Lean Product Development Processes For Innovation And Speed

Innovation Excellence

Through our hands-on work with clients, we have developed a lean product development process. It is a methodology that depicts key milestones, but supersedes specific engineering models such as waterfall or Agile. However, we have incorporated selected practices from the agile toolkit to enhance innovation and speed products to market. Innovation Management Product Innovation R&D Lean Product Development

Agile Innovation Manager Training

ITONICS

We offer a training to become an Agile Innovation manager in cooperation with our partners from Innovation Alliance. This modular training program ensures that you benefit from the Innovation Alliance’s many different fields of expertise and leads to the title of Agile Innovation Manager. Modul II – From ideas to opportunities / Ideation, concepting, innovation culture. Innovation Alliance c/o ITONICS GmbH.

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Agile Innovation Manager Training

ITONICS

We offer a training to become an Agile Innovation manager in cooperation with our partners from Innovation Alliance. This modular training program ensures that you benefit from the Innovation Alliance’s many different fields of expertise and leads to the title of Agile Innovation Manager. Modul II – From ideas to opportunities / Ideation, concepting, innovation culture. Innovation Alliance c/o ITONICS GmbH.

Key Issues in Innovation Management – Revisited – Part 1

Tim Kastelle

At the beginning of 2013, Tim Kastelle and I identified four key issues in innovation management for the time to come. From our point of view, all of the issues pinned down at that time have gained significant importance, are being intensively debated and can still be considered cutting-edge for companies to stay ahead in managing innovation. Let’s have a brief look at each of them: Differentiating and integrative innovation concepts.

Lean Innovation Management – Making Corporate Innovation Work

Steve Blank

government to help them innovate faster– not just kind of fast, but 10x the number of initiatives in 1/5 the time. —– Lean Innovation Management. In the last five years “ Lean Startup ” methodologies have enabled entrepreneurs to efficiently build a startup by searching for product/market fit rather than blindly trying to execute. Companies or Government agencies pursuing innovation can Buy, Build, Partner or use Open Innovation.

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Innovation Management Software: Connect Creativity and Collaboration

Planview Spigit

Ideation + Delivery = Innovation. We have heard it time and again…Somewhere between the birth of an idea and the delivery phase, innovation slows or becomes nonexistent. Which is why “Innovation is rewarded but execution is worshipped!” While most innovation management software makes it possible for teams and organizations to gather and iterate on ideas, the question you must ask is, how do you ensure the best ideas become reality? Celebrate innovation success.

Leading with Lean Agile Principles: What the 2019 NBA Finals Can Teach Businesses About ‘Winning on the Rebound’

Qmarkets

Having instigated one of the biggest debacles in NBA history, the negligence of Golden State’s managers – who also allowed two other injured players onto the court – presents a warning that decision-makers in the business realm would do well to heed. That is, how important it is to manage your greatest assets in a way that maximizes value and minimizes risk. This is where Lean Agile principles come into play. Lean and Agile principles complement one another.

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In defense of industry-agnostic innovation management

David Marks

He is in charge of the innovation and development in his company. I was telling him about the innovation assessments I conduct. “ The innovations required by a fashion retailer are not equivalent to those of a pharmaceutical or a telecom company. There is clearly a need for industry specific innovation services. Clearly, technology is a key ingredient in innovation. Were Nokia and Blackberry lax with their innovation and technology development?

The fallacy of "modern" management when it comes to innovation management

Moves the Needle

Doing so means a new kind innovation management because the management most of us learned in school won’t quite do the trick. His very lean progressive assembly process was the result. But, when you try to innovate and create new demand using “modern management” for optimizing supply, don’t expect to be around forever. Cascading management hierarchies told workers what to do, and they did it. This is Lean Startup. Lean Innovation

15 most important Innovation Theories your company should be using

Idea to Value

Every company says that innovation is important, and that they value the ideas of their people. Yet the problem lies in the fact that so few established companies actually know how to go about getting value out of their innovation ambitions, let alone turning it into profit. In fact, according to some estimates by Doblin , 96% of all new innovations which established companies attempt fail to make a return on investment. Suggested viewing: 12 – Disruptive Innovation.

Key Innovation Issues for the Time Ahead – Part 2

Innovation Excellence

In addition to the still highly topical issues, outlined in part 1, I’d like to raise another four points which I personally foresee key for innovation management in the time to come – making no claim to completeness: Organizational Ambidexterity As you can see from previous posts, I’ve been passionately advocating the importance of organizational ambidexterity for a couple of years.

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Innovating: So What Is Possible?

Paul Hobcraft

Often we forget to frame what we want to really achieve in our innovation activity, instead we simply dive in and start innovating. I believe until we know what solutions we feel we need or the market wants, we will more often than not, end up disappointed in our innovation solutions. In recent years our innovation understanding and its management have significantly changed, due to numerous factors that have been happening. Innovation is no different.

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The Lean, Hyper-Vigilant Organization: Reflections from Ignite 2018

Planview Spigit

Ignite brings together a diverse group of innovation management professionals from the corporate world. The professionals share a common interest in how they might advance the practice of collaborative innovation within their organization. Observation, and the meaning we make of our observations, serves as the source for our innovations. Marcus helped the audience envision a reasonable end game for their innovation management program.

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One Size Doesn’t Fit All Innovation

Integrative Innovation

Yesterday, I was quite delighted to see my post Integrating Lean Startup and Design Thinking ranked #11 of the Top 100 Innovation Posts 2014 at Innovation Excellence. My conclusion: many of us are aware that innovation tools, even up-to-date ones, have a limited scope and that they can benefit from being complemented with other approaches. In fact, the real power lies in combining different innovation approaches to fit a unique context.

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Key Innovation Issues for 2016 and Beyond

Integrative Innovation

Hence, I gave it some thought, starting by revisting an earlier reflection: Beginning of 2013, Tim Kastelle and I identified four key issues in innovation management for the time to come. From my point of view, all of the issues pinned down at that time have gained significant importance, are being intensively debated and can still be considered cutting-edge for companies to stay ahead in managing innovation. Reinvention through business model innovation.

Scaling Up Startups in Corporate Settings

Integrative Innovation

outsourcing’ uncertainty, particularly in early phases of radical/disruptive innovation activities. Those tools are often organized as independent units or activities within the corporation or are ideally embedded in a single unit dedicated to explorative innovation altogether along with internal ventures. However, startup engagement is also increasingly used for tapping into entirely new markets or technologies as well as spotting disruptive innovation opportunities.

How to enable Disruptive Innovation in an enterprise? [video included]

Be-novative

Disruptive Innovation is not a linear process. This is why we need to change a few aspects of the traditional innovation management approach to encourage employees to become intrapreneurs and drive more breakthrough results. and the real innovators know that. The real innovators know that the ‘dots’ and insights that underpin innovation are driven by the questions we ask, the unique observations we make and the people we involve and inspire.

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The Case for Dual Innovation

Tim Kastelle

The first time I was advocating the idea of a dual innovation approach, here also referred to as organizational ambidexterity, is now more than 5 years ago. As recently outlined, I consider organizational ambidexterity to be a key innovation issue for organizations in 2016 and beyond. Let’s sum up some relevant findings of these studies, making the case for dual innovation management: BCG: Most Innovative Companies 2014 .

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Balancing Large and Small Firm Capabilities

Integrative Innovation

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. Mastering disruptive innovation in a large company requires: – different people.

The wheel inbetween

The Future Shapers

Get innovation rolling: discover your Wheel Inbetween. Everyone knows that innovation is vital, and there is lots of great published thinking on smart ways to develop winning innovation ideas. What’s less well charted is how to deliver innovation, especially in a large organisation that will naturally resist anything beyond incremental change. Consequently, the full value of successful innovation is diluted. But innovation today is rarely about product alone.

Surfacing the real barriers to innovation.

Guide 4 Innovating

Here I am suggesting that there are ten intractable challenges that need breaking down and addressing to allow innovation to begin to really take hold. To recognize these firstly is terrific, as they are tough to manage but phenomenal if you can surface them. Then having the capability of knowing how to set about tackling these, drawing in a growing consensus that these are the real blocks to the team becoming truly innovative. It underpins innovation engagement.

Balancing Innovation via Organizational Ambidexterity – Part 3

Integrative Innovation

The first part highlighted that radical and incremental innovation build on two different innovation set-ups (exploration and exploitation, respect. In this final part, we illustrate that successful ambidexterity requires a well-managed hand-over from the explorative to the exploitative set-up. New research: ambidexterity well done is a key driver for innovation performance. Analyzing ambidexterity: the “extended innovation funnel” model.

SCALING UP: From Corporate Startup to Innovation Impact

Integrative Innovation

More than three years ago, we noticed a pain point in corporate innovation: How should companies balance the different requirements in searching for tomorrow’s business and in running today’s business? We wrote a well-received article series urging the need for organizational ambidexterity, i.e. implementing dual corporate innovation structures. And many companies are also increasingly using Corporate Venture Capital to drive explorative innovation (see exhibit below).

Solving people’s innovation problems

ImagineNation

This creates innovation problems for people, in that it brings to life the new mantra that many organization, are sprouting around innovation, which is to “fail fast to learn quickly”. Working on the People Side of Innovation. Our global innovation eco-system team met online recently to explore how these four structures impact and play out on the People side of Innovation. The innovation disconnect. Fluid Strategic and Systemic Innovation.

Scaling-Up: Crossing the Internal Chasm in Corporate Innovation

Integrative Innovation

This article was co-written with Frank Mattes from Dual Innovation and innovation-3. The race is on for companies to find big, explorative or even “disruptive” innovation ideas. This race is fueled by shareholder’s and business media’s demands to be ‘more innovative’ as well as by the Digital Transformation tsunami – which already has reshaped some familiar shorelines in several industries. Vehicles used for the corporate innovation race.

50+ Business Cases on Innovation & Entrepreneurship

Open Innovation EU

During a course we developed at Avans University this winter, we asked students to gather relevant business cases on innovation and entrepreneurship in order to analyse them and prepare discussions around organization design. When Toyota met e-commerce: Lean at Amazon | McKinsey & Company Amazon’s former head of global operations explains why the company was a natural place to apply lean principles, how they’ve worked in practice, and where the future could lead.”

Why Corporate Entrepreneurs are Extraordinary – the Rebel Alliance

Steve Blank

I’ve spent this year working with corporations and government agencies that are adopting and adapting Lean Methodologies. The biggest surprise for me was getting schooled on how extremely difficult it is to be an innovator inside a company of executors. Several pockets of innovation in his agency have begun to look to startups and have tried to adopt lean methods. He’s attracted a following, and he had just been tapped to lead innovation in his division.

Shervin Chua

Innovation 360 Group

He has experience from Salesforce.com in customer relationship management (CRM), Misys in financial trade transactions processing, and RightScale.com in cloud infrastructure as code automation. Shervin is also a certified scrum master driving process and operational improvements through agile and lean methodologies. Innovation Management. Customer Relationship Management. Lean / Agile / Scrum. Based in Toronto, Canada. Background.

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Scaling-Up: The Foundation

Integrative Innovation

The – in the truest sense of words – ‘billion-dollar-question’ we are addressing is: How can companies generate more business impact from non-incremental innovation? The solution to this question lies in the middle part of an end-to-end process for non-incremental innovation. In Dual Innovation, this Playing Field has its own, dedicated operating model, just like the explorative and the exploitative innovation domain.

Why do innovation programs fail

hackerearth

It is the failure to innovate that led to its “demise.”. In other words, it is because sometimes innovation strategies fail to produce products/ services that the customers want. Which brings us to the question, “Why do innovation programs fail?”. Below are 6 reasons why innovation programs can fail. Leaving innovation to chance is more often a gamble where odds are not always in your favor. Take the following innovation management process for example.

The Case for Dual Innovation

Integrative Innovation

The first time I was advocating the idea of a dual innovation approach, here also referred to as organizational ambidexterity, is now more than 5 years. As recently outlined, I consider organizational ambidexterity to be a key innovation issue for organizations in 2016 and beyond. Let’s sum up some relevant findings of these studies, making the case for dual innovation management: BCG: Most Innovative Companies 2014 . Accenture: 2015 US Innovation Survey.

Innovation fails because humans have emotions

Idea to Value

A while back, one of my consulting partners from another office asked me to review their client’s innovation process. Their team had been engaged to review why their innovation process was not delivering results. To figure out why, the consulting team had reviewed the company’s innovation lifecycle process, showing what happens to an idea in order to get implemented. What most companies get wrong about innovation processes. Innovation emotions

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The only two measures that matter

David Marks

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. Chief among these are the Blue Ocean strategy, Business Model Generation and Lean Startup methodologies that deservedly attracted many followers. In the next blog I’ll demonstrate how it could be used to focus the innovation efforts. innovation innovation-management product-management startup

Why invest in innovation consulting?

mjvinnovation

Innovation has become a buzzword in all market segments, but many companies invest in innovation consulting to remain at the forefront. This is because these organizations create innovation departments, aiming for quick results. Where to start: what is innovation?

Our inabilities to adapt needs changing.

Paul Hobcraft

Unless we create a strategy to transform, how can we re-imagine our innovation processes? We talk so much about “innovation is critical” today and in our future, but is rarely achieved. The confidence levels plummet as the pressure to innovate mounts, simply because the necessary components of delivering innovation are critically missing. We are at a crossroads of determining if the management of innovation should change and if so, how.

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Suvrajit Saha

Innovation 360

Having worked in very different industries in positions ranging from project manager to quality manager to technical/industrialisation specialist, I have not just the breadth when it comes to experience, but also the depth when it comes to knowledge and understanding. Which is why, I am more than an engineer or an innovator. Cross Innovation, Open Innovation. Project Management and LEAN. Agile & SCRUM. Based in Berlin and Vienna.

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The Perfect Conditions for Entering A New Innovation Era in 2017

Paul Hobcraft

So if there was ever a time to clear the existing innovation agenda and rework the entire space for innovating, it is about to become the pressing reality as we enter into 2017. We are moving from diverging into one of converging, we are at a changeover point for innovation; let me explain each of the contributing factors but firstly, a brief overview. Any renewing needs innovation to become more central but it will be different.

Successfully shaping Digital Transformation

ITONICS

Your task, starting with the management levels, will be to ensure a common understanding about the need for digital transformation as well as the right mindset. A = Agility: Agility stands for the ability to be flexible, proactive and ready for continuous market change and transformation in order to adequately react. Based on your (sub-) strategies you can develop business model options which have to be checked for their market viability in a lean and agile manner.

How to defeat “Loss Aversion” – the #1 reason why middle managers kill innovation

Idea to Value

In this article, you are going to learn exactly what Loss Aversion is, why is creates crippling fear in middle managers and decision-makers, and a simple model for how you can reframe your company’s thinking which encourages more innovation projects to thrive. How Loss Aversion affects innovation. Unfortunately, growth-focussed innovation projects don’t have a guarantee of success. Modeling loss aversion for innovation projects.

Stimulating creativity in your organization

Be-novative

In other words, is your organization being stimulated to innovate? At Be-novative, we have worked with various enterprises on their innovation goals and processes. After numerous experiences (and by numerous we mean with over 70 organizations), we identified some common innovation barriers that most groups seem to face. Leaders can use their awareness of this common barrier as one of the cornerstones for creating a culture where everyday innovation takes place.

Digital Disruption and How Businesses Can Best Leverage It

Qmarkets

Unless well planned and executed, digital disruption – the inevitable deluge of new tools and processes that is part and parcel of refining digital business processes – can be akin to managing a natural disaster. The following sets out some recommended best practices to ensure a successful digital disruption plan is part of your overall innovation management and growth strategy. Get Lean: One of the most important factors when it comes to combating disruption is flexibility.

Digital Disruption and How Businesses Can Best Leverage It

Qmarkets

Unless well planned and executed, digital disruption – the inevitable deluge of new tools and processes that is part and parcel of refining digital business processes – can be akin to managing a natural disaster. The following sets out some recommended best practices to ensure a successful digital disruption plan is part of your overall innovation management and growth strategy. Get Lean: One of the most important factors when it comes to combating disruption is flexibility.

The Secret Ingredient to Operational Excellence Success

Qmarkets

The whirlwind of discussion surrounding this subject includes terms such as Performance Excellence, Business Process Management, Process Improvement , Economic Efficiency, and Incremental Innovation just to name a few. Put simply, Operational Excellence can be defined as a management principle which encourages the discovery and implementation of incremental changes, with the objective of optimizing processes to achieve a competitive advantage.

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