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What do we expect from Innovation? Mostly disappointment

Paul Hobcraft

Then we have that often-delusional aspect; where the organization has this total belief they are well ahead of their competitors and simply point to their financial performance as the justification that their innovation is superior when it is so many other factors that have determined that. Two reports recently came out.

Report 212
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Treat Your Innovation Pipeline just like your Sales Pipeline

Destination Innovation

Each sales person has to gather data and input their reports and forecasts. Who is the competition? This is reasonably straightforward for incremental innovations but particularly hard for radical innovations. We can then evaluate the total projected impact of our innovation pipeline. Do they have a budget?

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Uncharted Waters Disrupting the Corporate Boardrooms

Paul Hobcraft

When you read a report that has within its executive summary this: “ In combination the boards stand unarmed to enter the battlefield of future business creation in a disrupted world ” it makes you want to read on. This is a more than timely report in my view. Is radical innovation a bulleted point at board meetings?

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Innovation cannot expand without the 4th Industrial Revolution

Paul Hobcraft

In a recent report, jointly from the World Economic Forum and McKinsey called the “ The Fourth Industrial Revolution and the factories of the future ” t hey made a number of observations. According to a recent Deloitte report: Most manufacturing lines still look a lot the same way they did 10, 20 or even 30 years ago.

Industry 213
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Developing a new framework for risk and innovation.

Paul Hobcraft

Interestingly, the pace of innovation stands among the top three risks in 2015 and tops along with regulatory risk, the list foreseen in 2018. 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.

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Developing a new framework for risk and innovation.

Paul Hobcraft

Interestingly, the pace of innovation stands among the top three risks in 2015 and tops along with regulatory risk, the list foreseen in 2018. 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.

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Moving towards a new innovation service model

Paul Hobcraft

We all feel the need for speed as the pace of innovation quickens, as we face shortening life cycles, greater competition and growing market pressure. This was rightly suggesting that the real sources of value creation and competitive advantage in the digital economy lie in fluid and constantly evolving the intangibles.