Agile Disruption Information 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.
Paul Hobcraft
DECEMBER 22, 2021
I would start by saying innovation should always be in “creative tension”, and as we operate and manage innovation, this tension should also apply within any design. The ability to manage innovation design, function, structure and process. We need both informal mechanisms and formal ones. What we know today.
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Paul Hobcraft
SEPTEMBER 2, 2018
There also continues today that industry disruption is increasing, by those spotting both opportunity and weakness in present market players. There is a strategic resistance, there is a lack of organizational agility and still not the level of commitment this is required, driven from the top. The internal change is slow.
Integrative Innovation
MARCH 16, 2014
The corresponding integration of incremental and radical innovation can basically be achieved in different ways: Building ambidextrous and lean startup capabilities. Established organizations with larger size usually target at extending their core business by incementally innovating their existing business model.
Paul Hobcraft
MAY 18, 2016
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.
Paul Hobcraft
MAY 18, 2016
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.
Paul Hobcraft
MAY 5, 2016
Why do established businesses ignore the investment rationale for delivering real innovation winners that can change the fortune of the business and leave this ‘venturing’ to others to gain transformational solutions or even radically alter existing business value propositions and then ‘cry’ over being disrupted?
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