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Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
Innovation, Technology and Risk
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Innovation, Technology and Risk

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Slides from a presentation I gave at ASAE's Great Ideas conference. I discuss what innovation is, how it should be incorporated into operations, and what role technology and risk play in the …

Slides from a presentation I gave at ASAE's Great Ideas conference. I discuss what innovation is, how it should be incorporated into operations, and what role technology and risk play in the innovation process.

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  • This point comes from Drucker's book that I cite earlier in the presentation. He indicates that a key element of enabling innovation is for organization's to be ruthless in eliminating products, services or programs that no longer deliver value. In my experience, this is something at which many organizations fail miserably. Thus, I use it as part of my closing on how to move forward.<br /><br/>
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  1. Innovation and Risk Associations and Technology C. David Gammel, CAE High Context Consulting www.highcontext.com
  2. “Orville Wright did not have a pilot’s license.” Gordon MacKenzie, Orbiting the Giant Hairball.
  3. “The future is already here. It’s just not very evenly distributed.” William Gibson, author. NPR Talk of the Nation, 30 November 1999.
  4. What is Innovation Changing the yield of resources. (Supply) Changing the value and satisfaction obtained from resources by the consumer. (Demand) Peter F. Drucker, Innovation and Entrepreneurship.
  5. Why Innovation Matters “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Charles Darwin
  6. Why Tech Matters Will Do Could Have Strong Tech Should Have Won’t Do Weak Tech Strong Strategy Weak Strategy
  7. Technology Adoption Curve Early Leading Trailing Laggards
  8. Drucker’s Seven Sources of Innovation Intrinsic The unexpected. The incongruity. Process need. Changes in industry or market structure. Extrinsic Demographics. Changes in perception, mood, and meaning. New knowledge.
  9. Risk/Reward Ratio -5 -4 -3 -2 -1 0 +1 +2 +3 +4 +5 +5 = Paradigm-breaking improvement. +4 = Dramatic improvement. +3 = Strong benefits. +2 = Minor benefits. +1 = Very minor improvement. -1 = Very minor setback. -2 = Minor setback, controllable. -3 = Public setback, requires damage control. -4 = Major defeat, financial damages, recovery time needed. -5 = Devastating losses. Source: Alan Weiss.
  10. Supply Demand Unexpected Incongruity Process Need Industry/Market Change Demographics Perception, mood or meaning New knowledge
  11. Technologies for Innovation Supply Demand Software as a Social Media/ Service Networking Virtualization Short-form eBooks On-demand Printing Mobile Content/ Services E-commerce Ubiquitous Internet Participatory Access Publishing
  12. Associations in All But Name Strobist Blog www.strobist.com Blogher Conference www.blogher.com Adrian Bye’s MeetInnovators www.meetinnovators.com
  13. Stop doing something...
  14. Now, Innovate!

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