Innovation Ecosystem Management

Leadership in Project Management and Business



By Darrel G. Hubbard, PE, President & CEO
D.G.Hubbard Enterprises, LLC
California, USA


Peter W. Rogers, CEO
P17 Group LLC and Senior Consultant
The Experience Praxis Group, Inc.
Georgia, USA



Innovation, within business and project management, is strategically positioned ideas implemented to create business value and benefits for the enterprise. A significant difference exists between the concepts of innovation and creativity. Creativity, in a business context, is the ideation process of forming and relating ideas. But ideas are useless unless implemented. Therefore, it is not how many ideas a company has, but how many ideas are transformed into reality. That requires innovation, which is the process of turning an idea into a producible, marketable, and valuable form. Innovation in business and project management is about practical creativity, which is about making a new idea useful.

Why is innovation so important today in the management of businesses and the management of projects? Quite simply because innovation—incremental, disruptive, and transformational—fuels and sustains business growth. It is the force that assists an enterprise in adapting and staying alive. Transformational digital innovation has moved the world marketplace and industries out of the Third Industrial Revolution into the Fourth Industrial Revolution of digital disruption.

The Third Industrial Revolution, known as the Information Age, is considered the time-period from about 1970 to the year 2000. That era shepherded in the proliferation of computer-chips, the introduction of the personal computers, the beginnings of automation technologies, and the ability to technologically transfer information quickly. This revolutionized operations almost everywhere from manufacturing, to management, mass media, health, governmental institutions, and entertainment.

The Fourth Industrial Revolution, the era of Digital Transformation commonly called “Industry 4.0,” arrived with the advent of the 21st century. Klaus Schwab, in his 2016 book, The Fourth Industrial Revolution[40], has opined that digitalization, emerging technologies, and broad-based-innovation will revolutionize everything. He noted that “major technological changes are on the brink of fueling momentous change throughout the world.”

Industry 4.0 refers to the current trend of extensive automation and data exchange in manufacturing, production, and services. The oncoming Digital Transformation being driven by Industry 4.0 isn’t something evolutionary: it’s revolutionary. It includes a wide range of current and future business related functionality, such as: cyber-physical systems; Internet of Things; Internet of Robotic Things; Internet of Systems; Location of Things; cloud computing; cognitive technologies and computing; predictive analytics; device interoperability; information transparency; decentralized decision-making; artificial intelligence; consumer software applications; smart manufacturing; ubiquitous mobile supercomputing; intelligent robots; self-driving cars; neuro-technological brain enhancements; genetic editing; technological convergence; integration of operational technology with information technology; combining big data and materials science; bi-directional assistance between humans and machines; software-defined infrastructure; converged infrastructures; DevOps; and Blockchain.

By applying and embedding smart and connected technology, Industry 4.0 is transforming enterprises, economies, jobs, and even society. It is characterized by a fusion of technologies that is blurring the lines between the physical, digital, societal, and biological spheres. It is creating digital enterprises that are both interconnected and capable of more informed decision-making and that can communicate, analyze, and use data to drive intelligent actions within our physical world. Industry 4.0 is driving the integration of digital and physical technologies across all areas of business, society, production, mobility, and communications. It represents broad and pervasive industrial, business, and societal shifts that must be dealt with comprehensively, if enterprises are to survive as a minimum and hopefully thrive. All revolutions are disruptive. Industry 4.0 is no exception by portending tremendous opportunity for new products and services, better ways to serve customers, new types of jobs, and wholly new business models. It has the potential to fundamentally alter the way we live, work, and relate to one another. In its scale, scope, speed, and complexity, the transformations will be unlike anything humankind has experienced before.

Scope, systems impact, and velocity are three reasons why today’s innovation driven transformations represent not merely a prolongation of the Third Industrial Revolution but rather the arrival of a distinct Fourth. The speed of current breakthroughs has no historical precedent. When compared with the three previous industrial revolutions, Industry 4.0 is evolving at an exponential rather than a linear pace. Moreover, it is disrupting almost every industry in every country. And the breadth and depth of these changes foreshadow the transformation of entire systems of production, management, governmental operations, enterprise governance, line-organizations, and whole enterprises. No public or private enterprise will be immune. Resistance is futile. Enterprises that ignore it will end up befuddled in bankruptcy court.

Major disruptions are happening in multiple industries, and no enterprise is too big to have the proverbial rug pulled out from under it.  It used to be about the big eating the small; now the fast annihilate the slow. An IDC report “FutureScape: Worldwide CIO Agenda 2016 Predictions[23]” emphasized that, “One-third of the top 20 firms in industry segments will be disrupted by new competitors within five years,” and that it’s a matter of “transform or perish.” Innovation in the marketplace is fast and sustained. Today, companies such as Amazon, Apple, Google, Microsoft, Uber, Facebook, eBay, Tesla, Netflix, RedHat, Walmart, and Mayo Clinic are disrupting their markets with innovative approaches within their business arenas.


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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 12th Annual UT Dallas Project Management Symposium in May 2018.  It is republished here with the permission of the author and conference organizers.

How to cite this paper: Hubbard, D. G. & Rogers, P. W. (2018). Innovation Ecosystem Management Leadership in Project Management and Business; presented at the 12th Annual UT Dallas Project Management Symposium, Richardson, Texas, USA in May 2018; published in the PM World Journal, Vol. VII, Issue VII – July. Available online at https://pmworldjournal.net/wp-content/uploads/2018/07/pmwj72-Jul2018-Hubbard-Rogers-innovation-ecosystem-management-leadership.pdf

About the Authors

Darrel G. Hubbard, P.E.

California, USA




Darrel Hubbard is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed information technology, proposal, accounting, and project management organizations; managed the due diligence processes for numerous mergers and acquisitions; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their enterprise’s strategic business and tactical objectives. He provides analysis of their management structures, business processes, general business operations, and project and business management capabilities, while supplying specific recommendations on business, methodology, toolset, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of Organizational Project Management (OPM) and their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of the project management discipline.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at many PMI Congresses and other Project Management Symposiums, a keynote speaker, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007; revised and retitled in paperback, The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014; A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012; and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2016.

Darrel can be contacted at [email protected] and on LinkedIn at http://www.linkedin.com/in/DarrelGHubbard. Visit the PBMconcepts website at www.PBMconcepts.com for information about current and future book projects.


Peter W. Rogers

Georgia, USA



Rogers is CEO of P17 Group LLC, and Senior Innovation Consultant at The Experience Praxis Group, Inc. He has over 40 years of experience in consulting, training, and executive management. He has served on boards of directors; and as head of an enterprise PMO; master facilitator; master trainer; master scheduler; lead consultant; portfolio, program, and project manager; adjunct professor and guest lecturer at Florida International University and several other colleges and universities; and speaker. Peter has founded and launched four of his own successful companies, and contributed to the startup and success of several other companies, including one that went public on NASDAQ.

Peter works with CEOs, top teams, other leaders, and managers in the space between strategy development and implementation to assure that organizations have the optimal structure, culture, and project/work delivery systems to achieve their goals and strategies. He assists with organizational restructuring and shifting culture to include a ‘culture of innovation’, and innovative and growth mindsets. He has provided these services to many Fortune 500 companies, including Microsoft, Starbucks, Chevron, Hewlett Packard, Boeing, PACCAR, Weyerhaeuser, Abbott, and others.

Peter holds a bachelor’s degree in biological oceanography, and masters’ degrees in economics and marine policy, all from the University of Washington, Seattle, Washington. He joined the Project Management Institute (PMI) in 1985 and was a work stream lead as a member of the core team of PMI’s Organizational Project Management Maturity Model (OPM3) project. He is a published author of several articles, a presenter at various project management symposiums, a keynote speaker, and a guest speaker at various functions. He has recently spoken at conferences in Dallas, Singapore, Shanghai, Prague, Noosa, and other locations on topics ranging from business agility and Agile, managing culture, managing innovation, to influencing, presenting, and emotional intelligence.

He is co-author of Project Management Made Simple and Effective, Dog Ear Publishing, IN, 2016, and contributing author to Business Innovation Results: How to Avoid 5 Innovation Traps the Doom Bottom-Line Results, Dog Ear Publishing, IN, 2017; Turn Great Ideas into Reality: Develop and Present a Winning Business Case, Dog Ear Publishing, IN, 2011; and Passing the PMI Scheduling Professional (PMI-SP) (c) Certification Exam the First Time, Dog Ear Publishing, IN, 2017.

Peter can be contacted at [email protected] and [email protected], and on

LinkedIn at https://www.linkedin.com/in/peter-rogers-982a7214/