Paul Hobcraft
MAY 9, 2023
The tool and techniques that stand out for me, in their contribution, value and my use have been, in no specific order, cover the jobs-to-be-done , ten types of innovation, crossing the chasm , blue ocean, business model canvas and value proposition canvas, building core competencies , lean start-up, agile and design sprints.
Paul Hobcraft
SEPTEMBER 15, 2017
I have argued in the past that innovation management needs to radically adjust and needs to be designed differently, it needs to be highly adaptive. I’d like to offer some views, partly looking out to the future, partly considering what is potentially within our grasp, if we step back and rethink innovation design.
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Paul Hobcraft
MAY 26, 2017
Yet we still get caught out by no t resolving or addressing the essential building blocks of innovation (culture, environment, climate, governance, alignment. We have never ‘cracked’ the full innovation management system. Creating a fluid, adaptive, agile innovation system unique each time.
Paul Hobcraft
AUGUST 26, 2015
There is a growing, perhaps even an overwhelming business case, for transforming the innovation management structure. The new combination is the new connections through people and things (IoT) that we can achieve a new innovation potential. Mashing up for explosive change.
Paul Hobcraft
MAY 6, 2018
We also know today that innovation management itself must become “fluid” in design, in adaptation so the right approach is to be constantly ‘adaptive’ and put together what is needed to tackle the challenge that needs resolution. Where is innovation within this? We need to design our systems to be highly agile.
Integrative Innovation
JANUARY 27, 2016
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. Recently, experimentation in innovation management is particularly facilitated by intinsified use of (rapid) prototyping.
hackerearth
DECEMBER 8, 2017
According to McKinsey’s , across all dimensions, the most significant differences between top growers and their peers were in data and analytics, developing products and services, and company processes, such as agile work environments, cross-functional collaboration, and colocated teams . Empowers management to make better decisions.
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