process innovation

Disruption Planning 2- Creating Options and Pathways

In this in-depth article Haydn Shaughnessy discusses why traditional ROI decision making is becoming irrelevant and how options planning is a key element of competitiveness. In these uncertain times firms need to recognise and analyse their options thoroughly in order to be ready for inevitable change.

Leap Innovation: a Strategy to Get Ahead and Stay Relevant

The importance of innovation for organizations to remain competitive is widely discussed and well accepted by scholars and practicing managers. However, failures in innovation attempts are quite common and raise many questions. Why do firms with innovative products fail? Does market acceptance of innovations alone guarantee continuous success? Is it innovation strategy that can ensure long-term prosperity? One can argue that it is not only how to innovate that matters, but also where, what and when to innovate that make the difference.

Informing Innovation Planning through Product Line Roadmapping

Innovation is about moving an organization forward. But many companies are trying to get there without an execution plan; without any way to assess the how, why, where, what and when, and to adjust when the unexpected comes along (as it always does). Those involved with innovation planning are increasingly understanding that the answers are found in product line roadmapping – a critical front-end process that has finally come of age.

‘Borrow’ Business Models to Reinvent Your Industry

Most “new” business models are not really “new”. Very frequently they are based on replications or re-combinations of existing business model patterns. Consequently, learning from business models from other companies and industries is a very important source of inspiration for business model innovation.

Mastering the Innovation Process

The innovation system described in The Innovation Master Plan provides a comprehensive approach to a difficult, challenging, and significant problem for organizations, the problem of how to manage innovation in the face of excruciating change.

Q&A: Value-driven BPM in Innovation

An interview with Mathias Kirchmer, one of the authors of Value – Driven Business Process Management: The Value-Switch for Lasting Competitive Advantage, published by McGraw Hill. Mr. Kirchmer is the managing director for Business Process Management at Accenture, a global management consulting, technology services and outsourcing company.

Get a Taxi – Anatomy of a Process Innovation

With over 400 million Google hits, “innovation” may be considered a buzzword, some entrepreneurs may even avoid talking about it, but they’re certainly practicing it! This article takes a closer look at an example of process innovation in the service industry. Understanding it better offers the possibility of spotting a large range of opportunities and converting them into business successes.

Financial Innovation and its Undeniable Role in Society

Innovation in the area of financial services has undergone increased criticism since the start of the difficulties in international banking. This has fueled a general negative perception of innovation in financial services. In this article Dr. Anne-Laure Mention argues that innovation is not something to be feared as such, actually it is a driver of competitiveness and that the full benefits for society might not yet be visible.

Innovating Products, Processes and Business Models in India

Over the past few years, innovation in India as a corporate theme has constantly gained importance, becoming a prerequisite for long-term success, or maybe even survival, due to the discontinuous pace of change of the environment. Thus, innovation has now reached for some companies as a corporate priority, affecting every single aspect of an organisation.

Whether more R&D Investments brings more Innovation Output

Common sense says that if one wants to improve the innovation output, one needs to either (a) increase the size of the opportunity set that goes in the so called 'Innovation Funnel' ; (b) Speed up the throughput of the 'Innovation Funnel' and/or (c) improve the variety of the opportunity set passing through the 'Innovation Funnel'.