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He-Man can Teach You Powerful Lessons about how to Successfully Manage Continuous Innovation

InnovationManagement

The whiplash journey of Mattel’s beloved kids’ toy range perfectly sums up the fundamentals and key challenges of managing continuous, successful corporate innovation. The post He-Man can Teach You Powerful Lessons about how to Successfully Manage Continuous Innovation appeared first on Innovation Management.

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How to Speed Up Your New Product Development Process by 30%

Innovation 360 Group

A new product development process that works at lightning speed requires new ways of working plus new ways of innovating. This applies to both B2B and B2C businesses and across industries.

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How to Speed Up Your New Product Development Process by 30%

Innovation 360 Group

A new product development process that works at lightning speed requires new ways of working plus new ways of innovating. This applies to both B2B and B2C businesses and across industries. The post How to Speed Up Your New Product Development Process by 30% appeared first on Innovation360.

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How to Speed Up Your New Product Development Process by 30%

Innovation 360 Group

A new product development process that works at lightning speed requires new ways of working plus new ways of innovating. This applies to both B2B and B2C businesses and across industries. The fastest growing companies interpret innovation through multiple lenses. Fill up your pipeline with new, vetted ideas. In Conclusion.

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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. Let’s have a brief look at each of them: Differentiating and integrative innovation concepts.

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Digital Innovation Units: Recommendations, Trends and Conclusions

Integrative Innovation

To deepen these more complex issues, company builders need long-term resource commitments as well as the courage and patience of top management. For deep tech programs in the B2B area , accelerators have to set themselves up even more purposefully – because the startups expect accordingly competent contacts, free space and resources.

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