Agile Culture Government Radical Innovation 
Paul Hobcraft
MARCH 27, 2018
Digital is demanding so much in new processes that need to be more agile, responsive, reflective of new insights at increased speed and fluid in the design of those undertaking the solution to react. This agility needs the tools of testing, feedback, and adaptation to accelerate the innovation process.
Innovation 360 Group
JUNE 9, 2020
This can be both good and bad – good, because the acquirers get access to new ideas which can add revenue, and bad because it tends to discourage the development of internal innovation capability, in particular radical innovation which, in our view, is a critical aspect of long term success. The importance of radical innovation.
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Tim Kastelle
MARCH 7, 2016
Culture of experimentation (and speed). Recently, experimentation in innovation management is particularly facilitated by intensified use of (rapid) prototyping. A well-suited way to govern this approach is to manage a portfolio of initiatives. These will be major rules, most upcoming 21 C businesses will play by.
Paul Hobcraft
JUNE 20, 2016
If an organisation lacks top leadership engagement it becomes, for many, the reason why they seem to just simply ‘limp’ along in their innovation activity, delivering ‘simply’ incremental outcomes. Innovation needs a well-considered framework. Agility Innovation / Ovo Innovation All rights reserved.
Paul Hobcraft
SEPTEMBER 27, 2017
For instance, earlier engagement with governments, with research institutes, publishing new findings in more open ways, less restrictive on a sharing data all might allow the communities to search for a different model of discovery to commercialization. Unleashing the talent, changing the cultures. We need to engage differently.
Tim Kastelle
APRIL 30, 2016
Let’s sum up some relevant findings of these studies, making the case for dual innovation management: BCG: Most Innovative Companies 2014 . Two-thirds of all breakthrough innovators stated that all innovation and product development is controlled and driven by a centralized organization, at least in its initial stages.
Qmarkets
APRIL 24, 2017
As a result, we moved from initially offering solutions limited to the back-end of innovation (project portfolio management and Stage-Gate™ project governance), to the front-end of innovation, where collaborative and open innovation offered very efficient ways to feed the innovation pipeline with more innovative ideas and concepts.
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