Remove Collaboration Remove Entrepreneurship Remove Software Development
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How to Set Up a Corporate Innovation Outpost That Works

Corporate Innovation

Steve and I are working on what we hope will become a book about the new model for corporate entrepreneurship. Examples of Stage 2 Outposts include: BMW’s Silicon Valley development group, working on self-driving vehicle technologies, while their venture group has been making investments in companies like ChargePoint and Nauto.

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How to Set Up a Corporate Innovation Outpost That Works

Corporate Innovation

Steve and I are working on what we hope will become a book about the new model for corporate entrepreneurship. Examples of Stage 2 Outposts include: BMW’s Silicon Valley development group, working on self-driving vehicle technologies, while their venture group has been making investments in companies like ChargePoint and Nauto.

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HUMANISING AGILITY

ImagineNation

I intended to enable leaders to execute agile transformation initiatives successfully by combining a human-centred approach to agile software development through humanising agility. Agility refers to a leader, team, or organisation’s ability to make timely, effective, and sustained changes that maintain superior performance.

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How to Set Up a Corporate Innovation Outpost That Works

Corporate Innovation

Steve and I are working on what we hope will become a book about the new model for corporate entrepreneurship. Examples of Stage 2 Outposts include: BMW’s Silicon Valley development group, working on self-driving vehicle technologies, while their venture group has been making investments in companies like ChargePoint and Nauto.

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The Innovation Stack

The Inovo Group

A useful analog is the concept of a ‘full-stack’ used by software developers to create complex software systems. None of these, or a few other examples , is analogous to what software developers refer to as a ‘stack’ or ‘full-stack’. Nor will a single holistic system for cognitive collaborative innovation emerge.

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The Innovation-Driven Disruption of the Automotive Value Chain (Part 2)

Corporate Innovation

Create collaborative relations between companies in the two parts of the automotive value chain. As part of this analysis it is important to understand how corporations interact, collaborate with, invest in and even acquire startups, as well as how they should be engaging in such activities. The automotive industry must do the same.

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The Innovation-Driven Disruption of the Automotive Value Chain (Part 2)

Corporate Innovation

Create collaborative relations between companies in the two parts of the automotive value chain. As part of this analysis it is important to understand how corporations interact, collaborate with, invest in and even acquire startups, as well as how they should be engaging in such activities. The automotive industry must do the same.