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
Posts Tagged 'Innovation'
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
This Monday, on the first day of the Cutter Summit 2015, it was my great privilege to moderate a session about serious games as tools of disruptive innovation. By changing the normal rules of interaction, we can have more productive interactions during the innovation process, including the all-important collaboration with the customer. Serious games also help in the education process, driving home lessons in a way that words alone often cannot. They also provide an opportunity to “try before you buy,” simulating new innovation strategies, such as adopting Agile or managing your portfolio differently. During the session, we played three games, one representing each of these potential benefits that serious games offer. (There are others.) Read more
Software development is not really a single discipline. What comes under the overall field is a combination of disciplines that address a range of problems: Maintaining and evolving fielded code Adding significant new features to an existing application or platform Building an entirely new application or platform These differ in the amount of innovation required and the amount of information available for delivering a quality system. Teams working on type 1 problems generally are not required to invent anything and they have detailed information on the code change required and available technology. Teams addressing type 2 efforts may need to be innovative in building out and integrating the capability. Also, they usually have incomplete information Read more
In research and in economic innovation, great insight and great value are frequently created by individuals with stocks of knowledge in two or more domains and by teams of people where the individuals might be experts in one domain but have the facility to grasp enough of another domain to connect the dots. In universities across the globe, more and more research is being done by multidisciplinary teams. While deep expertise in one domain is needed to perform well on these teams, facility with — if not some significant expertise in — another domain is also needed. Tomorrow’s problems and the innovation needed to solve them are likely to require multiple disciplines. One person with Read more