The agenda of our first management meeting in 2021 was ‘How can we innovate to thrive this year?’ We were clear that if we continue to do the same thing we did last year, there is no way we can bring any change in our growth.
The pandemic has given us all an opportunity to build a new business future. Market disruption equals opportunity for those willing to look and work for it. This is the time to adjust and innovate your business model to market conditions.
For the past 11 years, we’ve worked with product managers and helped them to perform better. We know their challenges and we know their worries and needs. For this reason, in this article, we want to share some tips that make their life a lot easier.
IdeaScale hosts a monthly podcast with innovation leaders, intrapreneurs, and other game changers out there. This past month our interviewee was Dr. Navin Kunde who currently leads the Open Innovation group at The Clorox Company, a US-based consumer goods company in the Fortune 500.
This paper was originally published on smartinsights.com, the 11th of September, 2018. Republished here with permission from the author.
Technological changes are one of the leading advocators to shape customer value. They are characterized by a process of social technological variations, rooted in different disciplines e.g., economics, sociology, and psychology.
In our previous article we focused on some of the serious issues being faced by clients and vendors who are working with innovation / ideation platforms.
Businesses must adapt and innovate to succeed in today's marketplace. However, innovation is not a part-time undertaking. It’s the foundation for effective organizational management and taps into the creative power of staff members.
If your job is to get your company, team, or community to innovate, you know how organizational forces can make it hard to even try something new. Visualizing the resources available is an effective first step in overcoming some of those organizational forces. Simply being able to see, and show, what you have allows you to make a compelling case for marshalling resources and even spark some initial interactions in that direction.
We often talk about the role of innovation in an age of constant, radical disruption, as defined by the 4th industrial revolution. Within this new environment, innovation leaders should play an essential role in helping the organization thrive and drive growth.
Shortly, the demands and needs of approximately nine billion people will be about three times the current resources. At this time challenges will accelerate for the deficiencies of resources and enormous production of waste. Circular Business Models (CBM) is the solution for not only improving resource management and decreasing waste production but also reducing costs and expanding firm performance.
The global technological advancement has been ongoing for many decades now. The ability to generate big data by companies concerning their clientele and customers is an opportunity that to exploit and transform into huge returns on paydays. Venturing into data analytics can form a source of income for many more people globally as big data continues to get more use.
The legacy approach to talent selection involves matching education, length of experience and functional skills to the role. All of this makes sense as a baseline, and for well-established professions. But, we argue, selecting talent for innovation requires a whole new approach. Companies must recognize specific innovation skills that drive business outcomes. Yet today, most lack the tools to do so.
A business plan is at the heart of every business. But instead of just writing down your business plan, your startup’s business model will require proper validation before you start doing business. If you don’t validate it, the investor simply won’t invest. You can validate your business model through three core assumptions: delivering, creating and capturing value.
I guess everyone knows the tragic story of the EastmanKodak Company: founded in the 19th century, dominating the photographic film market during most of the 20th century and finally collapsing into bankruptcy in the early 21st century, shaken by a new technology they had once decisively initiated.
Running after perfection can hinder your project’s success, despite your best intentions and efforts. Generally speaking, your project scope must align with its time and budget - a rule that doesn’t play well with the pursuit of perfection from start to finish. In this article, we’ll look at why perfection shouldn’t be your ultimate goal - but how to still satisfy your inner perfectionist as a project manager.
