Inovação Microsoft - Inove você também!
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Inovação Microsoft - Inove você também!

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Aplique alguns conceitos usados pela Microsoft no desenvolvimento e inovação de seus produtos! Você também pode inovar!

Aplique alguns conceitos usados pela Microsoft no desenvolvimento e inovação de seus produtos! Você também pode inovar!

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  • Presenter Guidance:This presentation provides a sample script; however, we strongly recommend that you learn the script content as a way to tell the story and then rely on the key points to guide your discussion. Slide timing is approximate and should be considered a guide only.  © 2011 Microsoft Corporation. All rights reserved.This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.Microsoft, Bing, BizSpark, Excel, Kinect, Microsoft Dynamics, MS-DOS, Outlook, SharePoint, SQL Server, Surface, Visual Studio, Windows, Windows Azure, and Xbox are trademarks of the Microsoft group of companies.The names of actual companies and products mentioned herein may be the trademarks of their respective owners.Microsoft Corporation • One Microsoft Way • Redmond, WA 98052-6399 • USA
  • Timing: 4 minutes Key Points:In the face of a challenging economy, growing global competition, and shifting consumer expectations, innovation is more important than ever to the survival of every organization.A company’s strong performance today is no guarantee of longevity: companies that survive and prosper in the long term continually adapt, evolve, and reinvent themselves to stay relevant in the changing marketplace. Script:Companies are returning to a focus on innovation and growth—as they must to survive. During the height of the recession, cost cutting was a primary focus for nearly every organization we spoke with, and innovation efforts often paid the price. However, this is no longer the case:A 2010 Boston Consulting Group survey of senior executives found that 72 percent of respondents considered innovation a top three priority, up from 64 percent in 2009, and “84 percent of respondents said their company considers innovation an important or extremely important lever in its ability to reap the benefits of an economic recovery.” A year later, this focus on growth and innovation continues, even intensifies. In Gartner’s CIO survey for this year, “increasing enterprise growth” was the number one business strategy for 2011, and “attracting and retaining new customers” was the second (up from fifth place the year before). While “reducing enterprise costs” is in third position, “creating new products and services (innovation)” comes in at fourth place, after sitting in sixth and eighth positions the previous two years. Factors such as the economy aren’t the only drivers for increasing innovation. Organizations face increasing competition globally. In fact, in BusinessWeek’s 2010 list of the most innovative companies around the world, for the first time since the start of the list the majority of the companies in the top 25 were from outside the United States, with representatives from Asia, Europe, and South America. Furthermore, consumer expectations are rapidly changing as a result of factors including shifting demographics and the increasing role that technology (from mobile devices to online games to social networks) plays in their lives. For all of these reasons, innovation has become a critical capability for businesses. As Gartner puts it: “Innovation is no longer the province of a few leading-edge companies; it is the lifeblood required for any organization to survive.” While innovation may be critical in the short term, it has always been essential to the long-term success of organizations. According to the book Creative Destruction: Why Companies That Are Built to Last Underperform the Market, the most successful, high-performing companies continually reinvent themselves. Consider two lists of the world’s largest organizations: In the Forbes 100, over the 70 years from 1917 to 1987, 61 of the original 100 companies not only dropped off the list but ceased to exist altogether. Furthermore, of the surviving 39 companies, only 18 remained on the list. And of those 18, only two consistently outperformed the market. The Standard & Poor’s 500 list (S&P 500) shows a similar trend, over a shorter time period. Forty years after the list was published in 1957, only 74 of the original 500 were still on it in 1997. And of those 74, only 12 outperformed the market. What does this mean? Success today in no way guarantees success tomorrow, and often an organization’s decline is the result of sticking to a once-successful business model despite changing times. And those changing times are accelerating. If you look at the chart on the slide, you can see that the average length of time that businesses spend on the S&P 500 is dropping rapidly: from 57 years in 1958, to 30 years in 1983, to just 18 years in 2008. What will it be in, say, 2020? As BusinessWeek observes, “the rate and scale of disruption brought about by innovation” has “massively accelerated” thanks to the “digital revolution.” It is increasingly clear that rapid and rampant innovation is fundamental to business success. Additional Information:“Innovation 2010: A Return to Prominence—and the Emergence of a New World Order.” Boston Consulting Group. April 2010. http://www.bcg.com/documents/file42620.pdfMcDonald, Mark P, and Dave Aron. “Reimagining IT: The 2011 CIO Agenda.” Gartner, Inc. January 2011. http://www.gartner.com/resources/210300/210382/executive_summary_reimaginin_210382.pdfArndt, Michael, and Bruce Einhorn. “The 50 Most Innovative Companies.” Bloomberg BusinessWeek. April 15, 2010. http://www.businessweek.com/magazine/content/10_17/b4175034779697.htmFenn, Jackie. “Key Issues for Business Innovation and Emerging Trends, 2011.” Gartner, Inc. March 30, 2011. http://www.gartner.com/DisplayDocument?id=1611341Foster, Dick, and Sarah Kaplan. Creative Destruction: Why Companies That Are Built to Last Underperform the Market. New York: Doubleday, 2001. Reviewed by John L. Hob, Jr. http://bookideas.com/reviews/index.cfm?fuseaction=displayReview&id=980Johnson, Mark W. “The Role of the Chief Innovation Officer.” Bloomberg BusinessWeek. November 3, 2010. http://www.businessweek.com/managing/content/nov2010/ca2010113_754979.htm
  • Timing: 7 minutes Presenter Guidance:Customize this slide to fit your customer. Remove any examples that are not relevant to your customer or that reflect your customer’s direct competition. Add other examples that could prompt an engaging, relevant discussion. (Visit http://www.fastcompany.com/most-innovative-companies/2011 for examples of other innovative companies that may be appropriate to highlight.) Key Points:At Microsoft, we believe that successful innovation is more than just invention. True innovation must also support organizational performance, either by directly contributing to revenue growth or by delivering new efficiencies that help improve a business’s competitiveness.We also believe that innovation is more than just creating all-new products, services, processes, and business models. Some of the greatest innovations represent “the adjacent possible”—wherein existing ideas are applied in new contexts to create new opportunities. Script:Success is more than just invention. It’s helpful to establish just exactly what it is we mean by innovation. For some, innovation is invention: creating something new. However, at Microsoft, we believe it is more than that. We believe that innovation is about converting knowledge and ideas into new or improved products, processes, and services to gain a competitive advantage. That last part is important: invention can be exciting, but it should directly contribute to the business’s success to be considered an innovation. Consider some of these examples of recent innovations: Facebook. According to the FastCompany 2011 list of the world’s most innovative companies, “In 2010, Facebook grew its U.S. user base by 145%, beating out Google as the top Internet destination.” They report that the company is valued at $50 billion and saw $1.2 billion in revenue in the first nine months of 2010. In an interview about innovation, Mark Zuckerberg, creator and CEO of Facebook, says the company has a directive to “move fast and break things.”Skype. Skype, the largest provider of Internet-based voice communications, is unlike other voice over Internet Protocol (VoIP) services because it uses a peer-to-peer system rather than a client-server system. An article by TeleGeography published in early 2011 shows the impact that Skype is having on long-distance communications: Skype usage for cross-border calling was “projected to grow by an astonishing 45 billion minutes in 2010—more than twice the volume added by all of the world’s phone companies, combined.”Amazon Kindle. According to IDC, the Amazon Kindle was the world’s leading e-reader in the second quarter of 2011 with a 51.7 percent share of the market segment. The Kindle has played such an influential role in how people read books that e-books began outselling printed books on Amazon in May 2011.Groupon.Groupon, the company that pioneered online “group coupons,” started in 2008 and by April 2010 was valued at $1.35 billion. According to a Forbes article, this young company is “on pace to pull in $1 billion in sales faster than any company in history.” Groupon CEO Andrew Mason explains, “What we're trying to do is fundamentally change the way that people buy from local businesses in the same way that e-commerce has changed the way that people buy products.”USAA mobile banking. USAA was the first major bank to enable customers to deposit checks using an Internet connection and a scanner. They decided to extend that capability to smartphones and became the first major bank to offer an application that uses the phone’s built-in camera to take pictures of checks for deposit. After the application launched in August 2009, over a million USAA customers had deposited more than 3 million checks worth $2 billion by the end of 2010—representing 14 percent of monthly deposits at the bank.Apple iPhone. The iPhone changed the game when it comes to smartphones. Perhaps even more significant is the iPhone App Store, which introduced a new way to distribute software and thereby enabled a community of smaller developers to reach a mass market. Dyson vacuum cleaners. Dyson introduced a new approach to vacuum cleaners to overcome the problem of losing suction to clogged filters. The design, inspired by a giant cyclone at a local sawmill, saw 5,000 prototypes before release and took just 22 months to become the best-selling vacuum in the United Kingdom.Netflix. Since its launch in 2002, Netflix has grown to what FastCompany describes as a “$9 billion powerhouse.” The success of its subscription-based model—originally by mail but now streaming to more than 200 devices—saw stock prices increase 229 percent in 2010. Nissan Leaf. The Nissan Leaf is the world’s first mass-market fully electric car. It sold more than 15,000 units globally within nine months of its launch and has won numerous awards, including the 2011 World Car of the Year award. The award jurors described the car as “the gateway to a brave new electric world.” SPOT Satellite Messenger. The SPOT Satellite Messenger lets users send text, email, and their location to friends, family, and emergency services through satellite technology. In 2008, it was awarded the Wall Street Journal Technology Innovation Award in the consumer electronics category as an innovation that broke new ground and demonstrated a measureable impact.Microsoft® Kinect™ sensor. Kinect is one of the best examples of innovation coming out of Microsoft recently. Kinect brings gesture- and voice-based computing to the mass market, initially through gaming. This product has been so popular that it sold 8 million units in its first 60 days on the market, earning it a Guinness World Record for being the fastest selling consumer electronics device ever.Innovation isn’t always about “all new” products, services, processes, and business models. Some of the most successful innovations take existing ideas and adapt them to a new concept. The Dyson vacuum cleaner is a great example of this, drawing from the cyclone extractors at sawmills to create a better suction system for vacuums. Some call this “the adjacent possible”: finding new uses and applications for the ideas and knowledge already around us. Steven Johnson, author of the book Where Good Ideas Come From, argues that this kind of innovation—the cobbling together of different ideas—is really far more common than that flash of inspiration or “Eureka!” moment so often associated with the innovation process. Additional Information:Facebook:“The World’s Most Innovative Companies 2011.” Fast Company. 2011. http://www.fastcompany.com/most-innovative-companies/2011/profile/facebook.php“Mark Zuckerberg, Moving Fast And Breaking Things.” Business Insider. October 14, 2010. http://www.businessinsider.com/mark-zuckerberg-2010-10Blodgett, Henry. “Ignore The Screams--Facebook's Aggressive Approach Is Why It Will Soon Become The Most Popular Site In The World.” Business Insider. May 17, 2010. http://www.businessinsider.com/facebook-privacy-innovation-2010-5Skype:http://en.wikipedia.org/wiki/Skype“International long-distance slumps, while Skype soars.” TeleGeography. January 6, 2011. http://www.telegeography.com/products/commsupdate/articles/2011/01/06/international-long-distance-slumps-while-skype-soars/Amazon Kindle:“Media Tablet and eReader Markets Beat Second Quarter Targets, Forecast Increased for 2011,” IDC Press Release. September 14, 2011. http://www.idc.com/getdoc.jsp?containerId=prUS23034011Rapaport, Lisa. “Amazon.com Says Kindle E-Book Sales Surpass Printed Books for First Time.” Bloomberg. May 19, 2011. http://www.bloomberg.com/news/2011-05-19/amazon-com-says-kindle-electronic-book-sales-surpass-printed-format.htmlGroupon:Steiner, Christopher. “Meet The Fastest Growing Company Ever.” Forbes Magazine. August 30, 2010. http://www.forbes.com/forbes/2010/0830/entrepreneurs-groupon-facebook-twitter-next-web-phenom.htmlWeiss, Bari. “Groupon's $6 Billion Gambler.” Wall Street Journal. December 20, 2010. http://online.wsj.com/article/SB10001424052748704828104576021481410635432.html?KEYWORDS=Groupon“The World’s Most Innovative Companies 2011.” Fast Company. 2011. http://www.fastcompany.com/most-innovative-companies/2011/profile/groupon.phpUSAA mobile banking: Overby, Stephanie. “iPhone Banking: How USAA Launched New Mobile Apps for Customers.” CIO. February 23, 2011. http://www.cio.com/article/667614/iPhone_Banking_How_USAA_Launched_New_Mobile_Apps_for_CustomersApple iPhoneWeintraub, Seth. “Apple's biggest innovation for 2008? The iPhone App Store.” Computerworld. August 7, 2008. http://blogs.computerworld.com/apples_biggest_innovation_for_2008_the_apps_storeDyson vacuum cleanershttp://www.dyson.com/insidedyson/default.asp#storyofstruggleNetflix“The World’s Most Innovative Companies 2011.” Fast Company. 2011. http://www.fastcompany.com/most-innovative-companies/2011/profile/netflix.phpNissan Leafhttp://en.wikipedia.org/wiki/Nissan_LeafThompson, Chrissie. “Nissan, GE team up to connect electric cars to power grid, homes.” Detroit Free Press. October 1, 2011. http://www.freep.com/article/20111001/BUSINESS01/110010323/Nissan-GE-team-up-connect-electric-cars-power-grid-homesKluger, Jeffrey. “The 50 Best Inventions of 2009.” Time. November 12, 2009. http://www.time.com/time/specials/packages/article/0,28804,1934027_1934003_1933970,00.htmlSPOT Satellite Messengerhttp://www.findmespot.net.nz/awards.htmlMicrosoft KinectVance, Ashlee. “With Kinect, Microsoft Aims for a Game Changer.” The New York Times. October 23, 2010. http://www.nytimes.com/2010/10/24/business/24kinect.htmlhttp://en.wikipedia.org/wiki/Xbox_kinectJohnson, Steven. “Where good ideas come from.” TED Talks. September 2010. http://www.ted.com/talks/steven_johnson_where_good_ideas_come_from.html
  • Timing: 3 minutes Key Points:Technology is central to driving innovation today, both to support and facilitate formal and informal innovation processes and as an ingredient in new innovations. With budgets remaining tight, CIOs have an opportunity to create business value and be a key player in innovation efforts by “reimagining” IT: finding new ways to use IT to drive efficiencies and free IT resources to focus on innovation, strategy, and growth. Script:More than ever before, technology is central to driving innovation. Cognizant recently conducted a study of C-level executives and found that “most companies expect IT to be a greater competitive differentiator and agent for change than in the past.” In fact, fully one-third of the U.S. respondents believe that IT is the “primary enabler for business innovation.” Similarly, in an InformationWeek Analytics global CIO survey, only 17 percent of respondents reported that IT wasn’t expected to drive innovation; CIOs “need to start thinking about IT as integral to what their companies make, do, and sell.” CIOs have opportunities in two realms to contribute to innovation: Fostering a culture of innovation by delivering the tools to support innovation activities within the business, from informal collaboration to formal innovation processes. From the chart on the slide, you can see that the three greatest opportunities identified by CIOs in an InformationWeek survey represent opportunities to support innovation efforts internally: Increasing employee participation in innovation activities with collaboration capabilities to help them brainstorm, develop, and share ideas productively.Using customer and business data to better understand market trends and thereby influence new product and service development to drive growth.Using technology to manage and support innovation processes across the company.Building new business models and revenue streams by staying at the forefront of technology. CIOs are in a powerful position to envision the potential of new technologies to deliver value to the organization. A CIO magazine article calls this being an “ambidextrous innovator”—aggressive CIOs “experimenting with new technologies that can increase profitability, improve competitiveness, and attract new customers.” The need for efficiencies and cost containment does not go away. While the role of IT in business innovation must increase, budgets won’t necessarily increase accordingly. Many CIOs are looking for ways to rethink how they approach IT, to free IT resources to focus on innovation. Gartner calls this “‘creative destruction’ — taking what they have now and reimagining it to build IT’s future.” Additional Information:“The Future of Work Has Arrived: Time to Re-focus IT.” Cognizant Business Consulting. February 2011. http://www.cognizant.com/futureofwork/pdf?title=The%20Future%20of%20Work%20Has%20Arrived:%20Time%20to%20Re-Focus%20ITMurphy, Chris. “IT Must Create Products, Not Just Cut Costs.” InformationWeek. March 12, 2011. http://www.informationweek.com/news/global-cio/interviews/229300065InformationWeek Analytics 2011 Global CIO Survey of 209 IT Executives. InformationWeek. February 2011. http://www.informationweek.com/news/global-cio/interviews/229300065?pgno=2Curran, Chris. “5 Innovation Opportunities for CIOs in 2011.” CIO. January 20, 2011. http://www.cio.com/article/656318/5_Innovation_Opportunities_for_CIOs_in_2011McDonald, Mark P, and Dave Aron. “Reimagining IT: The 2011 CIO Agenda.” Gartner, Inc. January 2011. http://www.gartner.com/resources/210300/210382/executive_summary_reimaginin_210382.pdf
  • Timing: 5 minutes Presenter Guidance:Where applicable and possible, customize this slide with examples that are relevant to your customer’s business and industry. The goal is to highlight recognizable innovations that were not the result of a formal innovation program. Key Points:Enterprises commonly concentrate their innovation efforts on isolated innovation teams. However, sometimes the best ideas come from the people most directly connected with the day-to-day business. By opening up the innovation pipeline to a broader community of employees, partners, and customers, enterprises can tap into the power of collaborative brainstorming and creativity, fostering a culture of innovation.Script:People are at the heart of innovation. The old adage “two heads are better than one” is certainly true when it comes to innovative thinking and idea generation. More heads are even better. One key to driving innovation is to tap into the creative thinking and on-the-floor, real-world experience of your employees (and even partners and customers) who will often spot opportunities and envision possibilities based on their day-to-day exposure to your business processes, products, services, and market. In fact, a U.S. Gallup survey found that engaged employees actually inspire company innovation: they are more likely to think “outside the box” and “suggest or develop creative ways to improve management and business processes.” Sometimes the best ideas come about outside of formal, isolated innovation teams. Formal innovation teams are a common way to generate new ideas—but not the only way. Although there is unquestionable value in having resources dedicated to innovation, by widening the idea pipeline and fostering a culture of innovation in your organization, you can tap into much broader sources for inspiration and creativity. The engaged employees in the Gallup survey weren’t assigned the task of innovation. Their passion helped them proactively solve problems and identify opportunities. Consider the following examples of innovations that were envisioned and realized by individuals outside of a formal “innovation assignment”:User innovation. In the book Democratizing Innovation, Eric von Hippel explores how the sport of kitesurfing began and evolved. It grew up as more and more individuals began playing with the combination of a board and “kite.” Commercial manufacturers began producing kitesurfing equipment designed specifically for the sport. At the same time, users were sharing their own designs through a dedicated online forum for users and user-innovators. As von Hippel reports, “the collective user effort was probably superior in quality and quantity to the product-development work carried out by all manufacturers in the industry taken together.” And it was not long before a manufacturer began using the freely available users’ designs in lieu of investing in its own R&D, enabling it to sell its products—which aligned directly with user requirements since the users designed them—at a much lower price.Independent invention. The barcode is such a part of our lives that it’s hard to imagine a time without it, but its introduction had a massive impact on the retail industry. The very first barcode was invented through a collaboration of two friends. A graduate student overheard a conversation between the president of a grocery store and a dean at his school about the need for a system to automatically read product information at the checkout. That graduate student and his friend independently set off to develop a solution to the problem, and they filed their patent application the following year.On-the-job “bootlegging.” Bootlegging in the context of business refers to when employees independently, outside of a formal mandate, pursue their own innovations at work, often using company resources. Although bootlegging traditionally is done in secret without management approval or sanction, in some cases companies actually encourage staff to pursue their ideas (“permitted bootlegging”). 3M Post-it Notes. One of the best-known examples of permitted bootlegging is the example of 3M Post-it Notes. A 3M chemist created the low-tack, reusable adhesive during the course of his work, but the invention never gained traction. However, another staff member, who had attended a presentation on the adhesive, had the idea of using it to hold his bookmarks in place in his hymnbook. He developed the idea for Post-it Notes from there through 3M’s permitted bootlegging policy.BMW 12-cylinder engine. In contrast, the BMW 12-cylinder engine was developed without management approval (though in an environment that, unofficially, encouraged underground projects). The engine was developed over several years by some “motor aficionados.” Once revealed outside the company, it gained public approval and “contributed significantly to BMW’s brand image of innovative automobile excellence.”Global positioning system (GPS). The example of the GPS lies somewhere in between unsanctioned and permitted bootlegging. In 1957, when Sputnik was launched, two researchers at the Applied Physics Laboratory at John Hopkins University figured out that they could use the Doppler effect to pinpoint the satellite’s position. From there, they got permission to use the lab’s computer to map the trajectory of the satellite around the earth. Although all of this was an unofficial side project, it led to a fully sanctioned activity: their boss asked them to apply the same theory in reverse—that is, figure out an unknown location on the ground based on the known location of a satellite.It’s not enough to simply hope for breakthrough employee innovations. To really tap into the potential for employees to contribute to innovation, the key is to actively work to foster a culture of innovation—to create an environment that encourages, supports, and enables collaborative, creative, innovative thinking. Additional Information:“Gallup Study: Engaged Employees Inspire Company Innovation.” Gallup Management Journal. October 12, 2006. http://gmj.gallup.com/content/24880/gallup-study-engaged-employees-inspire-company.aspxKitesurfing: von Hippel, Eric. Democratizing Innovation. Cambridge, MA: MIT Press, 2005. http://web.mit.edu/evhippel/www/books.htmBarcode: http://en.wikipedia.org/wiki/Barcode3M Post-it Notes: http://en.wikipedia.org/wiki/Post-it_noteBMW 12-cylinder engine: Augsdorfer, Peter. “Managing the unmanageable: research into bootleg research concludes that managers should leave creative processes in the underground world and formal processes in the official world.” CBS Interactive Business Network Resource Library. 2011. http://findarticles.com/p/articles/mi_6714/is_4_51/ai_n29445675/GPS: Johnson, Steven. “Where good ideas come from.” TED Talks. September 2010. http://www.ted.com/talks/steven_johnson_where_good_ideas_come_from.html (12:28); http://en.wikipedia.org/wiki/Gps
  • Timing: 7 minutes Key Points:At Microsoft, we take a comprehensive approach to our innovation efforts. Six core tenets guide everything that we do:Hiring the best peopleEmbracing disruptionsA balance of invention, re-invention, and evolutionA commitment to openness and partnershipsA focus on scaleA long-term approachScript:How to foster a culture of innovation varies based on the business model, industry, and structure of an organization. There is no exact formula. At Microsoft, because we are a highly decentralized organization, our innovation activities are dispersed throughout the company and range from highly formal programs to more informal collaborations. We take a comprehensive approach to innovation and invention, guided at all times by six core tenets:Hiring the best people. Invention and innovation occur when smart, passionate, and creative people from different backgrounds come together in an environment that enables new ideas to flourish. At Microsoft, we pride ourselves on hiring and retaining brilliant men and women from a diverse, global talent pool and empowering them to work together with the utmost collaborative freedom. Our goal is to create a melting pot of ideas where developers, designers, testers, researchers, ethnographers, writers, architects, artists, economists, cinematographers, and others are encouraged to push boundaries, explore the toughest questions, and advance the state of the art as they work together to turn today’s dreams into tomorrow’s reality.Embracing disruptions. For people to come up with the best and most creative ideas, they need the freedom to take risks. Several programs at Microsoft are designed to help them do just that. Our technology and business incubation groups—including Office Labs and FUSE Labs (FUSE stands for “future social experiences”)—were created to take risks, to “fail fast, learn faster.” These highly nimble organizations enable Microsoft to react rapidly to disruptive trends and developments. They help us quickly bring amazing new experiences to market that become possible as technology advances and new ideas emerge. The Garage is a company-wide program in which employees come together during their free time to collaborate on grassroots invention, tinkering, ideas, and project incubation. Most of the ideas remain internal or feed into future Microsoft products. However, the recently launched Mouse Without Borders program from The Garage (which lets up to four PCs sync into one unit) is an exception to the rule: it’s its own program, available freely to the public. And bothThinkSpace and ThinkWeek open our innovation pipeline to all of Microsoft’s employees. ThinkSpace is an online forum through which all employees can contribute ideas on self-directed topics, as well as comment on or vote for others’ ideas. ThinkWeek is an annual program that has a formal process through which employees can submit an idea paper on focused topics. A balance of invention, re-invention, and evolution. Our approach is both broad and balanced, spanning invention, re-invention, and evolution. The balance across these activities is essential to our ability to transform ideas into innovations that provide real impact. We seek to invent entirely new product categories. In the process, we sometimes pioneer entirely new businesses and markets, not only for Microsoft but for the entire industry. For example, with Kinect—the gesture- and voice-based Xbox® 360 controller we launched last year—we’ve introduced something entirely new. As our CEO Steve Ballmer puts it, “there’s nothing like it on the market.” We also seek to re-invent, taking existing ideas from inside and outside the company and rethinking them as we incorporate new technologies and anticipate changing customer requirements. The Windows® operating system is a great example of a product that we have re-invented multiple times as technology has advanced: with Windows 95, we introduced a version of the operating system that no longer had the MS-DOS® operating system running under it. With Windows XP, we again introduced a new underlying architecture, representing a blending of Windows NT, Windows 2000, and Windows 95. We constantly evolve our products, refining and honing them while adding new capabilities that are themselves new inventions. Consider Microsoft SharePoint® collaboration software, one of our core business productivity server applications. With the cloud revolutionizing IT as we know it, we have evolved SharePoint to include SharePoint Online, an entirely cloud-based version of the product. A commitment to openness and partnerships. More complex than ever, technology continues to extend across more fields of science and into more areas of human endeavor. This ever-expanding complexity means no single company can have all the answers. That’s why we work closely with more than 640,000 partner organizations and collaborate with researchers, academics, and institutions in every region across the globe. Through these partnerships—and by encouraging creativity and entrepreneurship through programs such as the BizSpark™ global program for startups and the Imagine Cup (programs run through our global Microsoft Innovation Centers)—we hope to play a key role in nurturing tomorrow’s important technology innovations. A focus on scale. It can be thrilling to dream up great new ideas, but they are nothing more than dreams until they are translated into products and services that deliver real value to people. At Microsoft, we have always made it a special mission to unlock the power of each generation’s most advanced digital technology tools for as many people as possible. We have hundreds of millions of customers in over 190 countries, and a key litmus test for any idea before we commercialize it is how well it will scale to serve those customers. A long-term approach. We have always believed deeply in the importance of research and development. With more than 850 scientists and researchers working in labs around the world, Microsoft Research (MSR) is focused on advancing the state of the art in computing through a combination of basic and applied research. MSR researchers look over the horizon and beyond today’s products to imagine what might come next. They also collaborate closelSOUNDANIMALSENGLISHywith our product groups: almost every product in our portfolio includes contributions from MSR. Additional Information:Vance, Ashlee. “With Kinect, Microsoft Aims for a Game Changer.” The New York Times. October 23, 2010. http://www.nytimes.com/2010/10/24/business/24kinect.html
  • Timing: 4 minutes Presenter Guidance:This is a discussion slide. Use this slide to prompt a conversation with your customers about actual opportunities for innovation in their business. Proactively contributing specific suggestions and ideas about potential new products, services, processes, or business models using these technologies will help demonstrate your value as a trusted advisor. Key Points:Technology can help businesses build not only an innovation culture, but also new business models and revenue streams. Emerging technologies in the areas of the cloud, big data, mobility, social computing, and natural user interfaces (NUI) present new opportunities for you to rethink processes, deliver new customer experiences, and gain competitive advantage. Script:I’ve put these questions on the slide to reflect the top areas where I see opportunities to use technology for innovation, today and tomorrow, for your business. In some cases these opportunities may be new products or services. In others, perhaps they represent a chance to rethink your business processes. In others, you may find new possibilities for business models. There is no single, right answer to these questions—and that’s the exciting part. What could you do with unlimited storage and processing power? That’s the promise of the public cloud: access to computing capabilities on tap and instant global reach, without the need to build and maintain the supporting infrastructure. The cloud represents a new computing paradigm that will be difficult—and risky—to ignore. Gartner predicts that “ultimately, all organizations will examine how their existing services or additional assets could deliver additional value through the flexibility of cloud business models.” How could the cloud change the way your business operates? How can you use “big data” for competitive advantage? According to statistics from IDC, data use (or “the digital universe”) is expected to grow by as much as 44 times to 35 zettabytes (ZB) [a zettabyte is a trillion gigabytes] globally in 2020. These exploding stores of data mean that you will have more to manage—and more opportunities to use it strategically in your business. Across all industries, companies are using big data to derive insight and create opportunities: from manufacturers that use sensors in their products to report on actual usage and then refine those products accordingly, to insurers that use location-based accident or crime data to determine insurance rates, to retailers that capture what their customers are saying in social media and then targeting their marketing campaigns appropriately. How could big data influence your products and services? The way you manage your business?How can you deliver richer mobile experiences? Big data isn’t the only thing that is exploding. The International Telecommunication Union (ITU) predicted there to be 5.3 billion mobile cellular subscriptions worldwide by the end of 2010. And IDC predicts that the worldwide smartphone market will grow by 55 percent in 2011, with vendors shipping a total of 472 million smartphones. Furthermore, they expect that number to grow to nearly one billion by 2015. What new opportunities does this represent for how your business reaches your customers?How can you deliver more engaging experiences? The online world has gone social, and as one Deloitte consultant puts it, “the new world of transparency, knowledge flows and democratized opinion-making is rife with opportunities.” The impact of social computing on business will be dramatic. According to Gartner, “E-business created disruption a decade ago. Social business will have an even more significant impact.” They go on to predict that “by 2015, the 20% of enterprises that employ social media beyond marketing will lead their industries in revenue growth.” How can you engage with your customers, take part in their discussions, monitor their interests and opinions, and forge new relationships?How could natural user interfaces (NUI) revolutionize your industry? Perhaps the newest entrant on the scene of the technologies highlighted on this slide, NUI represents (as its name implies) a much more natural way to interact with technology—a world where technology adapts to you and has greater intelligence. It’s the way of the future, and even in its relative infancy it is generating excitement: just consider the undeniable success of the iPhone, which changed our expectations of how we interact with mobile devices through touch, or Kinect, which brought gesture-based computing to mainstream gaming and is the fastest selling consumer electronic product of all time. Thinking well beyond the world of online gaming, just what could you achieve with NUI? Additional Information:Fenn, Jackie. “Trends That Matter: 84 Technology, Societal and Business Trends.” Gartner, Inc. June 16, 2011. http://www.gartner.com/DisplayDocument?doc_cd=213134&ref=g_sitelinkIDC Digital Universe Study, sponsored by EMC. May 2010.“The World in 2010.” ITU. October 2010. http://www.itu.int/ITU-D/ict/material/FactsFigures2010.pdf“Worldwide Smartphone Market Expected to Grow 55% in 2011 and Approach Shipments of One Billion in 2015, According to IDC.” IDC. June 9, 2011. http://www.idc.com/getdoc.jsp?containerId=prUS22871611“Social Computing.” Deloitte Development, LLC. 2011. http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/us_consulting_TT_chapter7_05062011.pdfRozwell, Carol. “Business Gets Social Innovation Key Initiative Overview.” Gartner, Inc. July 22, 2011. http://www.gartner.com/DisplayDocument?id=1745520
  • Timing: 10 minutes Presenter Guidance:Ideally, customize the examples in this script for relevance to your customer. Key Points:Microsoft is making key investments in the areas of the cloud, big data, mobility, social computing, and NUI that can directly support customer innovation. Script:Microsoft can help you take advantage of the latest technology to enable new innovations. We’re making extensive investments in all of these areas—the cloud, big data, mobility, social computing, and NUI:Through our public cloud, you can quickly get to market without having to build or manage the underlying infrastructure. At Microsoft, we believe the cloud represents the future of computing, and in March 2010 we made a very public commitment that we’re “all in.” The Windows Azure™ platform enables developers to build, host, and scale applications—for everything from websites to social and mobile apps to high-performance computing scenarios—through our data centers. It makes delivering connected experiences practical without having to invest in a massive infrastructure to meet demand or accommodate erratic usage. Example: General Mills wanted to better serve customers that have gluten sensitivities. The company created a direct-to-consumer online channel for gluten-free products and related information. Because they were under pressure to deliver a scalable new business in record time, they looked to the cloud to host their solution. The Windows Azure platform has provided them with a cost-effective, agile environment for both development work and ongoing site maintenance, and the solution has seen substantial site traffic, sales, and positive social media feedback. By their reckoning, they were able to bring their new business idea to market about twice as fast and at half the cost of using a more traditional IT development and brand agency model.We believe that the opportunity big data represents will only increase going forward, and we’re investing to provide the infrastructure and tools needed for you to truly derive value from it. Our cloud can help you take advantage of the wealth of data available today through public and commercial sources, whether you use that data to gain better insight into your market or to create value-added services for your customers. The Windows Azure Marketplace DataMarket is an online marketplace that gives you access to real-time premium datasets including demographic, environmental, financial, retail, and sports. You also have an opportunity to commercialize your own data to create a new revenue stream. We’re also delivering tools to manage, manipulate, and analyze your data internally, from the enterprise data warehouse platform in Microsoft SQL Server® database software to the unmatched computational power available directly within Microsoft Excel® spreadsheet software through the PowerPivot data analysis add-in.Example: Researchers at the NASA Jet Propulsion Laboratory wanted to solve two different challenges: 1) providing public access to vast numbers of Mars-related exploration images, and 2) engaging the public in activities related to NASA’s Mars Exploration Program in order to encourage learning in science, technology, engineering, and mathematics. One of their key challenges was that they had so much data that it was actually hard for them to process it all. By using the cloud as a way to store and serve up this data, they were able to build a website that achieves both of these goals, engaging a large dispersed group of users to view graphically rich content and participate in activities that involve massive amounts of data. In the first two weeks after launch, the site served up 2.5 million images to “citizen scientists” alongside significant site traffic. It was able to handle the spikes in traffic and large data volumes easily.Mobility is an undeniable opportunity, but one made complex by the range of available platforms. Our goal is to make it simpler to develop engaging, touch-optimized mobile applications with HTML5. HTML5 is gaining popularity with developers that build apps for a variety of devices and browsers. With our common development framework and familiar development tools such as Visual Studio, you can easily extend your HTML5 applications from the desktop to touch-based slates to Windows Phone. This can help your developers get more done, faster.Example: A great example of the value of HTML5 comes right out of our own development efforts. The Bing® mobile search app (m.bing.com) now uses HTML5 to create a search experience that feels more like an app, with faster performance and simpler navigation to the data that users are most likely to be looking for. The HTML5 enables users to have richer and more immersive experience from their mobile device, such as being able to view image search results as full-screen images that they can flip through with the flick of a finger.As the way people use technology becomes more social, we’re embracing social computing across our business. For example, Microsoft Office helps connect people with capabilities such as real-time co-authoring and the Microsoft Outlook® Social Connector, which brings feeds from social networking sites into Outlook. Windows Phone includes socially oriented features such as the People Hub and Xbox LIVE integration. We’re also building social capabilities right into many of our business solutions, so you can create your own internal social networks (with SharePoint) and gain insight into customer activities on public social networks (with Microsoft Dynamics® CRM business software). And with our public cloud platform, TownHall social networking software, and familiar developer tools, we’re providing both the core tools and the platform to help you make the most of this trend. As we see it, there is no limit to the potential with social computing and social media. Example: A great example of how social media is changing every aspect of our culture is the site America Speaking Out, a U.S. Republican website that lets people submit ideas and participate in an online debate about core issues, from national security to American values. The site uses crowdsourcing software, which gives visitors the opportunity to add their voice to the political discussion, vote on whether they like or dislike an idea, and respond to other people’s posts. Outback Steakhouse, a popular restaurant chain with locations throughout the world, provides a great example. They wanted to encourage repeat guests by creating a social networking presence. To help grow their fan base and drive traffic to their restaurants, they decided to run a campaign that would give the first 500,000 fans on their Facebook Fan Page a voucher for a free signature appetizer. The problem? They weren’t sure when the traffic would hit and what the load would be, and so they didn’t want to invest in building the infrastructure to run the application in-house. The cloud made perfect sense. In less than two months, they developed the Outback cloud computing application. The response was huge—they met their target of 500,000 fans in just 18 days, and the application delivered a consistent, fast experience for the fans so they came away with a positive experience.With emerging NUI capabilities, you can deliver highly interactive experiences—from touch and voice to gesture and sensing. Here at Microsoft, we have been investing in NUI for years through Microsoft Research, and over the last few years that research has fed directly into our product groups and started to create exciting new opportunities for our customers. For example, with the Microsoft Surface® platform, people can interact with each other and technology in a whole new way. Microsoft Surface can be used as a table, on the wall, or embedded in other fixtures or furniture and provides a 360°interface that responds to touch and gestures, is multi-touch and multi-user, and can even recognize objects. Another great example is Kinect for Xbox 360. Although it was launched as a gaming console, developers are now experimenting with this gesture- and voice-based controller for other uses in multiple industries—from medicine to retail to professional sports to marketing. (Although the Kinect for Windows Software Development Kit [SDK] is currently only available for non-commercial purposes, we expect to have a commercial version available in the future.)Example: Sheraton Hotels has found a way to enhance the guest experience with NUI. Using the interactive Surface displays, guests can create music playlists with their family and friends, explore local attractions and services right from the lobby, and check out other Sheraton locations. Example: The Sunnybrook Health Sciences Centre is using Kinect in the operating room to enable doctors to manipulate imaging with basic arm movements. This saves the surgeons from relying on someone else to manipulate the images on their behalf or having to leave the sterile field mid-surgery and then scrub in again.  Additional Information:General Mills: http://www.microsoft.com/casestudies/Windows-Azure/General-Mills/General-Mills-Uses-Cloud-Solution-to-Create-New-Consumer-Business-Channel/4000010724NASA Jet Propulsion Laboratory: http://www.microsoft.com/casestudies/Windows-Azure/National-Aeronautics-and-Space-Administration/New-NASA-Web-Site-Engages-Citizens-to-Help-Explore-Mars/4000008289Oiaga, Marius. “Bing for Mobile Browse Experience Gets HTML5 Upgrade.” Softpedia. March 24, 2011. http://news.softpedia.com/news/Bing-for-Mobile-Browse-Experience-Gets-HTML5-Upgrade-191252.shtmlAmerica Speaking Out: Montalbano, Elizabeth. “Microsoft TownHall Driving Congress Crowdsourcing Site.” InformationWeek Government. July 15, 2010. http://www.informationweek.com/news/government/leadership/225800200Outback Steakhouse: http://www.microsoft.com/casestudies/Windows-Azure/Outback-Steakhouse/Restaurant-Chain-Outback-Steakhouse-Boosts-Guest-Loyalty-with-Social-Networking-and-Cloud-Computing/4000005861El Akkad, Omar. “Has Kinect made Microsoft cool?” The Globe and Mail. August 25, 2011. http://www.theglobeandmail.com/report-on-business/rob-magazine/has-kinect-made-microsoft-cool/article2139104Budmar, Patrick. “Kinect – more than just a toy.” ARN. July 18, 2011. http://www.arnnet.com.au/article/393932/news_feature_kinect_-_more_than_just_toy/Kinect SDK: http://research.microsoft.com/en-us/um/redmond/projects/kinectsdk/about.aspxSheraton Hotels: http://www.microsoft.com/surface/en/us/casestudiessheratonhotels.aspx“Team Uses Xbox Kinect to See Patient Images During Surgery.” Sunnybrook Health Sciences Centre. March 14, 2011. http://sunnybrook.ca/uploads/N110314.pdf
  • If you need to change the Title text on this slide and the next, follow these steps.1. FIRST change the title on this slide but DON'T MOVE IT OR REPOSITION IT - just type your changes. After doing that, you will see that there is a 2nd text block that you CAN'T edit. We'll fix that now.2. Go to the ribbon menu at the top, click on the VIEW tab. Notice that "Normal" view is highlighted. CLICK on SLIDE MASTER which is just above Master Views.3. SECOND, Edit the title text on the slide master to match the title you changed in step 1.4. When done, click the Red x at the top of the ribbon menu to close the Master view. 5. Check the animation in show mode. It should work correctly -- title stays put while images slide in.Questions? Email maryfj
  • If you need to change the Title text on this slide and the next, follow these steps.1. FIRST change the title on this slide but DON'T MOVE IT OR REPOSITION IT - just type your changes. After doing that, you will see that there is a 2nd text block that you CAN'T edit. We'll fix that now.2. Go to the ribbon menu at the top, click on the VIEW tab. Notice that "Normal" view is highlighted. CLICK on SLIDE MASTER which is just above Master Views.3. SECOND, Edit the title text on the slide master to match the title you changed in step 1.4. When done, click the Red x at the top of the ribbon menu to close the Master view. 5. Check the animation in show mode. It should work correctly -- title stays put while images slide in.Questions? Email maryfj
  • < Note to Presenter: Please add your name and email address as appropriate > Presenter Guidance:This presentation provides a sample script; however, we strongly recommend that you learn the script content as a way to tell the story and then rely on the key points to guide your discussion. Slide timing is approximate and should be considered a guide only.  © 2011 Microsoft Corporation. All rights reserved.This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • Timing: 2 minutes Key Points:Microsoft actively participates and significantly invests in standards efforts worldwide. Script:Our goal is simple. We want to enable our customers to pick up a device or use their computer and simply know that it will work the way they want it to. To achieve this goal, investing in standards is essential. Microsoft actively participates and invests in standards efforts worldwide.We view standards as an important tool to foster interoperability among products and services from different companies, and have a long history of supporting the standards our customers need. We continue to support standards we first engaged with 20+ years ago, and we help develop and support new and emerging standards as the market evolves. We are formal members in more than 150 standards organizations and more than 400 working groups. W3C: W3C standards define an Open Web Platform for application development that has the unprecedented potential to enable developers to build rich interactive experiences, powered by vast data stores, that are available on any device. Although the boundaries of the platform continue to evolve, industry leaders speak nearly in unison about how HTML5 will be the cornerstone for this platform. But the full strength of the platform relies on many more technologies that W3C and its partners are creating, including CSS3, SVG, WOFF, the Semantic Web stack, XML, and a variety of APIs.Internet Engineering Task Force (IETF): develops and promotes Internet standards, cooperating closely with the W3C and ISO/IEC standards bodies and dealing in particular with standards of the TCP/IP and Internet protocol suite.OASIS:OASIS is the Organization for the Advancement of Structured Information Standards, a not-for-profit, international consortium that drives the development, convergence and adoption of open standards for the global information society. OASIS members have developed >80 standards to date. The most widely adopted ones include BPEL, CAP, DITA, DocBook, ebXML (ISO 15000), EDXL, OpenDocument Format (ISO 26300), SAML, UDDI, WS-Security, and XACML. IEEE Standards Organization: IEEE (pronounced "Eye-triple-E“) stands for the Institute of Electrical and Electronics Engineers. The standards arms, IEE-SA collaborates with thought leaders in >160 countries and is a leading consensus-building organization that enables the creation and expansion of international markets, and helps protect health and public safety.OMA:the Open Mobile Alliance is designed to be the center of mobile service enabler specification work, helping the creation of interoperable services across countries, operators and mobile terminals that will meet the needs of the user. To grow the mobile market, the companies supporting the Open Mobile Alliance will work towards stimulating the fast and wide adoption of a variety of new, enhanced mobile information, communication and entertainment services.
  • Timing: 2 minutes Key Points:Windows 7 is great example of a thriving ecosystem enabled by standards.  Script:Further, Windows 7 is great example – behind its remarkable momentum (more than 500 million copies sold to date) is strong support for industry standards. This represents an enormous investment to ensure that standards are deeply integrated into our testing systems. Developers are creating rich applications that take advantage of the standards and new technologies in Windows 7. Microsoft partners have delivered more than 800,000 new unique Windows 7 applications exploiting these new technologies with more than 240,000 new devices, peripherals, and machines.
  • Timing: 3 minutesKey Points:Windows Azure is an open and flexible cloud platform. Developers can build applications using any language, tool or framework – including open source languages such as PHP, Java, and Node.js, and other open source tools. Our June 2012 technical preview release, brought support for Linux on Windows Azure Virtual Machines and further support for multiple frameworks and popular open source applications through Windows Azure Web Sites.Script:As part of our cloud platform, interoperability is a design-time requirement. Windows Azure is an open and flexible cloud platform that enables customers to quickly build, deploy and manage applications across a global network of Microsoft-managed datacenters. To do it right we know we’ve got to be open.Developers can build applications using any language, tool or framework – including open source languages such as PHP, Java, and Node.js, and other open source tools – which means they can utilize familiar open source skills on Microsoft's cloud platform. Currently features and services in Windows Azure are exposed using open REST protocols. Windows Azure client libraries are available for multiple programming languages and are released under an open source license and hosted on GitHub. As Microsoft continues to provide incremental improvements to Windows Azure, we remain committed to working with developer communities. Other recent interoperability enhancements include: Eclipse Plugin for Java, Mongo DB support, code configuration for hosting Solr/Lucene, Hadoop services preview. Also, our June 2012 technical preview brought support for Linux on Windows Azure Virtual Machines and further support for multiple frameworks and popular open source applications through Windows Azure Web Sites – the next two slides provide more details on these services.
  • Timing: 2 minutes Key Points:We do not compete against open source as a category, we increasingly work collaboratively with this community. You may be surprised to learn what Microsoft is doing with open source. More and more, customers, partners and the industry understand that the work we are doing with open source is about helping customers and enabling a rich and robust ecosystem of developers and partners. The following slides will provide some great examples.  Script:You may be surprised to learn what Microsoft is doing with open source. More and more, customers, partners and the industry understand that the work we are doing with open source is about helping customers and enabling a rich and robust ecosystem of developers and partners. We enable open source on our platforms. We recognize that if we’re going to use open source, then we also have to give back, especially if we want open source developers to continue to think of Windows and Windows Phone as platforms for them to develop on. For example, Windows Azure supports a wide-range of development languages, including Java, PHP and Node.js so that developers can build applications for using any language tool, or framework of their choice – including open source. Let’s review the following slides for some more detailed examples.
  • Observação para o apresentador: informe que está falando sobre o tablet x86 Windows 8. Ouvimos de usuários empresariais ultimamente que eles têm de escolher entre conveniência e produtividade. Com o tablet Windows 8, os usuários podem ter uma experiência "sem comprometimento". Com o tablet Windows 8, os usuários podem ter uma experiência "sem comprometimento". O Windows 8 proporciona experiência Toque primeiro junto com suporte completo a mouse e teclado – experiência sem comprometimento – em que os usuários podem ter a conveniência e a mobilidade de um tablet, a capacidade e a experiência familiares do computador completo e a facilidade de moverem-se sem esforço entre atividades de trabalho e pessoais. Além disso, com tablets Windows 8, os usuários têm experiência conectada com aplicativos estilo Windows 8 ao mesmo tempo em que também podem usar todos os seus aplicativos empresariais e de produtividade de estação de trabalho que utilizam hoje no Windows7. Finalmente, já que é Windows, as empresas podem tirar proveito de sua infraestrutura de gerenciamento e segurança existente para gerenciar tablets Windows 8.Observação para o apresentador: Se perguntado sobre tablets WoA, diga que também estamos trabalhando para dar orientação a clientes corporativos sobre como gerenciar e dar suporte a tablets WoA para seus usuários e que mensagens estarão disponíveis posteriormente.
  • Application & Devices- novo slide Fábio- INOVAÇÃOVocêquerajudaparamostrarissoparaoutrasáreas da suaempresa? “CompartilhandoExperiências”  comovcconseguelevar a mensagemquevocêouviuaquiparasuaempresaProdutividade SP Envisioning/ Live Meeting com Especialista/ Consumerização igualprodutividade/ Sala Paula NobreCloud CIE, Receba a visita de um parceiroparaentender a visão de nuvemCRM: Visita de Especialistaoureunião via LMBI & Private Cloud ? OM marcanafichaqual é a melhoraçãoparaosclientesconforme o andamento da reunião. Colocarumapergunta “paramicrosoft”

Inovação Microsoft - Inove você também! Inovação Microsoft - Inove você também! Presentation Transcript

  • Preparar, Apontar: Inovar! Como a Microsoft aplica Inovação alinhada a Negócios
  • Imperativo para Inovação • 61 (of 100) companies from the 1917 list ceased to exist by 1987 Forbes 100 60 • 2 outperformed the market 40 50 • Only 74 (of 500) companies from 1957 remained on the list in 1997 S&P 500 • 12 outperformed the market Creative Destruction: Why Companies That Are Built to Last Underperform the Market, 2001 Years 30 20 10 0 1958 BusinessWeek, 2010 1983 2008
  • O que é Inovação?
  • A Inovação e TI InformationWeek Analytics 2011 Global CIO Survey of 209 IT Executives, February 2011
  • Por que acelerar uma cultura de inovação?
  • Executar & Explorar EXECUTION CULTURE EXPLORATION CULTURE Reward Results Reward Initiative/risk Follow the plan Follow the value Coordinate activities Separate investigations Deliberate pace Rapid pace Avoid failure Learn from failure Predictable technology/customers Unpredictable technology/customers Team Founder mentality 6
  • Uma Abordagem para Inovação
  • ThinkWeek 8
  • © 2011 Microsoft Corporation. All Rights 9
  • Inove você também! http://www.microsoft.com/BizSpark/ConnectLanding.aspx 13
  • Estudantes
  • Tendências de Inovação e Tecnologia
  • Tecnologia para Suportar a Inovação • Get to market quickly • Scale up and down dynamically • Deliver connected experiences • Reach a wider audience with engaging, touch-optimized apps • Develop apps more quickly with a single environment • Take advantage of trusted public domain and premium commercial data • Commercialize your own data • Build closer customer relationships with more personal, relevant, engaging, and responsive service • Better understand trends • Deliver highly interactive experiences: • Voice • Gesture • Touch • Sensing
  • Microsoft e Openness Porta25.com.br
  • http://blogs.computerworld.com/windows/21376/obamas-tech-team-used-open-source-and-some-microsoft-software-fuel-its-victory
  • Ecosistema próspero de suporte a padrões novos dispositivos, periféricos e PCs
  • Inovação em aplicativos & desenvolvimento Consumidor B2C LOB ISV LOB Customizado Exemplos Workflow Aprovação de Despesas Alocação Notícias da de pessoas empresa Distribuição Criado por Usado por Windows Store Windows Store Windows Store ou Side-loaded Side-loaded Empresa de Tecnologia Corporação Empresa de Tecnologia Corporação Consumidor Empresas
  • Windows Phone & Windows 8 http://apps.windowsstore.com/ApplicationTemplate/Template http://www.microsoftvirtualacademy.com/trainingcourses/windows-8-sua-primeira-app-na-windowsstore#fbid=7K4YQPXxN-M
  • http://www.facebook.com/MicrosoftDeveloper @techedbrasil
  • Bonus – Videos sobre Inovação Coke vending machine: http://www.youtube.com/watch?v=HsvMTg0A6s Illumishare: http://www.youtube.com/watch?v=ewmw8fUTa0Y Productivity Future: http://www.youtube.com/watch?v=a6cNdhOKwi0 Microsoft Live, Work, Play: http://www.youtube.com/watch?v=os7myNlZRUA