Yakub02
Banned
Peoples talk of being innovative and originating innovation. It has to do with ability to think outside the box to perform a unique task that will turn around things.
Special Innovation are highlighted below
Sustaining innovations: Most innovation happen from because most times we are seeking to get better and we are already seeking it. We look forward to improving existing capabilities in existing markets and we have a pretty clear idea of what the problems is and what domain of skills required to solve them. For this type of innovation we make use of conventional strategy like strategic road mapping •and using acquisitions to bring new resources and skill sets into the organization are usually effective. methods, such as those championed by , the founder of the design firm and can also be enormously helpful if both the problem and the skills needed to solve it are well understood.
•Breakthrough innovation. Sometimes, as was the case with the example of detecting pollutants underwater, we run into a well-defined problem that’s just devilishly hard to solve. In cases like these, we need to explore unconventional skill domains, such as adding a marine biologist to a team of chip designers. strategies can be highly effective in this regard, because they help to expose the problem to diverse skill domains.
•Disruptive innovation. When HBS professor introduced this concept of in his book T, it was a revelation. In his study of why good firms fail, he found that what is normally considered best practice — listening to customers, investing in continuous improvement, and focusing on the bottom line — can be lethal in some situations.
•In a nutshell, what he discovered is that when the basis of competition changes, because of technological shifts or other changes in the marketplace, companies can find themselves getting better and better at things people want less and less. When that happens, innovating your products won’t help — you have to innovate your business model.
•More recently, steve Blank has developed and has created tools like the business model canvas and value proposition canvas. These are all essential assets for anyone who finds themselves in the situation Christensen described, and they are evidential to be effective in a wide variety of contexts.
•Basic research. Pathbreaking innovations never arrive fully formed. They always begin with the discovery of new phenomenon. No one could guess how Einstein’s discoveries would shape the world, or that Alan Turing’s universal computer would someday become a real thing. As Neil Tyson said when asked about the impact of a major discovery, “I don’t know, but we’ll probably tax it.” To his point, Einstein’s discoveries now play essential roles in technologies ranging from nuclear energy to computer technologies and GPS satellites.
Special Innovation are highlighted below
Sustaining innovations: Most innovation happen from because most times we are seeking to get better and we are already seeking it. We look forward to improving existing capabilities in existing markets and we have a pretty clear idea of what the problems is and what domain of skills required to solve them. For this type of innovation we make use of conventional strategy like strategic road mapping •and using acquisitions to bring new resources and skill sets into the organization are usually effective. methods, such as those championed by , the founder of the design firm and can also be enormously helpful if both the problem and the skills needed to solve it are well understood.
•Breakthrough innovation. Sometimes, as was the case with the example of detecting pollutants underwater, we run into a well-defined problem that’s just devilishly hard to solve. In cases like these, we need to explore unconventional skill domains, such as adding a marine biologist to a team of chip designers. strategies can be highly effective in this regard, because they help to expose the problem to diverse skill domains.
•Disruptive innovation. When HBS professor introduced this concept of in his book T, it was a revelation. In his study of why good firms fail, he found that what is normally considered best practice — listening to customers, investing in continuous improvement, and focusing on the bottom line — can be lethal in some situations.
•In a nutshell, what he discovered is that when the basis of competition changes, because of technological shifts or other changes in the marketplace, companies can find themselves getting better and better at things people want less and less. When that happens, innovating your products won’t help — you have to innovate your business model.
•More recently, steve Blank has developed and has created tools like the business model canvas and value proposition canvas. These are all essential assets for anyone who finds themselves in the situation Christensen described, and they are evidential to be effective in a wide variety of contexts.
•Basic research. Pathbreaking innovations never arrive fully formed. They always begin with the discovery of new phenomenon. No one could guess how Einstein’s discoveries would shape the world, or that Alan Turing’s universal computer would someday become a real thing. As Neil Tyson said when asked about the impact of a major discovery, “I don’t know, but we’ll probably tax it.” To his point, Einstein’s discoveries now play essential roles in technologies ranging from nuclear energy to computer technologies and GPS satellites.
