An innovation culture generally hints at an organization's overall attitude, approach, and support for new ideas and change. It is the environment that an organization cultivates to nurture creativity, out-of-the-box thinking, and solutions that are unconventional or disrupt the status quo. A true culture of...
Design thinking is a phrase that generally describes a human-centric innovation methodology harnessing principles from design combined with a deep understanding of customers and strategic business analysis to tackle complex problems. Multidisciplinary design thinking teams brainstorm creative ideas informed by gathering empathetic insights around users’...
Disruptive thinking tends to entail a cognitive approach that challenges ingrained assumptions, norms and paradigms with unconventionally discerning questions and perspectives. Rather than accepting the status quo at face value, disruptive thinkers intentionally shake up conventional wisdom to critically expose overlooked opportunities, underappreciated threats, important...
Strategic innovation as a whole touches on the farsighted approaches that challenge conventional thinking to unlock newfound value, while also disrupting the competitive landscape for incumbent organizations and even entire industries. To put things in perspective, according to strategy consultants and keynote speakers, strategic innovation...
A growth strategy is a strategic plan devised to achieve aggressive growth targets for a company by expanding some combination of existing markets, products, services or infrastructure. There are typically four overarching frameworks for fueling rapid business growth – market penetration, market development, product expansion...
Change management explores the broad set of processes, tools and techniques focused on ensuring that people are properly prepared, supported and equipped to smoothly adapt to an evolving environment, ultimately facilitating the acceptance and adoption of change. Typically connected to changes within an organization or...
