Saturday, February 11, 2023

Innovation

To awaken innovation in the well-established organization, business leaders and professionals should think as an intrapreneur and act as a startup manager.

D
igital is the age of innovation. And innovation is what leads to differentiation. There are many ways to differentiate and, therefore, there are many ways to pursue innovation. 

The purpose of the book “Unpuzzling Innovation - Mastering Innovation Management in a Structural Way“ is to demystify innovation puzzles in a structural way.


    


 Innovation

Innovation In an increasingly uncertain, complex, and ambiguous world, the problems become over-complex and interconnected. Innovation often has a lot to do with the external environment, but people tend to focus on internal circumstances.

Innovation ii Innovation is about moving forward. In any business, if you are not moving forward, you are moving backward. There is no standing still. The hybrid nature of innovation is a combination of something old with something new. Innovation kaleidoscope shows the ever-evolving dynamic view, hybrid digital patterns, and mixed cultures.

Innovationi In the world with blurred territories and information abundance, business innovation today is more often the interdisciplinary management discipline. In fact, we see much more innovation in more and more areas of the business landscape as a result of an increasingly well-educated population across the globe, companies across industries or geographies work together in a hyper-connected and continuously converging environment that provides structural innovation and reinvent an innovative society with people-centricity.

Innovationvariance Due to abundant knowledge, increasing pace of changes, blurred territories, and hyperconnectivity, innovation can happen anywhere across the organization and its ecosystem. However, it has a very low success rate; every organization has a tolerance for the variance which, when exceeded, produces a failure scenario.

Initiativesofpotentialorchestration In today's world, one’s business should feel blessed if they get employees motivated to utilize their full potential. The potential is the ability to take on more responsibilities in the future which is displayed by people’s growth mindset or professional capacity.

The “Future of CIO” Blog has reached 10 million page views with about 10400+ blog postings in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way to human progression.



"Unpuzzling Innovation" Amazon Order Link

"Unpuzzling Innovation" B&N Order Link

"Unpuzzling Innovation" iBook Order Link

"Unpuzzling Innovation" Book Slideshare Presentation

"Unpuzzling Innovation" Book Chapter 1 Innovation Classification

"Unpuzzling Innovation" Book Chapter 2 Innovation Principles

"Unpuzzling Innovation" Book Chapter 3 Digital Innovators

"Unpuzzling Innovation" Book Chapter 4 Connecting Innovation Dots

"Unpuzzling Innovation" Book Chapter 5 Digital Innovation Best & Next Practices

"Unpuzzling Innovation" Book Chapter 6 Innovation Paradox

"Unpuzzling Innovation" Book Chapter 7 Innovation Gaps and Pitfalls

"Unpuzzling Innovation" Book Chapter 8 Innovation Measurement

"Unpuzzling Innovation" Book Conclusion Mastering Innovation in a Structural Way

"Unpuzzling Innovation" Book Quotes Collection I

"Unpuzzling Innovation" Book Quotes Collection II

"Unpuzzling Innovation" Book Quotes Collection III

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