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Connecting innovating value comes from Ecosystem thinking

Paul Hobcraft

We are witnessing a very radical change, driven by technology, increasingly disrupting and breaking down past traditional boundaries, partly built to defend positions so as to achieve economic scale. The innovative design has become paramount to these new offerings. We need to make the business case.

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Balancing Function, Design, Process and Structure for Creative Tension

Paul Hobcraft

In the fourth conversation between Jeffrey Phillips and myself around parts of the Executive Innovation Work Mat, we took on several different issues around the design, function, structure and process needs for innovation. We relate this specifically within our Executive Innovation Work Mat.

Design 130
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Innovation cannot expand without the 4th Industrial Revolution

Paul Hobcraft

To do this, technology adoption and diffusion across the ecosystem needs to improve dramatically. A few years back, experts noted that the changes associated with the 4IR would come at an unprecedented rate yielding incredible results for those who truly embraced them. trillion in value to global manufacturing.

Industry 213
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Business Model Innovation Basics Series - Part 1: What is a Business Model?

The BMI Lab Blog

2005) that the ´failure to adequately define the market is a key factor associated with venture failure´, we identify the definition of the target customer as one central dimension in designing a new business model. A business model innovation is defined as the conscious change of at least two dimensions of the introduced “Magic Triangle”.

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Creative Construction – Book review

The Inovo Group

Every now and then a book on innovation is published that deserves to be put on the innovator’s bookshelf along with other seminal writings about innovation. Disruptive Innovation – Requires a new business model but not a technological breakthrough. The design space is large – but not infinite.

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What do we expect from Innovation? Mostly disappointment

Paul Hobcraft

Those not involved directly within the innovation project constantly remain skeptical or require more proof. The status quo of the existing places an increasing drag on the forces of change. Both are I feel “painting” a realistic picture of where innovation does sit within organizations. Now that is shocking!

Report 212
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The New Innovation Need: Organizing within a Networks of Collaborators

Paul Hobcraft

Our existing organization needs to envisage a changing world full of disruption that calls for radical change. Technology offers them the transforming means but can they, as leaders, take their people with them? A tantalizing prospect, full of innovation. Either they adapt or die. It needs bold leadership.