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    Agile innovation process and the platform

    by  • June 20, 2013 • Innovation methodology, Innovation Series

    The multiple definitions of innovation suggest three core stages in the Innovation Process: Idea Generation, Implementation (technology development and manufacturing) and Marketing of the product or service.  However, when we look at the innovative companies we find that they have a culture which differs from the non-innovative ones. The setting of a suitable culture...

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    Is listening to consumers a prerequisite for innovation?

    by  • June 12, 2013 • Innovation methodology, Innovation Series

    Professor Eric Von Hippel in his book ‘Sources of Innovation’ highlighted an interesting phenomenon, he found that sources of innovation vary considerably amongst different industries (Hippel, 1988). Innovations in some industries were mostly developed by the users whereas in others by suppliers or manufacturers, as illustrated in the table. This implies that industry characteristics...

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    The ‘agile’ way of innovation

    by  • May 28, 2013 • Innovation methodology, Innovation Series

    The concept of “Agile” was developed in the field of Software Development. It emerged when the field was dominated by traditional heavy weight approaches which were rigid in the development process and therefore were slow in reaction to changing market demands or customer requirements. Although, the practice is widely used in software development, its...

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    How to determine an optimal strategy choice

    by  • May 22, 2013 • Readings, strategy

    In the process of strategy formulation a company is often faced with multiple strategy choices. These are all based on thorough strategy analyses of the external environment as well as its internal situation. A key question then is how to choose amongst several strategic choices available to the firm. A logical path would be to choose the one(s)...

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    Reflections on succession and growth in family businesses

    by  • May 13, 2013 • Readings, strategy

    Growth is tricky in family owned businesses and is quite different from corporate growth. Family and business overlap can be very dangerous, if not managed carefully. Because one is typically emotionally driven and subconscious whereas the other is task based and conscious. When a sudden leadership vacuum is created (e.g. by illness or death)...

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    How to internationalize a SME?

    by  • April 29, 2013 • Innovation Series, Readings, strategy

    The initial questions to answer are what we should internationalize; whether it is a technology or a market roll-out. The main concerns are quite different in both the options, e.g. in technology roll-out developing partners/R&D are crucial whereas in market roll-out opening of sales offices/distributors are of major concern. Once defined, then the company...

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    Agile (and fun) training for C-level managers

    by  • April 23, 2013 • Innovation methodology, Innovation Series, Readings

    Vaibmu has been invited as a speaker to present at the International Classified Media Association (ICMA) conference in Cologne, Germany on 17-20th April 2013. Along with our partner INNOPOLE, we ran the Business Operations Forum. This is a session within the ICMA General Meeting targeted to business professionals including CEOs, VPs, CTOs, CMOs (…)....

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    Capturing value from innovation

    by  • April 10, 2013 • Uncategorized

    To be able to profit from innovation it is vital for company to ensure that it captures value resulting from it. Not always a company who innovates makes the profit from it. A classic example of it is the invention of personal computer by Xerox, which resulted in no gains for the innovator. According...

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    How to achieve organizational ambidexterity

    by  • March 11, 2013 • Innovation Series, Readings

    The ability of a company to efficiently manage its ongoing activities and at the same time prepare for tomorrow’s challenges is the crux of organizational ambidexterity, as simple as it may sound. But rarely an organization is good at both exploitation of its current business and exploration of future options. In practice, we see it rather happening in...

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