Paul Hobcraft
DECEMBER 15, 2021
as a conversation between us, where we emphasise the important linkage between innovation and strategy. We need to resolve that issue within any innovation activity, it needs a “tight” linkage to strategy. Making that real alignment of strategy and innovation provides a good base.
Paul Hobcraft
MARCH 18, 2021
The Leadership Alignment Workmat provides a unique examination of the executive’s role in innovation, it offer a framework that the leadership of the organization can adopt to ensure linkages and synergies between strategy and innovation, innovation and capabilities, innovation and culture.
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Paul Hobcraft
AUGUST 5, 2015
disruptive innovation pathway options. By being proactive, anticipating and structuring the options ahead you can be more prepared for disruption, you can respond with more thoughtful reactions. The more we are open to this the more we can become responsive to disruption. Have you ever considered option pathways?
Paul Hobcraft
FEBRUARY 20, 2022
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. Successful innovation will create disruption for all three constituents.
Paul Hobcraft
MARCH 18, 2021
The Leadership Alignment Workmat provides a unique examination of the executive’s role in innovation; it offers a framework that the organisation’s leadership can adopt to ensure linkages and synergies between strategy and innovation, innovation and capabilities, innovation and culture. ”
Christensen Institute
MAY 11, 2023
Ever since I wrote Disrupting Class in 2008, I’ve been publicly in favor of transforming education, not merely reforming it (although I do work in both spheres). An entire value network disruptively displaced an entire value network. In other words, a system disrupted a system. I get why they share these sentiments with me.
Jeffrey Phillips
JANUARY 11, 2021
Without this clarity, or in absence of a defined scope, the teams adopt the business as usual thinking and infer a narrow, limited scope even if the executive team wanted more disruptive innovation. I think this is so important that I wrote an entire white paper and personality analysis called the Unusual Suspects.
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