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I am suggesting a vertical and horizontal design applying innovation stack and building block approaches, all “housed” on a technology platform. We have the capacity through technology and human interactions for them to come together, exchange, and increase and accelerate innovative concept value. Nothing can work in isolation.
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If a company developed a way of doing things in 2015, then it was likely the ideal one at the time. Technology improves; companies grow and tap into new resources; new people are hired and incorporated into the team; the standard of innovation and best practices for entire industries can shift dramatically.
Putting in new technology (without a clear purpose): Just because something is newer doesn’t mean that it adds value. Hackathons (which don’t relate to actual business challenges): Some companies will call a meeting to discuss a topic and call it a hackathon. Have you ever seen a bad example of Innovation Theatre?
What I mean by that is to start taking your cues from your customers, the environment and future realities, and shape your capabilities and products to meet those emerging wants and needs. The vast majority of products we use meet some, but not all, of our needs. It's past time to innovate from the outside in.
How do you build momentum behind an innovation program while navigating the complexities of a merger and integrating new teams? In this ongoing case study, were sharing the full journey of Forvis Mazars innovation programthe good, the bad, and everything in between. based EDGE team, which runs the EUREKA!
I built a team with a dedicated user researcher; information architect; interaction and visual designers and we even made a guerilla usability lab and had regular test sessions. As the Creative Director, I deferred authority to him to develop the product as he saw fit. This is an extreme example of where SCRUM went bad.
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