Last time I talked about whether corporations should start acting like start-ups, <link>. This week, we'll discuss our incubation process and how corporations can include some of the best ideas of start-ups in their own organisation without throwing the company child out with the bathwater.
90% of the people we have interviewed indicated that their organization’s innovation capability is hampered by a lack of speed and flexibility. It’s tempting to look at start-ups (and how they organize themselves) in an attempt to copy their strengths to your large corporate organization. Heck, even some consultancy firms will state that corporates should act as start-ups in order to achieve success in their innovation efforts. We disagree and I would like to share our vision on the matter.
In this post I want to share my experiences in the support of the governance process that is responsible for keeping the level of customization for a standard package solution under control. How do we approach this? It's easy to boldly say upfront that you rather adapt your way of working than to customize the software you bought. This post is all about sticking to that decision even when the going gets tough.
What is a project? In its most simple definition it means implementing a change in a controlled way so that the investor doesn't need to take a leap in the dark. The word 'controlled' and 'change' are key in this simple definition. In this post, I’ll focus on our approach to define the way in which the business needs to change its way of working and how we leveraged our corporate process model to do so.
One thing we've learned from the first phase of the iHRM program is that a complete waterfall approach with one delivery moment, followed by an extended user acceptance period is not the silver bullet. For the second phase of the program, the scope is wider and the number of project teams is higher. In this blog post, I'll share some insights on how to effectively manage scope while going for an iterative and incremental development plan.