 
In the past decades, companies built strong technology competencies. These are still key, though no longer sufficient for successful innovation. People - referring to innovation stakeholders like users, marketing, R&D or sales - are the driving force that makes or breaks an innovation; a new force many companies have little experience handling. As objectives, needs and personalities of stakeholders are growing in number and diversity, understanding and aligning people has become a complex management task. Users are ever harder to research; marketing struggles to make interpretations of multiple, inconsistent market reports and to translate them into thorough new product requirements; engineers are pressured to find solutions that meet cost goals; managers often lack tools to decide if an idea is worth sponsoring; sales may be hesitant to support new products; and buyers may feel differently about the value of a new product - to the surprise of all. Companies who manage their innovation stakeholders well have a critical competitive advantage. This practice works with clients to respond to the people challenges of their particular industry, providing expertise and building tools in these domains:
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point of view:innovation opportunity p2p telephony Telephony with P2P technology enables substantially more functional and higher quality communication than traditional telephony, at practically no cost. These new possibilities of internet telephony will cause dramatic changes in the behavior and the needs of consumers and companies - changes that will generate extraordinary business opportunities to create new products and services in a global market larger than 1.3 trillion dollars. The main challenge for creating a successful business based on revolutionary technologies is to anticipate how these technologies will impact the needs of people, and to translate them efficiently into new products and services. |
