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Network Operating Model: How To Design, Build & Embed An Agile Operating Platform Geared For Mounting Complexity & Rapid Change…

The Future Shapers

The thrust of the book focused on the creation of a Dual Operating System designed to handle today’s business-as-usual in a traditionally efficient (hierarchical) way, while at the same time operating a parallel highly agile and innovation-friendly structure wired to capitalise on tomorrows future opportunities. To navigate the accelerating change threat successfully, the operating model needs to become agile. Setting The Scene.

Agile 48

Why we should focus on Innovation Governance

Paul Hobcraft

I am working with Jeffrey Phillips , a long-term collaborator on “all things concerning innovation.” Governance always has guidelines and measurements, I would argue these need to be sensible and adaptive , not just restrictive and prescriptive.

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Applying the Three Horizon Thinking to a Fresh Perspective of Innovation Design

Paul Hobcraft

Using the 3H you have to have a ‘reasonable’ framing intent, those essential guidelines that can provide “ the Wireframe “ (a concept taken from thinking about a UX backbone) for establishing the basic design and activity process. I would argue this fits within a constellation of partners all working towards delivering innovation that is highly valuable, radical, disruptive and distinctive. We need to design our systems to be highly agile.

Design 125

Creating high-performing and faster-moving teams

ImagineNation

A sort of Tuesdays with Morrie for aspiring managers and leaders in the connected, digitized exponentially changing the world, making team coaching the new collaborative cultural norm. A book that deeply honours and unpacks the great impact of Bill Campbell on the digital giants of Silicon Valley, outlines his team coaching techniques that resulted in high-performing and faster-moving teams, within collaborative workplace cultures.

Treating Innovation Risk Differently, Dealing with Uncertainty

Paul Hobcraft

They are quiet rightly suggesting “ with risks well-managed, companies can then use rapid experimentation and the techniques of agile development—an iterative process closely linked to customers and markets—to boost their chances of coming up with a truly profitable innovation portfolio”. We need to recognize allowing greater risk and investigation encourages us to see change differently, to offset the growing disruptive aspects swirling all around us.

Treating Innovation Risk Differently, Dealing with Uncertainty

Paul Hobcraft

They are quiet rightly suggesting “ with risks well-managed, companies can then use rapid experimentation and the techniques of agile development—an iterative process closely linked to customers and markets—to boost their chances of coming up with a truly profitable innovation portfolio”. We need to recognize allowing greater risk and investigation encourages us to see change differently, to offset the growing disruptive aspects swirling all around us.

Innovation SOP: Does Effective Leadership Lead to Effective Crowd-sourcing?

Qmarkets

Qmarkets’ Innovation Standard Operating Procedures (SOP): In this series, we will present different guidelines on how to bring innovation theory to practice. With disruption coming faster, harder, and more frequently than ever, solutions also need to be produced at greater speed and with more creativity. Chief Innovation Officers today need to possess high leadership skills to create dynamic teams with the trust and collaborative tools necessary to rise to any challenge.

How internal innovators win the game

Innovation Excellence

Kaihan Krippendorf ‘s latest book, Driving Innovation from Within , takes you smoothly in the intrapreneurs’ journey: his book guides internal innovators to innovation success through meaningful innovators’ stories, research, and wise and shrewd guidelines.

How internal innovators win the game

Innovation Excellence

Kaihan Krippendorf ‘s latest book, Driving Innovation from Within , takes you smoothly in the intrapreneurs’ journey: his book guides internal innovators to innovation success through meaningful innovators’ stories, research, and wise and shrewd guidelines.

5 Excuses of companies that don't innovate (and how to overcome them)

Moves the Needle

There’s a pervasive myth that suggests that all big companies need to get better at disruptive or breakthrough innovation. To start, they need to be closer to their customers, be more agile, act bolder. Do we care whether the $90 million came from disruptive innovation? Instead of operating under fear, work collaboratively with internal groups to create guidelines for running experiments. “We’re too big.” “We’re We’re not a startup.” “We’re We’re not ready.” “We

5 Excuses of Companies that Don’t Innovate (And How to Overcome Them)

Moves the Needle

There’s a pervasive myth that suggests that all big companies need to get better at disruptive or breakthrough innovation. To start, they need to be closer to their customers, be more agile, act bolder. Do we care whether the $90 million came from disruptive innovation? Instead of operating under fear, work collaboratively with internal groups to create guidelines for running experiments. “We’re too big.” “We’re We’re not a startup.” “We’re We’re not ready.” “We

LEAN 56

Applying the Three Horizon Thinking to a Fresh Perspective of Innovation Design

The Future Shapers

Using the 3H you have to have a ‘reasonable’ framing intent, those essential guidelines that can provide “ the Wireframe “ (a concept taken from thinking about a UX backbone) for establishing the basic design and activity process. I would argue these fit within a constellation of partners all working towards delivering innovation that is highly valuable, radical, disruptive and distinctive. We need to design our systems to be highly agile.

Understanding the ISO Standard for Innovation Management – Concepts & Benefits – Podcast Transcript

IM Insights

But I’ve had a close collaboration with the KTH Royal Institute of Technology here in Stockholm for eight years now. But it’s good if we can agree on a number of core principles, just like the Agile Manifesto is a very good example of that, right is a set of core principles that we should adhere to. But did you did you not write this great piece on the Agile Manifesto? Main Episode Page. Podcast & Show Notes. Episode Transcript. Teaser.

LEAN 40