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Managing Change Despite Uncertainty

Innovation 360 Group

The second recognizes all of the organization’s internal forces, including preparing and motivating stakeholders to handle the reality of radical innovation. The third is concerned with micro-level of developing stronger innovation skills within project teams. Introduction to UPACS.

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Case Study: Regional SME Development Project Brings Innovation Lift to Manufacturing Hub

Innovation 360 Group

While they don’t have the same resources as large corporations, SMEs can potentially be quite innovative. The EU funded-development project was launched in 2016 with 8.2 The project ran for 30 months, with the first half focused on assessment and strategy, and the second on implementation and value creation.

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Successful Innovators Apply Multiple Leadership Styles Simultaneously

Innovation 360 Group

While much has been written on choosing the most promising innovation project and helping it succeed in the market after implementation, one crucial step in the middle hasn’t received enough attention: how to actually get the job done and done well. Radical Innovators more adaptive. The Cauldron.

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Scaling-Up: The Foundation

Integrative Innovation

Step-by-step, with every client project and every Peer Group (see e.g. here ) we sharpened our thinking. This book will provide an in-depth look into the Scaling-Up framework, how it could be implemented and several case studies from leading companies. But what exactly is the missing piece?

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Co-creating volume 3

Innovation 360 Group

These systems can deploy massive resources with precision, yet have the flexibility to keep innovations alive in hostile market environments defined by UPACS (Uncertainty, Paradoxes, Ambiguity, Complexity, and Speed). Every decision has implications that ripple across the project timeline, many of which can be predicted.

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Co-creating volume 3

Innovation 360

These systems can deploy massive resources with precision, yet have the flexibility to keep innovations alive in hostile market environments defined by UPACS (Uncertainty, Paradoxes, Ambiguity, Complexity, and Speed). Every decision has implications that ripple across the project timeline, many of which can be predicted.

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Changing customer needs call for new business models in urban mobility

The BMI Lab Blog

A similar practical example of the application of this business model is the Kollibri project by PostAuto. Together with the Swiss mobility provider we collaborated to innovate transportation for rural areas in Switzerland. If you want to learn more, read the case study here. Vehicle sharing.

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