Remove Innovation Processes Remove Leadership Remove LEAN Remove Product Innovation
article thumbnail

What Did the Pandemic Teach Us About New Product Development?

Planview

Robert Cooper in the Journal of Product Innovation Management. The paper outlines six key practices for accelerating new product development and innovations based on examples from companies representing various industries. Cooper makes the case that “firms can respond quickly and pivot with innovations.”

article thumbnail

8 Types of Innovation in Business: A Comprehensive Guide

Qmarkets

Broad Categories of Innovation At the heart of the innovation spectrum lie two broad categories that encapsulate the range of strategies businesses can deploy: incremental innovation and radical (including disruptive) innovation.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Key Issues in Innovation Management – Revisited – Part 1

Tim Kastelle

Leadership through vision and influence, rather than command and control, is required. It requires a more deliberated approach, such as the lean startup process, design thinking or a combination thereof. Tip: Tim Kastelle has posted a worthwhile series on how to implement lean startup for innovation initiatives.

article thumbnail

Key Innovation Issues for 2016 and Beyond

Integrative Innovation

Leadership through vision and influence, rather than command and control, is required. It requires a more deliberated approach, such as the lean startup process, design thinking or a combination thereof. Tip: Tim Kastelle has posted a worthwile series on how to implement lean startup for innovation initiatives.

article thumbnail

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

Open Innovation EU

Sharp (2010) has found that there is strong paradox in (entrepreneurial) leadership when it comes to innovation at the personal level of the entrepreneur. Product innovation processes in small firms: Combining entrepreneurial effectuation and managerial causation. 8: The Impact Paradox. Berends, H., Jelinek, M.,