Remove Agile Remove Innovation Management Remove Roadmap Remove Technical Review
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Building an Agile & Innovative Organization

Idea to Value

What makes this so difficult for large organizations is that a single innovation just isn’t enough to turn the course of the company. To get the outcomes the executives are expecting from innovation, they’d need to build an agile organization where innovation happens at scale. What makes an organization innovative?

Agile 302
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The Final Perspective: A Composable Innovation Enterprise Framework

Paul Hobcraft

I am suggesting a vertical and horizontal design applying innovation stack and building block approaches, all “housed” on a technology platform. Are we leveraging fully what is available to us to build better innovation concepts? This post explains this thinking, and validation and provides the way I envisage this.

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The building out of the Composable Innovation Enterprise Framework.

Paul Hobcraft

We need to approach innovation differently through connected agility, have speed and automation more central, and provide roles for a great diverse set of participants. 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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Qmarkets and OmniStrada Partner to Empower Asian Businesses with Continuous Improvement Culture & Capabilities

Qmarkets

Qmarkets’ innovation management software facilitates idea generation, evaluation and implementation, collaboration, and data analysis. OmniStrada will support businesses in tailoring the platform and implementing innovation management programs and processes. That’s where we come in.

Culture 98
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Intentionality and the Differentiating Competitive Advantage 

Planview

This debunks the perspective that business agility and successful transformation are limited to companies of a certain profile. I am not just referencing improvements via Agile and DevOps, although they are a piece of the puzzle. Some of them would take this report and turn it into their roadmap on what to get right first.

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In defense of industry-agnostic innovation management

David Marks

src: [link] I recently had a chat with a senior director of a respected technology company making highly specialized products. He is in charge of the innovation and development in his company. I was telling him about the innovation assessments I conduct. “ There is clearly a need for industry specific innovation services.

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How to setup an ‘innovation team’

hackerearth

This special team needs to be strategic, tactical, agile and fast. Depending on companies’ innovation readiness, the responsibility areas of the ‘innovation team’ may include the following: Set the strategy, define success. The strategy and the roadmap towards the desired innovation-driven mode are critical.