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How to be More Agile as Competitive Advantages Fade

New Markets Advisors

And new entrants have been finding scrappy ways to ensure that they have sufficient funds, information, and talent to compete with incumbents. It’s how to build agility into your organization such that you can adapt as the strength of those advantages diminishes. To help your organization become more agile, I offer four pieces of advice, each of which ties to an essential element of agility. While we often prioritize the dynamic elements of agility?—?the

Agile 40
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Reinvention: Accelerating Results in the Age of Disruption

Innovation in Practice

A SIMPLE FORMULA AND SET OF TOOLS FOR FACING AND EMBRACING DISRUPTION AND RADICAL CHANGE. Technology, globalization, economic shifts, geopolitical shocks, and, yes, management thought leaders over the past 30 years have set in motion a continuous onslaught of radical, discontinuous change in the global business environment that will not abate anytime soon. The opportunity to proactively leverage disruptive events in an effort to leapfrog the competition and actually accelerate results.

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The Rise of Product Management

Moves the Needle

It’s interesting to reflect that in 1997, the Agile Manifesto had not yet been published. I had never heard of Agile. Agile and Human-Centered Design The Agile Manifesto of 2001 was a game-changer in product development. Blog post Disruption Proof

Agile 52
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You Are Being Digitally Disrupted – Do Something About It

The Inovo Group

An AI could be “sitting” on your board of directors, at the right-hand of your CEO, informing and guiding major decisions. There is an apparent split between companies that find it easy to build a collaborative, customer-centric culture (smaller, more agile startup-type companies) and those that don’t (i.e., Many companies are not prepared for the disruptions that the coming digital transformation will cause and some haven’t even started thinking about it seriously.

Groups 40
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Is your company up for disruption? Possibly not

David Marks

Disruptive technologies and upstarts are wrecking havoc far and wide, they warned, and (unless you hire us) you will be the next to go. The best way to express this is with the rebel within’s disruptibility curve. The next blog post will cover the dynamics of the disruptibility curve and how it is used to define the correct innovation portfolio a company should have. —?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—

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3 Warning Signs Your IT Strategy is All Wrong

MSSBTI

With today’s environment of rapid and exponential change, a well-defined, business-owned, adaptive strategy is what will enable your organization to stay ahead of disruption and win in the market. must be flexible and agile to support increasingly dynamic requirements as digital business models evolve. While their individual impact on business operations is hard to measure, what is clear is that their convergence will accelerate change and disruption at levels yet unseen.

Roadmap 40
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Digital transformation – the need to transform our innovation approaches

Paul Hobcraft

Our transformation journey needs to embrace the cloud, mobile, data and networks and relies on higher levels of analytics to interpret and translate information, into insights, into ideas, into innovation that delivers on the ‘needs’ the customer wants solutions too. I like this as a definition to tighten down digital but it opens us up to the darker side of digital transformation, the risk of digital disruption.

Roadmap 159
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How to setup an ‘innovation team’

hackerearth

In the typical case, companies need a driving force from within – a solid team to naturally diffuse the innovation thinking, to introduce the right technologies and the best practices regarding innovation and creative thinking; to make sure the overall innovation program is also in alignment with the on-going business; to manage the noise and the risk of (internal) disruption from the ‘innovation machine’. This special team needs to be strategic, tactical, agile and fast.

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Chief Digital Officer - To have or not to have

hackerearth

Today, companies are trying to deal with huge amounts of data, lots of tech advances, and disruptive business models in a highly competitive environment, and the thought cloud has just about burst! Digital transformation is real, today, and here to stay; there is no debate about that. However, organizations across industries vary significantly in the transformation process they adopt. Of the few common practices, the one that's highly debated is the position of a Chief Digital Officer.

Roadmap 56
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How Does RPA Look in Action- Manufacturing, Pharma and Retail

Acuvate

Implementing Robotic Process Automation is pretty straightforward, provided you have a clear roadmap, goals, and vision. Let’s look individually at these industries and how automation can disrupt them for good. Besides that, RPA can be a driver for agility, flexibility, and scalability within manufacturing units. The entire process involves notifying customers about estimated arrivals, shipping charges, and maintaining information on every transaction.

Roadmap 45
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The Future of Key Accounts Management and Relationships in Consumer Goods – a methodology for change

mjvinnovation

Not to mention the major disruption caused to supply chains, manufacturing lines and different markets across the globe, all with their unique nuances as to how Covid-19 is changing the way of life. How has Covid-19 disrupted Key Accounts management and relationships?

Trends 52
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On the Origin of Companies

David Marks

In this post I will explain how the disruptibility curve, described in my previous blog posts, could be used for the same purpose. The disruptibility curve maps a company on two axes: The Natural Monopoly and the Customer responsiveness. If our traditional retailer made this analysis back in, say, 2004, when web retailing was still in its infancy, it should have recognized that it’s disruptibilty score, was, well, disrupted.

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Successfully shaping Digital Transformation

ITONICS

The digitalization of data and processes combined with delivery of excellent customer benefit along with digitized information and communication architecture will be an increasingly important strategic success factor for both established companies and young start-ups in the years ahead. A = Agility: Agility stands for the ability to be flexible, proactive and ready for continuous market change and transformation in order to adequately react. By Andreas Rusnjak.

Roadmap 31
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What do you need to innovate?

David Marks

This method can be combined with the disruptibility curve, introduced in my previous blog , toward working to improving the innovation credentials of the company. For more information please visit my site at www.the-rebel-within.com —?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?—?— — The Rebel Within conducts comprehensive assessments of the a company’s innovation capabilities looking at its strategy, culture, value propositions and processes.

Roadmap 40
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The only two measures that matter

David Marks

The Disruptability Curve presented in my previous blog , is a modest addition to this collection. The Disruptability Curve has two axes. Based on the assessments we provide clear recommendations and roadmaps for improving companies innovation credentials. On the backdrop of the boundless creativity of scientists, technologists and entrepreneurs (often one and the same) a cottage industry of management theories has emerged.

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7 Habits of Highly Innovative Companies

ITONICS

Large corporations have taken steps towards being more agile and adapting to the rapid pace of digitization by improving their oftentimes long innovation processes and giving more autonomy to employees. Of course, failure can be damaging to daily business but only letting a room for risk can lead to disruptive innovation. However, how large companies can create small teams successfully, that act like agile companies inside the large organization, is still an open question.

Company 40