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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. Think about some of the most powerful and industry-disruptive products and services that have changed the game through today, and try to put them in context with the concept of agility.

Agile 63
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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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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. Making the innovation case in a well-structured process gives greater opportunity for identification and realization. To find out more contact me.

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Constructing the innovation mandate

Paul Hobcraft

That group should possess a deep understanding of the existing organization’s strategy, business models, operations and culture and a wider appreciation of the innovation landscape, the “fields of opportunity” and the emerging practices of innovation management.

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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. Good governance is seen and valued.