The role of a leader is paramount to a team. Imagine an orchestra that has all the best musicians in the world except a conductor. Though every member can play perfectly on their own, if they come together, they will only produce incompatible melody; an orchestra can only create harmonious music when it is led by a conductor.
We are living in revolutionary times for the manufacturing industry. Industry 4.0 is digitally transforming everything around us, right now.
With connected technology, advanced analytics and mixed reality simulation with technologies like HoloLens, our factories will never look the same, with 40% of operational processes becoming self-healing and self-learning by 2022.
Each year, the Kairos Society, the San Francisco organization for entrepreneurs interested in solving global problems, offers up its list of top global entrepreneurs under the age of 25. This year, 1,000 early stage startups were referred from over 60 countries. And just 50 made the cut.
Companies today more than ever are feeling the need for internal innovation. Even as demand and business uncertainty increases, the average lifespan among Fortune 500 companies has fallen, from around 75 years to a mere 18 years.
In 1991, Linus Torvalds released the Linux kernel on the web and invited anyone who wanted to download, use and modify it. In an amazingly short time, a community built up around Torvalds' initial code and their contributions transformed it into an operating system that rivaled those of even corporate giants like Microsoft.
The rate of technological disruption has increased exponentially in recent years, shaking the foundations of countless industries. Insurgent organizations, agile young startups with nothing to lose, have entered markets with lower priced offerings that offer greater convenience, and left established giants previously thought untouchable in ruins.
What’s your mix of experiments for exploration and validation of a new business idea? More importantly, how strong is that evidence for understanding if customers will pay for your business idea? We explain.
Change isn’t easy. Even change for the better. Great leaders know this and don’t pretend otherwise. Yet they also know that embracing change with the right mindset - one that is open to learning and "unlearning" on-the-go - is paramount to creating an environment where change isn't just a once in a decade occurrence to be endured, but an integral part of their organisation's DNA to be embraced and enjoyed.
When Bill Gates recently suggested robots should pay income tax like any other employee, I didn’t immediately disagree. I applaud Gates’ bold thinking to help solve one of society’s biggest upcoming challenges: embracing automation in a way that “lifts all boats” instead of leaving large swaths of society behind.
Idea management software oplossingen bestaan in alle maten en gewichten. Er zijn gratis tools tot geavanceerde oplossingen zoals CogniStreamer. In dit artikel beschrijven we zes valkuilen die klanten kunnen maken bij de keuze en uitrol van een idea management oplossing. Per valkuil geven we ook een mogelijke oplossing om deze te vermijden. De informatie is gebaseerd op meer dan tien jaar ervaring die CogniStreamer met idea management en open innovatie oplossingen heeft.
In the process of researching my book, Mapping Innovation, I talked to dozens of successful innovators, from world class scientists seeking a cure for cancer and new computing architectures, to senior executives at big corporations and entrepreneurs at startups. It was a pretty diverse group.
The smart city concept has leapfrogged theory to reality, as a growing number of global business capitals and trade hubs have bought in. This new cocktail of next-gen infrastructure, dense urbanization, and commercial clout offers the tantalizing possibility of a smart economy.
The buck for innovation success stops at the desks of the CEO and his executive team TISI +%. It is ultimately their job to create an environment in which innovation can flourish. Although there may be real challenges with poorly run labs, there are innovation managers who get it and try to do the right things. Their efforts are often frustrated by how their company makes decisions on strategy and innovation.
A company never creates value in isolation. There are always other companies involved in some way to realising and delivering the final product for the customer. Such value chains of companies optimise connections on their complementary capabilities, which enables each to focus on what they’re good at.
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