SOFTware is HARD

A mindmap review of this book. Flash version can be found here

Innovation Traps Project-related Overspending too soon Prioritising “can we” over “should we” Pursuing unattainable perfection Analysis paralysis Using traditional market-forecasting tools Fixating on core competencies Company-related Unbalanced innovation portfolio (e.g. mostly low-risk, low-hanging) Too many lingering projects that should have been “killed” Negative influence of the core business Use wrong decision-making criteria Time is Scarce for Innovation Core operations take up too much time Not setting up time for innovation guarantees it won’t happen Can we “take some time away from our core operations and it won’t suffer” but “what would happen if we didn’t set aside time for innovation?” Choices 1) should staff dedicate a portion of their time to innovate or 2) should a small group of people focus all their time on innovation? Choice is 2) Principles of Disruptive Innovation Overshooting creates conditions for disruption – “good enough” is great! Disruption com