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The critical interplay among innovation, business models and change

Paul Hobcraft

I wanted to extract part of this white paper” Critical Interplay Innovation Business Models Change 6-2 “(goes to PDF), in this post, as it offers all involved in innovation a structure to break down innovation into its different models of application. These impacts frequently have business model implications.

Change 130
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Balancing Function, Design, Process and Structure for Creative Tension

Paul Hobcraft

This not just comes from the research and development lab but far more to listening and observing customers, the market shifts and trends, to having customer conversations, gaining insights into potential gaps or opportunities in the marketplace or through those that have this market-facing role inside the organization.

Design 130
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Designing Problem-Solving Frameworks with Spiral Dynamics

Econic

The typical design process goes like this: Come up with a model to solve a problem Make it super simple (and pretty) Build a white paper around it Then, sell how to use it Rinse and repeat After speaking to the people left with frameworks hanging on large laminated posters as 21st-century innovation artwork, I’ve learned one important thing.

Design 52
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Rebranding Australia as an Entrepreneurial Nation

IdeaSpies

The initiative is all about better positioning Australia to enhance our global competitiveness. The Foreign Policy White Paper of 2017 found that the current nation branding is fragmented with no unified representation of Australia internationally.

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A brief history of work, innovation and skills in the UK

Wazoku

Driven by advancing technologies, accelerating connectivity, and changing attitudes towards employment, organisations are operating in a dynamic environment – one where fast-growing start-ups are disrupting traditional business models and AI is replacing human labour. However, unskilled workers did not become organised until the late 1880s.

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Establishing a new mentality for innovation

Paul Hobcraft

” – I believe we need to find a new framing position for innovation as the disruptive forces and challenges we face today are growing and call for new ways of managing. Transformation B” should create a separate, disruptive business to develop the innovations that will become the source of future growth.

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Our inabilities to adapt needs changing.

Paul Hobcraft

Then it becomes a mad scramble to transform ourselves, often with damaging consequences of deteriorating performance, battling more competition that are sensing our weakness, never capable of returning to those previous highs. Adapting the business model to the needs and desires of the market. This is where breakthroughs live.

Change 100