The Need for an Innovative Strategy
At a recent strategy round-table I attended, the overwhelming sentiment was that the future is arriving much faster than we think and are prepared for. A positive assessment of the current and near-term economy is one of the many factors behind this rather unusual occurrence. Another is breakthroughs in research and development resulting in a number of emerging technologies that are creating untold opportunities for organizations of nearly any size and across all industries.
All combined, what is known to be taking place today—coupled with the most likely innovations of tomorrow—are beginning to create challenges for program and project managers. PMs are certainly much more in the spotlight. So, we had better prepare!
Today, innovation is much more than an executive and marketing buzzword; it can be a serious bottom-line contributor. For some time now, the term “innovation” was commonly used in sales and marketing materials to the point where it was of little meaning. That is beginning to change rapidly given the independent product and services assessors that openly publish their findings on the internet for all to see.
It should be noted that many of those publications are 100 percent free, driving up the number of customer researches actually being conducted prior to commitment. The idea of Bill Hewlett and Dave Packard starting in a garage
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