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Leveraging Venture Building for Long-Term Returns

Innov8rs

The dilemma is further exacerbated by corporate governance systems designed for operational excellence rather than innovation. The pressure for immediate financial performance is at odds with the long-term investment required for disruptive ventures, which may not contribute substantially to top or bottom line for years.

Agile 40
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Applying the Three Horizon Thinking to a Fresh Perspective of Innovation Design

Paul Hobcraft

I recently applied the three horizons thinking to ‘frame’ a new innovation design. So the thinking intent of searching for a new innovation design had some framing assumptions that can leverage where we are to move towards a new future. This is a useful way to think about the initial 3H outcome.

Design 138
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Building the Innovation Business Case

Paul Hobcraft

What condition of ‘readiness’ in design, capabilities and capacity4. These form the ‘way forward’ in discussions, resolution and design. This approach we take offers a comprehensive solution to the innovation business case and its methodology and it belongs to its owners Agility Innovation Specialists.

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Constructing the innovation mandate

Paul Hobcraft

We will focus on both incremental and distinctive innovation outcomes and ones that have the potential for disruptive or breakthrough innovation, that are exploring new technologies, markets, and new business models to drive growth and create value.

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Organizations suffer constantly from unhealthy Innovation tension

Paul Hobcraft

Often we forget to reinforce the very design within our organizational structures, we leave role structures incomplete and uncertain, or we always seem to be changing them, before they have had any real chance to ‘form and storm.’ It can’t solve complicated product design solutions in thirteen weeks.

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Why we should focus on Innovation Governance

Paul Hobcraft

Any governance design needs to be clean, robust, open and transparent , not opaque and closed to a selected few as this opens up to criticism, cynicism or favouritism. 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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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”. Risk needs to be proactive not reactive.