Conclusion2014

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Conclusion2014

  1. 1. ©2010 LHST Innovation Management Is a State of Mind The Amaté platform Conclusion May 7th 2014 - Preliminary Draft -
  2. 2. ©2010 LHST Intro Modeling ConstructionPerception
  3. 3. ©2010 LHST •Examples of boxes : •Business models •Processes •Best practices •Company culture
  4. 4. ©2010 LHST http//:newcastlemba.co m • Course slides • Recommended reading • Course deliverables • Student input le
  5. 5. ©2010 LHST Grading Scale The marks in this module will be based upon contributions in three areas : • Curation: 20 possible points based on the quality of each individual student’s on-line and in-class participation • Design your School: 30 possible points based value of the 1200 word story you have to tell. • Final Exam: 40 possible points based on the quality of your insight on the essay exam • Total points possible: 100 http://www.newcastlemba.com
  6. 6. ©2010 LHST Invention vs Innovation • Economic development consists of three distinguishable stages of invention, innovation and imitation • An ’invention’ is an idea, a sketch or model for a new or improved device, product, process or system. • An ’innovation’ is accomplished with the commercial transactions of the product, process, system or device. Joseph Schumpeter
  7. 7. ©2010 LHST ) • Harder, better, faster… • Mechanized productivity • Knowledge productivity • Continuous Productivity Steven Sinofsky Introduction Typologies ProcessesDefinitions e-workbook
  8. 8. ©2010 LHST History 1950/60s Technology push Simple linear sequential process. Emphasis on R&D. The market is a receptacle for the fruits of R&D. 1970s Market-pull Simple linear sequential process. Emphasis on marketing. The market is the source for directing R&D. R&D has areactive role. 1980s Coupling model Sequential, but with feedback loops. Combinations of push and pull. 1980/90s Interactive model Emphasis on integrating R&D and marketing. 1990s Network models Emphasis on external linkages Introduction Typologies ProcessesDefinitions e-workbook
  9. 9. Focus Improve Knowledge Leverage Mesure Organization Processes Explicit Transactions Efficiency Services Delivery Implicit Interactions Effectiveness Networks Relationships Emerging Interactions Innovation Search Relevancy Connected Associations CTR Mobility Context Embedded Proximity Relevancy
  10. 10. ©2010 LHST©2010 LHST sarl What is the conflict? 1) 2) 3) 4) 5) What do you need to know/do? 1) 2) 3) 4) What is the roadmap? 1) 2) 3) 4) What does better mean 1) 2) 3) 4)
  11. 11. ©2010 LHST The Value Proposition Segment the market Identify customer needs Design the processes Measure the results http://designyourschool.net/ http://mbafranceindia.com Social Business CasesExperience Economy Conflict
  12. 12. ©2010 LHST The Elevator pitch What is the conflict What skills and competencies? How have you constructed the roadmap? What is the happy end? http://designyourschool.net/ http://mbafranceindia.com Social Business CasesExperience Economy Conflict
  13. 13. ©2010 LHST The Business Value Matrix™ Where does value come from? Whereareyoulookingforresults? ©2005 LHST sarl
  14. 14. ©2010 LHST What meaning do we attach to the data? Frame Cloud Figure (s) Oracle Antonello da Messina
  15. 15. ©2010 LHST Intro Modeling ConstuctionPerception I. Vision II. Actors III. Events IV. Outcomes V. Bridges
  16. 16. ©2010 LHST • Choose a theme (innovation, communication, voyage, etc.) • Propose a vision of the place, its technology, its processes and its culture in 1200 words • Vote for your project or another • Win 15 minutes of fame, and a better school experience for all
  17. 17. ©2010 LHST A branded digital innovation space A personal content management system to stock the workbook and program notes SEO optimizable, banner ads and tasters The Bookshelf Proximity learning, anywhere anytime and on any mobile device

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