Radical innovation: crossing knowledge boundaries with ...
Radical innovation: crossing knowledge boundaries with ...
Radical innovation: crossing knowledge boundaries with ...
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� need not have a clear business model - avoid uniformity<br />
� understand consumer needs, aspirations, desires, and preferences<br />
� facilitated meetings require an interesting problem<br />
� be aware of which ‘users’ you are expected to represent or be accountable to<br />
� gain team buy-in for pole-star vision<br />
� cherry-pick ideas that attract you<br />
� be clear about the invitation outcomes<br />
� managers should prescribe principles, not outputs<br />
� maintain programme vision, above all individual projects<br />
� leaders must synthesise a shared vision, not simply generate a personal one<br />
� establish team philosophy<br />
Managing projects<br />
� Formal management process doesn’t work - you can’t tell people what to do.<br />
� define and keep schedules and milestones<br />
� have a clear and focussed objective<br />
� have a sense of urgency<br />
� maintain fear of failure<br />
� commitment to deliver, <strong>with</strong> firm plans of how this is to be achieved.<br />
� offer an early win to investors, even if not the main goal<br />
� plan for serendipity<br />
� respond, don’t plan - restructure and regroup available forces<br />
� Follow exciting leads, <strong>with</strong>in a ‘pole-star’ framework<br />
� Select and prioritise ideas<br />
� have frequent meetings of the team<br />
� recognise when the project is approaching a natural end – it will be too early<br />
for some collaborators<br />
� managers should co-locate <strong>with</strong> team to spot problems and emergent<br />
opportunities<br />
Inclusivity<br />
� ensure perception of collective decision making<br />
� facilitated meetings must take care to include all participants<br />
� identify common problems to solve<br />
Maintain rhythm of the enterprise<br />
� about the people and the journey, not product<br />
Innovation and Interdisciplinarity 119