If the topic of Management 3.0