who-are-we 2014 Management Strategy Technical Review 
Tim Kastelle
MARCH 13, 2016
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. It doesn’t always translate to managers, however.
Open Innovation EU
SEPTEMBER 6, 2018
To my opinion, Mintzberg’s work was a refreshing change to the world of organization design that until then has been largely influenced by Taylor’s Scientific Management Approach and Henry Ford’s efficiency-based adaptation of that. Why this typology: innovation management in organizations. Steve Blank (1995).
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eZassi
APRIL 21, 2021
In 2014 Harvard Business Review (HBR) published the article, Managing Your Innovation Portfolio. Pipeline Management. For the short and long-term potential of an innovation portfolio, we’ll use the Three Horizons of Growth , created by McKinsey & Company. These include: Talent. Integration. In 2017, Inc.
The BMI Lab Blog
NOVEMBER 23, 2022
In our recently published book chapter Besonderheiten datenbasierter Geschäftsmodellentwicklung in the book Datenwirtschaft und Datentechnologie - wie aus Daten Wert entsteht (Springer, 2022) , we go into more detail on this topic. To start, we need to detail what a data-driven business model actually is. Gassmann and Prof.
Christensen Institute
APRIL 7, 2022
Welcome to our first “Innovation in action” piece, where we ask leaders in the postsecondary and K–12 space to discuss what innovation looks like within their community, institution, or school; why they believe it has the potential to help students; and tips for successful implementation or scale. Stay tuned!
Qmarkets
FEBRUARY 1, 2018
As part of the new corporate strategy, Leumi realized that it would need an innovation management software engine to support the initiative. We sat down with Bank Leumi's Head of Internal Innovation, Ran Gavriel Zivan, to hear what led up to this process and what it entails for the Bank and the financial sector as a whole.
Paul Hobcraft
OCTOBER 8, 2015
“ We hear this consistently, our continual problem is trying to make sense of it. So much is coming towards us and to assimilate it and turn it into value, usable value ,so we can adapt and respond to it in new ways of opportunity and adding value is increasingly hard. Deloitte have set up different thinking tanks.
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