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With technology disruption, business model disruption and growing competition, social and customer engagement challenges the ability to manage innovation is growing as a concern and in risk management. Embedding risk management and innovation competence within the structures developed. Risk is becoming an evolving capability.
At the same time, there is no shortage of stories of people, teams and companies succeeding under tremendous time pressure to come up with game-changing ideas to solve a problem, produce a piece of art or breakthrough new product. And the results were clear: time pressure results in people being less creatively productive.
It encompasses the leader’s capacity to navigate social complexities, remain calm under pressure, and inspire and motivate teams through understanding and empathy. Empathetic leaders can foster loyalty and trust within their teams, leading to improved morale and reduced turnover.
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One of the most effective ways to engage your crowd is to demonstrate commitment to turning their ideas into real value and impact. What do we do if a bad idea is gaining support?”. This week we focus on engaging stakeholders and experts early and often. Engage stakeholders and experts in the process from start to finish.
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One of the most memorable insights from that conversation was how frequently deals fell apart in year one – not because of poor investment choices, but due to internal misalignment between the newly formed CVC groups and the corporate functions that supported them (such as legal, procurement, and finance.)
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The shifting towards Ecosystems for Innovation Firstly in an article written by Trevor Gorden on mini-ecosystems “ Can an Innovation Management System Help with Experimenting with Mini-Ecosystems ?” I wrote an article “ Where will innovation management software go? source Wikipeda) Today the reversal is happening.
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