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3 Dimensions of Innovation: the 23 Capabilities your company needs to succeed

Idea to Value

In fact, innovation and creativity are cited as being some of the most important skills and differentiators listed by CEOs which will determine their future success. And companies regularly boast about how they are spending millions (and sometimes billions) of dollars into research & development to come up with innovative new offerings.

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How To Build An Innovation Capability That Lasts

Innov8rs

Innov8rs | Without a well-established innovation capability, continuous innovation is nearly impossible. Most corporates can innovate occasionally and be successful in doing so. Yet sporadic innovation is not enough to keep up with changing markets and evolving demanding customer needs.

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Ideation: Anatomy of a New Product Idea

Taivara

If you have teams close to customers, working in the field, using your product everyday – they’ll often be a great source for early indicators of where existing products are missing the mark. As product managers or entrepreneurs, curiosity will ensure we always have a plan B. Good ideas often look bad.

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The Innovation Mosaic: Building Bridges Between the Many Perspectives on Innovation

Legacy Innovation Group

This new–school view accepts the idea that we can be a part of creating the future, and so endeavors to do so through various forms of market leadership. It has also given birth to outstanding innovation methods such as outcome–driven innovation (jobs–to–be–done theory) and discovery–driven innovation. Thank you, Design!

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Key Innovation Issues for 2016 and Beyond

Integrative Innovation

But even participating in other firms’ ecosystems can be highly attractive, as demonstrated by e.g. several app developers. It requires a more deliberated approach, such as the lean startup process, design thinking or a combination thereof. Interactions are complex and unpredictable.

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11 Paradoxes of Entrepreneurial Thinking: why entrepreneurship can hardly be taught

Open Innovation EU

Whereas Schumpeter describes an entrepreneur as disequilibrative – destroying the pre-existing stage of the equilibrium ((Kirzner, 1999) – Kirzner chooses to describe the role of the entrepreneur as more equilibrative – entrepreneurs systematically displace disruptive conditions in order to create stabilized market conditions (Kirzner, 1999).