01878nas a2200265   4500008004100000022001400041245008500055210006900140260004200209300000900251490000700260520107400267653001801341653001601359653002801375653001801403653002601421653001901447100002201466700002401488700002801512700002101540700002101561856003001582       2020                        eng d  a1927-032100aIntegrated AI and Innovation Management: The Beginning of a Beautiful Friendship0 aIntegrated AI and Innovation Management The Beginning of a Beaut  aOttawabTalent First Networkc11/2020  a5-180 v103 aThere 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.10aAI innovation10aAI maturity10aartificial intelligence10aIMS ISO 5600210aInnovation management10amaturity model1 aYams, Nina, Bozic1 aRichardson, Valerie1 aShubina, Galina, Esther1 aAlbrecht, Sandor1 aGillblad, Daniel  utimreview.ca/article/139900860nas a2200313   4500008004100000022001400041245006400055210006100119260004200180300000800222490000600230653001800236653001800254653001500272653001800287653001400305653002500319653001500344653002600359653001900385653001100404653001000415653001300425653001300438653002600451653001300477100001800490856003800508       2018                        eng d  a1927-032100aEditorial: Innovation Strategy and Practice (November 2018)0 aEditorial Innovation Strategy and Practice November 2018  aOttawabTalent First Networkc11/2018  a3-30 v810abest practice10acollaboration10acreativity10acybersecurity10aframework10ainformation security10ainnovation10ainnovation ecosystems10amaturity model10amethod10amodel10apractice10aresearch10aresearch institutions10astrategy1 aMcPhee, Chris  uhttps://timreview.ca/article/119401550nas a2200193   4500008004100000022001400041245005700055210005500112260004200167300001000209490000600219520099700225653001901222653001501241653001901256653002501275100001801300856003801318       2018                        eng d  a1927-032100aA Strategic Management Maturity Model for Innovation0 aStrategic Management Maturity Model for Innovation  aOttawabTalent First Networkc11/2018  a13-210 v83 aEven 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.10abusiness model10ainnovation10amaturity model10astrategic management1 aDemir, Ferhat  uhttps://timreview.ca/article/119601923nas a2200253   4500008004100000022001400041245007000055210006800125260004200193300001000235490000600245520117400251653001301425653002801438653001201466653002701478653001701505653002801522653001501550653001901565653002301584100002501607856003701632       2016                        eng d  a1927-032100aA Digital Maturity Model for Telecommunications Service Providers0 aDigital Maturity Model for Telecommunications Service Providers  aOttawabTalent First Networkc08/2016  a19-320 v63 aIndustries 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.10abusiness10abusiness transformation10adigital10adigital transformation10adigitization10adisruptive technologies10ainnovation10amaturity model10atelecommunications1 aValdez-de-Leon, Omar  uhttp://timreview.ca/article/1008