2016 Innovation Management Learning Radical Innovation 
Paul Hobcraft
APRIL 1, 2016
It seems within our boardrooms they are ill-equipped to managing in today’s world, grappling with the past, holding on, perhaps too tightly, to the present and certainly being unsure of the future. Corporations are under increasing attack and are really struggling to become more radical in how they can defend, secure and achieve growth.
Innovation 360
MAY 29, 2016
So let´s dig into some key findings and see what we can learn. . All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. Source: Penker (2016) and the Eighth Global Peter Drucker Forum. processes) and externally (e.g.
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Innovation 360 Group
MAY 29, 2016
So let´s dig into some key findings and see what we can learn. . All companies have a conscious or unconscious strategy, leadership, culture, capabilities, and competencies they use to improve and innovate business internally (e.g. Source: Penker (2016) and the Eighth Global Peter Drucker Forum. processes) and externally (e.g.
Tim Kastelle
APRIL 30, 2016
As recently outlined, I consider organizational ambidexterity to be a key innovation issue for organizations in 2016 and beyond. Let’s sum up some relevant findings of these studies, making the case for dual innovation management: BCG: Most Innovative Companies 2014 . Source: Accenture. Source: Deloitte.
Integrative Innovation
JANUARY 27, 2016
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.
Innovation 360 Group
APRIL 1, 2016
Figure 1 shows Innovation360´s framework of innovation and how the different concepts are interlinked. Beside what’s shown in Figure 1, competences are crucial, but the capacity to learn is what really counts (and is also a subset or the 67 capabilities in Figure 1). The Innovation360 Group´s framework for innovation management.
Innovation 360
APRIL 1, 2016
Figure 1 shows Innovation360´s framework of innovation and how the different concepts are interlinked. Beside what’s shown in Figure 1, competences are crucial, but the capacity to learn is what really counts (and is also a subset or the 67 capabilities in Figure 1). The Innovation360 Group´s framework for innovation management.
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