Remove Definition Remove Disruption Remove Technical Review
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70-20-10 Innovation Rule Template

Leapfrogging

The 70-20-10 Innovation Rule is a strategic framework that guides organizations in allocating time, budget, and resources across three categories of innovation: core, adjacent, and disruptive. The models versatility makes it applicable in industries ranging from healthcare and manufacturing to tech startups and service sectors.

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S-Curve Mapping Template

Leapfrogging

S-Curve Mapping is a strategic innovation tool used to understand the evolution and performance trajectory of technologies, products, services, or entire industries. By mapping where a product or technology lies on the S-curve, organizations can better allocate resources, decide when to innovate, and anticipate market transitions.

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Discovery Driven Planning Template

Leapfrogging

It is particularly useful in situations where assumptions outweigh factssuch as launching a new venture, developing disruptive products, or entering unfamiliar markets. Traditional business planning often breaks down in environments where customer needs, market dynamics, or technical feasibility are not yet fully understood.

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11 female innovation leaders share their definition of innovation

Idea to Value

I spoke to 11 of the world’s leading female innovation experts to get their definition of “innovation” The variety in their responses may surprise you. 15 experts share their innovation definition in order to answer the question of “What is innovation?” What is your definition of “innovation”?

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Contingency Planning Template for Business Strategy

Leapfrogging

Contingency Planning: A Practical Guide for Strategy Projects Contingency planning is the process of proactively preparing for potential risks, disruptions, or crises that could impact an organizations operations, strategy, or financial stability. Supply chain disruptions Supplier failures, transportation issues.

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BEING DIFFERENT AND DISRUPTIVE

ImagineNation

We need to reframe disruption to increase the possibilities for game-changing inventions and innovations to succeed in an uncertain and unstable future. The crucial first step in managing this is to accept responsibility for recognising and disrupting your internal structures, mental models, mindsets, and habitual behaviours.

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Most corporations don’t understand how much change is created by innovation. 

Paul Hobcraft

Horizon Two is the mid-point between “incremental’ change in Horizon One and “disruptive” change in Horizon Three. Companies innovating with this horizon anticipate “breakthrough” innovation, usually extending a known technology into a new market, or introducing new technologies or capabilities into the existing marketplace.

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