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Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
Demo Ten3 Smart Innovation
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Demo Ten3 Smart Innovation


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  • END-USER LICENSE AGREEMENT AND LIMITED WARRANTY Grant of License and Ownership This Ten3 Mini-course (“Mini-course”) is licensed, not sold, to you by Vadim Kotelnikov, the author (“Licensor”), and in consideration of your payment of the license fee, which is a part of the price you paid, and your agreement to these terms. This license allows you to use and display your copy of the Mini-course on a single computer (i.e. with a single CPU) with any individual or group for academic, training and presentational use, so long as you comply with the terms of this Agreement. You may make one copy for back up, or transfer your copy to another CPU, provided that the Mini-course is usable on only one computer. You may disassemble, rearrange, translate, or change the background design of the Mini-course without changing the content of its individual slides and removing the reference to the source. You may also print out the Mini-course as slides or handouts for your personal use. Restrictions You may not transfer or distribute the Mini-course to anyone else. Except for backup, you may not copy the Mini-course. You may not network the Mini-course or otherwise use it on more than one computer or computer terminal at the same time. You may be held legally responsible for any copying or copyright infringement which is caused by your failure to abide by the terms of these restrictions. Termination This license is effective until terminated. This license will terminate without notice from the Licensor if you fail to comply with any provisions or limitations of this license. Upon termination, you shall destroy all copies of the Mini-course software. Should you have any questions concerning this agreement or if you wish to contact the Licensor for any reason, please send e-mail to:
  • Transcript

    • 1. SMART INNOVATION DEMO version 10 slides with Executive Summaries SMART Innovation 125 Ten3 SMART Lessons 125 Slides + 125 Executive Summaries By: Vadim Kotelnikov Inventor, Author, and Founder Ten3 Business e-Coach Ten3 SMART Learning: S ynergistic, M otivational, A chievement-oriented, R apid, T echnology-powered Innovation Strategies Innovative People Innovation Processes Innovative Organization Innovation as a Key to Success Ten3 Business e-Coach The world’s leading source of inspiration, innovation, and unlimited growth! We help you change the World!
    • 2. Chapters SMART Innovation 2. Innovation Strategies 3. Innovative Organization 4. Innovation Processes 5. Innovative People © Vadim Kotelnikov , Founder, Ten 3 Business e-Coach, Clickable titles Slide + Executive Summary To see Slides with Executive Summaries, view or print slides as Note Pages 1. Innovation as a Key to Success
    • 3. Sustainable Innovation The Key to Survival and Success “ Every organization-not just business-needs one core competence: innovation” – Peter F. Drucker
      • Innovation Areas:
      • Improved management systems and leadership approaches
      • Improved processes and systems supporting innovation
      • New products & services
      • Better ways for reaching & servicing customers
      • More effective & efficient business processes management
      • Quality improvements
      • Novel and leaner production techniques
      • New approaches to information and knowledge management
      • Better internal climate, motivation, and communication
      • New forms of employee & stakeholder participation
      Innovation is the conversion of knowledge into new products and services. It is not a one-off event, but a continuing response to changing circumstances. More information at “ Innovation ”
    • 4. Lessons from Jack Welch Constantly Focus On Innovation "You have just got to constantly focus on innovation. And more competitors. You've got to constantly produce more for less through intellectual capital. Shun the incremental, and look for the quantum leap." Now the fundamentals have got to be more education. More information knowledge, faster speeds, more technology across the board.
      • Invest in continuous education and training
      • Shun the incremental and go for the leap
      • Search for the best ideas
      • Practice systems thinking and holistic approaches
      • Invest in information technology and information management
      • Spend an hour per week learning what competitors are doing
      More information at “ Innovation ” Best practices
    • 5. Managing Operations vs. Managing Innovation Innovation Management Adapted from: "Relentless Growth", Christopher Meyer “ Managers win by following rules, innovators win by breaking rules .” – Vadim Kotelnikov DOING RIGHT THINGS DOING THINGS RIGHT New players & roles Traditional players & roles Many special causes Many common causes Long cycle time Short cycle time Forecasting impossible Forecasting possible Poor historical data Rich historical data Tough to measure Easy to measure Fuzzy front end Clear front end Unclear, often conflicting goals Clear, shared goals Reworking is part of learning Reworking is waste Driven by cross-functional teams Driven by functional teams Multiple routes and results Single route and result Steps are mostly non-linear Steps are mostly linear Steps are undefined Steps are pre-defined Creating tomorrow's revenue Creating today's revenue MANAGING INNOVATION MANAGING OPERATIONS
    • 6. Radical versus Incremental Innovation
      • Explores new technology
      • High uncertainty
      • Focuses on products, processes or services with unprecedented performance features
      • Creates a dramatic change that transforms existing markets or industries, or creates new ones
      Innovation Management
      • Exploits existing technology
      • Low uncertainty
      • Focuses on cost or feature improvements in existing processes, products or services
      • Improves competitiveness within current markets or industries
      More information at “ Incremental and Radical Innovation ” RADICAL INNOVATION Project Trajectory INCREMENTAL INNOVATION Project Trajectory
    • 7. The Tao of Value Innovation Balance Between Adapting and Revolutionizing
      • Satisfying customer needs
      • Meeting customer expectations
      • Observing people and listening to your customers
      • Tailoring solutions to the customer needs
      "The man who will use his skill and constructive imagination to see how much he can give for a dollar, instead of how little he can give for a dollar, is bound to succeed."   – Henry Ford Yang Active, Creative Inside-Out Yin Passive, Receptive Outside-In
      • Creating customer needs
      • Exceeding customer expectations
      • Introducing revolutionary products
      • Educating and coaching customers
      © Vadim Kotelnikov More information at “ Value Innovation ”
    • 8. Business Model 1×6 Components Value Proposition INNOVATION Market Segments Revenue Model Growth Strategies Value Chain Structure Competitive Strategy More information at “ New Business Models ” Converting Innovation to economic value
    • 9. Corporate Innovation System 5+1 Core Elements Adapted from: "Relentless Growth", Christopher Meyer Process Leadership & Management Strategic Alignment Organization & People Metrics CULTURE More information at “ Innovation System ”
    • 10. Entrepreneurial Creativity Five Action Areas PERSONAL DEVELOPMENT
      • Achievement Technology
      • Creativity
      • Entrepreneurial Skills
      • People Skills
      • Discovering Opportunities
      • Pursuing Opportunities
      • Moving with Speed
      • Creating Customer
      • Winning Customer
      • Retaining Customer
      • Competitive Advantage
      • Competitive Strategies
      • Change Management
      • New Business Models
      • Venture Management
      • Innovation Management
      © Vadim Kotelnikov More information at “ Entrepreneurial Creativity ”
    • 11. Managing Innovation Projects Modern Business Synergies Approach Organizational Strategy Traditional Emerging Defining Project Contribution to Business Strategy Business Case Analysis PROJECT INITIATION Strategic Alignment Project Duration Project Cost Project Outcome Project Management Practices PROJECT EXECUTION Increasing Economic Value Employing Project Outcome OUTCOME LIFECYCLE Success Criteria:
    • 12. New Product Metrics Adapted from: “Managing New Products”, Thomas D. Kuczmarski Innovation Metrics Innovation Performance Metrics (measuring efficiency) Innovation Program Metrics (measuring effectiveness)
      • Return on Innovation Investment (R2I)
      • Cumulative New Product Profits and Revenues
      • Growth Impact (new product revenue vs. total company revenue)
      • New Product Success Rate (3-5 years)
      • New Product Survival Rate (3-5 years)
      • R&D Innovation Emphasis Ratio (radical vs. incremental)
      • Innovation Portfolio Mix (new-to-world, new-to-company, improvements)
      • Process Pipeline Flow (products at various stages of development)
      • Innovation Revenue per Employee
      • Speed to Market
    • 13. Trademark Design: Slide + Executive Summary NLP Technology of Achievement: Resources You Need To Achieve Your Goal Internal Resources: Your have all the resources you need External Resources: If you have a clear goal and you know what you need to achieve it, you have a much better chance of designing the means of acquiring the requisite resources. The Power of Self-Motivation You can achieve everything you have ever wanted to have, experience, or become. The power has and always will be within you, but nothing will happen until you get and stay motivated to make something happen, to change your life and achieve your desires. Three Self-Motivational Competencies of Outstanding Performers 1. Achievement Drive: Striving to improve or meet a standard of excellence. 2. Commitment: Embracing the organization's or groups vision and goals. 3. Initiative and Optimism: Twin competencies that mobilize people to seize opportunities and allow them to take setbacks and obstacles in stride. Building Your Positive Mental Attitude: Action Exercise By Brian Tracy Become solution-oriented with every difficulty you face. Make a habit of looking for the answers to your questions, the solutions to your problems. Seek for the valuable lesson in every adversity. Make a list of every idea or insight you can gain from every setback or difficulty. Think on paper. Take some time to write out every detail of the problem, and then take the most logical next step to solve it. Dealing with Routine – the Most Powerful Obstacle Most people are living life on autopilot. Routine one of the most powerful obstacles you will ever encounter. Routine is so dangerous and so powerful that even the best of intentions can be knocked down for good because of it. You can't fix a problem you can't see. That's why the first thing you have to do is discover how strong of a grip routine has over your life. © Vadim Kotelnikov Smart & Fast Ten3 Mini-courses Winning Corporate Visions and Cultures Corporate vision plays two roles – directional and motivational. The most effective visions are those that inspire, usually asking employees for the best, the most or the greatest. Keep stretch in your vision, communicate it constantly, and keep linking the events of today to your vision, underscoring the relationship between the two. Winning corporate cultures are values-based, strategically aligned, adaptive, collaborative, diversity-friendly, growth-oriented, and customer-focused. The culture is communicated to employees through the behavior of senior management, the promotion and reward system, and decision-making mechanisms. Capabilities – the Basis of Your Competitive Advantage Sustainable competitive advantage is achieved by continuously developing existing and creating new resources and capabilities in response to rapidly changing market conditions. Among these resources and capabilities, knowledge represents the most important value-creating asset. The three most critical factors essential to achieve superior, sustainable results are strategic focus, organizational alignment, and operating discipline. Leaders are responsible for building organizational capability. They leverage diversity, deploy teams, design human resource systems, and make change happen. Improving Business Performance: Virtuous Circles Various business performance improvement approaches focus on alternative ways to build and run a company. The concept of “virtuous circles” is one of them. It has all those contributing to value creation for the customer pulling forcibly in the same direction. This also means identifying and balancing short- and long-term goal structures for all stakeholders and changing management incentive schemes to promote long-term sustainable performance. Marketing and Selling Is All About Perceptions Marketing and selling – customer value proposition, communicating, advertising, emotional marketing, influencing people, persuading people, etc. – is all about perceptions. The essence of marketing and selling is coming to grips with people's perceptions.
      • Some Results of the Thermo Electron's Spinout Strategy
      • (achieved over a period of 12 years)
      • 23 new venture companies created
      • 85% survival rate for new ventures
      • 20-times increase in company's revenues
      • 40 executives and spinout managers are multimillionaires
      • Spinout multiplier effect: second-generation companies started spinning out third-generation grand-children
      • Diversified production lines: Thermo Electron that started with manufacturing heat-treating furnaces now develops, manufactures and markets environmental monitoring and analysis instruments; biomedical products; paper-recycling and paper-making equipment; alternative-energy systems; industrial-process equipment; and many other specialized products.
      • Support Provided by the Parent Company to Spinouts
      • Coaching of new CEOs – through formal training; on-job training; and motivating them through creating a steady stream of CEO positions
      • Financial support - raising initial equity; providing investment guarantee to external investors; taking new ventures to IPO; financial oversight; interlocking stock ownership
      • Marketing and sales - through acquiring and restructuring the companies with developed matching marketing operations and sales/distribution channels
      • Legal counsel
      • Accounting
      • Human resources management
      • Other professional and administrative services
      Every slides is provided with a half-page Executive Summary Learn & Teach – FAST!
    • 14. Buy now! This is a demo version 10 slides with Executive Summaries
      • Buy now
      • the complete Ten3 SMART course!
      • 125 PowerPoint slides +
      • 125 Half-page Executive Summaries
      • Learn & Teach – FAST!
      • US$ 49 only!
      • and get Ten3 SMART e-Coaching Screen Saver
      • “ SMART Innovation (50 slides, US$19 value) – FREE!
      SMART Innovation Click here to see the complete list of slides Sets of Ten Mini-courses Save up to 60%! Innovation Management Complete Set Ten3 Mini-courses ( see presentation )