There’s hardly an organization that doesn’t strive to be innovative. But even well-managed companies struggle with it. Cutter Senior Consultant Borys Stokalski and Bogumil Kaminski report there are typically two points of failure for establishing a working innovation engine: Point of Failure 1: Lack of Clear Innovation Governance According to Stokalski and Kaminski, while companies think hiring creative people will automatically result in innovation, that is seldom the case. Instead (in addition?), you need to ask questions about the type of innovation that is required by your business strategy, that is, you need to engage in innovation governance. Innovation governance is critical to organizing for efficient innovation. How do you do it? Consider questions like, Read more
Posts Tagged 'Innovation'
We recently asked Cutter Senior Consultant San Murugesan a question: If you consider the transformation of business to be phenomenal thus far, what do you expect the future of business will be? He answered our questions in his opening statement of a Cutter Business Technology Journal issue focused on the business opportunities in the new digital age: “Well, it’s definitely not going to be ‘business as usual.’ The business landscape is poised for an unprecedented wave of further innovations and changes. How these will emerge, who will be the leading players in different sectors, and how the changes will affect us — average people in both advanced and developing countries, young and old — are Read more
Is there a case for blockchain in your organization? Cutter Business Technology Journal contributing authors Steven Kursh and Arthur Schnure recently argued that companies should begin considering which parts of their organization might benefit from blockchain. Among their advice to CIOs and CTOs is to look for areas of friction when it comes to exchange of value or information that would benefit from a blockchain implementation and profit from a shared ledger system. Write Kursh and Schnure, “Take a page from IBM, which announced in July 2016 that it plans to implement a solution to help its finance division resolve client and partner disputes. IBM believes the new system — one of the largest commercial rollouts of Read more
By asking the CEOs of some of the most successful and influential companies in the world, such as GE and Google, a clear definition of innovation management emerges. The definition addresses the need to quickly and effectively implement organizational goals and objectives to remain competitive and the desire to strengthen advantages through the adoption of innovative ideas, products, processes, and business models. Enterprises facing increasing competition and the pressure of technological innovation are beginning to realize that to drive organic business growth and maintain a competitive advantage, they need to discover and implement innovation quickly and with great care to ensure maximum value. One-off innovations are moderately easy to take advantage of, but to create a pipeline of Read more
The Internet of Things (IoT) promises to cause disruption in almost every industry. Companies need to examine how they can take advantage of connected products and services and plan for the significantly increased data workloads that will likely come with the deployment of sensor-enabled products. However, an expected surge in product innovation also means that companies should carefully consider how they will deal with the potential rise of new, more agile competitors whose business models will be based primarily on IoT products and services. Here are some points about the IoT I’ve been discussing with colleagues that organizations may want to consider. Bigger, Faster, Varied Data and New Data Management Practices The expected myriad of Read more
One of the best presentations I heard this week at Agile 2015 was Declan Whelan and Jason Little’s pithy summation of the necessity of structural change in organizations embracing Agile. Their argument was as pithy and forceful as the phrase, No justice, no peace: No structural change, no Agile. If you want to judge whether any organization, including the big and complex ones most notoriously prone to inertia and rigidity, has embraced Agile, look no further than the presence or absence of significant structural change. Agile should remold the organization, starting with the team, not just turn into another set of governance rules (“Thou shalt do a daily stand-up”) imposed on teams. We’ve been over Read more
Say that you had a recurring problem with your car. Every time you stalled, the radio was playing. While there might be other contributing factors, such as running the air conditioning, or recharging your phone through the car, you’d be inclined to think that the radio is a major contributing factor. The capacity of the car’s electrical system might be the ultimate culprit, but you’d also be suspicious that the radio is drawing far too much power, all by itself. In 100% of the application lifecycle management (ALM) assessments that I’ve done for clients, requirements are one of the major contributing factors to ALM problems. (If you want to know the assumptions that go into Read more