Why Agility Cannot Stand Alone

Daniel Burrus

This is called agility, and we often utilize agility to change directions and head the competition off at the pass. For example, do you think Kickstarter became the dominating force in the growing crowdsourcing industry because it was agile?

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Agility and Anticipation, a Tale of Two Business Strategies 

Daniel Burrus

In short, you use agility to change directions and head the competition off at the pass. Think about some of the most powerful, most industry-disruptive products and services that have become well-known of late. Put them in context with the concept of agility. Agility doesn’t allow you to innovate and jump ahead of the competition. Did Kickstarter become a dominant force in the growing crowdsourcing industry because it was agile?

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Building the Innovation Business Case

Paul Hobcraft

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.

Why we should focus on Innovation Governance

Paul Hobcraft

Governance always has guidelines and measurements, I would argue these need to be sensible and adaptive , not just restrictive and prescriptive. It encourages agility, adapting, being fluid and dynamic in the way to undergo innovation.

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.

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The 5 Jobs to Address Uncertainty

Moves the Needle

The increased complexity and endless disruptions of the modern world brought on by the transition to the digital age means uncertainty is everywhere. They may be design thinkers, agile developers, or people who have worked in startups before. Some people call it agile.

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.

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Organizations suffer constantly from unhealthy Innovation tension

Paul Hobcraft

There is always a stated “we must be innovative to survive,” but we very rarely what to give that some framing, some guidelines. Organization layers grind against each other, like tectonic plates that force further disruption and upheaval.

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.

70:20:10 Rule of Innovation

ITONICS

Should they go after the disruptive and risky idea? 10% | Disruptive Innovation. Disruptive Innovation can often be defined as the introduction of a new technology that creates a new industry and transforms the way we do things. Do not forget about the agility; the 70:20:10 principle is a rule of thumb, not a rigid model. Yet, it is useful to apply this model as a guideline to effectively manage your innovation resources.

Digital Transformation: The Why, What & How For Transformational Leaders…

The Future Shapers

Digital technologies are already disrupting the previously established rules of business by enabling new business models and levelling the playing field in unprecedented ways. The How, Part 1: Disrupt Or Die. All of the great innovators of today have embraced digital disruption. To understand and tackle the market disruption leaders are increasingly taking a whole-system view of their organisation, both internally and externally. Setting The Scene: The Digital Leader.

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70:20:10 Rule of Innovation

ITONICS

Should they go after the disruptive and risky idea? 10% | Disruptive Innovation. Disruptive Innovation can often be defined as the introduction of a new technology that creates a new industry and transforms the way we do things. Do not forget about the agility; the 70:20:10 principle is a rule of thumb, not a rigid model. Yet, it is useful to apply this model as a guideline to effectively manage your innovation resources.

Finding the Advantage in Regulation

Daniel Burrus

However, this also underscores another element of my Anticipatory Model and Learning System —the powerful value of using Hard Trend certainties that will let you have the choice of being the disruptor rather than the disrupted. And as I have stressed for many years, trying to react, no matter how agile you are, will not let you jump ahead with the confidence Hard Trends provide.

The Evolution Of Project Management — Trends For 2018

Aurea

Agility has disrupted traditional delivery methodologies, and companies are learning that they need to blend agile and waterfall to deliver results. Agile focuses on function and delivery, with the flexibility to make adjustments during a project. George Pitagorsky, PMP explains that project managers are responsible for minimizing change and disruption in a project.

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.

Creating high-performing and faster-moving teams

ImagineNation

By drawing on the wisdom of their coach, they acquired the management (and leadership) fundamentals necessary to be flexible, adaptive and agile in knowing how to respond quickly and deal effectively with the range of challenges that emerged as they built their businesses by creating high-performing and faster-moving teams. Every team needs a set of agreed core and agile processes , for effectively guiding their behaviours, communicating, solving problems and making decisions.

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

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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. However, the disruptive tech of the digital transformation has thrown the rulebooks out the window. The Importance of Agile Leadership.

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.