This document provides an overview of Deloitte's innovation program and lessons learned from innovation initiatives. It discusses why innovation is important for Deloitte given its goal of continued growth. The program includes an innovation portal to manage ideas, innovation training for staff, and ideation campaigns to generate ideas. It also describes an Innovation Week project done with a client to generate insights and ideas around the client's strategic challenges using Deloitte's professionals. The document emphasizes that innovation must be embedded in Deloitte's processes and culture to be sustainable.
Enabling Innovation: A Strength In Any EconomyPhil McKinney
Innovation is not the sole responsibility of a single group within the organization. All groups play a role in enabling innovation.
This presentation challenges the CIO/CTO:
1) Think differently about their leadership role when it comes to enabling innovation.
2) Provide some insight into "whats coming" so they can express an opinion to their peers and CEO.
Don't set back and hope someone else is going to pick up the mantle. Take charge.
"Information needs for the lean organization" by Jean CunninghamOperae Partners
The traditional cost statements and metrics will derail a lean transformation. Standard cost systems drive production to capacity rather than customer demand. Providing simple, easy, Jean Cunningham's presentation at the 1st European Lean IT Summit held in Paris in October 2011.
How IT can support a Lean Transformation? Daniel T Jones - European Lean IT S...Institut Lean France
How IT can support a Lean Transformation? Daniel Jones' presentation from the European Lean IT Summit 2012.
Watch more Lean IT presentations and videos on the event website: www.lean-it-summit.com
This document discusses a course on innovating business processes. It covers various topics:
- Definitions of innovation and different types of innovation like sustaining and disruptive innovation. Mid-level managers play a key role in innovation.
- Capabilities required for innovation including resources, processes, values which evolve over time. Tactics like using heavyweight teams must fit an organization's needs.
- Process innovation versus improvement and degrees of change. Managing a portfolio of business process innovation projects.
- Building innovation capabilities within an organization through leadership, structures, and employee engagement. Relating innovation and improvement models.
Enabling Innovation: A Strength In Any EconomyPhil McKinney
Innovation is not the sole responsibility of a single group within the organization. All groups play a role in enabling innovation.
This presentation challenges the CIO/CTO:
1) Think differently about their leadership role when it comes to enabling innovation.
2) Provide some insight into "whats coming" so they can express an opinion to their peers and CEO.
Don't set back and hope someone else is going to pick up the mantle. Take charge.
"Information needs for the lean organization" by Jean CunninghamOperae Partners
The traditional cost statements and metrics will derail a lean transformation. Standard cost systems drive production to capacity rather than customer demand. Providing simple, easy, Jean Cunningham's presentation at the 1st European Lean IT Summit held in Paris in October 2011.
How IT can support a Lean Transformation? Daniel T Jones - European Lean IT S...Institut Lean France
How IT can support a Lean Transformation? Daniel Jones' presentation from the European Lean IT Summit 2012.
Watch more Lean IT presentations and videos on the event website: www.lean-it-summit.com
This document discusses a course on innovating business processes. It covers various topics:
- Definitions of innovation and different types of innovation like sustaining and disruptive innovation. Mid-level managers play a key role in innovation.
- Capabilities required for innovation including resources, processes, values which evolve over time. Tactics like using heavyweight teams must fit an organization's needs.
- Process innovation versus improvement and degrees of change. Managing a portfolio of business process innovation projects.
- Building innovation capabilities within an organization through leadership, structures, and employee engagement. Relating innovation and improvement models.
The document discusses using an open innovation network to manage ideas and innovation projects across multiple hospitals and provider groups. It introduces Induct Software, an innovation management platform that can help establish such a network. Induct allows hospitals to capture ideas from various stakeholders, manage innovation projects and portfolios, and facilitate collaboration both within and outside each organization through an open innovation portal. The document provides examples of how Induct has helped healthcare innovation consortiums like CIMIT to connect researchers, hospitals and funders.
Toronto SharePoint Business User Group--Harnessing chaos to drive innovationStephanie Barnes
The document discusses harnessing chaos to drive innovation. It provides an agenda for a presentation on encouraging innovation through knowledge management. The presentation covers defining innovation, ways to encourage it such as through knowledge sharing and risk-taking. It also discusses using knowledge management processes like communities of practice, lessons learned and peer assists to drive innovation. Finally, it presents a case study of a FMCG company that saw sales and profits increase significantly by connecting people through a social application to share experiences in emerging markets.
Addressing Today's Challenges in Application DevelopmentMicro Focus
This document summarizes a presentation on addressing challenges in application development. It discusses how business imperatives and technology opportunities present challenges and solutions. Modernizing enterprise IT and application delivery is key. COBOL programmers have an important role to play in modernization efforts, including refactoring legacy systems, integrating systems of record with new systems of engagement, and extracting reusable business rules. With investments in skills and tools, COBOL can remain relevant in heterogeneous, modern systems that integrate multiple programming languages.
The document provides an overview of the International Institute for Product & Service Innovation (IIPSI). IIPSI aims to help small businesses in the West Midlands region of the UK innovate through understanding customers, prototyping new products, and using digital tools. The one-day event will raise awareness of IIPSI's services and stimulate demand for innovation support. Attendees will learn about putting customers first, digital enabling tools, and have the opportunity to participate in afternoon breakout sessions on topics like intellectual property, design, and using cloud technologies for business.
Jan Christiaens, CFO Corporate Investments at Philips - Value creation by int...Global Business Events
The document provides an overview of Philips' approach to acquisitions and post-merger integration. It discusses that 80% of M&A deals do not boost shareholder value due to poor integration. Integration is key to value creation by realizing synergies. The New Venture Integration team helps acquired companies integrate effectively by developing integration strategies and tracking integration metrics. Some lessons learned are that detailed planning before closing and retention of key talent are critical success factors.
Student entrepreneurship
Acceleration through Smart Innovation
iMinds business acceleration
Smart Innovator
Internationalizing your business
Singapore
FIT support
Go West
KM as the Engine of Business Process ImprovementKM Chicago
EDS implemented a knowledge management (KM) program to improve key business processes like sales and delivery. They took a process-oriented approach, applying KM to high-impact processes and measuring tangible results. By capturing expertise in repositories and encouraging sharing, EDS saw increased efficiency, higher win rates, and reduced cycle times. However, changing employee behaviors to contribute and reuse knowledge was challenging. EDS learned that technology alone is not enough and that KM must demonstrate clear benefits to end users.
Lisa Hodges of Cornerstone Service Management explains how PRINCE2 – the most widely adopted project management approach in the world – offers a proven, practical approach to organizing, managing, and executing ITIL process improvement projects.
Lucy Nelson provides an overview of her experience, of adopting Enterprise Architect at UCLan.
Presented at the second JISC Emerging Practices workshop (2012/07/03).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
ALYNDe Whitepaper - Innovation And The CIO - Preparing For TransformationGlenn Bunker
This document discusses the role of the Chief Information Officer (CIO) in managing innovation. It argues that the CIO should become a partner in the innovation function and help implement an "Innovation Nerve Center" using innovation lifecycle management solutions. This would allow the organization to better govern the innovation process and drive performance through managing products and ideas as a portfolio. To successfully innovate, companies must make innovation their central strategy, develop an innovative culture and capabilities, and institute processes to continuously manage innovation. The CIO can help with this transition and ensure technology supports, rather than hinders, the organization's innovation goals.
Managing Innovation_entrepreneurship and transformation OpenLearningLab
This document provides an overview of a session on entrepreneurship and transformation. It includes a presentation outline on transforming organizations, capturing value from technical innovation, and entrepreneurship in the open innovation era. It also discusses theories of entrepreneurship research, dynamic capabilities, learning routines, and examples of how organizations have transformed. The session will involve a quick test, introductory discussion on views of entrepreneurship, and examples of transforming organizations. Readings are also assigned on innovation systems and industrial clustering.
Strøm 5 - Inger Bergman - Agila projekt, ett nytt sätt att standardiseraProsjekt 2013
This document discusses standardization of projects and how it relates to agile development methods. It presents the researcher's background and theoretical framework analyzing projects' coupling to the parent organization. Examples are given of different types of projects, from traditional to agile, and how their coupling differs in terms of structure, processes, people, products, and mission alignment. The researcher hypothesizes that at least one link must be decoupled for a project to be independent, but at least one must remain tight for it to be truly firm-based. Standardization and institutionalization aim to tighten these links through formalizing processes, competencies, and adapting the organization to better support projects.
"How to create usless software... and distribute it" (Alto university lecture...Marcin Kokott
How to create useless software and distribute it
1) The document discusses how to create useless software and distribute it in an ineffective manner. 2) It promotes producing software that does not meet customer needs, is of poor quality, and is delivered late. 3) The author suggests traditional "waterfall" development methods lead to high failure rates and advocate for agile principles instead.
This document summarizes a presentation about harnessing chaos to drive innovation. It discusses encouraging innovation through knowledge management and people, process, and technology integration. Key points include capturing ideas and sharing knowledge to encourage innovation, using communities of practice and lessons learned to connect people, and selecting technologies like social media to solve problems. A case study describes a consumer goods company that increased emerging market sales and profits through a community of purpose program supported by a social application.
Roel Berkhout - Philips Industry ConsultingThemadagen
The document discusses lean operations excellence. It describes how lean aims to maintain the best way of working through standardization while continuously improving via problem solving and kaizen. Standard work establishes standards to stabilize processes, while kaizen seeks to develop better methods. Problem solving is used to address performance issues and bring processes back in line with standards. The document provides examples of standard work documentation and discusses using visual management like kamishibai cards to facilitate standard work.
The three Enterprise Innovation Networks The Irish Software Association (ISIN), Industry Research & Development Group (IRDG) and the Construction IT Alliance (CITA) EIN, all funded by Enterprise Ireland hosted a joint seminar on Tuesday 23rd October 2012 in the Dublin City Council offices on Wood Quay from 08.00am - 11.00am. There were 80 delegates in attendance and an additional 20 viewing the event online. The intention of this event was to focus on the need to Collaborate to Innovate for a successful future.
The Opening address was given by Mr Greg Treston from Enterprise Ireland. Greg is Head of Research & Innovation. There was then a short Introduction to each of the Enterprise Innovation Networks. Speakers included Paul Sweetman of ISIN, Denis Hayes of IRDG and Suzanne Purcell of CITA EIN. This was followed by presentation on Collaborating with Third Level Research Institutes by John Whelan, Trinity College Technology Transfer Office and Tom Flanagan, DIT Hothouse. Three case Studies followed. Case Study 1: Dr. Yvonne Traynor, Henkel Case. Study 2: Sean Giblin, Cylon Controls. Case Study 3: Anthony McCauley, Fujitsu
ElisitSolutions provides quantitative insights through diagnostic tools to help business leaders improve results with existing resources. Their mission-driven approach engages employees to identify opportunities in areas like processes, technology, information flow, decision making, and rework. The engagement model involves setting up the diagnostic, collecting employee inputs, analyzing the results, providing insights, and facilitating implementation. Case studies demonstrate cost savings and benefits across industries from improved operations, engineering, customer service, sales and more.
The document discusses how companies can optimize their product development through insourcing employees or outsourcing projects. It presents two models: 1) Reinforcing internal R&D teams by hiring temporary engineers and 2) Outsourcing R&D work packages and projects. While hiring temporary staff can provide flexibility, it risks not developing capabilities in-house. Outsourcing focuses on technical execution but often overlooks strategic and tactical innovation management. An alternative is managed innovation services that integrate outsourcing with a strategic focus on building capabilities and filling gaps.
The document discusses using an open innovation network to manage ideas and innovation projects across multiple hospitals and provider groups. It introduces Induct Software, an innovation management platform that can help establish such a network. Induct allows hospitals to capture ideas from various stakeholders, manage innovation projects and portfolios, and facilitate collaboration both within and outside each organization through an open innovation portal. The document provides examples of how Induct has helped healthcare innovation consortiums like CIMIT to connect researchers, hospitals and funders.
Toronto SharePoint Business User Group--Harnessing chaos to drive innovationStephanie Barnes
The document discusses harnessing chaos to drive innovation. It provides an agenda for a presentation on encouraging innovation through knowledge management. The presentation covers defining innovation, ways to encourage it such as through knowledge sharing and risk-taking. It also discusses using knowledge management processes like communities of practice, lessons learned and peer assists to drive innovation. Finally, it presents a case study of a FMCG company that saw sales and profits increase significantly by connecting people through a social application to share experiences in emerging markets.
Addressing Today's Challenges in Application DevelopmentMicro Focus
This document summarizes a presentation on addressing challenges in application development. It discusses how business imperatives and technology opportunities present challenges and solutions. Modernizing enterprise IT and application delivery is key. COBOL programmers have an important role to play in modernization efforts, including refactoring legacy systems, integrating systems of record with new systems of engagement, and extracting reusable business rules. With investments in skills and tools, COBOL can remain relevant in heterogeneous, modern systems that integrate multiple programming languages.
The document provides an overview of the International Institute for Product & Service Innovation (IIPSI). IIPSI aims to help small businesses in the West Midlands region of the UK innovate through understanding customers, prototyping new products, and using digital tools. The one-day event will raise awareness of IIPSI's services and stimulate demand for innovation support. Attendees will learn about putting customers first, digital enabling tools, and have the opportunity to participate in afternoon breakout sessions on topics like intellectual property, design, and using cloud technologies for business.
Jan Christiaens, CFO Corporate Investments at Philips - Value creation by int...Global Business Events
The document provides an overview of Philips' approach to acquisitions and post-merger integration. It discusses that 80% of M&A deals do not boost shareholder value due to poor integration. Integration is key to value creation by realizing synergies. The New Venture Integration team helps acquired companies integrate effectively by developing integration strategies and tracking integration metrics. Some lessons learned are that detailed planning before closing and retention of key talent are critical success factors.
Student entrepreneurship
Acceleration through Smart Innovation
iMinds business acceleration
Smart Innovator
Internationalizing your business
Singapore
FIT support
Go West
KM as the Engine of Business Process ImprovementKM Chicago
EDS implemented a knowledge management (KM) program to improve key business processes like sales and delivery. They took a process-oriented approach, applying KM to high-impact processes and measuring tangible results. By capturing expertise in repositories and encouraging sharing, EDS saw increased efficiency, higher win rates, and reduced cycle times. However, changing employee behaviors to contribute and reuse knowledge was challenging. EDS learned that technology alone is not enough and that KM must demonstrate clear benefits to end users.
Lisa Hodges of Cornerstone Service Management explains how PRINCE2 – the most widely adopted project management approach in the world – offers a proven, practical approach to organizing, managing, and executing ITIL process improvement projects.
Lucy Nelson provides an overview of her experience, of adopting Enterprise Architect at UCLan.
Presented at the second JISC Emerging Practices workshop (2012/07/03).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
ALYNDe Whitepaper - Innovation And The CIO - Preparing For TransformationGlenn Bunker
This document discusses the role of the Chief Information Officer (CIO) in managing innovation. It argues that the CIO should become a partner in the innovation function and help implement an "Innovation Nerve Center" using innovation lifecycle management solutions. This would allow the organization to better govern the innovation process and drive performance through managing products and ideas as a portfolio. To successfully innovate, companies must make innovation their central strategy, develop an innovative culture and capabilities, and institute processes to continuously manage innovation. The CIO can help with this transition and ensure technology supports, rather than hinders, the organization's innovation goals.
Managing Innovation_entrepreneurship and transformation OpenLearningLab
This document provides an overview of a session on entrepreneurship and transformation. It includes a presentation outline on transforming organizations, capturing value from technical innovation, and entrepreneurship in the open innovation era. It also discusses theories of entrepreneurship research, dynamic capabilities, learning routines, and examples of how organizations have transformed. The session will involve a quick test, introductory discussion on views of entrepreneurship, and examples of transforming organizations. Readings are also assigned on innovation systems and industrial clustering.
Strøm 5 - Inger Bergman - Agila projekt, ett nytt sätt att standardiseraProsjekt 2013
This document discusses standardization of projects and how it relates to agile development methods. It presents the researcher's background and theoretical framework analyzing projects' coupling to the parent organization. Examples are given of different types of projects, from traditional to agile, and how their coupling differs in terms of structure, processes, people, products, and mission alignment. The researcher hypothesizes that at least one link must be decoupled for a project to be independent, but at least one must remain tight for it to be truly firm-based. Standardization and institutionalization aim to tighten these links through formalizing processes, competencies, and adapting the organization to better support projects.
"How to create usless software... and distribute it" (Alto university lecture...Marcin Kokott
How to create useless software and distribute it
1) The document discusses how to create useless software and distribute it in an ineffective manner. 2) It promotes producing software that does not meet customer needs, is of poor quality, and is delivered late. 3) The author suggests traditional "waterfall" development methods lead to high failure rates and advocate for agile principles instead.
This document summarizes a presentation about harnessing chaos to drive innovation. It discusses encouraging innovation through knowledge management and people, process, and technology integration. Key points include capturing ideas and sharing knowledge to encourage innovation, using communities of practice and lessons learned to connect people, and selecting technologies like social media to solve problems. A case study describes a consumer goods company that increased emerging market sales and profits through a community of purpose program supported by a social application.
Roel Berkhout - Philips Industry ConsultingThemadagen
The document discusses lean operations excellence. It describes how lean aims to maintain the best way of working through standardization while continuously improving via problem solving and kaizen. Standard work establishes standards to stabilize processes, while kaizen seeks to develop better methods. Problem solving is used to address performance issues and bring processes back in line with standards. The document provides examples of standard work documentation and discusses using visual management like kamishibai cards to facilitate standard work.
The three Enterprise Innovation Networks The Irish Software Association (ISIN), Industry Research & Development Group (IRDG) and the Construction IT Alliance (CITA) EIN, all funded by Enterprise Ireland hosted a joint seminar on Tuesday 23rd October 2012 in the Dublin City Council offices on Wood Quay from 08.00am - 11.00am. There were 80 delegates in attendance and an additional 20 viewing the event online. The intention of this event was to focus on the need to Collaborate to Innovate for a successful future.
The Opening address was given by Mr Greg Treston from Enterprise Ireland. Greg is Head of Research & Innovation. There was then a short Introduction to each of the Enterprise Innovation Networks. Speakers included Paul Sweetman of ISIN, Denis Hayes of IRDG and Suzanne Purcell of CITA EIN. This was followed by presentation on Collaborating with Third Level Research Institutes by John Whelan, Trinity College Technology Transfer Office and Tom Flanagan, DIT Hothouse. Three case Studies followed. Case Study 1: Dr. Yvonne Traynor, Henkel Case. Study 2: Sean Giblin, Cylon Controls. Case Study 3: Anthony McCauley, Fujitsu
ElisitSolutions provides quantitative insights through diagnostic tools to help business leaders improve results with existing resources. Their mission-driven approach engages employees to identify opportunities in areas like processes, technology, information flow, decision making, and rework. The engagement model involves setting up the diagnostic, collecting employee inputs, analyzing the results, providing insights, and facilitating implementation. Case studies demonstrate cost savings and benefits across industries from improved operations, engineering, customer service, sales and more.
The document discusses how companies can optimize their product development through insourcing employees or outsourcing projects. It presents two models: 1) Reinforcing internal R&D teams by hiring temporary engineers and 2) Outsourcing R&D work packages and projects. While hiring temporary staff can provide flexibility, it risks not developing capabilities in-house. Outsourcing focuses on technical execution but often overlooks strategic and tactical innovation management. An alternative is managed innovation services that integrate outsourcing with a strategic focus on building capabilities and filling gaps.
New product development is challenging and involves many disciplines, several iterative steps, lots of fails, redefinitions … you name it! Tradition says you should have your concept right before development starts. We promote a disruptive approach of letting intensive multidisciplinary batches of development happen
in very early phases, while concept is being defined.
This document discusses starting to think about adding value for end-users in business. It notes challenges like declining profits and globalization, and opportunities to generate more value through innovation. It suggests taking a more agile approach focused on understanding customer needs through close collaboration with partners across the value chain. The presentation encourages questioning existing business models and roles to control the chain and find new opportunities.
Sensors are usually perceived as simple building blocks. However, when all constraints are taken into account it becomes more complex. How do you master this complexity and the involved risks? The case of sensor development for smart metering will show how to apply these methods in practice.
Response to Deloitte Report on Long Term UnemployedHamilton Lodge
The document discusses challenges facing the long-term unemployed job market in the US. It argues that reports on improving the job situation gloss over real problems, including the rise of part-time and temporary work. It also describes the author's experience contacting over 500 recruiters on LinkedIn, with a low response rate. The author believes reports fail to incorporate the perspectives of the long-term unemployed.
The document provides an overview of an innovation program developed by Deloitte Innovation to help organizations foster innovation through establishing the right processes, tools and governance, highlighting key phases of the innovation process (insight, ideation, incubation, commercialization) and describing different "tracks" (growth, innovator, fast) tailored to different innovation goals and timeframes.
The Payer of the Future: Modernizing Health Insurance with API-led ConnectivityMuleSoft
Legislative and technological disruption to the healthcare industry has driven payers to rethink how they engage with patients, providers, and partners. In the wake of these market changes, forward-thinking health plans have thrived amidst change by leveraging connectivity to develop solutions to marketplace challenges. Join us for a discussion with Healthfirst, Deloitte, and Salesforce to learn how health insurers are leveraging API-led connectivity in tackling common payer IT challenges, including:
-Integrating new applications like Salesforce to streamline and improve member interactions
-Supporting member engagement and app development
-Modernizing internal systems to improve ability to execute on IT projects
Is your business coordinating the application of science and technology with social and business innovation to develop whole solutions to complex problems?
Enterprise Architecture Governance for an Enterprise Transformation Journey: ...Marcelo Sávio
This document discusses IBM's enterprise architecture governance approach during its transformation journey from the 20th to 21st century. It highlights three key points:
1. IBM underwent a major transformation to transition from a multinational to a globally integrated enterprise, standardizing processes across 172 countries.
2. Enterprise architecture and governance were important to this transformation by providing a framework to simplify, standardize, integrate, and increase flexibility across the company.
3. Lessons from IBM's experience include establishing governance owners for key business processes, taking an outside-in approach focused on customers and partners, and adding continuous transformation as a core leadership competency.
The document provides information about the Corporate Innovation Management program at Vlerick Business School. The 3-module program teaches students how to (1) design and implement innovation strategies aligned with business objectives, (2) direct entrepreneurial change within their organization, and (3) develop innovation and corporate venturing processes. The program faculty have expertise in areas like change management, leadership development, and corporate innovation strategies. Successful completion of the program qualifies students for a certificate from Vlerick Business School and membership in the Vlerick Alumni network.
The document summarizes Pure Insight, a European provider of innovation insights and development programs. It offers corporate membership programs, workshops, and competence development programs to help clients build innovation capabilities. Pure Insight works with over 1,200 global customers across Europe, the Middle East, and Africa. Its programs are tailored to clients' needs and delivered through its network of over 1,400 innovation experts.
Innovativ Consulting Partners provides information technology solutions and services focused on education and public sector clients. They offer packaged solutions like PeopleSoft and Kuali as well as open source and custom solutions. Their experienced team can help clients reduce costs, improve service delivery, and address changing business needs through technology selections and custom solutions.
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsn...Mobilskole AS
Presentation during the Gründerskolen Alumni event on September 12 2009. See grunderskolenalumni.wordpress.com.
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsnes, CapGemini Norway
The document provides an overview of Enzyme Advising Group, a consulting company specialized in IT strategy and solutions. It summarizes the company's history, vision, mission, team, and business model. Enzyme Advising Group aims to accelerate the adoption of business, technology, and innovation within companies to improve competitiveness and value. The company conducts business-oriented IT consulting and technology transfer from research institutions.
Accenture is a global management consulting, technology services and outsourcing company with over 244,000 employees serving clients in more than 120 countries. The document discusses Accenture's strengths which include extensive industry expertise, broad service offerings, expertise in business transformation outsourcing, and industrialized service delivery through a global network. It also discusses Accenture's commitment to corporate citizenship through various programs that provide education, job skills, and pro bono services.
Beyond Projects: Creating A Winning Product Portfolio by Walter Sun at SVPMA Monthly Event May 2011
Go to link below for notes from this event
http://svpma.org/2011/07/may-2011-event/
Enterey Overview 2012 V6 Tt August 2012 Final Blue Backgroundrjohnston2268
Enterey Life Sciences Consulting founder Mike Ferletic former Ernst & Young Consulting felt he understood what the market was asking for -- Big 5 level consulting at an affordable cost to our clients.
A Holistic Approach to Problem Solving
Sustainable Results with True ROI
Life Sciences Focused
Presentation by Mr Sridhar Venkiteswaran, Director - Avalon Consulting, on addressing issues which prevent innovation from being adopted and pursued seriously within organisations
Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
Lean at Cisco: Lessons Learned from Lean Product Development and Lean StartupKen Power
Slide deck from my talk on Lean at Cisco: Lessons Learned from Lean Product Development and Lean Startup.
The 3 lessons I talk about are:
1. Reduce Batch Sizes and Manage WIP Limits
2. Customer Development
3. Learn to see Waste
I gave this talk at the Clayton Hotel on June 21 2012, at a Lean Startup Event organized by Enterprise Ireland and ITAG.
This document provides information about an entrepreneurial innovation program for those with an innovative technological idea or idea for business model innovation. The 3-module program teaches concepts and techniques to convert ideas into business proposals, including business modeling, entrepreneurial marketing, finance, and presentation skills. Participants will learn how to develop their idea step-by-step into a marketable product or service. The program consists of 12 days of instruction plus a project presentation day. It aims to help participants gain expertise to advance their innovative ideas.
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
The document discusses three key drivers of change impacting education: 1) Public services must improve their provision and support economic recovery. 2) Governments have scenarios for online services, including a new "data as a platform" scenario. 3) Governments are moving services to the cloud, with efforts to manage this transition.
The document is an agenda for an event titled "Industrialization of Innovation - An Executive Learning Forum on Innovation". The agenda outlines presentations and discussions that will take place around challenges of innovation from various perspectives like TATA's experience, overcoming barriers to innovation, and industrializing the innovation process. It also includes background slides on defining innovation, examples of successful innovations, framing the innovation space and challenges, and ensuring an innovation strategy spans different areas of the innovation space. The event aims to provide understanding and insights into innovation within companies, nations, and globally.
ForeCee is a professional organization that provides psychiatric counseling, consulting, coaching, and social contributions to bring smarter solutions to individuals, groups, and society. Its vision is to be the best people development organization through best-in-class psychiatric services and social work. Key services include counseling for issues like child problems, stress, and relationships, as well as consulting, coaching, and contributing to forums for positive parenting, team management, and institutional programs. The organization aims to create a better world with smarter, more understanding people through behavioral interventions and guidance.
Advertising - Presentation by Marco Kloots, Founder & CEOs of Clickdistrict at the NOAH 2012 Conference in San Francisco, Four Seasons Hotel on the 26th of June. www.noah-conference.com
Similar to Verhaert Innovation Day 2011 – Sam Sluismans (Deloitte) – Cases in Innovation Management (20)
This document provides an overview of artificial intelligence (AI) and machine learning. It begins by defining AI as computer systems able to perform cognitive tasks like reasoning, decision making, perception, and language understanding. It then discusses what AI is good at, including classification, pattern recognition, prediction, and information retrieval. The document also covers different types of machine learning algorithms like supervised and unsupervised learning. It aims to demystify key AI concepts and discuss opportunities for applying AI in the chemical industry.
To explain the tremendous evolution in ICT the last decades, one typically refers to the Law of Moore. Today we’re facing with new languages and methodologies popping up like buzz words. Understanding the evolution of programming and cornerstone concepts will help you to position and value future programming languages and trends.
Although GPS developments started in 1967, it’s only in the early 70’s that NASA launched its first Earth Observation satellite. Contemporary technologies like satellite navigation and remote sensing are key in our daily life. Still, we ain’t seen nothing yet. Explore the potential of these technologies in your future products or services, and find a way to get things done.
The document discusses the history and evolution of human-computer interfaces from early mechanical switches to modern touchscreens, voice assistants, virtual and augmented reality. It notes that while technology has advanced greatly, good interface design must still prioritize usability, clarity and putting the human user first. Emerging areas discussed include mid-air haptics, brain-computer interfaces, and the growing importance of interfaces as a driver of innovation across many industries.
At the end of the ’60s, the first research programs started on humanoid robots. Although this technology inspired many of us, it’s only now that we see first applications arise. What’s the status of the robotics technology? How is it impacted by other technologies like AI, RF and energy storage? Let’s discuss the evolution and potential for your business based on recent projects and technologies available at our partners and alumni start-ups.
Let’s discuss the boundary conditions to innovate successfully based on some cases in Flanders and the Netherlands. Most governments are taking about half of their gross national product for their account. They can be better off by being open to innovation in the public purchase process and act as a launching customer for their industry and start-ups.
1) The document discusses moonshot projects like landing on the moon and their ability to inspire and drive innovation.
2) It provides examples of moonshot projects from history like the Apollo missions and modern examples like projects from Google X.
3) Key lessons from successful moonshots are that they require bold goals like 10x improvements, committed leadership, and tolerance for failure during development.
The human aspect in driving innovation is not to be underestimated. Driving innovation is done by implementing the necessary tools and structures. However driving desired behavior on individual and team level is at least equally important. Möbius will share insights in how to build an innovation and continuous improvement culture.
The key concept in any start-up? The freedom to experiment as basis for accelerated learning. Or like Pink Floyd sang in the 70’s: “We don’t need no education.” Is your FabLab ready for it?
How do you set up your venture and accelerate growth? Start-ups are in a fundamental different position than corporates. As a consequence they play a different ball game. What can the start-up culture learn from the ’60s?
What are the differences between popular innovation project management methodologies? Why does project management often fail? Learn how risk assessment should define your methodology in order to become a real innovation factory. The waterfall methodology has been promoted for years as the best practice for IR&D management. These days agile and scrum are increasingly popular as alternative. Hater or believer? Good or bad? Get guided through our body of knowledge as published in the Inspire Toolbox.
Project management in innovation can only be successful if it’s driven by a robust methodology integrating a clear quality assurance concept. What can trendy methodologies learn from the house of quality?
50 years ago, innovation centers like Xerox or Philips’ Natlab set the benchmark with their methodologies on organizing innovation. Today, innovation is influenced by rapid-moving triggers and companies have to organize accordingly. Discover current best practices on organizing your innovation ecosystem.
How do you reinvent a mature business with the right cocktail of user insights and technologies? The message is clear: choose for differentiation or servitization, or loose.
AI has an inevitable impact on your next generation products and services. Things evolved relatively slow since the first AI experiments in the ’60s. Today, AI is accelerating as no other technology has done before. How will the 4th wave of Artificial Intelligence transform your future business?
Discover the newest insights in understanding value drivers and their impact on new products and services. From technology improvement towards platform economy with the value pyramid. How to use new design skills and service design to create experience economy?
The adoption of innovative IoT technology in smart cities seems to go slower than the utopian predictions of the last decade. This might be because the traditional business-to-government model is no longer sufficient to bear the investment cost and get these systems operational. Multi-sided business models can offer
a possible solution, but require a different approach from governments as well as suppliers, as illustrated by recent Verhaert cases.
AI can be weaved together with space technologies to provide exciting new solutions to a wide array of industries. Get a glimpse of how space data can enhance businesses, and how ESA Space Solutions Belgium can offer you the tools and funding to develop your ideas.
New space in the Belgian and European start-up technology ecosystem. Presentation at the launch event of ESA Space Solutions Belgium on Wednesday the 7th of November in Brussels.