nmc<br />www.nmc.org<br />Bootstrapping Innovation the Doug Engelbart Way<br />Larry Johnson & Alan Levine<br />Patricia S...
http://www.youtube.com/watch?v=lAv-5Z7TPHE<br />
Focus Capability<br />Take Away<br /><ul><li>Collective IQ strategy
Scales up exponentially
New core competencies
It’s easy to get started!
Start small, scale up
Cost-effective, compound ROI
Greatest point of leverage</li></ul>nmc<br />Network Your Innovators<br />Co-Evolution Frontier<br />Leverage Collective I...
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NMC: Bootstrapping Innovation the Doug Engelbart Way

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Presented at the Spring 2010 meeting of Patricia Seybold's Visionaries- a case study of how the NMC operates under all five of areas of Doug Engelbarts model for organizational innovations

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  • Three levels of innovation in an organization At the A level, product R&amp;D At the B level, innovating how we do business at the A level, for example improving the accounting procedures, product R&amp;D methodologies, looking at new ways to measure customer satisfaction, new protocols for issuing a press release , how we document legal issues – any time we look at how to improve some part of the day to day operations, that’s a B Activity At the C level, innovating how we innovate at the B, C or A levelsincluding how we identify and assess opportunities to improve, how we research candidate solutions, how we engage stakeholders in the process, how we pilot test a new tool or procedure, how we roll it out throughout the organizationFor more on the ABC model see The ABCs of Organizational Improvement http://www.dougengelbart.org/about/abc-model.html
  • Three levels of innovation in an organization At the A level, product R&amp;D At the B level, innovating how we do business at the A level, for example improving the accounting procedures, product R&amp;D methodologies, looking at new ways to measure customer satisfaction, new protocols for issuing a press release , how we document legal issues – any time we look at how to improve some part of the day to day operations, that’s a B Activity At the C level, innovating how we innovate at the B, C or A levelsincluding how we identify and assess opportunities to improve, how we research candidate solutions, how we engage stakeholders in the process, how we pilot test a new tool or procedure, how we roll it out throughout the organizationFor more on the ABC model see The ABCs of Organizational Improvement http://www.dougengelbart.org/about/abc-model.html
  • Three levels of innovation in an organization At the A level, product R&amp;D At the B level, innovating how we do business at the A level, for example improving the accounting procedures, product R&amp;D methodologies, looking at new ways to measure customer satisfaction, new protocols for issuing a press release , how we document legal issues – any time we look at how to improve some part of the day to day operations, that’s a B Activity At the C level, innovating how we innovate at the B, C or A levelsincluding how we identify and assess opportunities to improve, how we research candidate solutions, how we engage stakeholders in the process, how we pilot test a new tool or procedure, how we roll it out throughout the organizationFor more on the ABC model see The ABCs of Organizational Improvement http://www.dougengelbart.org/about/abc-model.html
  • Three levels of innovation in an organization At the A level, product R&amp;D At the B level, innovating how we do business at the A level, for example improving the accounting procedures, product R&amp;D methodologies, looking at new ways to measure customer satisfaction, new protocols for issuing a press release , how we document legal issues – any time we look at how to improve some part of the day to day operations, that’s a B Activity At the C level, innovating how we innovate at the B, C or A levelsincluding how we identify and assess opportunities to improve, how we research candidate solutions, how we engage stakeholders in the process, how we pilot test a new tool or procedure, how we roll it out throughout the organizationFor more on the ABC model see The ABCs of Organizational Improvement http://www.dougengelbart.org/about/abc-model.html
  • Three levels of innovation in an organization At the A level, product R&amp;D At the B level, innovating how we do business at the A level, for example improving the accounting procedures, product R&amp;D methodologies, looking at new ways to measure customer satisfaction, new protocols for issuing a press release , how we document legal issues – any time we look at how to improve some part of the day to day operations, that’s a B Activity At the C level, innovating how we innovate at the B, C or A levelsincluding how we identify and assess opportunities to improve, how we research candidate solutions, how we engage stakeholders in the process, how we pilot test a new tool or procedure, how we roll it out throughout the organizationFor more on the ABC model see The ABCs of Organizational Improvement http://www.dougengelbart.org/about/abc-model.html
  • NMC: Bootstrapping Innovation the Doug Engelbart Way

    1. 1. nmc<br />www.nmc.org<br />Bootstrapping Innovation the Doug Engelbart Way<br />Larry Johnson & Alan Levine<br />Patricia Seybold’s Spring 2010 Visionaries Meeting<br />
    2. 2. http://www.youtube.com/watch?v=lAv-5Z7TPHE<br />
    3. 3. Focus Capability<br />Take Away<br /><ul><li>Collective IQ strategy
    4. 4. Scales up exponentially
    5. 5. New core competencies
    6. 6. It’s easy to get started!
    7. 7. Start small, scale up
    8. 8. Cost-effective, compound ROI
    9. 9. Greatest point of leverage</li></ul>nmc<br />Network Your Innovators<br />Co-Evolution Frontier<br />Leverage Collective IQ<br />Bootstrap Leverage<br />
    10. 10. <br />Focus on Capability<br /><br /><br />Focus on Capability<br /><br />Network Your Innovators<br /><br />Leverage Your Collective IQ<br /><br />Bootstrapping Leverage<br /><br />Co-Evolution Frontier<br />
    11. 11. ABC Model<br />A<br />Core BusinessActivity<br /><br /><br />Network Your Innovators<br />Focus on Capability<br /><br />B<br />Improves A'sCapabilities<br />Network Your Innovators<br /><br />Leverage Your Collective IQ<br />Any Organization<br />C<br />Improves B's Capabilities<br />Capabilities augmented by Human (H) and Tool (T) systems <br /><br />Bootstrapping Leverage<br /><br />Co-Evolution Frontier<br />
    12. 12. <br />Focus on Capability<br /><br />Network Your Innovators<br /><br />Leverage Your Collective IQ<br /><br />Leverage Your Collective IQ<br /><br />Bootstrapping Leverage<br /><br />Co-Evolution Frontier<br />
    13. 13. X<br />2<br /><br />Focus on Capability<br /><br />Network Your Innovators<br /><br />Bootstrapping Leverage<br /><br />Leverage Your Collective IQ<br /><br />Bootstrapping Leverage<br /><br />Co-Evolution Frontier<br />
    14. 14. <br />Focus on Capability<br /><br />Network Your Innovators<br /><br />Leverage Your Collective IQ<br /><br />Co-Evolution Frontier<br /><br />Bootstrapping Leverage<br /><br />Co-Evolution Frontier<br />
    15. 15. The Horizon Project<br />
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