A growing number of professionals must recognize that it is necessary for us to understand a core driver for this period of change: multiple technologies, which are evolving and bring with them unique capabilities. Is your workforce prepared for the disruptive change we will all face?
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The way we work today is increasingly being shaped by artificial intelligence (AI) and machine learning. To keep up, we need to understand these technologies holistically—where they add value, and where they fall short.
We face a pending wave of disruptive innovation and economic market potential. How equipped is the project management profession to handle such strategic initiatives? Are their enough PMs with power skills to meet the demand? How would you respond if asked to handle such an assignment?
Learn how the Innovation Scorecard method can be used to examine “ways of working” and how to improve them, and then measure the level of success of the changes, in this case study of a continuous integration project at a software development company.
How can organizations, teams and individuals be more innovative? Here we explore how project and program managers can develop and leverage a better strategic understanding of innovation to produce the outcomes that their specific organization needs.
Project leaders have a key role to play in innovation. It starts with giving teams the flexibility to be creative and develop unexpected results. Facilitating customer interaction helps teams explore what is actually needed and get in the mindset to deliver it. And stakeholders must be prepared for change and ambiguity, instead of predictability.
How can we meet the need for fast-paced, yet reasoned, innovation? As we face a changing, adaptive business environment, "compelling events" can help organizations achieve the vision of the product that they want, while also serving as an effective device for agile project teams.
How can we better understand the nature and characteristics of wicked problems? And how can that learning be utilized to avoid risk and create value in organizations? Read about nine wickedness attributes—and get help measuring just how wicked your problems are.
We can’t schedule innovation, but we can schedule and fund discovery—an essential part of building products that matter. How do we make the case for discovery as the true path to innovation? Make it tangible and frame it in non-specialist language.
Companies love to tout how they are using artificial intelligence solutions in their products. But these days, it seems that the definition of AI—along with “robots” and “robotics”—is getting redefined. Are things getting out of hand?