Every Innovation is a process. To be great at innovation, you need a great innovation process. Approximately 80% of new products face failure, so, likely, your innovation process frequently needs to catch up to expectations. One of the biggest reasons why innovation fails is that we often need to remember the purpose.
A learning journey can be linear, where we get information to store or experience that knowledge is continuously gained through both personal and environmental experiences. Experiential Learning is the process of learning new skills, knowledge, behaviours, and attitudes through experience and active reflection.
Anyone wishes to be well treated in any circumstances. In some places, you can demand and get extra comfort or extra care, which satisfies your experience. But how do you run an organisation that cares about each team member’s journey? That is something which many organisations work on.
Changing our own behaviours starts where? Is it Motivation, is it ability, or is it the trigger? In the book, “Tiny Habits”, written by BJ Fogg, the author addresses this with a mental model. The model breaks down behaviour change into Motivation, Ability and Trigger. Motivation is one’s intention to perform the behaviour.
Giving feedback can be easy – and challenging. Maybe you find yourself in a situation where you must address a team member’s performance or behaviour with a “quiet word.” However, what begins as an informal conversation can quickly escalate. The entire message could go wrong if we don’t hit it correctly. Strong words are exchanged, accusations are made, and there’s a risk of significantly straining the relationship.
Appropriate agile metrics indicate a team’s progress in adopting agile practices or advancing your organisation towards becoming a learning entity. Qualitative agile metrics tend to be more effective for teams than quantitative ones. Conversely, at the organisational level, quantitative agile metrics offer more valuable insights than qualitative measures.
Data never sleeps. According to a combination of many statistics, forecast experts predict that around 7 million Terabytes of data will be produced by online users in 2023 alone. Any online actions are used for analytics, statistics, tracking, reporting, machine learning, etc. Data is a pivotal production factor, holding significant importance in developing products and services across all contemporary enterprises.
Time flies. Web and App Studio will soon be rebranded. It has taken its space on the market and is yet ready to adapt and match the new, upcoming market changes. As we all grow and change over time, a brand should also transform – or, more apt, adapt. Whether selling new products or simply updating a logo, a rebrand keeps a company modern and reminds customers that they are still in business. But rebranding shouldn’t be taken lightly.
The SaaS industry is constantly evolving and changing. As a B2B SaaS provider, you will fall behind if you don’t find ways to improve and innovate your product. SaaS customers have high expectations and are always looking for solutions offering more value. Scaling B2B SaaS revenue successfully involves a comprehensive approach that combines multiple phases, such as Idea market fit, product-market fit, and go-to-market fit, before scaling happens.
Branding doesn’t happen from one day to another. A brand has to prove that it is providing value to the user and impacting the market. Once this top is achieved, the market, driven by users and customers, will ride with the brand. They either become fans, loyal or, in some cases, protect your brand, while others try to reach that space.