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Chapter 1 – Strategy Insight Using Innovation Strategy Frameworks Section 1.6 of the PDMA BoK speaks about innovation strategy frameworks and how they can be foundational for developing an innovation strategy. Michael Porter’s strategic framework is covered in there and outlines the choices between cost leadership, differentiation, and focus
A Framework for Understanding Emerging Consumer Needs Andy Hines Originally published: 2013 (PDMA Visions Magazine • Issue 1, 2013 • Vol 37 • No 1) Read time: 11 minutes New product developers are constantly searching for emerging or latent needs
Using the Working Backward Framework to Create High Confidence Product Features PDMA St. Louis | January 11, 2024 Description Working Backwards is a product framework developed at Amazon to de-risk customer focused products
We propose an innovative framework based on lead user theory for capturing product/service improvement ideas from user-generated content on social media (henceforth called “chatter”)
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. This presentation introduces a value management framework that is designed to greatly assist in the development of strategic plans and the formation of portfolios for the complete life cycle of both capex and opex investments. The framework is the missing link that has seen strategies failing and programs/project success rates declining for some time
Product Owners who have a product playbook and leverage Innovation Games - a simple collection of frameworks - dramatically increase the odds of delivering on the outcomes that matter
Christensen The jobs-to-be-done framework offers a focused way of understanding customer needs
Second, based on a systematic coding procedure, these criteria were synthesized and organized within a comprehensive framework delineating four distinct product archetypes for the digital age: (1) Digital, (2) Connected, (3) Responsive, and (4) Intelligent. Third, three major conceptual themes that arise from this framework are identified and possibilities for future research are pointed out
Motivation Gaps and Implementation Traps: The Paradoxical and Time‐Varying Effects of Family Ownership Josip Kotlar, Alfredo De Massis, Federico Frattini and Nadine Kammerlander Originally published: August 13, 2019 (PDMA JPIM • Vol. 37, Issue 1 • January 2020) Read time: 48 minutes Access the Full Article We present a theoretical framework of family ownership as a driver of the heterogeneity (between‐firm differences) and variability (within‐firm differences over time) of absorptive capacity (AC). Building on our analysis of the multiple dimensions of family ownership influence on firm behavior and the mechanisms that can shape the firm willingness and ability to acquire, assimilate, transform, and exploit external knowledge, we introduce the concepts of motivation gap and implementation gap to explain why, paradoxically, family ownership can cause both upward and downward divergences in AC. Our contingency framework identifies conditions under which the positive and negative effects of family ownership on AC are likely to prevail and adds a temporal perspective suggesting that AC varies depending on the duration of family ownership and ownership succession