<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Nina Bozic Yams</style></author><author><style face="normal" font="default" size="100%">Valerie Richardson</style></author><author><style face="normal" font="default" size="100%">Galina Esther Shubina</style></author><author><style face="normal" font="default" size="100%">Sandor Albrecht</style></author><author><style face="normal" font="default" size="100%">Daniel Gillblad</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Integrated AI and Innovation Management: The Beginning of a Beautiful Friendship</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">AI innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">AI maturity</style></keyword><keyword><style  face="normal" font="default" size="100%">artificial intelligence</style></keyword><keyword><style  face="normal" font="default" size="100%">IMS ISO 56002</style></keyword><keyword><style  face="normal" font="default" size="100%">Innovation management</style></keyword><keyword><style  face="normal" font="default" size="100%">maturity model</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">11/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1399</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">10</style></volume><pages><style face="normal" font="default" size="100%">5-18</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">There is a growing consensus around the transformative and innovative power of Artificial Intelligence (AI) technology. AI will transform which products are launched and how new business models will be developed to support them. Despite this, little research exists today that systematically explores how AI will change and support various aspects of innovation management. To address this question, this article proposes a holistic, multi-dimensional AI maturity model that describes the essential conditions and capabilities necessary to integrate AI into current systems, and guides organisations on their journey to AI maturity. It explores how various elements of the innovation management system can be enabled by AI at different maturity stages. Two key experimentation stages are identified, 1) an initial stage that focuses on optimisation and incremental innovation, and 2) a higher maturity stage where AI becomes an enabler of radical innovation. We conclude that AI technologies can be applied to democratise and distribute innovation across organisations.</style></abstract><issue><style face="normal" font="default" size="100%">11</style></issue><custom1><style face="normal" font="default" size="100%">Research Institutes of Sweden (RISE)
Nina is a Senior Researcher in Innovation Management and the Future of Work at RISE. She has a PhD in Innovation Management and 16 years of experience working as an innovation enabler and explorer, both in companies and public sector organizations. After starting her career as a management consultant at Deloitte and building an entrepreneurship centre CEED Slovenia, she moved to Sweden where she continued her work as an innovation consultant and participatory action researcher, working with organizations, such as Nacka, Eskilstuna and Västerås municipalities, ABB, Electrolux, Ericsson, GodEl and others. In the last two years she has been researching the future of work, and how we can integrate innovation management with other disciplines, such as AI, new models of organizing, and future studies to prepare organizations for the future in a more holistic way. 
</style></custom1><custom2><style face="normal" font="default" size="100%">Gradient Descent
Valerie is an AI Strategist &amp; Partner at Gradient Descent. She is an experienced leader and advisor in digital disruption and transformation with over 20 years at Google and General Electric, helping companies in multiple industries solve strategic and operational problems in an integrated way across multiple technology domains. Her expertise includes defining digital strategies and developing digital operating models with a focus on providing practical solutions to complex technology challenges for executives. She has a specific interest in emergent technologies, including AI and IoT. Valerie most recently led a digital division of General Electric, advising large industrial operations on how to implement cloud-based enterprise IoT software, data analytics, machine learning and AI to increase productivity, reduce costs and improve competitiveness. </style></custom2><custom3><style face="normal" font="default" size="100%">Gradient Descent 
Galina is an AI Technologist &amp; Partner at Gradient Descent. She spent 16 years in the tech industry, over a decade of it at Google as a software engineer, data scientist and manager working on everything from ML-based advertising products to highly scalable distributed systems (four years in Silicon Valley). She spent the last 6 years working on AI strategy: alternating between building her own data and AI teams and strategy consulting on how to integrate data and AI into companies. In her last corporate job, she built the software and AI team for the electrical battery start-up, Northvolt. She is the founder of Women in Data Science - Sweden, a community of 700+ women in the field of data science, machine learning, AI and data analytics.</style></custom3><custom4><style face="normal" font="default" size="100%">Research Institute of Sweden (RISE) &amp; WALP
Sandor, PhD, is a community ecosystem builder and change driver. He is passionate about innovation and technology incubation. Currently, he is at the Knut and Alice Wallenberg Foundation and RISE Computer Science, working with people that explore new ways of connecting human beings, industries and technologies, all in the pursuit of making it more secure and enjoyable to work and live in a sustainable world. He worked at Ericsson for twenty years in Hungary and Sweden as a leader in product development and corporate research. He was the founder and head of Ericsson Garage, Ericsson’s global innovation and incubation platform. He received his Master of Science in Electrical Engineering from Budapest University of Technology and Economics in 1993, and his PhD from the same institution in 2004. He also holds a Master of Applied Science from the University of British Columbia in Canada and a Master of Business Administration from Central European University Business School, Budapest, Hungary.</style></custom4><custom5><style face="normal" font="default" size="100%">Research Institutes of Sweden (RISE) and AI Sweden
Daniel is Director of AI Research at RISE, Research Institutes of Sweden and co-director for Scientific Vision of AI Sweden. He has a background in AI, machine learning, data analytics and their practical applications, and has for many years been working with digital- and research strategies in industry and academia. He holds a PhD in Machine Learning and a MSc in Electrical Engineering, both from KTH, Royal Institute of Technology in Stockholm, and has lead research projects, groups and laboratories for almost 15 years. Daniel is an appointed member of the Swedish government advisory board on Digitalization, and has initiated, coordinated and co-edited the Swedish AI agenda.</style></custom5><section><style face="normal" font="default" size="100%">5</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Chris McPhee</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Innovation Strategy and Practice (November 2018)</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">best practice</style></keyword><keyword><style  face="normal" font="default" size="100%">collaboration</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">cybersecurity</style></keyword><keyword><style  face="normal" font="default" size="100%">framework</style></keyword><keyword><style  face="normal" font="default" size="100%">information security</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">maturity model</style></keyword><keyword><style  face="normal" font="default" size="100%">method</style></keyword><keyword><style  face="normal" font="default" size="100%">model</style></keyword><keyword><style  face="normal" font="default" size="100%">practice</style></keyword><keyword><style  face="normal" font="default" size="100%">research</style></keyword><keyword><style  face="normal" font="default" size="100%">research institutions</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">11/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1194</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">3-3</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">11</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;em&gt;Technology Innovation Management Review.&lt;/em&gt; Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa, Canada, and BScH and MSc degrees in Biology from Queen’s University in Kingston, Canada. He has nearly 20 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Ferhat Demir</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A Strategic Management Maturity Model for Innovation</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business model</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">maturity model</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">11/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1196</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">13-21</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Even though strategic management is highly critical for all types of organizations, only a few maturity models have been proposed in the business literature for the area of strategic management activities. This article updates previous studies and presents a new conceptual model for assessing the maturity of strategic management in any organization. The Strategic Management Maturity Model for Innovation (S3M-i) is composed of six maturity levels with seven dimensions. The main contribution of the S3M-i is to put innovation into the agenda of strategic management. The main objective of this study is to propose a model to align innovation with business strategies. This article suggests that innovation (new breakthrough products/services and business models) is the only way of creating sustainable growth, and strategy studies cannot ignore this aspect. Maturity models should embrace innovation to respond to the dynamic business environment and rapidly changing customer behaviours.</style></abstract><issue><style face="normal" font="default" size="100%">11</style></issue><custom1><style face="normal" font="default" size="100%">
Ferhat Demir is a management lecturer, trainer, and consultant. He studied Industrial Engineering at the Sakarya University in Adapazarı, Turkey. He received his Master of Business Administration (MBA) degree from Kennesaw State University and his Master of Public Policy (MPP) degree from Georgia State University in the United States. His fields of expertise and research interests include strategic management, innovation strategies, competitiveness, business models, and organizational design. He has diverse experience with large corporations, SMEs, non-profit organizations, and governmental institutions. </style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Omar Valdez-de-Leon</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A Digital Maturity Model for Telecommunications Service Providers</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business</style></keyword><keyword><style  face="normal" font="default" size="100%">business transformation</style></keyword><keyword><style  face="normal" font="default" size="100%">digital</style></keyword><keyword><style  face="normal" font="default" size="100%">digital transformation</style></keyword><keyword><style  face="normal" font="default" size="100%">digitization</style></keyword><keyword><style  face="normal" font="default" size="100%">disruptive technologies</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">maturity model</style></keyword><keyword><style  face="normal" font="default" size="100%">telecommunications</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">08/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1008</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">6</style></volume><pages><style face="normal" font="default" size="100%">19-32</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Industries across the spectrum are being faced with a fundamental change: digital transformation. The telecommunications industry is no exception. For communications service providers, this transformation started some time ago with the emergence of so-called over-the-top (OTT) services such as WhatsApp and Skype. However, in spite of such transformation being underway, there is a lack of frameworks and tools to help communications service providers navigate such radical change. This article presents the findings of a research project to develop such a framework: the digital maturity model for telecommunications service providers. The model aims to offer a structured view of digital transformation that is specific to the context and challenges of the telecommunications industry and that can be used as a standard to help communications service providers benchmark themselves against peers or themselves as they advance their transformation. This article describes the need for the model and the methodology used to develop it, and it offers recommendations on how to use the model and further develop it as our understanding of digital transformation evolves.</style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">Ericsson
Omar Valdez-de-Leon is a Senior Consultant within the Global Consulting and Systems Integration practice at Ericsson. He is a practitioner in the area of innovation and digitization of products and services and, over the years, he has worked across the IT and telecommunications industry in companies such as Bosch, Logica-CGI, Elster, Vodafone, and Ericsson, with a focus on new business initiatives grounded in emerging technologies. He holds an MSc in Technology &amp; Innovation Management from SPRU in the University of Sussex, UK, and an MBA from Manchester Business School. </style></custom1></record></records></xml>