How can those at the top ensure they and their organizations are fit for the future? Perhaps the biggest challenge facing leaders today is to ensure they are capable of navigating themselves and their organizations through a complex and rapidly evolving future landscape. The reality is becoming clear, a good future focused leader has to have a “futurist mindset”.
Don't expect practice of the law to be exempt from any of the ongoing digital transformations. There's actually an abundance of new technology that stands a good chance at revolutionizing how we study, practice and interpret the law — in the U.S. and beyond. Here's a look at some of the frontrunners.
Surveys show that the large majority of senior executives see innovation as critical for their businesses but what if you want to make your organization more agile and innovative where should you start? You could launch a big initiative with grand statements, training classes and an ideas scheme but you tried all those last year and they fizzled out. It is better to begin with a brutally honest assessment of what is preventing innovation from happening today.
If you have an innovative culture already in place (meaning you’re working with stuff like agile project management, design thinking, lean, etc.) perhaps it’s time you consider Applied Improvisation Training. If instead you are a static and uncommunicative company, Applied Improvisation may even work against your innovation efforts. Edoardo Binda Zane explains more.
Integrating Agile with Stage-Gate® – How New Agile-Scrum Methods Lead to Faster and Better Innovation
Recent experiences show that Agile project-management methods can be used in the innovation process and has a great potential to reduce development time and increase the success rate of new products. The article briefly outlines how an Agile method, such as Scrum, can be used within a structured innovation process with milestones and decision points, such as Stage-Gate®, and what benefits it provides to both manufacturers and service-providers.
Every executive knows that their teams should be more nimble, should be operating at a higher speed, and should be innovating. But these are all discrete capabilities, not necessarily in service to any greater strategy, and in fact much of what passes for strategy doesn’t understand how to take advantage of these capabilities. In this article, the authors describe the Maneuver Strategy from the new book, Outmaneuver. This strategy relies on innovation to achieve its goals, rather than accommodating innovation when it must.
Please, not another business imperative! Every time I open a journal or glance at a blog it seems as though the panacea to all business ills has just been discovered and is waiting for me to embrace it! One minute I’m being told to hire for cultural fit, the next to increase diversity. It’s no wonder that employee engagement is falling because if I’m being pushed from pillar to post then it’s not surprising that my people are confused……
Are private companies more innovative than public companies? What happens to an innovative start-up which goes public? Will the same team of people who were so agile and entrepreneurial in the start-up become even more innovative once they have some capital and recognition behind them? Apparently not.
The agile model for coding software rewards developers with more satisfying work and clients with more useful applications, sooner. Software developers who embrace agile principles face two challenges, however. We work globally: people cannot collocate. We source work by fiat: teams cannot gel to pursue challenges that engage them. In this article innovation architect Doug Collins explores how people can apply the practice of collaborative innovation as a means to realize the promise that agile development offers.