Innovation in a CMMI 5 Company - The Story
summary
A 450‑person CMMI‑5 company runs company‑wide innovation days to probe uncertain markets: the first event uses three tracks (idea owners, volunteers, internal tools), the second reduces to two after pre‑ideation fails; vice presidents supply five challenges. Teams must produce a sales pitch and a business model canvas; facilitation with trained facilitators (and Gamestorming techniques) proves mandatory. One product emerges, culture and workshop skill improve, and sessions repeat every 4–6 months.
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chapters (14)
- 0:00Introduction
- 0:26The story
- 1:25Creativity vs. Innovation
- 5:36Contingent world and CMMI
- 7:341-Day 1
- 11:47Ideation phase
- 13:56The business model canvas
- 15:54Approaches to innovation
- 18:00Facilitation
- 20:041-Day 2
- 25:07Product Value chain
- 26:47Hierarchy of abstractions
- 28:16Problem orientated innovation
- 31:41Customer involvement
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