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How to Seize Opportunity in a World of Disruption

Skip Prichard

Tactical agility enables employees at all levels to take smart risks, capture opportunities, improvise and innovate as they execute a clear strategy. Thus, this mindset must be deliberately developed and nurtured by senior leaders – and exemplified in their own behaviors. Would you share an example from an organization doing it right?

Agility 86
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50 Ways to Leave your Lover: Keep Failing Til the Last Thing You Try Is Successful

Mills Scofield

Special guest blog post by Don Esch, President of Bettcher Industries of his story at BW-Center For Innovation & Growth 's Innovation Summit. The Change: Was It Innovation, Serendipity or Providence? So into the “Scoping” stage we go and the learning begins. Million; not big, but interesting.

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Innovating over the Horizon: How to Survive Disruption and Thrive

Harvard Business Review

Christensen and Wessel proposed a systematic way to chart the path and pace of disruption so organizations can fashion a complete strategic response. The key is developing a deep understanding of the "jobs" that customers want to get done, and what jobs disrupters could do better based on their extendable core.

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The Benefits of Taking a Slower Approach to Innovation

Harvard Business Review

In our experience, managers tend to focus their innovation efforts on processes that are either large in scale (new products and business models ) or swift in development (hackathons, rapid prototyping, or emerging platforms). But there’s also another type of innovation that is more gradual and smaller in scale.

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Design Thinking: A Guide to Creative Problem Solving for Everyone

Strategy Driven

Design thinking has been recognized as an important means to innovate in the context of developing new products and technologies. One of the things I so enjoy about my work is that whatever the particular challenge or business problem is, I always take a design approach to developing a solution. Strategic plan as jigsaw puzzle.

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Develop Your Company’s Cross-Functional Capabilities

Harvard Business Review

It’s tempting to think of distinctive capabilities as a kind of artistry performed by an elite corps of high-potential talent: the elite players work long hours and deliver unusual results, while the rest of the organization struggles along in its usual incoherent fashion. We are not proposing the elimination of functions.

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To Make Money with Digital, Be an Innovator – Not a Strategist

Harvard Business Review

But it’s familiar territory to innovators, who’ve spent decades wrestling with the problem of how to manage uncertainty when there is little to guide them in getting their new offering to a new audience or market. Trap 1: Replicating What You Did Before.