In the February newsletter we covered the LPM concepts of roles, artifacts and processes. Since then, we have discussed in detail the roles that play in this methodology. Now it is time to penetrate the artifacts. Artifacts are the tools used in order to support and facilitate how a Project is managed. We start with the two backlogs: the Product Backlog and the Sprint Backlog. A backlog is a list or … Read More
An open system or organization must look at its environment for two reasons. The first one is to ensure its delivered output meets the continuously changing environmental needs. The second one is to look for inspiration, predict what the environment will demand next, create the demand and provide the first and/or the best offer to gain a competitive advantage and … Read More
Dear friends and colleagues, we post this week to anounce you that we change our blog address. Dícere-Wakab will be called from now on Dícere-ToBeinn in order to reinforce our compromise with the ToBeinn project, which was born recently.
In this interview by Ray Garcia, Fran Chuán describes a framework for how to think of innovation and instill a culture of creative problem solution within highly operational organizations.
This article shares two strategies that are proving most effective for CEOs that aim to make their companies more innovative: developing a creative culture (people’s behaviors) and applying new processes and technologies.
The term “modembitious” comes from the hybridization of “modest” and “ambitious”. The authentic geniuses of business do not try to know everything. The most creative leaders do not only take advantage of the genius’ hidden power to attract new ideas, they take advantage of the collective genius in order to evaluate the ideas they attract. Not all the new ideas … Read More
Many times our beliefs restrict us. Sometimes, what we know puts limits to what we can know or imagine. Particularly, there are three self-deceptions that notably limit us in our day-to-day business activity:
There is a lot of mysticism around the fact that one should fail in order to innovate. And, many times, we read the same statement with the word “mistake”. Be careful! A failure is not a mistake. A mistake is a proof that there was negligence, lack of reflection, excessive speed or an assumption of a certain cause-effect during the … Read More
Some time ago we read in the Harvard Business Review’s blog a reference to Peter Dickson and Joseph Giglierano that called our attention because of its visual way of reflection and the analogy referred to the risk that everyone faces. And the perceptions and consequences that both of them produce too. Dickson and Giglierano state that executives and entrepreneurs face … Read More
“The elements that make up a truly innovative company are many: a focused innovation strategy, a winning overall business strategy, deep customer insight, great talent, and the right set of capabilities to achieve successful execution. More important than any of the individual elements, however, is the role played by corporate culture — the organization’s self-sustaining patterns of behaving, feeling, thinking, and … Read More
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