Handling disruptive innovations
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WHAT IS IT ABOUT?
Disruptive innovation is always in the spotlight, regardsless of industry. But an organization needs specific requirements to handle disruptive innovations. Here is a short questionnaire that touches the most poignant points.
- The consultant who wants to influence the transformation towards a more digital approach.
- The senior manager who wants to know whether the new process can support him to be more effective.
- The CEO who wants to know what to expect after he assumes the new role.
- The chief innovation officer who wants to move to the next level.
- The managing partner who wants to revamp his consultancy firm.
How to innovate
start with the end in mind
Disruptive innovations
how can we disrupt ourselves and others?
Leadership
make it happen by example, not just talk about it
start with the end in mind
Disruptive innovations
how can we disrupt ourselves and others?
Leadership
make it happen by example, not just talk about it
As you can see, you're not asking your respondents for opinions, satisfaction or agreement. Our scientific research has shown that these are very bad fuel for algorithms. Instead, we ask for verifiable facts or -behaviour. For further reading, you can download our AMAIZE magazine dedicated to this topic or discover the scientific papers in the Resources section.
After you have downloaded this questionnaire, you can - in your Toolbox - edit, add/delete, and translate questions & answers to your liking. Clicking the "Help me PRAIORITIZE" buttons in the Toolbox activates our A.I. to help you finish your masterpiece..
Q. How do you ensure that innovation opportunities reach the market?
Q. How do you measure success?
After you have downloaded this questionnaire, you can - in your Toolbox - edit, add/delete, and translate questions & answers to your liking. Clicking the "Help me PRAIORITIZE" buttons in the Toolbox activates our A.I. to help you finish your masterpiece..
Q. How do you ensure that innovation opportunities reach the market?
- Not
- For certain products we have established which department (marketing) is responsible for communicating this to the market
- We have established which department (marketing) is responsible for communicating this to the market for all products in our portfolio
Q. How do you measure success?
- Only looking at the numbers
- By looking at the qualitative achievements per product/project and its core objectives
- By measuring qualitative and quantitative achievements per product/project and its core objectives AND by analyzing comparable cases (benchmarking)
The artificial intelligence creating the questionnaires for the store has been inspired by over 11.000 whitepapers from more than 100 noted consultancy firms. Algorithms selected the 20% best papers and grouped papers from different consultancy firms into specific questionnaires. Why settle for less? Here is a summary how we did it.
If you feel you need outside support after conducting your assessment, we recommend the firms that have written the below mentioned whitepapers. Not having a paper selected does NOT mean that a firm does not give good advice.
If you feel you need outside support after conducting your assessment, we recommend the firms that have written the below mentioned whitepapers. Not having a paper selected does NOT mean that a firm does not give good advice.
| NAME | TITLE PAPER |
|---|---|
| pwc | pwc-workforce-datasheet-americas.pdf |
| lek | L.E.K._Secrets_to_Growing_Revenue_with_Social_Media.pdf |
| oxera | The-EU-draft-Damages-Action-Directive.pdf |
| bcg | BCG-The-CFOs-Vital-Role-in-Corporate-Transformation-Jan-2018_tcm9-181754.pdf |
| bcg | BCG-Unleashing-Innovation-in-Middle-Billion-Economies-September-2019_tcm9-228981.pdf |
| bts | Talent_Management_Argyle_Conversations.pdf |
| pearlmeyer | does-investment-pay-2019-uk-ceo-value-index.pdf |
| bcg | BCG-With-ERP-and-Digital-Support-Functions-It's-Not-Either-Or-It's-Both-Oct-2019_tcm9-232787.pdf |
You will download so much more than a set of questions and answers. This questionnaire contains everything for the full consultancy experience:
- Respondent profiles for a helicopter view of your audience.
- A maturity model with which algorithms calculate a six times smarter improvement target (compared to when you leave that to a human).
- Improvement suggestions (per question) how to move from one answer to another
- Suggested follow-on projects. After all, moving your organization from A to B might require more than just doing an assessment.
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