Remove Engineering Remove LEAN Remove Roadmap Remove Technology
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The Rise of Product Management

Moves the Needle

” The program manager was part of the Engineering department. The primary function was to serve as the bridge between Engineering and Marketing. It was not unusual to find PM’s who reported into Engineering at the time, the two cases perhaps reflecting the above origin stories. But don’t ask how many when we did.)

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Manoj Khanna

Innovation 360 Group

My experience spans across technology-enabled strategy and implementation to enable organizations (finance, banking, insurance, retail, telecom, logistics, healthcare) create value, take out cost, and develop competitive advantage. Enabling organizations – strategic roadmaps, IT optimization, operating model definition. Leadership.

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What do most innovative companies have in common?

hackerearth

Although failure is a stigma to the corporate world, Eric Reis, a Silicon Valley entrepreneur-turned-VC-turned author and founder of Lean Startup Movement, encourages companies to embrace the concept of “failing fast”. They adhere to lean principles of product development. They are tech-savvy.

Company 77
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How Corporate Venture Builders Succeed (and Why They Even Care)

Innov8rs

It’s easy to say “we need a growth engine”. To succeed with corporate venture building, lean on one of the main resources you already have: your people. They’re not startup founders, and they have rarely identified or built new approaches and new technologies that drive organic growth from within. The question really is – how?

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Seven Innovation Fundamentals for Leaders

Gregg Fraley

You will fail with: Lean, Agile, Design Thinking, TRIZ, Stage-Gate, Osborn-Parnes CPS, KILN’s FuseTrail, or a homegrown/blended framework. The science and the technology, and, the ever-changing market and customers. Frameworks assume: engaged leadership, talent on the team, day to day creativity, curiosity, and domain knowledge.

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In defense of industry-agnostic innovation management

David Marks

I recently had a chat with a senior director of a respected technology company making highly specialized products. Should I design the assessments to be industry specific taking account of the peculiarities of each industry, it’s unique pressures, opportunities and technology? Clearly, technology is a key ingredient in innovation.

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Why take an industry-agnostic approach to innovation

David Marks

I recently had a chat with a senior director of a respected technology company making highly specialized products. Should I design the assessments to be industry specific taking account of the peculiarities of each industry, it’s unique pressures, opportunities and technology? Clearly, technology is a key ingredient in innovation.