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Eleven Reasons for the UK’s Poor Productivity

Destination Innovation

This is the key reason why wages, growth and competitive performance are all held back. Weak political leadership, lobby groups, regulation and enquiries lead to a paralysis of decision making and action. Low investment in Research and Development. Poor management. Poor leadership. Low Capital Investment.

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Five Unicorn Scaleup Strategies

Leapfrogging

I encourage you to get it and embrace these strategies, whether you’re running a startup or in a big company. Competition aside, both face opposing physical forces that must be overcome to win. Inertia gets the blame for waning product performance and competitiveness, feature fatigue, and poor innovation pipeline throughput.

Strategy 130
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Cultivating Success: Exploring the Link Between Organizational Culture and Business Performance

Leapfrogging

Unpacking Organizational Culture Defining Organizational Culture Organizational culture embodies the collective values, beliefs, and principles of organizational members and is a product of such factors as history, product, market, technology, strategy, type of employees, management style, and national culture.

Culture 100
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Working together to shape innovation for meaningful change

Paul Hobcraft

To support you in building out your innovation competencies, capabilities and capacity that requires a deeper investment in skill development in a culture of continual learning. My value proposition is to work together to create something that shapes innovation for a meaningful change.

Change 173
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Using End-to-End Visibility to Scale and Streamline Automotive Production

Planview

By identifying key challenges and proposing actionable solutions, we aim to shed light on the strategies necessary for success in the industry’s dynamic landscape. This statistic serves as a call to action for automotive manufacturers and suppliers to prioritize the enhancement of their software development capabilities.

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Developing a new framework for risk and innovation.

Paul Hobcraft

With technology disruption, business model disruption and growing competition, social and customer engagement challenges the ability to manage innovation is growing as a concern and in risk management. Embedding risk management and innovation competence within the structures developed. Risk is becoming an evolving capability.

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Developing a new framework for risk and innovation.

Paul Hobcraft

With technology disruption, business model disruption and growing competition, social and customer engagement challenges the ability to manage innovation is growing as a concern and in risk management. Embedding risk management and innovation competence within the structures developed. Risk is becoming an evolving capability.