Download The Imagination Challenge: Strategic Foresight and by Manu A. PDF

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By Manu A.

Businesses continually current technological developments-new fabrics, new mechanisms, and new how one can improve present services and products. but those seldom bring about actually new principles. Why? people are all born with inventive instincts, yet within the curiosity of effective and predictable productiveness, associations akin to faculties and companies many times prevent these impulses. the main cutting edge services and products, writer Alexander Manu argues, come up out of the behaviors of play — the power to visualize, with no limits, the query ''What if…?''Manu's enticing and encouraging booklet deals businesses a wealth of functional recommendation and strategies to unharness their complete artistic strength and holiday prior to the gang. Manu's provocative, insightful utilized methodologies for growing new enterprise possibilities and transformative options achieve resonance from real-world situations and conversations with best innovators resembling MIT's Mitchel Resnick. Readers will research suggestions to: * Open their businesses' eyes to unseen possibilities * Spark the mind's eye and set off the potential for product innovation groups * flip encouraged principles into profitable services and products.

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Extra resources for The Imagination Challenge: Strategic Foresight and Innovation in the Global Economy

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That CHAPTER 3 Imagination and Possibility · 43 makes the material cost 20 cents, resulting in a value add of 4,495 percent. Or is this a value creation of 4,495 percent? “ Vezok comes with a narrative—one that is further expanded through play. The narrative is where the creation of value takes place. ” Beware Vezok’s Fury! In 2001, Lego launched the first Bionicle series with the “Quest for the Masks” scenario, a collection of characters accompanied by related products, interactive activities, Web forums, and online games.

You seek to win using strategies and tactics that transcend these limits in movement. You are bound by the architecture of the board and the rules of the game, and by your own ability to maximize future play. A good chess player can see 15 or more moves into the future with one strategy, which must then be tailored and adapted with each subsequent move by his opponent. Despite the constraints of the board and the range of motion for each piece, the opportunities are astounding; it has been estimated that there are more possible games of chess than there are atoms in the universe.

Mr. McGuire: “There’s a great future in data. Think about it. ” And suppose you have figured out an answer, be it an idea or product or process. ” Why Creativity Is Not Enough The answers to both of these questions will allow us, as individuals and organizations, to construct a bridge between what we know and what we can do to maximize our knowledge in the presence of emerging technologies. But these answers require imagination rather than creativity—imagination because they are images of the mind; images of possibility.

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