Safety Management

Safety management encompasses a wide range of activities and processes aimed at minimizing hazards, preventing accidents, and promoting a culture of safety within organizations and communities. It involves proactive measures such as risk assessment, hazard identification, safety training, emergency preparedness, and compliance with regulatory standards and guidelines. Safety management is not limited to physical safety but also includes psychological and emotional well-being, addressing factors such as stress, fatigue, and mental health in the workplace.

Key Components of Safety Management

  • Risk Assessment and Hazard Identification: Safety management begins with identifying potential risks and hazards associated with specific activities, processes, or environments. This involves conducting risk assessments, safety audits, and hazard analyses to identify potential sources of harm and prioritize corrective actions.
  • Safety Policies and Procedures: Establishing clear and comprehensive safety policies, procedures, and protocols is essential for ensuring consistency, accountability, and compliance with regulatory requirements. Safety policies should be communicated effectively to all stakeholders and regularly reviewed and updated to reflect changes in operations or regulations.
  • Safety Training and Education: Providing safety training and education to employees, contractors, and other stakeholders is critical for building awareness, knowledge, and skills to prevent accidents and respond effectively to emergencies. Training programs should cover topics such as hazard recognition, personal protective equipment (PPE) use, emergency evacuation procedures, and incident reporting.
  • Safety Culture and Leadership: Fostering a culture of safety requires strong leadership, active engagement, and continuous communication at all levels of the organization. Leaders should lead by example, promote open communication, encourage employee participation in safety initiatives, and recognize and reward safe behavior.
  • Incident Investigation and Analysis: Despite preventive measures, incidents may still occur. Effective safety management involves conducting thorough investigations into accidents, near misses, and other incidents to identify root causes, implement corrective actions, and prevent recurrence.

Importance of Safety Management

  • Protection of Human Lives and Health: The primary goal of safety management is to protect individuals from harm and ensure their physical, psychological, and emotional well-being. By identifying and mitigating risks, safety management reduces the likelihood of accidents, injuries, and fatalities in various environments.
  • Legal and Regulatory Compliance: Compliance with safety regulations and standards is essential for organizations to avoid legal liabilities, penalties, and reputational damage. Safety management helps organizations stay compliant with applicable laws, regulations, and industry standards by implementing effective safety policies, procedures, and controls.
  • Enhanced Productivity and Efficiency: A safe work environment promotes employee morale, engagement, and productivity. By minimizing accidents and injuries, safety management reduces absenteeism, turnover, and downtime, allowing organizations to operate more efficiently and effectively.
  • Cost Savings and Risk Reduction: Investing in safety management can lead to significant cost savings by reducing workers’ compensation claims, insurance premiums, legal expenses, and property damage associated with accidents and incidents. Proactively managing risks also helps organizations avoid potential reputational damage and loss of customer trust.

Challenges and Best Practices

  • Changing Workforce Dynamics: Managing safety in diverse and dynamic work environments, including remote work, temporary work, and gig economy arrangements, presents challenges in ensuring consistent safety standards and practices. Organizations must adapt safety management strategies to accommodate changing workforce demographics and preferences.
  • Complex Regulatory Environment: Navigating the complex landscape of safety regulations and standards requires organizations to stay informed about evolving requirements, maintain compliance programs, and allocate resources effectively to address emerging risks and regulatory changes.
  • Human Factors and Behavior: Human factors such as complacency, fatigue, and distraction can undermine safety efforts despite robust policies and procedures. Effective safety management involves addressing human factors through training, behavior-based safety programs, and a supportive safety culture that encourages open communication and accountability.
  • Technological Advancements: While technology can enhance safety management through innovations such as wearable devices, sensors, and predictive analytics, it also introduces new challenges related to data privacy, cybersecurity, and the integration of emerging technologies into existing safety systems.

Emerging Trends in Safety Management

  • Digital Transformation: The adoption of digital tools and technologies, such as mobile apps, cloud-based software, and Internet of Things (IoT) devices, is transforming safety management practices by enabling real-time data collection, analysis, and decision-making, enhancing situational awareness and responsiveness.
  • Predictive Analytics and Artificial Intelligence (AI): Predictive analytics and AI-powered algorithms enable organizations to identify patterns, predict risks, and proactively intervene to prevent accidents before they occur. These technologies offer valuable insights into safety performance trends, emerging risks, and opportunities for improvement.
  • Behavior-Based Safety: Behavior-based safety programs focus on understanding and influencing employee behavior to improve safety outcomes. By incorporating principles of psychology, social science, and organizational behavior, these programs aim to promote safe practices, foster a positive safety culture, and empower employees to take ownership of their safety and the safety of their colleagues.

Conclusion

Safety management is a critical aspect of organizational management that prioritizes the protection and well-being of individuals in various environments. By implementing proactive measures, fostering a culture of safety, and leveraging emerging technologies and best practices, organizations can mitigate risks, prevent accidents, and create safer and healthier work environments for their employees and stakeholders.

Related ConceptsDescriptionWhen to Apply
Gemba WalkA Gemba Walk is a management practice originating from the Japanese term “gemba,” which means “the real place” or “where the action happens.” It involves leaders and managers going to the shop floor, workplace, or operations area to observe processes, engage with employees, and gain firsthand insights into operations. Gemba walks focus on identifying inefficiencies, improving processes, and developing a deeper understanding of the organization’s operations and challenges. By actively participating in Gemba walks, leaders can foster a culture of continuous improvement, empower employees, and drive operational excellence.– When seeking to gain a deeper understanding of operational processes, identify opportunities for improvement, and engage with frontline employees to foster a culture of continuous improvement and operational excellence.
Lean ManagementLean Management principles emphasize the importance of going to the Gemba to understand processes, identify waste, and drive improvement. Gemba walks are a fundamental aspect of lean management, as they enable leaders to observe value-added activities, eliminate non-value-added tasks, and streamline workflows. By engaging in Gemba walks, organizations can align their operations with lean principles, optimize efficiency, and deliver greater value to customers.– When implementing lean management practices, such as Kaizen, 5S, or Just-in-Time, to improve operational efficiency, reduce waste, and enhance value creation throughout the organization, supporting a culture of continuous improvement.
Employee EngagementGemba walks promote employee engagement and empowerment by providing leaders with opportunities to interact directly with frontline workers, listen to their concerns, and acknowledge their contributions. By involving employees in Gemba walks, organizations demonstrate their commitment to valuing employee input, fostering collaboration, and building trust between leadership and staff. Engaging employees in Gemba walks can lead to enhanced morale, increased productivity, and improved communication across the organization.– When seeking to boost employee morale, strengthen teamwork, and enhance communication between management and frontline staff, fostering a culture of transparency, collaboration, and employee involvement.
Quality ManagementGemba walks are integral to Quality Management practices, as they enable leaders to monitor and evaluate processes in real-time, identify defects or variations, and implement corrective actions to ensure product or service quality. By conducting Gemba walks, organizations can detect quality issues early, address root causes, and prevent defects from reaching customers, thereby improving overall quality and customer satisfaction.– When implementing quality management systems, such as Six Sigma, Total Quality Management (TQM), or ISO standards, to monitor and improve product or service quality, ensure compliance, and meet customer expectations effectively.
Problem-SolvingGemba walks facilitate problem-solving by providing leaders with direct exposure to challenges and opportunities within the organization. By observing processes and engaging with employees during Gemba walks, leaders can identify and address barriers to efficiency, quality, or safety, generate innovative solutions, and implement improvements to drive positive change. Gemba walks serve as a platform for collaborative problem-solving and continuous learning throughout the organization.– When encountering operational or performance issues, investigating root causes, and developing solutions to address challenges effectively, leveraging Gemba walks as a tool for problem-solving and knowledge sharing.
Safety ManagementIn the context of Safety Management, Gemba walks are instrumental in identifying hazards, assessing risks, and promoting a culture of safety within the organization. Leaders who conduct Gemba walks can observe safety practices, identify unsafe conditions, and engage employees in safety discussions to prevent accidents and promote workplace safety. By prioritizing safety during Gemba walks, organizations demonstrate their commitment to protecting employee well-being and minimizing workplace hazards.– When emphasizing safety as a core value, evaluating safety procedures, and implementing preventive measures to mitigate risks and ensure a safe work environment, incorporating Gemba walks as a component of safety management practices.
Leadership DevelopmentGemba walks serve as a valuable leadership development tool, allowing aspiring leaders to gain firsthand experience in operations management and process improvement. By participating in Gemba walks, emerging leaders can hone their observation skills, learn to ask insightful questions, and develop a deeper understanding of organizational dynamics and challenges. Gemba walks provide opportunities for mentoring, knowledge sharing, and role modeling by experienced leaders, contributing to succession planning and talent development within the organization.– When nurturing leadership talent, mentoring emerging leaders, and fostering a culture of continuous learning and development within the organization, incorporating Gemba walks into leadership development programs and training initiatives.
Kaizen PhilosophyGemba walks are closely aligned with the Kaizen philosophy of continuous improvement, which emphasizes making small, incremental changes to drive ongoing improvement across all levels of the organization. By engaging in Gemba walks, leaders can encourage Kaizen mindset among employees, empower teams to identify and implement improvements, and sustain a culture of continuous learning and innovation.– When adopting the Kaizen philosophy, cultivating a culture of continuous improvement, and encouraging employee involvement in process enhancement and problem-solving, leveraging Gemba walks as a tool for Kaizen implementation and sustainment.
Visual ManagementGemba walks support Visual Management practices by providing leaders with visual cues and real-time insights into operational performance and process flow. Leaders can use Gemba walks to observe visual controls, workplace organization, and performance metrics, allowing them to monitor progress, identify deviations, and make informed decisions to improve efficiency and quality. Visual management enhances transparency, communication, and accountability within the organization.– When implementing Visual Management techniques, such as kanban boards, Andon systems, or performance dashboards, to enhance operational visibility and support continuous improvement efforts, integrating Gemba walks as a component of visual management practices.
Customer FocusGemba walks foster a customer-centric mindset by encouraging leaders to understand customer needs and expectations and align operations accordingly. By observing processes and engaging with employees, leaders can identify opportunities to enhance customer value, improve service quality, and drive customer satisfaction. Gemba walks serve as a platform for gaining insights into customer experiences and aligning operations to deliver value effectively.– When prioritizing customer satisfaction, identifying customer pain points, and improving service delivery to meet customer expectations, integrating Gemba walks into customer-focused initiatives and service improvement strategies.

Connected Agile & Lean Frameworks

AIOps

aiops
AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.

AgileSHIFT

AgileSHIFT
AgileSHIFT is a framework that prepares individuals for transformational change by creating a culture of agility.

Agile Methodology

agile-methodology
Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.

Agile Program Management

agile-program-management
Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.

Agile Project Management

agile-project-management
Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.

Agile Modeling

agile-modeling
Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.

Agile Business Analysis

agile-business-analysis
Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.

Agile Leadership

agile-leadership
Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Andon System

andon-system
The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).

Bimodal Portfolio Management

bimodal-portfolio-management
Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.

Business Innovation Matrix

business-innovation
Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.

Business Model Innovation

business-model-innovation
Business model innovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.

Constructive Disruption

constructive-disruption
A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.

Continuous Innovation

continuous-innovation
That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.

Design Sprint

design-sprint
A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.

Design Thinking

design-thinking
Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.

DevOps

devops-engineering
DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.

Dual Track Agile

dual-track-agile
Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.

eXtreme Programming

extreme-programming
eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.

Feature-Driven Development

feature-driven-development
Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.

Gemba Walk

gemba-walk
A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.

GIST Planning

gist-planning
GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.

ICE Scoring

ice-scoring-model
The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.

Innovation Funnel

innovation-funnel
An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.

Innovation Matrix

types-of-innovation
According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).

Innovation Theory

innovation-theory
The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.

Lean vs. Agile

lean-methodology-vs-agile
The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.

Lean Startup

startup-company
A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.

Minimum Viable Product

minimum-viable-product
As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.

Leaner MVP

leaner-mvp
A leaner MVP is the evolution of the MPV approach. Where the market risk is validated before anything else

Kanban

kanban
Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.

Jidoka

jidoka
Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.

PDCA Cycle

pdca-cycle
The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.

Rational Unified Process

rational-unified-process
Rational unified process (RUP) is an agile software development methodology that breaks the project life cycle down into four distinct phases.

Rapid Application Development

rapid-application-development
RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.

Retrospective Analysis

retrospective-analysis
Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.

Scaled Agile

scaled-agile-lean-development
Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.

SMED

smed
The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.

Spotify Model

spotify-model
The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.

Test-Driven Development

test-driven-development
As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.

Timeboxing

timeboxing
Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.

Scrum

what-is-scrum
Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.

Scrumban

scrumban
Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.

Scrum Anti-Patterns

scrum-anti-patterns
Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).

Scrum At Scale

scrum-at-scale
Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.

Six Sigma

six-sigma
Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.

Stretch Objectives

stretch-objectives
Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.

Toyota Production System

toyota-production-system
The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.

Total Quality Management

total-quality-management
The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.

Waterfall

waterfall-model
The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework. 

Read Also: Continuous InnovationAgile MethodologyLean StartupBusiness Model InnovationProject Management.

Read Next: Agile Methodology, Lean Methodology, Agile Project Management, Scrum, Kanban, Six Sigma.

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