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Feb 05, 2015 | In: Agile Innovation
The world is changing, yet people constantly assume, incorrectly, that tomorrow will be like yesterday. When business leaders make this mistake, the outcomes are generally bad because opportunities are lost. Competitive advantage is gained with the ability to transform insights into useful innovations by seeing the unseen. In this chapter excerpt of Agile Innovation, Langdon Morris explains how ethnography drives better innovation at a top-five U.S. financial services company.
Feb 02, 2015 | In: Agile Innovation
The essence of agility is the ability to respond to new and different conditions. You cannot continue repeating the same old operating formula long beyond its utility or you will be left behind. Are you prepared to adapt to the profuse variety of new circumstances with new tactics and strategies? The principles of Agile that we examine in the next three chapter excerpts of Agile Innovation will help you understand what you need to do.
Jan 29, 2015 | In: Agile Innovation
The four simple axioms in the “The Manifesto for Agile Software Development” express the core values for getting work done efficiently. In the last chapter excerpt of Agile Innovation we looked at individuals and interactions as well how to create a rapid working prototype. Today we’ll continue discussing the next elements: collaboration and carrying out change in a corporate setting.
Jan 26, 2015 | In: Agile Innovation
To take advantage of today’s and tomorrow’s unique opportunities, and to rise above the intense existential challenges your firm will face in the months and years ahead, it will be supremely helpful and confer enormous advantages if your operations embody the Agile essence: quick, responsive, dynamic, innovative. You’ve got to learn to recognize opportunities and to act on them faster than your competitors do. In this chapter excerpt of Agile Innovation Langdon Morris explores what Agile means in detail, with a focus on the roots of the Agile movement and its many insights and implications for today’s organizations.
Jan 22, 2015 | In: Agile Innovation
Could it be that today’s pervasive bad news, the news that causes everyone else to moan and complain—the economic malaise, the chaos that the digital revolution created, the impacts of outsourcing, political instability, global competition—can offer amazing opportunities to out- distance your competition? In this second chapter excerpt from the new book, Agile Innovation, Langdon Morris explores innovation-under-duress.
Jan 19, 2015 | In: Agile Innovation
How is Agile changing the world? Let’s begin with a bit of background. If you are new to Agile Software technique, then the term sprint zero, as used in the title of this chapter, may not mean much to you, but for Agile practitioners it means the initial phase of work where you sort the project out to make sure you start properly when you’re about to tackle a large programming endeavor.
Charles Darwin said it quite well: “In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.” Innovation, collaboration, and improvisation are indeed essential forces shaping all of business and all of modern life, and they’ve become vitally important for the individual, the organization, and indeed for all of society.
The innovation system described in The Innovation Master Plan provides a comprehensive approach to a difficult, challenging, and significant problem for organizations, the problem of how to manage innovation in the face of excruciating change.
There is one aspect of the creativity that is not often discussed in the vast literature, but it’s essential to achieving consistent creative results. This is a detailed understanding of the creative process itself.
Organizations that are successful at innovation naturally develop a strong innovation culture. But supposing an innovation culture doesn’t yet exist in your organization. Then how can you develop it?
There are dozens of different metrics that you can apply to the innovation process. In this excerpt from The Innovation Master Plan, we look at the 12 that are useful to most organizations, as well as the entire set of 92 metrics.
Many people assume that creating new ideas is the beginning of the innovation process, but actually that’s not true. Ideation occurs in the middle of the disciplined innovation process, which we present in this chapter.
To design the ideal innovation portfolio you begin with the strategic perspective to design the right portfolio. In this article we present the disciplined, 8 step process for portfolio management.
Investors in all types of assets create portfolios to help them attain optimal returns while choosing the right level of risk, and innovation managers must do the same for the projects they’re working on.
Six major forces are driving change in today’s world. Developing a successful innovation program requires that your organization understand and master all of them.