White Space of Creation

  • 2,046 views
Uploaded on

This presentation illustrates the basic principles behind the "white space" of creation avoiding the traps of methodologists, methods and tools in organizations.

This presentation illustrates the basic principles behind the "white space" of creation avoiding the traps of methodologists, methods and tools in organizations.

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
2,046
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
25
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. white space
  • 2. In in the beginning there was nothing… then there was…
  • 3. light
  • 4. 1 st DAY
  • 5. 2 nd DAY
  • 6. 3 rd DAY
  • 7. 4 th DAY
  • 8. 5 th DAY
  • 9. 6 th DAY
  • 10. 7 th DAY
  • 11. 1.111,111th DAY
  • 12. —3C’s Model —Eight Attributes of Management Excellence —Principles of the Network Economy—3rd Party Logistics —Emotional Intelligence —Principles of Reinvention—4S Web Marketing Mix —Enterprise Architecture —Product Life Cycle—7-Ps – Extended Marketing Mix —EPIC Advisers —Product/Market Grid—7S Framework – McKinsey —ERG Theory —Profit Pools—14 Principles of Management —8D Problem Solving —European Foundation for Quality Management —The Program Management Maturity Model (PMMM)—Absorption Costing —Expectancy Theory —The Pyramid Principle—Action Learning —Experience Curve Effect —Quick Ratio—Activity Based Costing —Excess Return —RACI—ADL Matrix —Exploratory Factor Analysis —Exponential Smoothing —Real Options—Affiliate Marketing —Facilitation Style —Regression Analysis—Analogical Strategic Reasoning —Fair Value Accounting —Relationship Marketing—Analytical CRM —Five Competitive Forces —Relative Value of Growth—Appreciative Inquiry —Five Disciplines —Resource Based View—ARIMA —Force Field Analysis and Diagram —Result Oriented Management —Results-based Leadership—The Ashridge Mission Model —Attribution Theory —Forget Borrow Learn —Return on Capital Employed—Balanced Scorecard —Fourteen Points of Management —Return on Equity—Baldridge Award —Framing —Return on Invested Capital—Bases of Social Power —Free Cash Flow —Return on Investment—Bass Diffusion Model —Game Theory —Return on Net Assets—BCG Matrix —Gantt Chart —Reverse, Breakaway, Stealth Positioning—Belbin Team Roles —Gestalt Theory —Root Cause Analysis—Benchmarking —Gross Profit Percentage —Risk-adjusted Return on Capital—Beyond Budgeting —Groupthink —Rule of Three—Blue Ocean Strategy —Growth Phases —Scenario Planning—Bottom of the Pyramid —Hawthorn Effect —Scientific Management—Brand Asset Valuator —Hierarchy of Needs —SECI Model—Brand Identity Prism —Horizontal Integration —Servant-Leadership—Brand Personality Dimensions —HoshinKanri Planning —SERVQUAL Methodology—Break-even Point Analysis —Human Capital Index —Seven Habits—Brainstorming —IC Rating of Intellectual Capital —Seven Signs of Ethical Collapse—Bridging Epistemologies —Impact/Value Framework —Seven Surprises for New CEO’s—Business and ICT (Level of Problem Alignment) —Inclusive Value Measurement —Innovation Adoption Curve —Shareholder Value Perspective—Business Intelligence —Intangible Assets Monitor —Situational Leadership Model —Six Change Approaches—Business Modelling —Internal Rate of Return —Six Sigma—Business Process Reengineering —International Accounting Standards —Six Thinking Hats—The Capability Maturity Model —Intrinsic Stakeholder Commitment —Skandia Navigator—Capital Asset Pricing Model —IPMA Competence Baseline —Soft System Methodology—Cash Flow from Operations Ratio —Johari Window —Spiral Dynamics—Cash Flow Return on Investment —Just-in-time Philosophy —Spiral of Silence—Cash Ratio —Kaizen —The Stage-Gate Model—Cash Value Added —Kepner-Tregoe Matrix —The Stages of Team Development—Catalytic Mechanisms —Key Performance Indicators —Knowledge Management —Stakeholder Analysis—Catastrophe Theory —Kraljic Model —Stakeholder Mapping—The Causal Model of Organisational Performance and Change —Leadership Continuum Model —Stakeholder Value Perspective—Cause and Effect Diagrams —The Leadership Pipeline —Strategic Alignment—Centralization and Decentralization —Leadership Styles —Strategic Intent—Change Equation —Level 5 Leadership —Strategic Schools of Thought —Strategic Stakeholder Management—Change Management Iceberg —Change Phases —Leveraged Buy-out —Strategic Triangle—Charismatic Leadership —Levers of Control —Strategy Dynamics—Clarkson Principles —Liquidation Value —Strategy Maps—Clicks and Mortar / Bricks and Clicks Strategy —MAGIC —Strategic Thrusts—Coaching —Management Buy-out —The Four Strategic Types—Co-Creation —Management by Objectives —STRATPORT—Competing Values Framework —The Managerial Grid —SWOT Analysis—Competitive Advantage —Managing Successful Programmes —Systems Thinking, Systems Dynamics—Compound Annual Growth Rate —Managing for Value —Team Management Profile—Core Competence —Marketing Mix —Theory of Constraints—Core Group Theory —McKinsey Matrix —Theory of Needs—Corporate Reputation Quotient —Mechanistic and Organic Systems —Theory of Planned Behaviour —Theory X Theory Y—Cost of Capital —Mentoring —Three Dimensional Business Definition Model—Cost of Equity —Mergers and Acquisitions —Time Distance Complexity Matrix—Costing – Direct, Variable and Marginal —Metaplan —Total Business Return—Cost-Benefit Analysis —Mind Mapping —Total Cost of Ownership—CPFR – Collaborative Planning, Forecasting and Replenishment —Model of Personal Power —Total Quality Management (The PDCA Cycle)—Crisis Management —Moral Purpose —Total Shareholder Return—CSF’s and KPI’s —Multi-channel Marketing —Training within Industry—Cultural Dimensions —MVA – Market Value Added —Net Operating Profit after Tax —Trajectory of Industry Change—Cultural Intelligence —Net Present Value —Turnaround Management—Levels of Culture —The Office of Strategy Management —Twelve Principles of the Network Economy—Culture Types —OODA Loop —Two Factor Theory and KITA—Current Ratio —Operating Profit Percentage —Operational CRMOperations Research —US GAAP—Customer Relationship Management —OPM3 —Value Based Management—Customer Satisfaction Model —Organisation Charts —The Value Chain—Delphi Method —Organizational Configurations —Value Creation Index—Debt to Equity Ratio —Organizational Memory —Value Disciplines—Dialectic Inquiry —Outsourcing —Value Engineering—Diamond Model —PAEI Model —Value Mapping—The DICE Framework —Parenting Advantage —The Value Net, Co-opetition —Value Profit Chain—Dimensions of Change —Parenting Styles —Value Reporting Framework —Value Stream Mapping—Dimensions of Relational Work —Path-Goal Theory —Vendor Managed Inventory—Direct Marketing —Payback Period —Vertical Integration—Discounted Cash Flow —P/E Ratio —Weighted Average Cost of Capital—Disruptive Innovation —PEG Ratio —Whole Brain Model—Distinctive Capabilities —People CMM —Z-Score Formula—Dividend Payout Ratio —Performance Management—DuPont Model —Performance Prism—Dynamic Regression —Performance Risk and Valuation Investment Technology—Earned Value Management —PEST Analysis Source: Management Tools, Management—Earnings before Interest and Tax —Plausibility Theory Theory and Management Concept,—Earnings per Share —PMBOK—EBITDA —POSDCORB http://www.mymanagementtools.com/list-of-—Economic Margin —Positive Deviance—Economic Value Added —Prince 2 management-tools-included.html
  • 13. induced CHAOS
  • 14. reproduction Who am I?reproduction
  • 15. If there wouldexist one unique successful (innovation) process, do youreally think that I would share it with you?
  • 16. Is my company singular? Do I want to be singular? How unique are you?
  • 17. White space is everyones space; only who will smutchit, will leave his identityand understand its power and uniqueness.
  • 18. White space is a negative space it is where nothingappears to be but everything is born.
  • 19. It is a space where the achieved past is valorized, the present explored and a unique future created.
  • 20. White space is a free space thatallows the creation of a uniquestructure for insight generation and implementation for each organization.
  • 21. SMUTCH experiment EVERYTHING create WHATEVER limit NOTHING explore WHAT YOU LIKE leave YOUR PERSONALITY deconstruct IDEAS reconstruct PREMISSES extrapolate EVERYHTING create VALUEaccept NEW UNDERSTANDING combine THE UNTHINKABLE
  • 22. Anderson Penha André Coutinho Daniel Egger Marcelo Fernandes@anderson_penha @andrehcoutinho @daniel_egger @fernandes2050