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Invention is the creation of a new idea or concept.
Innovation, on the other hand, refers to the process of transforming a new concept into commercial success or widespread use.
For this reason, the goal of every company is innovation, while invention can be a way to get there.
To innovate profoundly requires a gardener-like approach of preparing the soil, planting seeds, and accompanying them to maturity or harvest. A garden where people are the protagonists.
Being inspired by the principles of MIT’s Media Lab is something really possible even for a small business. Agility is an approach that can foster innovation that goes far beyond the surface layer.
VUCA world, the need to emphasize exploration (Exploration) as an alternative to efficiency (Exploitation) and its impact on the speed of product development.
The complexity of the product development process and the seven principles of Complexity Theory.
Because the goal of every company is innovation, and invention a way to get there.
The conditions for deep innovation.
The suitability of the 4 project management modes-Waterfall, Lean, Project Management 2.0, and Agile-to enable adaptive planning.
From Canvas to Producta minimal, no-frills approach to develop a product.
The Marketing Mix, the role of the PO and the Exploration project to assess the opportunity to start product development.
In a VUCA world, speed of development is a strategic factor, as is assigning the correct priority to projects to be developed through visual Portfolio management.
Product quality and Kano's Customer Satisfaction and Dissatisfaction model.
The receptive part of the market to which to target the Minimum Achievable Products.
Agile development of physical products requires some adaptations from software products, including the construction of "Pretotypes," true forerunners of prototypes to be used as bait.
Managing the Backlog, i.e., the set of things to be done, in a structured way to cadence work in the iterative and incremental approach is the essence of Agile for physical products as well.
Classic high-level risk management integrated within the Backlog allows it to fit seamlessly within the agile approach.
Extending the agile approach by integrating physical activities with design activities makes Concurrent Engineering possible, with very remarkable results.
Three examples of design problems of increasing complexity, with proposed possible management methods specific to each case.
The transition to Agility is a delicate process that involves management as much as operational people, through middle managers.
The concept of Agile Factory is something truly concrete, evidenced by 4 representative business cases from small, medium and large enterprises.
The final synthesis condensed into the 13 Fundamentals that represent the essence of the Agile Factory.
