Fuzzy innovations are not just loveable they are ROI’able

What is the point of a fuzz NPD efforts and how do you mitigate them when the outcomes are fuzzy and the focus is process improvement, concept generation, and concept testing – the quick path to determine the value of NPD efforts. In The Fuzzy Front End of New Product Development for Discontinuous Innovations we see the mechanisms, the models and alternatives to quickly determining NPD sweetspots for product innovations.

Ambidexterous Organizations don’t just use both hands, they use all of them.

How many hands does Shiva have? How many arms does your organization have? How can you coordinate them all for continuous innovation? In Organizing for Continuous Innovation: On the Sustainability of Ambidextrous Organizations we see extended time frames as the key along with several other factors that promote rapid NPD and continuous innovation plays inside and outside the organization.

Embracing Innovation as Strategy = direct ROI

Innovation and corporate venturing is usually a function of existing product lines and sometimes can even be considered disruptive incrementalism per our entry from april of this year. How can your firm imbrace innovation strategy for corporate strategy? Here’s how.