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The Potential Returns of the Composable Innovation Enterprise Framework

Paul Hobcraft

I proposed a new Framework for managing innovation this week, called the Composable Innovation Enterprise Framework. I wrote a post “ Building Up to the Composable Innovation Enterprise Framework Validation “, providing the investigations and subsequent posts I provided to build the argument towards this solution.

Agile 183
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The planning out of this Composable Innovation Enterprise Framework

Paul Hobcraft

The potential returns, including increased agility, improved innovation outcomes, enhanced collaboration, and long-term competitiveness, make this radical change worthwhile for organizations aspiring to thrive in today’s dynamic business environment. The ability to build the context and show its (ongoing) value makes the difference.

Agile 130
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The Final Perspective: A Composable Innovation Enterprise Framework

Paul Hobcraft

So why did I name this “A composable innovation enterprise framework ? It involves breaking down complex systems, processes, or strategies into smaller, independent components that can be assembled, reconfigured, and combined in various ways to meet specific business needs.

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Maximize Your Enterprise Strategy Under Uncertainty

Planview

Is your organization able to maintain an effective strategy under uncertainty? Strategic portfolio management (SPM) can give your organization the much-needed agility and up-to-date data to pivot when priorities and strategy shift. How else can you become a more adaptable organization that drives strategy under uncertainty?

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Qmarkets and Capgemini Invent Partner to Provide Integrated Innovation Management Offering to Global Enterprises

Qmarkets

Capgemini Invent helps clients from a diverse range of industries to remain competitive through customer-centric innovation. Together, Qmarkets and Capgemini Invent will provide leading global enterprises with a combined package of strategic consultancy services and dedicated innovation software.  

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Change Management is strategy and vice versa

Jeffrey Phillips

I was reviewing the website of a strategy consulting firm recently, and their focus on strategy and team alignment felt like the same old, same old. Finally, I want to build a case that change management is integral to strategy, not a supporting element or an afterthought. When others zig, it may be time to zag. What's needed?

Strategy 167
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Moving Beyond Boundaries in the Ecosystem of Enterprises

Ecosystems4Innovating

I am outlining the top layer here, the final layer- the Ecosystem of Enterprises. Ecosystems in Thinking and Design: The Apex of Economic Excellence for Enterprises Purpose: Ecosystem Need: Maximize overall economic returns and sustain excellence to drive down the Hierarchy of Ecosystems the Business Needs.