Innovation   Mobily 1   Mti Global
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Innovation   Mobily 1   Mti Global Innovation Mobily 1 Mti Global Presentation Transcript

  • Innovation
    03-05.MAY.2010
  • Weam N. AbbasBBA, SPHR.Senior Management ConsultantMTI Global Management of Tomorrow
    2
    Your Facilitator
  • 3
    Conducted seminars in such countries like:
    • U.A.E.
    • Saudi Arabia
    • Romania
    • Egypt
    • U.S.A.
    • Canada
  • 4
    Introduce Yourself
    Your name
    Title
    Experience
    Education
    Hobbies
    Expectations
  • 5
    Some of our prestigious clients
  • 6
    Other Important clients
  • House Rules
    7
    7
  • 8
    Turn me off please
  • 9
    Methodology
    • Group Discussion
    • Brainstorming
    • Individual assignment and self assessment
    • Thinking as individuals and as members of a team
    • Maximum input from you
  • 10
    Rules of the Workshop
    • Freedom to share your ideas
    • Participation is a must
    • No smoking in the room
    • Bring your tea , coffee, etc.
    • Attendance & Certificates
    • Lets have fun!
  • 11
    Objectives
    To provide participants with the required knowledge and skills that will enable them to think innovatively and creatively and to employ this style of thinking in problem solving and development of work methods in the organization.
  • 12
    By the end of the program, participants will be able to:
    1- Look at issues and problems facing the business and create new ways to tackle them. They will be involved and have the capability to question current practices and develop rational arguments to try new things.
    2- Devise entirely new concepts and breakthrough thinking by:
     
    • Devising entirely new strategic ideas from scratch that can move the organization forward
    • Looking at things in a new way – breakthrough thinking
    • Developing new strategies that fundamentally change the way the organization does business
    • Propelling Mobily industry leadership through pioneering new products, services or work processes to set a new industry standard.
  • Day 1
    1
    • Introduction to Innovation and creativity
    09:00 am – 09:20 am
    • Common Definitions
    • Industry Examples and Case-Study
    • Types of Innovation
    09:20 am – 10:00 am
    • Incremental and Radical Innovation
    • Factors that favor Incremental Innovation
    • Innovation in Processes
    • Service Innovation
    • Group Exercise
    • Coffee Break
    10:00 am – 10:15 am
    • The S-Curve
    10:15 am – 10:45 am
    • A Concept and its Lessons
    • Where do you stand on the S-Curve?
    • Group Exercise
    13
  • Day 1
    2
    • Theoretical and Psychological Aspects of Innovation and Creativity
    10:45 am – 11:25am
    • Myths about Creativity
    • The components of individual Innovation and Creativity
    • Characteristics of Innovative and Creative Groups
    • The effect of Time Pressure on Creativity
    • Types of Thinking in Innovation
    11:25am – 12:00 pm
    • Critical and Analytical Thinking
    • Creative and Analogical Thinking
    • The Communication Dilemma
    • Group Exercise
    • Lunch and Thuhur Prayer Break
    12:00 pm – 01:00 pm
    14
  • Day 1
    3
    • Latest Trends of Innovation in the Telecommunication Industry
    01:00 pm – 02:00 pm
    • Western vs. Eastern Innovative Styles
    • The Vicious North American-European-Asian Race and its Impact on the JCC Market
    • Mobily’s Position Compared to JCC Competitors
    • Group Exercise
    • Idea Generation
    01:40 pm - 02:10 pm
    • New Knowledge and Tapping the Ideas of Customers
    • Learning from Lead Users and Empathetic Design
    • The Role of Mental Preparation
    • How Management can Encourage Idea Generation
    • Two Idea Generation Techniques
    15
  • Day 1
    4
    • Recognizing Opportunities
    02:10 pm – 02:40 pm
    • A Method for Opportunity Recognition
    • Rough-Cut Business Evaluation
    • Analyzing Competition to Recognize Opportunities for Mobily as a Leader in the Telecommunication Market
    • The Creative Associate of Mobily
    02:40 pm – 03:00 pm
    • Characteristics of the Creative Associate
    • Signs and Signals of Hidden Innovators
    • Individual vs. Group Creativity
    • Coffee and Asr Prayer Break
    03:00 pm – 03:300 pm
    • Conclusion of Day 1 - Q&A Session
    03:30 pm – 04:00 pm
    16
  • Day 2
    1
    • Review of Material Covered in Day 1
    08:15 am – 08:25 am
    • Moving Innovation to Market
    08:25 am – 09:00 am
    • The Idea Funnel
    • Stage-Gate Systems
    • Financial Issues
    • Extending Innovations through Platforms
    • Innovation Across all Organizational Departments
    09:00 am – 10:00 am
    • Administration and Human Resources
    • Marketing, Advertising and Public Relations
    • CRM and Clientele Development
    • Financial Management
    • Group Exercise
    • Coffee Break
    10:00 am – 10:15 am
    17
  • Day 2
    2
    • Innovation and Creativity Through Change
    10:15 am – 10:45 am
    • Definition and Overviewof the Concept of Change
    • The Four Stages of Change Organizations go through
    • The Perception of Change
    • The Human Brain and Mind Mapping
    10:45 am – 11:15 am
    • Right-Brain-Dominant vs. Left-Brain-Dominant
    • Brain Storming and its 7 Rules
    • The 80/20 vs. 50/50. Logic vs. Emotion
    • What Leaders Must Do
    11:15 am – 12:00 pm
    • Develop an Innovation-Friendly Culture
    • Establish Strategic Direction
    18
  • Day 2
    3
    • Lunch and Thuhur Prayer Break
    12:00 pm – 01:00 pm
    • STC Innovation Strategy
    01:00 pm – 02:00 pm
    • Group Exercise and Discussion
    • Zain Innovation Strategy
    02:00 pm – 03:00 pm
    • Group Exercise and Discussion
    • Coffee and Asr Prayer Break
    03:00 pm – 03:30 pm
    • Conclusion of Day 2 Certification Handout
    03:30 pm – 04:00 pm
    19
  • 20
  • 21
  • 22
    • Introduction to Innovation and creativity
    Process by which an idea or invention is translated into a good or service for which people will pay. To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves deliberate application of information, imagination, and initiative in deriving greater or different value from resources, and encompasses all processes by which new ideas are generated and converted into useful products.
  • 23
    In business, innovation results often from the application of a scientific or technical idea in decreasing the gap between the needs or expectations of the customers and the performance of a firm's products or services.
  • 24
  • 25
    Innovation is a change in the thought process for doing something or "new stuff that is made useful“. It may refer to an incremental emergent or radical and revolutionary changes in thinking, products, processes, or organizations
  • 26
    in·no·va·tion 
    Pronunciation: ˌi-nə-ˈvā-shən
    Function: noun
    Date: 15th century
    1 : the introduction of something new2 : a new idea, method, or device
  • 27
    Types of Innovation
    Incremental Innovation
    It is generally understood to exploit existing forms or technologies. It either improves upon something that
    Already exists or reconfigures an existing form or technology to serve some other purpose
  • 28
    Types of Innovation
    Radical Innovation
    It is something new to the world, and a departure from existing technology or method. The terms breakthrough innovation, disruptive and discontinuous innovation are often used synonyms for Radical Innovation
  • 29
    Types of Innovation
    Factors that favor Incremental Innovation
    • Timeline
    • Cost
    • Steadiness
    • Risk
  • 30
    Types of Innovation
    Innovation in Processes
    People are used to thinking of innovation in terms of physical, manufactured goods such as computer chips, flat screen displays, fuel cells, night vision equipment, and so forth. In reality, process and service innovations are just as important in the competitive life of companies and industries.
  • 31
    Types of Innovation
    Service Innovation
    Great things happen when people rethink how best to serve customers. Service Innovation can very well produce winning business models.
  • 32
  • 33
    The S-Curve
    The Concept
  • 34
    The S-Curve
    Lessons Learnt from The S-Curve
    Lesson 1: Defenders face difficult choices
    • Abandon the business they already own, with all its cash flow and certainty, in favor of the rival technology
    • Hold onto what they have and work hard to make it better or useful to more customers.
    • Hold onto the existing business and begin investing in the new technology as a hedge against the future.
  • 35
    The S-Curve
    Lessons Learnt from The S-Curve
    Lesson 2: Leaders in one generation of technology are seldom leaders in the next
  • 36
    The S-Curve
    Lessons Learnt from The S-Curve
    Lesson 3: Attackers enjoy important advantages
    • An undivided focus
    • An ability to attract talent
    • They are not captives of powerful customers
    • Little bureaucracy
    • No need to protect investments in unrelated skills or assets
  • 37
  • 38
    The S-Curve
    Where do you stand on The S-Curve?!
    • Get on board the rival technology
    • Leapfrog the rival technology with something better
    • Look for a breakthrough that will give your technology a new lease on life
    • Stick with your current technology, but expand it into different markets
  • 39
    The S-Curve
    Group Exercise
  • 40
    Theoretical and Psychological Aspects of Innovation and Creativity
    Myths about Creativity
    The smarter you are, the more creative you are
  • 41
    Theoretical and Psychological Aspects of Innovation and Creativity
    Myths about Creativity
    The young are more creative than the old
  • 42
    Theoretical and Psychological Aspects of Innovation and Creativity
    Myths about Creativity
    Creativity is reserved for the few – the flamboyant risk takers
  • 43
    Theoretical and Psychological Aspects of Innovation and Creativity
    Myths about Creativity
    Creativity is a solitary act
  • 44
    Theoretical and Psychological Aspects of Innovation and Creativity
    Myths about Creativity
    You can’t manage creativity
  • 45
    Theoretical and Psychological Aspects of Innovation and Creativity
    The components of individual Innovation and Creativity
  • 46
    Theoretical and Psychological Aspects of Innovation and Creativity
    Characteristics of Innovative and Creative Groups
  • 47
    Theoretical and Psychological Aspects of Innovation and Creativity
    Characteristics of Innovative and Creative Groups
    • Individual differences can produce a creative friction that sparks new ideas
    • Diversity of thought and perspective is a safeguard against Groupthink.
    • Diversity of thought and skills gives good ideas more opportunities to develop
  • 48
    Theoretical and Psychological Aspects of Innovation and Creativity
    The effect of Time Pressure on Creativity
  • 49
    What do you see?
  • 50
    Types of Thinking in Innovation
    Critical and Analytical Thinking
    This type of thinking style involves determining the meaning and significance of what is observed or expressed, or, concerning a given inference or argument, determining whether there is adequate justification to accept the conclusion as true
  • 51
    Types of Thinking in Innovation
    Creative and Analogical Thinking
    analogical thinking refers to a process of finding and using a known experience or domain to understand an unknown phenomenon or domain. In this case, the term thinking is used quite broadly, and may embrace subconscious or unconscious responses
  • 52
    Types of Thinking in Innovation
    The Communication Dilemma
  • 53
    Types of Thinking in Innovation
    Group Exercise
  • 54
    Latest Trends of Innovation in the Telecommunication Industry
    Western vs. Eastern Innovative Styles
    North America
    • Mass-Production
    • Cost-Effectiveness
    • Global Expansions
    • Bottom-line
  • 55
    Latest Trends of Innovation in the Telecommunication Industry
    Western vs. Eastern Innovative Styles
    Western Europe
    • Quality
    • Cost-Effectiveness
    • Market Share
    • Bottom-line
  • 56
    Latest Trends of Innovation in the Telecommunication Industry
    Western vs. Eastern Innovative Styles
    Eastern Europe
    • Cost-Effectiveness
    • Competition
    • Bottom-line
    • Brand Development
  • 57
    Latest Trends of Innovation in the Telecommunication Industry
    Western vs. Eastern Innovative Styles
    Asia
    • Quality
    • Cost-Effectiveness
    • Market Dominance
    • Bottom-line
  • 58
    Latest Trends of Innovation in the Telecommunication Industry
    Western vs. Eastern Innovative Styles
    JCC
    • Quality
    • Competition
    • Brand Development
    • Stock Market Placement
  • 59
    Latest Trends of Innovation in the Telecommunication Industry
    • The Vicious North American-European-Asian Race and its Impact on the JCC Market
  • 60
    Latest Trends of Innovation in the Telecommunication Industry
    • Mobily’s Position Compared to JCC Competitors
  • 61
    Idea Generation
    New Knowledge and Tapping the Ideas of Customers
    Most radical innovations are the product of new knowledge, like computers
    Customers are an evergreen source of innovative ideas if salespeople, service people, and R&D teams listen to what they say and probe for more
  • 62
    Idea Generation
    Learning from Lead Users and Empathetic Design
    Lead Users are companies and individuals, customers and non-customers whose needs are far ahead of market trends
  • 63
    Idea Generation
    Learning from Lead Users and Empathetic Design
    Empathetic Design is an idea-generating technique whereby innovators observe how people use existing products and services in their own environments to produce solutions to problems customers are not aware of yet.
  • 64
    Idea Generation
    The Role of Mental Preparation
    A prepared mind is more likely to formulate a problem-solving idea or
    recognize an opportunity
    • Search the literature.
    • Look at all sides of the problems.
    • Talk with people who are familiar with the problem.
    • Play with the problem.
    • Ignore the accepted wisdom.
  • 65
    Idea Generation
    How Management can Encourage Idea Generation
    • Rewards
    • A climate of innovation
    • Hire innovative people
    • Encourage the cross-pollination of ideas
    • Support for innovators
  • 66
    Recognizing Opportunities
    • A Method for Opportunity Recognition
  • 67
  • 68
    The Creative Associate of Mobily
    Characteristics of the Innovative and Creative Associate at Mobily
    • An expert or well-experienced/Educated in one or two fields.
    • Enjoys doing innovative work.
    • An individual contributor.
    • Good problem solvers.
    • Find new and different ways
    of seeing things.
    • A collaborator.
  • 69
    Moving Innovation to Market
    The Idea Funnel
  • 70
    Moving Innovation to Market
    • Stage-Gate Systems
  • 71
    Innovation Across all Organizational Departments
    Administration and Human Resources
    • Job and candidate profiling.
    • Job matching.
    • Personality/job requirement training.
    • Employee exchange programs.
  • 72
    Innovation Across all Organizational Departments
    Marketing, Advertising and Public Relations
  • 73
    Innovation Across all Organizational Departments
    CRM and Clientele Development
  • 74
    Innovation Across all Organizational Departments
    Financial Management
    • Before taxation investments
    • RRSP
    • Pension Plans
    • Paid-up Pension Plans
    • Paid-up insurance policies
  • 75
    Innovation Across all Organizational Departments
    Group Exercise
  • 76
    Innovation and Creativity Through Change
    Definition and Overview of the Concept of Change
    It is the process to transform something from one form to another
    Generally, we fear change because we develop high levels of comfort in what we are already familiar with
  • 77
    Vision
    Skills
    Incentives
    Resources
    Action Plan
    +
    +
    +
    +
    =
    Change
    Skills
    Incentives
    Resources
    Action Plan
    +
    +
    +
    +
    =
    Confusion
    Vision
    Incentives
    Resources
    Action Plan
    +
    +
    +
    +
    =
    Anxiety
    Gradual
    Change
    Vision
    Skills
    Resources
    Action Plan
    +
    +
    +
    +
    =
    Vision
    Skills
    Incentives
    Action Plan
    +
    +
    +
    +
    =
    Frustration
    Vision
    Skills
    Incentives
    Resources
    +
    +
    +
    +
    =
    False Starts
  • 78
    Innovation and Creativity Through Change
    The Four Stages of Change Organizations go through
    Initial start-up
    Rapid growth
    Leveling-out
    Decline
  • 79
    The Human Brain and Mind Mapping
    Right-Brain-Dominant
    vs.
    Left-Brain-Dominant
    Right Brain
    Left Brain
    - logic
    - reason
    - mathematics
    - linear analysis
    - creativity
    - synthesis/blend
    - recognition
    - visual
  • 80
    The Human Brain and Mind Mapping
    Brain Storming and its 7 Rules
    Rule # 1:Define the issue/problem
    Rule # 2:There must be ABSOLUTELY NO CRITICIZING OF IDEAS
  • 81
    The Human Brain and Mind Mapping
    Brain Storming and its 7 Rules
    Rule # 3:Write down about five criteria for judging which ideas best
    Rule # 4:Now select the five ideas that everyone likes best
  • 82
    The Human Brain and Mind Mapping
    Brain Storming and its 7 Rules
    Rule # 5:Give each idea a score of 0 to 5 points depending on how well it meets each criterion
    Rule # 6:Regardless of how it sounds, the idea with the highest score, is the one
  • 83
    The Human Brain and Mind Mapping
    Brain Storming and its 7 Rules
    Rule # 7:Enjoy the Session
  • 84
    The Human Brain and Mind Mapping
    The 80/20 vs. 50/50.
    Logic vs. Emotion
  • 85
    What Leaders Must Do
    Develop an Innovation-Friendly Culture
    Establish Strategic Direction
    Be Involved in the Innovation Process
    Be Open to New Ideas, But Be Skeptical
  • 86
    What Leaders Must Do
    Put People with the Right Stuff in Charge
    Create an Ambidextrous Organization
    Improve the Idea-to-Commercialization Process
  • 87
    STC’s Innovation Strategy
    Group Exercise and Discussion
  • 88
    Zain’s Innovation Strategy
    Group Exercise and Discussion
  • 89