tailieunhanh - Invent Business Opportunities No One Else Can Imagine phần 10

Những túi này được miễn phí từ liên kết các phòng ban và thứ bậc cứng nhắc để nhân tài có thể mang lại chuyên môn và quan điểm của họ cho một dự án. Để thúc đẩy các điều kiện thể hiện trong các túi của đổi mới, bạn sẽ cần phải: • Xây dựng các nhóm làm việc nhiều quan điểm. | Strategic Planning for Innovators targeted customer base. The exercise creates an understanding of competitors strategies and also reveals vulnerabilities in the current strategic position. By putting strategic assumptions up for critical examination the senior management team stays conscious of the very thinking that guides their company s destiny. This exercise prevents taking assumptions for granted and encourages willingness to explore new assumptions. Besides strategic assumptions other measures of changes in thinking would be noticing latent needs distinguishing new core competencies revealing previously unrecognized customer segments noticing emergent industry trends or developing new product and service ideas. Dance with what you get The final difference between strategic planning and strategic innovation is how the agreed-upon-plan gets implemented in the marketplace. This point in the process reveals stark differences between replicators and trendsetters. Replicator strategists try to determine the exact objectives to spell out the plan that has the strongest chance of accomplishing those objectives and then to allocate the required resources. These planners most often adopt a get it right the first time approach to introducing product and service innovations. Unfortunately the strategies developed in the isolated tranquility of a management retreat don t always track with the quirky and unpredictable reactions of customers. Unanticipated changes derail even the most carefully considered strategic moves. Sooner rather than later the plan on paper must be adjusted calling increasingly upon the leader s creative instincts to navigate in an uncertain world. Strategic innovation is based on understanding that innovation is not a zero defect process. Organizations must prepare for repeated course correction in response to customer feedback. Strategic innovation is part careful planning and part trial and error until you hit upon what works. The first part of .