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Why We’re Digging Deep at Lean Startup Conference 2018

Moves the Needle

Lean Startup Week - this year known as Lean Startup Conference - has traditionally been a staple in the innovation industry for bringing both startups and enterprise companies alike into the same sphere in order to discuss advancements in strategy, tactics, ideas, and social impact. Warm-Up Week: November 5th, 6th and 7th.

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One Size Doesn’t Fit All Innovation

Integrative Innovation

Yesterday, I was quite delighted to see my post Integrating Lean Startup and Design Thinking ranked #11 of the Top 100 Innovation Posts 2014 at Innovation Excellence. However, we tend to build strong “advocate” communities, being inclined to praise “their tool” as the most powerful one.

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Are Legacy Approaches to Talent Inhibiting Your Innovation Efforts?

Swarmvision

But, we argue, selecting talent for innovation requires a whole new approach. Innovation Talent Varies Widely in the Workforce For example, we studied a group of 250 employees in a leading industrial company. Defining Innovation Skills What do we mean by innovation skills? How can we be so sure? Guess what?

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Key Issues in Innovation Management – Revisited – Part 2

Tim Kastelle

In addition to these still highly topical issues, we’d like to raise another four points which we personally foresee key for innovation management in the time to come – making no claim to completeness: Organizational Ambidexterity. Who wants to be an exploiter? Note: Explorers outperform exploiters in the long run!

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Key Innovation Issues for 2016 and Beyond

Integrative Innovation

In the course of this first month of 2016, I was asked a couple of times what my prospects are for the year ahead when it comes to key innovtion issues. Hence, I gave it some thought, starting by revisting an earlier reflection: Beginning of 2013, Tim Kastelle and I identified four key issues in innovation management for the time to come.

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Balancing Innovation via Organizational Ambidexterity – Part 3

Integrative Innovation

In this final part, we illustrate that successful ambidexterity requires a well-managed hand-over from the explorative to the exploitative set-up. Furthermore, we also provide some insights and guidance on how this hand-over can be achieved. But we will use a model which reaches farther than most funnel models do.