Deploying e-health service innovations – an early stage business model engineering and regulatory validation approach

The objective of this study was to design a viable business model for commercially deploying an e-health service innovation – i.e. a so-called myofeedback-based teletreatment service – in the R&D deployment phase. In this paper, the business model and regulatory validation strategy used to conceptualise the deployment of this e-health service innovation is described, analysed and evaluated. Insights from surveys, desk research, expert interviews, workshops and quantitative modelling were combined to engineer the business model and consequently refine it in four design cycles. The business model engineering strategy led to critical deployment insights that would otherwise be unknown or learned at a much later phase of the development process. Based on this result, it is concluded that our approach may lead to substantial risk reduction as well as substantial savings in costs and resources related to service innovation deployment.
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Innovation Enablers

They say variety is “the spice of life” – but in our working lives, it’s the spice, ingredients and a good portion of the kitchen equipment too. In striving to build comprehensive and sustainable enterprise innovation programs however, too often I see companies then ignoring the need for diversity – both in the reach and composition of their programmes. We are long past the days where a company’s growth can be sustained with innovation from a few solitary individuals in a lab or conference room. Innovation nowadays needs to be a singular mindset across the entire company – with executives not just asking, but instead requiring collaborative input from across the organisation as they look to solve the strategic and tactical problems that stand in the way of progress.
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4 Ways To Encourage Innovation In Your Startup Business

As the market becomes saturated, it becomes difficult for many businesses, especially startup enterprises, to stay on top of their competitions. Technology has paved a way for firms to revolutionize their marketing and management strategies. Another tried and tested way to infiltrate their specific markets successfully is to inspire innovation within their offices, from employees to their brand.
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Innovative behavior and venture performance of SMEs: the moderating effect of environmental dynamism

European Journal of Innovation Management, Volume 18, Issue 2, May 2015.
Purpose This study explores the relationship between innovative behavior and firm performance to determine empirically whether managers’ innovative behavior impacts directly or indirectly on firm performance through innovative output. A proposed conceptual model is tested with the moderating effects of environmental dynamism Design/methodology/approach An empirical study tests the conceptual model of a multi-industry sample of Tunisian SMEs. For this analysis we apply the Partial Least Squares (PLS) technique using the software package SmartPLS, version 2.0 Findings Empirical findings reveal that innovative behavior acts on innovation output thus having a positive and significant effect on business performance. Direct effect on business performance is found to be positive but weakly significant. These positive relationships tend to decrease when market conditions are highly dynamic. Practical implications Managers should be aware of the strategic potential of their innovative skills which can reinforce a firm’s innovativeness in order to improve business performance. Originality/value This article proposes a model showing how a manager’s innovative behavior affects innovation output thus enhancing firm performance. The proposed conceptual model gives a more specific vision with the introduction of environmental dynamism as a moderating factor.
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Innovation Portfolio Management: A Synthesis and Research Agenda

Innovation portfolio management (IPM) addresses the resource allocation across a firm’s portfolio of new product development projects consistent with corporate strategy. The paper provides a comprehensive review of IPM research and offers new conceptual arguments by systematizing prior findings in the following four categories: optimization perspective, strategic perspective, decision-making perspective and organizational perspective. These different approaches to IPM have been largely disconnected so far, but they can complement one another to provide new theoretical insights into a critical topic in innovation research. The different approaches are therefore integrated into an overarching perspective and a detailed research agenda is proposed.

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7 Things to Do Before Starting Any Project

Everyone plans tasks in different ways, but the largest, most complicated projects have tried-and-tested methodologies that help break processes down and ensure that stakeholders and different departments are clear about which tasks need to be completed by whom and by what time. This article breaks project planning down into seven key tasks that have to be completed before work begins to give the project the best possible chance of coming in on time and on budget.
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