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Learning to be Innovative – Future Building’s Crucial Role in Driving Innovation Impact

Imaginatik

These skills are often overlooked or underutilized by innovation and R&D teams. Taking a page from Scenario Planning and almost exclusively focusing on the “emblematic events”1 paths, it is a lightweight, yet structured, way for innovation and R&D teams to channel their imagination to productive ends. Ecosystem Scanning.

Learning 100
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Case Studies: Learning from Failure, or Dying from it

Qmarkets

We frequently talk about how innovation is a crucial necessity for your enterprise company, and how the right innovation can be the difference between setting the market standards and being shunted aside as a new market leader makes the rules. What can we learn from their innovation failures? Toys Were Us.

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How Failure does or does not impact Innovation

ITONICS

Let’s face the facts: failure is becoming a trendy thing due to the ever-increasing speed of innovation. More and more we hear entrepreneurs say “ It’s OK to fail ” or “ Failure is a must for success ”. In fact, failure itself doesn’t lead to innovation, it’s more about how you deal with failure that matters.

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MAKING GAMIFICATION ACCESSIBLE – BRINGING NEWNESS TO CORPORATE LEARNING

ImagineNation

I was first introduced to gamification when I met Mario Herger , in 2012, when he was a Senior Innovation Strategist at SAP Labs LLC, in Israel, as a participant in his two-day gamification workshop for Checkpoint security software. Gamification and corporate learning. Evolution of the gamification market.

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Get Real About Your Company’s Future

The Inovo Group

We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten. Effective futuring that includes the ability to gain insights into long-term futures with inevitable disruptions and discontinuities needs to be a key component of a company’s strategy and innovation efforts.

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Typology for Innovative Organizations

Open Innovation EU

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. Structures are no longer of primary focus in design organizations. Steve Blank (1995).

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Great Ideas Aren’t Enough

Innovationship

You’ve heard this proverb before, and you’ve undoubtedly had the experience of realizing its simple truth: the initial conditions of a process will have a dramatic impact on the outcome. And we were already seeing some early examples of what digital imaging might offer. What a team!

Design 40