How can Lean and Innovation make your business evolve to 4.0?

Blog, Insights

Once the go-to strategy for ensuring business efficiency and growth, in the context of the current reality, Lean Management has been branded by some as being outdated. But, in a more evolved form, this business approach has in fact shown that it can complement Innovation Management when it comes to company operations, and could be the answer for businesses to remain competitive in today’s world.

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How to look beyond product innovation in medium enterprises

Blog, Insights

One of the most common myths when leading idea management in medium enterprises is that you should strongly focus efforts on product innovation, as the ultimate goal is to have the next big thing. Though the reasoning is understandable, if you want to improve your odds of success, try not to miss the bigger picture.

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How can medium enterprises innovate successfully?

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Though not always fully recognised, Small to Medium Enterprises are the root of economic growth and job and wealth creation. They play a vital role in the global economy, strongly contributing to employment rates, innovation and growth. Yet, such a fundamental role is only possible if SMEs are able to continue reinventing themselves in order to innovate actively and remain relevant

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The 7 (+1) things you have to do to succeed as an Innovation Director

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As companies fight to stay ahead of the innovation curve, the role of the Innovation Director is developing and growing in significance. Some have trained in the field with a high degree of specialisation, while others have fallen into the position from other areas and have moulded themselves to become the innovation leader of their company. Regardless, their goal is the same: to help propel and direct innovation within their organisation.

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What are the good and the bad costs in your innovation agenda?

Blog, Insights

When introducing a cost-cutting strategy in your innovation agenda, you should first have a clear view of your company’s strategy and map out good and bad costs for programme intervention, at macro and micro levels. Both macro- and micro-level-oriented strategies have value and they often make more sense combined.

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