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The building out of the Composable Innovation Enterprise Framework.

Paul Hobcraft

I have called this the Composable Innovation Enterprise Framework – here is why and what went into this proposal that I feel should be adopted for managing innovation in the future. The principles of this Composable Innovation Enterprise Framework are the recognition and value of having a building block and innovation stack design.

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The Final Perspective: A Composable Innovation Enterprise Framework

Paul Hobcraft

So why did I name this “A composable innovation enterprise framework ? By adopting a composable approach, organizations can achieve greater agility, adaptability, and scalability in their innovation efforts. The framework proposed is vertical and horizontal, offering an innovative enterprise system architecture.

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Here’s Your Agile Track Recap from Accelerate

Planview

On the jam-packed agenda were several presentations, customer stories, and roundtable discussions aimed at supporting Agile leaders at all levels of the organization. Becoming Agile and Beyond. The Agile track “Becoming Agile and Beyond” was focused on two main themes: Agile Program Management and Agile Transformation.

Agile 98
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The Day the Enterprise Stood Still

PlanBox Innovation

Indeed, in this age of relentless change, the last thing any enterprise wants is a free-falling portfolio of innovative projects. By embracing ISO 56001, PMOs are not only transcending agility but also professionalizing innovation. The post The Day the Enterprise Stood Still appeared first on Planbox. Oh, the horror!

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How to Use OKRs and Roadmaps for Alignment and Goal Attainment

Planview

Discover how to use OKRs and roadmaps together to execute on strategy. Using OKRs and roadmaps together can help your enterprise unlock new levels of alignment, visibility, and success – connecting the what and why to the how and when. Differences Between OKRs and Roadmaps OKR stands for Objectives and Key Results.

Roadmap 52
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Selling Agile to Executives: 8 Ways to Get Buy-in

Planview

Effectively selling Agile to executives is more than just getting the go-ahead for an Agile transformation. Because Agile includes a culture shift and a mindset change, as well as funding, you need executives to truly buy in to the approach. Senior leaders are a significant driver in the success rate of an Agile transformation.

Agile 111
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Navigating the Shift from Project to Product: A Map for Success 

Planview

In the dynamic world of technology, where the pace of change is relentless and the demand for agility is non-negotiable, how do enterprises ensure they’re on the path to success? It’s a paradigm shift that promises reduced time-to-market, heightened agility, and an unwavering focus on delivering value.

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