Organizations widely agree that innovation is urgent and important. But here’s what’s less clear: how to consistently fuel and foster that innovation. Through our research, we’ve identified four main building blocks for cultures of innovation, and there are clear strategies that separate organizations that experience repeatable success versus ones where innovation is less frequent. We’ve already explored how purpose fuels innovation.

Failure and innovation are two sides of the same coin, but companies can easily forget this when striving for perfection. As humans we’re naturally drawn to celebrating success. We focus on the glory of winning and the outcomes of groundbreaking products while often glossing over the string of missteps, experiments, and failures along the way. But ignoring failure is a mistake. Yes, failure has negative connotations, but it’s often a critical stepping stone to success.

Welcome to the first installment in our four-part series examining the fundamentals of innovation velocity. In today’s competitive landscape, the most successful companies know that it’s not enough to build something great — they also have to bring it to market ahead of the competition. This is where innovation velocity comes into play. As a concept, velocity isn’t just about moving quickly, it’s about moving quickly and toward the right goal.

Design thinking has always been about understanding human needs to create innovative solutions. With AI deepening that understanding, sparking greater creativity, and fostering global collaboration, we’re entering a new era of design thinking — one where technology and human ingenuity come together to solve our biggest challenges.

Agile methodologies have long been heralded as the key to responsive and efficient product development. However, recent insights reveal that many organizations struggle to realize Agile’s foundational values and full potential.

Teamwork is at the heart of any successful Agile effort, as Agile teams work in lockstep at all stages of the production cycle to iteratively create the best product possible for the company and end users. Picking the right teammates, and assigning the right roles and responsibilities, therefore, is critical. This article will explore the key roles that Agile teams require to communicate and collaborate effectively throughout your production cycles.

It’s been a busy year at Miro. We hit the road for over 250 events so we could get inspired by the passion and energy of our community. We managed to bag a shoutout as a Leader in the IDC MarketScape for team collaboration apps, which is entirely down to the way that you — our customers and users — put your trust in us as a leading platform for teamwork. And best of all, more and more of you have joined us on this journey to change the way you work and innovate.

In today’s competitive business environment, successful innovation is a non-negotiable. At Miro, we’ve been studying innovation for nearly two years, surveying 5,000 leaders and 17,000 information workers across global enterprises and interviewing dozens of product and innovation executives from leading companies. Our 2023 research revealed that nearly all (98%) enterprise decision makers agree that innovation is urgent for their company.

Agile product management relies heavily on collaboration and communication between team members. At regular intervals throughout the project lifecycle, product teams use a series of Agile events to stay aligned, hash out requirements for the upcoming work cycle, and plan for the next product iteration. These events establish a rhythm that keeps product management teams on the right track. This article will explore the main types of Agile events, and share tips for how to successfully manage yours.

Founded in 2021, ClickHouse enables users to perform advanced analytics on both real-time and historical data. The service is built on a complex AWS architecture, designed and maintained by remote teams that face considerable challenges when it comes to virtual collaboration. Using Miro, those teams were able to.