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Many CEOs of software-enabled businesses call us with a similar concern: Are we getting the right results from our software team? Most innovators don’t have a technical background, so it’s hard to evaluate the truth of the situation. The explanation from software leadership is often unsatisfying or unclear.
With client-led softwaredevelopment, we partner closely with our clients to develop a long-term strategic roadmap where we identify opportunities and gaps (such as functional capabilities), and then determine what elements Anaqua should build, buy, or partner that will best support our platform, AQX®, and most importantly the needs of our clients.
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In a recent post, I shared a reference implementation of an innovation funnel built on the Continuous Innovation Framework and cautioned that while funnels are powerful visualization tools, they have their limitations. Innovation funnels, for instance, need at least 2–3 years to go from idea to product/market fit. Guess what?
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Carey and I had a fascinating discussion on the problems with silos in softwaredevelopment, and I appreciated her interest in discussing the state of the art in academia on the topic. We held a mutual view on how collaboration and tooling are needed to span the end-to-end software lifecycle. Fast forward to 2016.
Among other things, it: enables the implementation of Lean-Agile software at the corporate level; is based on Lean and Agile principles; provides detailed guidance for working on the Portfolio, Value Stream, Program and Team; was designed to meet the needs of all stakeholders within an organization.
This is generally a positive influence on, pragmatism, innovation and speed of issue resolution. How can we innovate by copying what already exists? Software creators that fall victim to the temptation of "good enough" and fail to innovate through conceptual exploration put their companies revenues at risk.
Although enterprise collaboration software market has been around for over 20 years, innovation management software is a specialized segment that helps companies guide and support their innovation process. What is innovation management software (IMS)? Why do companies need innovation management software?
There are so many layers between the Board room and for example a softwaredeveloper or an industrial designer. For example, it defines who has to commit what to the Product Line Roadmaps, in any case the delivering parties. In a transparent manner. A clear Governance Charter avoids duplication of management structures.
There are so many layers between the Board room and for example a softwaredeveloper or an industrial designer. For example, it defines who has to commit what to the Product Line Roadmaps, in any case the delivering parties. In a transparent manner. A clear Governance Charter avoids duplication of management structures.
There are so many layers between the Board room and for example a softwaredeveloper or an industrial designer. For example, it defines who has to commit what to the Product Line Roadmaps, in any case the delivering parties. In a transparent manner. A clear Governance Charter avoids duplication of management structures.
Five years ago, Planview CTA Mik Kersten outlined the “turning point” in his bestselling book, Project to Product: How to Thrive and Survive in the Age of Software with the Flow Framework. Organizations are more likely to operationalize a product model when all internally consumed capabilities are available as self-service.
Although the enterprise collaboration software market has been around for over 20 years, innovation management software is a specialized segment that helps companies guide and support their innovation process. What is innovation management software (IMS)? Poor innovation implementation. Rampersad, G.,
In a recent post, I shared a reference implementation of an innovation funnel built on the Continuous Innovation Framework and cautioned that while funnels are powerful visualization tools, they have their limitations. Innovation funnels, for instance, need at least 2–3 years to go from idea to product/market fit. Guess what?
After a while, I started building two archetypical personas of an entrepreneur: the artist and the innovator. He knows a lot is riding at stake, so he spends many more days developing his elevator pitch, outlining his product roadmap, and polishing his 10-page slide deck. Let’s call them Steve and Larry.
I’m also referencing upstream activities, softwaredevelopment technical impediments, and post-build activities. Some of them would take this report and turn it into their roadmap on what to get right first. Some would turn it into their roadmap on how to address cloud stall, and some would stick it back in the drawer.
Agile and Human-Centered Design The Agile Manifesto of 2001 was a game-changer in product development. The approach empowered softwaredevelopers to build products in an iterative and flexible manner. This helps organizations build the right product and make informed decisions about their product roadmap.
Apple is probably the most successful and innovative company on earth over the past decade, and it's extremely closed and secretive. But as it tries to expand its share of the corporate market, business customers will demand to be well briefed regarding Apple's intentions and its product roadmaps. What's up with that?
While working with a huge Russian hydrocarbon company in Texas last year, our innovation conversation quickly zeroed in on customers. The innovationroadmap was hauled out and reviewed less in the spotlight of global opportunities than the cold reflection of domestic politics. The unhappy innovation inference?
When I made my leap, I discovered that while there are countless books and courses about how to be a better manager, there are pretty much no roadmaps for how to keep succeeding if you decide you don't want to manage others. To remain globally competitive, organizations need to devise innovative ways to encourage and reward creativity.
It is possible to transform a big company, and a roadmap has been laid by one of the most established companies in the world. For example, GE has created a digital platform in the energy sector that its own and third-party softwaredevelopers can write applications to. On both counts. Insight Center. The Global Digital Economy.
Apple is probably the most successful and innovative company on earth over the past decade, and it's extremely closed and secretive. But as it tries to expand its share of the corporate market, business customers will demand to be well briefed regarding Apple's intentions and its product roadmaps. What's up with that?
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