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From 2003 to 2007, I have been in charge of the R&D project portfolio management line of business at a solution provider. This often resulted in over engineered solutions that practitioners had a hard time to use. Merging Theory and Practice. Facilitating idea submissions across all parts of the organization. Engaging the staff.
The goal is to follow the example of startups and to make the whole company more agile, adaptable and decisive. Yet it will not be easy for a company like Daimler, which has had established structures and processes for decades, to be transformed into a company that is agile and has a startup mentality.
From 2003 to 2007, I have been in charge of the R&D project portfolio management line of business at a solution provider. This often resulted in over engineered solutions that practitioners had a hard time to use. Merging Theory and Practice. Facilitating idea submissions across all parts of the organization. Engaging the staff.
While most of the client work that Strategos does is aimed at business model innovation, in recent years we have developed a principle-based approach to Management Innovation (see Mercy Salaz’s blog, Scope Creep ) and used this approach on several internal processes and practices such as productdevelopment. Hamel, Gary.
In a 2007 McKinsey Quarterly article on “Leadership and Innovation,” the authors made it quite clear that “Innovation is a core driver of growth, performance and valuation.” To transform HUMAN CAPITAL, innovative solutions are needed for: Attracting and developing new talent who are “ready and agile” – including Millennials.
A 2007 study by M. Most corporate business functions – new productdevelopment (NPD), quality, sales, R&D, marketing, etc. Many companies succumb and invest in showy innovation activities (see this article for some humorous examples). But the CEO’s words to the shareholders often reveal a deeper truth. Prabhu, & R.
For example, as it grew, Facebook found that its early “move fast and break things” culture had to be funneled into focused technical teams and product groups to make its productdevelopment process faster and less erratic, and for it to have a chance of meeting the demands of its new public shareholders following its IPO.
That means retailers must learn to compete head-on with Amazon in two fundamental capabilities: agile innovation and expense management. The successes are impressive even before 2007, when Amazon was smaller than Bed Bath & Beyond, JC Penney, or SuperValu are today. Agile innovation teams are small.
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