Beitrag, Englisch, 18 Seiten, S:SENSE GmbH
Autoren: Patrick Link, Michael Lewrick
Herausgeber / Co-Autor: S2B Confernce Zürich
Erscheinungsdatum: 02.06.2014
Seitenangabe: 1-18
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In our fast changing world the traditional approaches of long term strategic planning and distinct Research and Development (R&D) teams might not fit the promptness of change currently taking place. As a result, more and more companies focus on capabilities of their employees and organizations to launch agile new products or re-design the core processes and business models of the company. Especially large mature companies face the challenge of transforming into this new area of management. New structures and frameworks help these companies to transform into an innovation driven enterprise. This paper aims to provide guidance in applying different frameworks in practical use. For example, a Three Canvas Model is presented that allows to operationalize the business model canvas, including the innovation success factors viability, feasibility and desirability. The model supports the definition of the customers and their needs and the joint definition of the product vision as a basis for developing the product with agile processes or for managing a project. Furthermore, the model supports the linkage between early phases (front-end innovation and upstream innovation) and the actual development phase (downstream innovation). To get a good linkage a clear vision is essential and is seen a key success factor. Applying the model in real business environment has proved that it helps to foster agile product management and agile product innovation. Still more research is necessary to determine how established organizations can better act in an agile way. The agile tools are still "piecemeal" and rarely integrated across all processes. But this must be seen as an optimization potential for organizations in the future. However, the development of continuous agile practices that are vertically and horizontally coherent, takes agile leadership as well.
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