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Constructing the innovation mandate

Paul Hobcraft

We need to understand successful innovation actually touches all aspects of a business, by contributing to improving business processes, identifying new, often imaginative, ways to reduce costs, building out existing business models into new directions and value and discovering new ways and positioning into markets.

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Future-Proof Your Business: Building Strategies for a Disruptive World

Leapfrogging

Navigating a Disruptive Business Environment In today’s fast-paced and technology-driven landscape, businesses are frequently faced with disruptions that can significantly impact their operations and long-term viability. You can enhance your flexibility and agility by: Decentralizing decision-making to empower front-line employees.

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The Root Word of Contemporary Is Temporary

CorporateIntel

Then I remember who taught me the most about workplace navigation in the early years of my professional career. I don’t think a bit of traditional thinking about the nature of workplace relationships is incompatible with rapid innovation, agile thinking, evolving workplace paradigms, and aspiring to more meaningful jobs.

LEAN 97
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How to manage projects and teams in times of remote work

mjvinnovation

Here, we will give you an overview of what the experts have to say on the subject. We will show you some tips and tricks to help your teams stay productive while working on projects remotely. . This means giving more autonomy to professionals who, knowing clearly what they must deliver, can make their own decisions about how to work.

Project 52
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Riding the VUCA storm

Jeffrey Phillips

We think we know something about COVID, until that is proven wrong a few days later. We are in the midst of a VUCA (Volatility, Uncertainty, Compexity and Ambiguous) whirlwind right now. Digital technologies will shift where work is done and who (or what) does the work. My suggestion: learn to surf.

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Why Are We Making Innovation So Complex?

Paul Hobcraft

It always amazes me how we limit growth by not investing fully in innovation. While most large companies want to become more agile and innovative, many of them fail to turn this wish into a reality. In these failures, we only seem to continue to layer on complexity as a further stop-gap measure. Why is that? Source: [link].

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Innovation at Speed – when you have 2 million employees

Steve Blank

Success no longer goes to the country that develops a new fighting technology first, but rather to the one that better integrates it and adapts its way of fighting… Our response will be to prioritize speed of delivery, continuous adaptation, and frequent modular upgrades. And you’d be right. And his company has 2 million employees.

Agile 66