→ Entrepreneurial Leader: 4 Attributes

→ Business Synergies Approach to Project Management

Specific Skills of Radical Project Managers

• Confronting uncertainties and reducing them: The fuzzy front end and the complex set of uncertainties on multiple dimensions in the radical innovation environment makes traditional → project management approaches impractical. Hence, new → skills must be added to the traditional project management toolbox.  >>>

"The ultimate risk is not taking a risk." – James Goldsmith

• Dealing with the chaotic nature of the radical project management environment: "Without order nothing can exist – without chaos nothing can evolve." Radical projects are experimental as → experimentation is the key to discovery. The radical project manager must → balance formal processes at one extreme with the fluid creative chaos of ideas, relationships, interests, and transactions at the other.

→ The Jazz of Innovation

→ The Jazz of Innovation: 11 Practice Tips

• → Entrepreneurial Creativity and skill in resource and competency acquisition: Incremental innovation projects are usually fully funded. Experimental and chaotic radical projects have to deal with various resource challenges and discontinuities.

→ Freedom To Fail

→ Noble Failure

• Overcoming project discontinuities: The occurrence of unanticipated crises may force the project to regress to a less mature level. The radical project manager should work toward establishing both formal and informal project legitimacy in the eyes of the organization to counter organizational resistance to radical innovation.

• Improvising and taking tactical detours: The levels of uncertainties may rise and fall throughout the project. The project manager must be able to → solve problems creatively, to take risk, and to → lead the team in adapting and redirecting its focus as necessary to keep the project moving.  >>>

→ Loose-Tight Leadership

• Preparing a project for acceptance by a manufacturing partner – an existing business unit, a new business unit, or a spin-off company. It is difficult and unusual for radical innovation projects to reach the level of maturity expected by most business units before handoff.¹ The receiving unit wants to be confident that:

  • the technology will work

  • the product can be produced reliably

  • the product has features and attributes desired in the marketplace

  • → customers and applications are well enough understood so that → sales, → marketing and distribution functions can be implemented successfully

  • projected → revenues can be achieved.

A "transition team" may be used to accelerate the project through the final stages of the maturation process.¹

Kore 10 Innovative Thinking Tools

Kore 10 Tools help innovators approach creation of entrepreneurial strategies and anticipation of opponents' moves more systematically. The Kore 10 Tools help also  innovation leaders and radical project managers strengthen and synergize the most important areas of innovation... More

 GE Digital X-Ray Project

The GE Digital X-Ray projetct case study Case is presented in the form of a football game – a revolutionary form of Ten3 Innovation Training... >>>