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5 Reasons to Bring Your Team Together for a Remote Design Thinking Project Now

InnovationTraining.org

At Sprintbase , we help businesses bring remote teams together to tackle the challenges they’re facing remotely using design thinking to find truly innovative solutions. Here we share five reasons why now’s the time to bring your team together for a remote design thinking project.

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Alignment Diagrams

Boxes and Arrows

This shows the chronological flow of steps for attending a live event, in this case a panel on service design. See the original details of the event from 2009 [1] ). Designers have the skills to creatively brainstorm and lead such sessions. Keep in mind that the lines between design-related disciplines are blurring.

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Choosing the right strategy handling uncertainty

Innovation 360 Group

Both situations are more common than we’d like to admit, simply because we try to apply what we know (how to run projects and operations with performance models, ROI and budgets) to something we don’t know. Platform and design thinking, prototyping, ideation, project selection, and speed are imperative capabilities.

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Choosing the right strategy handling uncertainty

Innovation 360

Both situations are more common than we’d like to admit, simply because we try to apply what we know (how to run projects and operations with performance models, ROI and budgets) to something we don’t know. Platform and design thinking, prototyping, ideation, project selection, and speed are imperative capabilities.

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33 Routes to Open Innovation

Open Innovation EU

Collaborative Innovation is a branche within Open Innovation that studies the effect of temporary Open Innovation-projects with a single goal in mind, such as the creation of a new product or the development of a new service. More information: Lichtenthaler (2009). Route 10: Co-design. Route 4: Collaborative Innovation.

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Organizing for Simultaneous Innovation Capability – key findings from +1,000 companies, republished from Drucker Forum 2016

Innovation 360 Group

According to Steve Coley (2009) the innovation work can be divided into three parallel Horizons , each one representing an S-Curve. At the same time, large H1 projects are prioritized to the extent that they are causing internal traffic jams among projects sharing resources. processes) and externally (e.g. value proposition).

Company 40
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Organizing for Simultaneous Innovation Capability – key findings from +1,000 companies, republished from Drucker Forum 2016

Innovation 360

According to Steve Coley (2009) the innovation work can be divided into three parallel Horizons , each one representing an S-Curve. At the same time, large H1 projects are prioritized to the extent that they are causing internal traffic jams among projects sharing resources. processes) and externally (e.g. value proposition).

Company 40