If organizations are determined to stay competitive, they need to embed the concept of transient competitive advantages into their core.
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Innovation skills are not something you can just switch on. Those skills need time to develop. In his Conversations About Citizen Development series, Ron Immink imparts lessons from Erik Euwe and Erik Tieleman of TechRebels.
Instead of change management, what if your team and your managers could manage for change? How different would your team, project and organization be if you optimized for change?
Read how three firms implemented a structure to facilitate the innovation necessary to build a revolutionary new vehicle in a short time frame—and its applicability to today’s project managers and teams.
As the lines between project management and product development blur, project leaders and teams need a blend of approaches that support both efficient delivery and discovery-led work. Here are some strategic principals that can help expand your innovation toolbox.
Innovation efforts may seem expendable during times of belt-tightening and uncertainty, but it's critical that organizations still anticipate, adapt and deliver solutions that serve customers’ needs, now and in the future. Here are five ways to keep innovating when things are rough.
Every once in a while, we get into an extensive debate about the role, presence, impact and future of the project economy. But to put not too fine a point on it: We have always lived in a project economy. It's just that it hasn't been very evenly distributed.
In order to manage innovation to meet global challenges, organizations should implement an approach that joins together the management of individual projects, integrates them to the organizational project perspective for delivery and governance, and aligns them to the organizational strategy.
Innovation is going to be key in the ability of an organization to recover. The depth of the impact that the pandemic has had on most industries means that resuming the pre-pandemic strategic priorities simply won’t work. Agile teams are the key to making that happen.
We've already considered the need for leaders to embrace more innovative project investments as part of their recovery. Assuming that happens, there are going to be a lot more projects being delivered that are focused on achieving innovative outcomes, and that puts a lot of pressure on the PMO to perform. So how will things change?