In here, the importance of Mission and Vision is established: Fundamental to the long-term success of an organization is a clear definition and understanding of what the organization stands for and why it exists
2 Comments - no search term matches found in comments.
The Role of Hybrid Organizations in Scaling Social Innovations in Bottom‐of‐the‐Pyramid Markets Jarrod P
Organizational models for advancing technological innovations: A configurational approach Gina Colarelli O'Connor kHUB post date: January 2025 Originally published: 30 December 2024 (PDMA JPIM • Vol. 42, Issue 1 • January 2025) Read time: 60 minutes Access the Full Article Novel technologies are emerging and evolving at such a rapid pace that it is difficult for companies and society to absorb them. Large mature organizations can be displaced if they fail to learn about, develop, and adopt new technologies, yet they struggle to do so
Boosting Organizational Value via Portfolio Management PDMA Minnesota | April 20, 2022 Description Pressure remains on organizational executives and other leaders to deliver greater value and returns to their shareholders and stakeholders. Without a value driven framework, organizations will become lethargic and potentially oblivious to changes in environments that can cause significant disruption to the organizations performance
Development of a multidimensional scale to measure organizational creative capabilities Guy Parmentier , Zeinab Sheet , Florence Jeannot , Romain Rampa kHUB post date: November 2024 Originally published: April 1, 2024 (PDMA JPIM • Vol. 41, Issue 6 • November 2024) Read time: 55 minutes ACCESS THE FULL ARTICLE Although the literature's case and longitudinal studies provide ample evidence of organizational routines that foster creative behaviors, it still lacks an integrative model of organizational creative capabilities (OCCs) and the quantitative evidence to validate such a model
See matching posts in thread - RE: PD in a service organization...
Making Our Way into Organizational Sustainability Christina Mondor (EvolveEA), Aurora Sherrard (Green Buiding Alliance), Georgia Berner (Berner International Corp.) and William Deuschle (TRACO) Originally presented: June 2, 2011 Watch time: 24 minutes Access the Webcast How to make products green has become a prevalent topic of conversation among product developers, but developing an effective strategy involves a revamp of people, process and place
The Non-Obvious Way to Engage Organization Support for Innovation Doug Hall | PDMA Inspire Innovation Conference • September 16, 2024 Innovation, particularly disruptive innovation, is often met with resistance. This workshop will detail key principles and processes to not just overcome the resistance, but ignite engagement from the wider organization. The methods are brought to life through real world examples from the Dexter Bourbon Distillery
Toward a Contingent Model of Mirroring Between Product and Organization: A Knowledge Management Perspective Ezekiel Leo Originally published: October 28, 2019 (PDMA JPIM • Vol. 37, Issue 1 • January 2020) Read time: 1 hour, 10 minutes Access the Full Article Much of the contemporary modularity literature subscribes to the idea that increased product modularity is associated with advantageous increase in organizational modularity. Known as the “mirroring hypothesis,” this proposed relationship states that the structure of a product development organization and the architecture of the product being developed would “mirror” each other. This correspondence suggests that product modularity can be a substitute for overt organizational coordination mechanisms, thereby increasing the efficiency of product development