Remove 2015 Remove Disruption Remove Innovation Management Remove LEAN
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Sorting through our Innovation Management Tools

Paul Hobcraft

Tracking the trends on Management Tools. One of the consulting companies, Bain & Co has conducted the Bain’s Management Tools & Trends survey since 1993. The latest one for 2015 is here. To be included they have to be relevant to senior management, topical and measurable. Disruptive Innovation Labs.

Tools 100
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The Case for Dual Innovation

Tim Kastelle

Let’s sum up some relevant findings of these studies, making the case for dual innovation management: BCG: Most Innovative Companies 2014 . This trend is even more pronounced among strong innovators, with those pursuing a centralized approach rising from 68 percent in 2013 to 71 percent in 2014. Source: Accenture.

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The Case for Dual Innovation

Integrative Innovation

Let’s sum up some relevant findings of these studies, making the case for dual innovation management: BCG: Most Innovative Companies 2014 . This trend is even more pronounced among strong innovators, with those pursuing a centralized approach rising from 68 percent in 2013 to 71 percent in 2014. Source: Accenture.

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Four Innovation Paradoxes driving disruption

Innovation 360 Group

There are a number of well-documented key drivers for innovation and global disruption, as discussed in this blog. There are innovations in business models, in value propositions for underlying services and products, in sales and marketing, as well as in internal structures such as processes and organisations.

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Successfully shaping Digital Transformation

ITONICS

Based on your (sub-) strategies you can develop business model options which have to be checked for their market viability in a lean and agile manner. The most promising options are then prioritized based on adequate criteria and translated into a roadmap which can be used to plan and manage the project implementation. Hinssen, P.:

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

Open Innovation EU

Whereas Schumpeter describes an entrepreneur as disequilibrative – destroying the pre-existing stage of the equilibrium ((Kirzner, 1999) – Kirzner chooses to describe the role of the entrepreneur as more equilibrative – entrepreneurs systematically displace disruptive conditions in order to create stabilized market conditions (Kirzner, 1999).