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Typology for Innovative Organizations

Open Innovation EU

The model describes organizational typologies based on cultures of innovation. This model is drawn upon a combination of Quinn & Cameron’s values framework (2011) and Nagji and Tuff’s innovation ambition framework (2012). Each type of organization exists in three different levels of innovation. Academic Relevance.

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There are Knowns and Unknowns in Innovation: Let’s Manage Them Differently

Paul Hobcraft

Paper presented at PMI® Global Congress 2012—North America, Vancouver, British Columbia, Canada. Newtown Square, PA: Project Management Institute. The knowns are those products, services, processes, etc. I wrote about this some time back, discussing the extended innovation funnel ( here ) and used this visual.

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Can creativity and innovation be managed?

hackerearth

The result of this journey has been that their Managed Innovation framework has been successful in generating 134,232 ideas from 55,383 empowered employees and implementing 19,172 innovations for over 400 clients. In 2012, their innovations generated a value of $548 million through savings. Why manage innovation?

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11 Paradoxes of Entrepreneurial Thinking: why entrepreneurship can hardly be taught

Open Innovation EU

And for that reason it has become an integral criteria in many prescriptive regulations for (higher) education and in increasing numbers also explicitly and implicitly part of curricula (Saavedra & Opfer, 2012). Product innovation processes in small firms: Combining entrepreneurial effectuation and managerial causation.

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How Failure does or does not impact Innovation

ITONICS

After every failure, it’s necessary to dive deep into their reasons and figure out how to avoid the misstep next time. Below we present approaches to how failure can be used as a lever for innovation. Moreover, there is a global movement called Fuckup Nights that began in Mexico in 2012.

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What is design thinking and how can it help you innovate?

hackerearth

These traditional methods are not considered reliable or useful in the early innovation process because people are not necessarily good at recognizing and giving voice to their latent needs. Once you have complete knowledge about your customer, use the information to discover where their problems exist.