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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. The reason is that agility is a form of reaction to an outside force.

Agile 70
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Leveraging Venture Building for Long-Term Returns

Innov8rs

These structures, while effective for the incremental growth of billion-dollar core businesses, often kill potentially disruptive innovations at their inception, as Pilot 44’s Andrew Backs suggested during a recent Innov8rs Learning Labs session. How do we separate the disruptive venture from the delivery of core business P&L?

Agile 40
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2024: A Corporate Innovation Odyssey

PlanBox Innovation

As we peer into the abyss of AI’s limitless potential, we must equip ourselves not only with agility but with structured methodologies, visionary strategies, and a commitment to professional standards. In the past, agility served as a lifeline, allowing organizations to pivot quickly in response to unforeseen disruptions.

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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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Treating Innovation Risk Differently, Dealing with Uncertainty

Paul Hobcraft

Innovation is a learning process not to be confused with a safety procedure, both can be effectively managed and different in their treatment. Equally we have learnt innovation evolves due to this learning process and how ‘it’ interacts with customer needs. How wrong this is. So we tend to go to default. Risk mitigation kicks in.

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Treating Innovation Risk Differently, Dealing with Uncertainty

Paul Hobcraft

Innovation is a learning process not to be confused with a safety procedure, both can be effectively managed and different. Equally we have learnt innovation evolves due to this learning process and how ‘it’ interacts with customer needs. We strive to minimize the risks, reduce the learning and opt for a more incremental approach.

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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. Creativity and innovation are primarily human endeavors.