Remove Agile Remove Change Remove Construction Remove Radical Innovation
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The New Innovation Need: Organizing within a Networks of Collaborators

Paul Hobcraft

Our existing organization needs to envisage a changing world full of disruption that calls for radical change. It ‘upends’ much, if not all, of how our business organizations have been organized around, mostly within themselves, it is needing radical change. The Status Quo is history.

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The New Innovation Need: Organizing within a Networks of Collaborators

Paul Hobcraft

Our existing organization needs to envisage a changing world full of disruption that calls for radical change. It ‘upends’ much, if not all, of how our business organizations have been organized around, mostly within themselves needing radical change. It calls for bold management to instigate such a transformation.

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Seeking fresh winds and new directions

Paul Hobcraft

When you feel the force of change running through the organization, you tend to have that same sensation, to resist the force with all your energy. Ignoring the power of choice within change is dangerous. Constructing a climate for any transformation is hard. Context is the vital ingredient often never told for innovation.

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Rethinking the measuring of innovation

Paul Hobcraft

Leaders want to hear this, the sad true is getting a ‘decent ROI’ for innovation constructed (note constructed) is really hard. If the innovation is new to the world, how can it have a clear financial return on investment until much later? We need to appreciate new innovation balance sheet thinking.

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Treating Innovation Risk Differently, Dealing with Uncertainty

Paul Hobcraft

We need to open up our thinking about risk and innovation management. We should aim for a really healthy construct that does help all involved or associated with innovation and managing risk, that gives a better chance of pushing beyond the incremental innovation that avoids most risk and disappoints those seeking real growth.

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Treating Innovation Risk Differently, Dealing with Uncertainty

Paul Hobcraft

We need to open up our thinking about risk and innovation management. We should aim for a really healthy construct that does help all involved or associated with innovation and managing risk that better chance of pushing beyond the incremental innovation that avoids most risk and disappoints those seeking real growth.

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Scaling-Up: The Foundation

Integrative Innovation

Companies are working hard to future-proof their innovation management. They observe that the pace of change accelerates, and that Digital opens a new world of opportunities and disruptive risks. This part is not just an academic construct. reshaping the core business from outside-in).