Growing with smart products: Why customization capabilities matter for manufacturing firms Colin Schulz, Sebastian Kortmann, Frank T
Microfoundations of Dynamic Design Capabilities: An Empirical Analysis of “Excellent” Italian Design Firms Cabirio Cautela, Michele Simoni, and Peter Moran kHUB post date: December 8, 2022 Originally published: July 28, 2021 (PDMA JPIM • Vol 39, Issue 1 • January 2022) Read time: 45 minutes Access the Full Article This article investigates how managers of firms awarded for their design excellence build organizational-level design-related dynamic capabilities by selecting designers with specific individual capabilities and managing how and the extent to which users of the firms’ products are actively involved in design activities. The following two types of dynamic capabilities were studied: user-centered design (UCD) and meaning innovation (MI)
The impact, though temporary, could in the long run redefine business strategies, making business leaders reprioritize their organizations capabilities to meet changing needs. In this article, the author would like to outline the impact of this lockdown, challenges it has posed to Auto OEM and the key capabilities that an Engineering Director/ Chief Engineering officers would like to prioritize in the coming year
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However, research has still not answered the key question regarding the dimensions of big poverty data analytics (BPDA) capabilities for creative service offerings nor their effects on economic and social outcomes
Based on our theoretical framework, we conduct a systematic literature review that unveils the dynamics of DT and the context-specific capabilities to innovate. The contributions of the paper are twofold. First, we provide a theory-based framing of DT and combining it with existing theories in innovation and management (i.e., dynamic capabilities and microfoundations)
By understanding this context, strategic options may be evaluated in terms of how they may take advantage of macro-environmental shifts and match them with current or developing organizational capabilities and associated investments
PV’s designers developed several packaging concepts and used their in-house rapid prototyping capabilities to bring the witty and charming Sir Kensington character to life
Part 1 - Avoiding Innovation Execution Pitfalls – will include: How your company’s definition of “new” affects what capabilities you need Advice on how to avoid execution pitfalls Practical methods to assess what capabilities need to be installed/adapted/rebuilt Framework that attendees can apply to their efforts What did you think of this post?
But at some point in its life cycle, a company will outgrow the capabilities of these ubiquitous tools...When using an incremental approach to build your innovation capabilities, though, be careful to avoid ending up with multiple, disconnected point software solutions
We now have products that recognize people’s faces, have natural-sounding conversations with users, and drive vehicles with limited human guidance; capabilities that would have been difficult or impossible to implement without data science and AI. However, the new capabilities come at a cost: developing systems that learn from data requires a different mindset and approach than traditional software development.