The document outlines an agenda to discuss concepts related to innovation and motivation. It will explore the Innovator's Dilemma, fractal mindsets, using The Godfather as a model for driving change, lessons from the front lines about culture and awareness. It will also discuss different types of companies (project, product, solution) and how to bring ideas together through joined-up thinking. Finally, it may discuss fractals and artificial life as models for organizations.
The document discusses the role of HR in innovation. It argues that HR needs to act as a strategic business partner that creates solutions aligned with business needs, while also standardizing processes for efficiency. HR faces challenges in balancing centralization with diverse stakeholder needs. The document also discusses the role of an ombudsman in mediating conflicts and increasing employee satisfaction. Finally, it promotes the idea of "constructive controversy," where intellectual conflicts drive new understanding and problem solving, as a way for HR to facilitate innovation from all levels of an organization.
The document is a sales deck for innovation that contains the following key points:
1. Innovation is important for organizations to stay competitive but many companies struggle with innovation capabilities.
2. A Voice of the Customer analysis and redefining the innovation roadmap process can help boost a company's innovation funnel and capabilities.
3. The House of Marketing can help companies with innovation through tools like a VOC analysis, 5 lenses methodology, and workshops to redefine the innovation roadmap process.
This document summarizes a presentation on adopting an agile approach to requirements for complex systems and distributed teams. It discusses using a product backlog, user stories, use cases and scenarios to understand desired outcomes. It also covers exploring solutions through visualization, prototyping, and reviews. The presentation emphasizes using the right level of detail for requirements and a blend of techniques including backlogs, models, prototypes and specifications.
The document summarizes a webcast on using thought leadership as a sales strategy. It discusses how providing credible points of view can help salespeople educate customers on unseen opportunities. It then gives an example of how one company helped a city reduce energy costs through an LED traffic signal project. The webcast advises developing industry knowledge and advanced dialogue skills to implement this approach.
Design for business Impact: How design triggers transformationfrog
This document discusses how design can trigger business transformation. It argues that design goes beyond just drawing and sketching, and should be viewed as a management philosophy that drives innovation. The document outlines how design can provide tangible solutions to address change, help test ideas, and inspire communication. It also discusses challenges such as resistance to new ideas, focusing too much on incremental improvements, and the importance of differentiating products through excellent design.
Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...Gebhard Borck
The document discusses the need for organizations to transition from a traditional "command and control" management model designed for efficiency in the industrial age to a new model designed for complexity in today's dynamic knowledge economy. It outlines some of the pitfalls of the traditional hierarchical, centralized model and argues that organizations now need adaptive, decentralized networks and relative, dynamic processes rather than fixed annual planning and budgeting to remain competitive. The document uses examples like Handelsbanken bank to illustrate how radically decentralized models with a focus on customers, autonomy and performance can be very successful.
How Design Triggers Transformation presented by Tjeerd Hoekfrog
This document summarizes the perspective of a design innovation firm. It discusses how the firm helps clients transform their businesses through design-driven innovation. The firm focuses on deep customer insights, concept development using emerging technologies, and inspiring organizations through visual designs. The firm aims to create meaningful products and experiences for clients that have lasting brand equity and business impact.
The document discusses the role of HR in innovation. It argues that HR needs to act as a strategic business partner that creates solutions aligned with business needs, while also standardizing processes for efficiency. HR faces challenges in balancing centralization with diverse stakeholder needs. The document also discusses the role of an ombudsman in mediating conflicts and increasing employee satisfaction. Finally, it promotes the idea of "constructive controversy," where intellectual conflicts drive new understanding and problem solving, as a way for HR to facilitate innovation from all levels of an organization.
The document is a sales deck for innovation that contains the following key points:
1. Innovation is important for organizations to stay competitive but many companies struggle with innovation capabilities.
2. A Voice of the Customer analysis and redefining the innovation roadmap process can help boost a company's innovation funnel and capabilities.
3. The House of Marketing can help companies with innovation through tools like a VOC analysis, 5 lenses methodology, and workshops to redefine the innovation roadmap process.
This document summarizes a presentation on adopting an agile approach to requirements for complex systems and distributed teams. It discusses using a product backlog, user stories, use cases and scenarios to understand desired outcomes. It also covers exploring solutions through visualization, prototyping, and reviews. The presentation emphasizes using the right level of detail for requirements and a blend of techniques including backlogs, models, prototypes and specifications.
The document summarizes a webcast on using thought leadership as a sales strategy. It discusses how providing credible points of view can help salespeople educate customers on unseen opportunities. It then gives an example of how one company helped a city reduce energy costs through an LED traffic signal project. The webcast advises developing industry knowledge and advanced dialogue skills to implement this approach.
Design for business Impact: How design triggers transformationfrog
This document discusses how design can trigger business transformation. It argues that design goes beyond just drawing and sketching, and should be viewed as a management philosophy that drives innovation. The document outlines how design can provide tangible solutions to address change, help test ideas, and inspire communication. It also discusses challenges such as resistance to new ideas, focusing too much on incremental improvements, and the importance of differentiating products through excellent design.
Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...Gebhard Borck
The document discusses the need for organizations to transition from a traditional "command and control" management model designed for efficiency in the industrial age to a new model designed for complexity in today's dynamic knowledge economy. It outlines some of the pitfalls of the traditional hierarchical, centralized model and argues that organizations now need adaptive, decentralized networks and relative, dynamic processes rather than fixed annual planning and budgeting to remain competitive. The document uses examples like Handelsbanken bank to illustrate how radically decentralized models with a focus on customers, autonomy and performance can be very successful.
How Design Triggers Transformation presented by Tjeerd Hoekfrog
This document summarizes the perspective of a design innovation firm. It discusses how the firm helps clients transform their businesses through design-driven innovation. The firm focuses on deep customer insights, concept development using emerging technologies, and inspiring organizations through visual designs. The firm aims to create meaningful products and experiences for clients that have lasting brand equity and business impact.
UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS: Use the Business Model Canvas...Rod King, Ph.D.
Ninety-nine percent of practitioners of the Business Model Canvas use 1% of its potential. Do you want to belong to the 1% of people that use 99% of the potential of the Business Model Canvas? Would you like to use the Business Model Canvas not only for business model innovation but also for Universal Supply Chain Management and Universal Problem Solving? Then, check out this presentation which explores how to use the Business Model Canvas as a Universal Problem Solving (UPS) canvas.
The document discusses how resistance to change can provide valuable feedback and should be embraced rather than fought. It identifies four types of responses to change - those hungry for change, miscommunicators, scaredy-cats, and those opposed no matter what. It argues change agents should engage critics, vet ideas with stakeholders, and refine changes based on feedback to improve outcomes and gain acceptance. Resistance can lead to better changes if the feedback is considered constructively rather than the change being imposed unconditionally.
The document discusses design thinking and innovation at HP. It begins by describing how industrial designers traditionally take a strategic, big picture approach to innovation. It then discusses the importance of design thinking, which involves understanding customer needs, conceptualizing solutions, and making concepts tangible through prototyping. A key part of this process is listening to and observing customers through activities like executive briefings and advisory councils to discover opportunities. The document provides the example of how HP developed its Quick Release bracket by solving a trading floor customer's problem of replacing displays quickly. It discusses how this solution led to broader innovation opportunities. It concludes with thoughts on continuously innovating and embracing change.
Mixed Model Management:Manage Projects and Not TasksSujit Ghosh
Bill Bellows presented on insights from mixed model management and how to manage projects instead of tasks. He discussed macro and micro system models for task management. The presentation covered resource management models that are proactive versus reactive, and purposeful versus reflexive. It also discussed opportunities to think in terms of continuums instead of categories to better discover opportunities to invest resources.
The document discusses the need for a new model of software development based on creative collaboration rather than traditional outsourcing. It outlines the characteristics of high-performance teams, including talent, commitment to mastery, autonomy, and a shared vision. These principles have helped Ci&T transform from an outsourcing provider to a "partner player" that delivers innovative solutions through a culture of engagement, entrepreneurial spirit, and Lean thinking.
Avanulo White Paper 446 Relentless Achievement An Effective Defense Agai...mstxbusiness
The document summarizes key challenges facing companies in preventing external failures that damage brands, such as product quality issues. It notes that the cost of external failure is higher than ever due to intense media scrutiny. While technology has reduced some risks, companies often rely too heavily on technology without addressing human factors. Truly engaging employees is key to achieving the high quality levels needed to prevent external failures but remains an elusive goal for most firms. A holistic approach is needed that dedicates resources to both technological and human-focused solutions tailored to each organization.
In today's knowledge worker environment, the need to share and leverage knowledge and insight is critical to success. Here I discuss creative innovation and key elements for success.
The document provides an overview of a co-creation platform that allows companies to engage customers, employees, and partners in developing new ideas and solutions. The platform includes features such as profiling members' skills and interests, notifying them of relevant challenges, collaboratively developing concepts, and exhibiting ideas to external partners. It aims to uncover customers' needs, inspire innovation, and help companies harness internal and external knowledge to create breakthrough concepts.
This document discusses the process of transforming a business idea into a company. It defines a startup as a temporary organization that works to test and validate a business model in order to transform an idea into an ongoing company. The key steps involve developing hypotheses about the business model components like customers, value propositions, key activities and resources. The startup then works to test these hypotheses through customer discovery, validation, and development until it has a repeatable, scalable business model. Once validated, the business transitions into an ongoing company that executes the model through formal systems and procedures. More startups fail due to a lack of customers than problems with product development.
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
The document discusses how clinical advancements in new technologies are challenging the healthcare business model by increasing costs without clear financial benefits, and proposes a conceptual approach of collaboratively trialing new technologies between hospitals, physicians, and suppliers to better assess value and outcomes through a standardized process of interviews, financial modeling, and predetermined contracting agreements.
The document describes a co-creation platform called CareCubicle that enables companies to collaborate directly with customers to design new ideas. The platform allows customers to help identify needs, explore concepts, and provide feedback. It also allows employees to work together across departments and with external partners to develop concepts through tools like wikis, media sharing, and an exhibition space for reviewing ideas. The goal is to uncover valuable insights, engage new customers and partners, and develop products and services that create strategic value.
These slides are from a talk I recently gave at the Product Management Institute (PMI). PMI owns the PMP certification. The topic covered the "Innovator's Dilemma" with suggestions and insights into driving innovation in different company environments -- and the "fractal" behaviors that enable success.
The document provides an overview of the key steps needed to start a new technology company:
1) Establish a vision, mission, and business goals for the company.
2) Generate product/service ideas and develop initial designs.
3) Determine the necessary resources and timing.
4) Develop marketing, business, and financial strategies.
5) Perform all five steps concurrently rather than sequentially.
1) There is often a gap between the theory of benefits management and the practical implementation, which can lead to only 10-25% of potential benefits being realized from organizational changes.
2) Three major challenges are imagining future changes and who they could benefit, changing long-term behaviors and beliefs, and realizing benefits after a program ends.
3) Benefits planning requires early stakeholder engagement, understanding the current context, and recognizing that benefits are only realized when new ways of working are adopted, not just from a new capability being delivered.
Multi-dimensional: Building 21st Century Experiences for Financial Outcomes Harriet Wakelam
This presentation was given as a keynote at UX Finance, Istanbul Turkey 2013. It looks at the frameworks and key challenges of designing multi-channel customer experiences that deliver to financial outcomes, not just business outcomes.
An innovation must provide convenience in order to be adopted. Convenience exists when an experience aligns with expectations across personal, group, and market perspectives. For an innovation to succeed, it must generate experiences that correspond to the desired goals and preferred experiences of users in each perspective. Failing to enable this correspondence leads to inconvenience and failure of adoption. Managing expectations is crucial to avoid hype and disappointment that can undermine adoption.
Workbridge Associates is a specialized IT recruiting and placement firm that has been in business since 1989. They take a unique team-based approach to placements, focusing on industry specialization. Their value proposition is to deliver quality candidates, speed in the hiring process, and choice. They have 20 offices and have made over 25,000 successful placements.
Workbridge Associates is a technology recruiting and placement firm that has been in business since 1989. They specialize in contingency-based placements and have teams in 10 cities focused on different technology specialties. Workbridge understands clients' unique technical and cultural needs and sources candidates through their network of over 100,000 professionals. They conduct an efficient screening and interview process to find the best matches for clients within an average of 11 days. Workbridge prides itself on quality, speed, and results in technology recruiting.
UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS: Use the Business Model Canvas...Rod King, Ph.D.
Ninety-nine percent of practitioners of the Business Model Canvas use 1% of its potential. Do you want to belong to the 1% of people that use 99% of the potential of the Business Model Canvas? Would you like to use the Business Model Canvas not only for business model innovation but also for Universal Supply Chain Management and Universal Problem Solving? Then, check out this presentation which explores how to use the Business Model Canvas as a Universal Problem Solving (UPS) canvas.
The document discusses how resistance to change can provide valuable feedback and should be embraced rather than fought. It identifies four types of responses to change - those hungry for change, miscommunicators, scaredy-cats, and those opposed no matter what. It argues change agents should engage critics, vet ideas with stakeholders, and refine changes based on feedback to improve outcomes and gain acceptance. Resistance can lead to better changes if the feedback is considered constructively rather than the change being imposed unconditionally.
The document discusses design thinking and innovation at HP. It begins by describing how industrial designers traditionally take a strategic, big picture approach to innovation. It then discusses the importance of design thinking, which involves understanding customer needs, conceptualizing solutions, and making concepts tangible through prototyping. A key part of this process is listening to and observing customers through activities like executive briefings and advisory councils to discover opportunities. The document provides the example of how HP developed its Quick Release bracket by solving a trading floor customer's problem of replacing displays quickly. It discusses how this solution led to broader innovation opportunities. It concludes with thoughts on continuously innovating and embracing change.
Mixed Model Management:Manage Projects and Not TasksSujit Ghosh
Bill Bellows presented on insights from mixed model management and how to manage projects instead of tasks. He discussed macro and micro system models for task management. The presentation covered resource management models that are proactive versus reactive, and purposeful versus reflexive. It also discussed opportunities to think in terms of continuums instead of categories to better discover opportunities to invest resources.
The document discusses the need for a new model of software development based on creative collaboration rather than traditional outsourcing. It outlines the characteristics of high-performance teams, including talent, commitment to mastery, autonomy, and a shared vision. These principles have helped Ci&T transform from an outsourcing provider to a "partner player" that delivers innovative solutions through a culture of engagement, entrepreneurial spirit, and Lean thinking.
Avanulo White Paper 446 Relentless Achievement An Effective Defense Agai...mstxbusiness
The document summarizes key challenges facing companies in preventing external failures that damage brands, such as product quality issues. It notes that the cost of external failure is higher than ever due to intense media scrutiny. While technology has reduced some risks, companies often rely too heavily on technology without addressing human factors. Truly engaging employees is key to achieving the high quality levels needed to prevent external failures but remains an elusive goal for most firms. A holistic approach is needed that dedicates resources to both technological and human-focused solutions tailored to each organization.
In today's knowledge worker environment, the need to share and leverage knowledge and insight is critical to success. Here I discuss creative innovation and key elements for success.
The document provides an overview of a co-creation platform that allows companies to engage customers, employees, and partners in developing new ideas and solutions. The platform includes features such as profiling members' skills and interests, notifying them of relevant challenges, collaboratively developing concepts, and exhibiting ideas to external partners. It aims to uncover customers' needs, inspire innovation, and help companies harness internal and external knowledge to create breakthrough concepts.
This document discusses the process of transforming a business idea into a company. It defines a startup as a temporary organization that works to test and validate a business model in order to transform an idea into an ongoing company. The key steps involve developing hypotheses about the business model components like customers, value propositions, key activities and resources. The startup then works to test these hypotheses through customer discovery, validation, and development until it has a repeatable, scalable business model. Once validated, the business transitions into an ongoing company that executes the model through formal systems and procedures. More startups fail due to a lack of customers than problems with product development.
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
The document discusses how clinical advancements in new technologies are challenging the healthcare business model by increasing costs without clear financial benefits, and proposes a conceptual approach of collaboratively trialing new technologies between hospitals, physicians, and suppliers to better assess value and outcomes through a standardized process of interviews, financial modeling, and predetermined contracting agreements.
The document describes a co-creation platform called CareCubicle that enables companies to collaborate directly with customers to design new ideas. The platform allows customers to help identify needs, explore concepts, and provide feedback. It also allows employees to work together across departments and with external partners to develop concepts through tools like wikis, media sharing, and an exhibition space for reviewing ideas. The goal is to uncover valuable insights, engage new customers and partners, and develop products and services that create strategic value.
These slides are from a talk I recently gave at the Product Management Institute (PMI). PMI owns the PMP certification. The topic covered the "Innovator's Dilemma" with suggestions and insights into driving innovation in different company environments -- and the "fractal" behaviors that enable success.
The document provides an overview of the key steps needed to start a new technology company:
1) Establish a vision, mission, and business goals for the company.
2) Generate product/service ideas and develop initial designs.
3) Determine the necessary resources and timing.
4) Develop marketing, business, and financial strategies.
5) Perform all five steps concurrently rather than sequentially.
1) There is often a gap between the theory of benefits management and the practical implementation, which can lead to only 10-25% of potential benefits being realized from organizational changes.
2) Three major challenges are imagining future changes and who they could benefit, changing long-term behaviors and beliefs, and realizing benefits after a program ends.
3) Benefits planning requires early stakeholder engagement, understanding the current context, and recognizing that benefits are only realized when new ways of working are adopted, not just from a new capability being delivered.
Multi-dimensional: Building 21st Century Experiences for Financial Outcomes Harriet Wakelam
This presentation was given as a keynote at UX Finance, Istanbul Turkey 2013. It looks at the frameworks and key challenges of designing multi-channel customer experiences that deliver to financial outcomes, not just business outcomes.
An innovation must provide convenience in order to be adopted. Convenience exists when an experience aligns with expectations across personal, group, and market perspectives. For an innovation to succeed, it must generate experiences that correspond to the desired goals and preferred experiences of users in each perspective. Failing to enable this correspondence leads to inconvenience and failure of adoption. Managing expectations is crucial to avoid hype and disappointment that can undermine adoption.
Workbridge Associates is a specialized IT recruiting and placement firm that has been in business since 1989. They take a unique team-based approach to placements, focusing on industry specialization. Their value proposition is to deliver quality candidates, speed in the hiring process, and choice. They have 20 offices and have made over 25,000 successful placements.
Workbridge Associates is a technology recruiting and placement firm that has been in business since 1989. They specialize in contingency-based placements and have teams in 10 cities focused on different technology specialties. Workbridge understands clients' unique technical and cultural needs and sources candidates through their network of over 100,000 professionals. They conduct an efficient screening and interview process to find the best matches for clients within an average of 11 days. Workbridge prides itself on quality, speed, and results in technology recruiting.
This document references various inspirational quotes and figures. It lists values of simplicity and courage, a dislike of cats, and inspiration from cellist Mstislav Rostropovich. Various citations are provided for images at the end relating to flags, animals, icons, and illustrations.
Social media has evolved significantly since its early days. This slide presentation examines how social media has changed and what it means now for both individuals and businesses. It explores new platforms and trends as well as best practices for using social media effectively in the current landscape.
2013 ACODE Learning Technologies Leadership Institute presentationShirley Alexander
This document discusses approaches to leading and managing change when adopting learning technologies. It outlines two main approaches: technocracy and dynamism. Technocracy favors a centralized, expert-led approach while dynamism emphasizes decentralized experimentation and adaptation. The document also examines learning spaces and technologies at UTS, including how student needs and preferences have changed over time. Classroom audits found attendance decreases slightly each week, and informal learning spaces are important to students if well-designed and equipped. The UTS model of learning integrates professional practice through modes like work-integrated learning and simulations. Technologies like online platforms can help achieve the model's aims if chosen to support curriculum goals.
The document details the subnetting of network 172.20.0.0/21 into multiple subnetworks and VLANs using CIDR notation. It also describes the configuration of three routers to route between the subnetworks, including interface IP addresses and RIP routing protocol configuration. Servers for different networks on the campus are specified, including mail, DHCP, and DNS servers.
The document discusses trends in online education including the rise of MOOCs and how they are impacting traditional models of learning. It notes that MOOC learners tend to be professionals looking to develop skills for their jobs. The UTS model of learning emphasizes professional practice, global engagement, and research-inspired education. It also outlines new learning spaces and technologies being used at UTS to support collaborative and interactive learning experiences.
Social media has evolved significantly since its early days. This slide presentation examines how social media has changed and what it means now for both individuals and businesses. It explores new platforms and trends as well as best practices for using social media effectively in the current landscape.
Hanger Nation is a website and app dedicated to promoting Australian fashion designers. It allows customers to browse current collections, find store locations, and get discounts and news. Designers can create a profile on Hanger Nation to showcase their brands, drive traffic to their stores, and reach a new potential customer base. Hanger Nation users can share fashion finds on social media, further exposing designer brands to new audiences. The document promotes Hanger Nation as a way for Australian fashion brands to connect with customers and expand their reach.
The Builder APP Sponsorship ProspectusShelleyCraft
The Builder App is a mobile directory connecting consumers, tradespeople, and suppliers in the building industry. It allows users to search for local tradespeople and suppliers, and post job listings that tradespeople can bid on. The app aims to make the building process more convenient and efficient for all parties. It plans to leverage partnerships and media exposure from the television show The Block to promote the app's launch.
The document discusses the history and evolution of massive open online courses (MOOCs). It notes early predictions about how technology would revolutionize education, such as allowing students more freedom over their learning. However, many early efforts to implement online and distance education, such as Fathom, struggled financially. While MOOCs grew rapidly in the early 2010s, expectations about their financial viability and impact on universities were often unrealistic. The document advocates that universities focus on their educational niche and consider outsourcing non-core functions, to adapt to changes in higher education.
Here are a few suggestions for improving this space based on the feedback:
1. Add soundproofing or acoustic panels to reduce noise from nearby areas like lecture halls spilling into the study space.
2. Improve lighting, possibly with task lighting that can be adjusted for individual study needs. Overhead lighting may not be sufficient.
3. Provide some enclosed or semi-private areas within the space using movable partitions, furniture arrangement etc to allow for focused individual or group work away from through traffic areas.
4. Consider scheduling more quiet study times in nearby areas if noise is an issue during peak class changeover periods.
5. Add comfortable seating options like armchairs, sofas etc to encourage lingering
This document discusses the future of learning at the University of Technology, Sydney. It outlines UTS's model of learning, which focuses on integrated professional practice, global workplace skills, and research-inspired learning. It also discusses curriculum design, learning spaces, technologies, and the changing roles of students and academics. Key aspects of the model include increased work-integrated and collaborative learning, a focus on graduate attributes, and blending online and face-to-face learning. The document reviews student feedback and changes in perceptions of learning spaces over time.
Here are a few key points about using data to improve learning:
- Data can help identify issues like high attrition rates in certain subjects, and lack of student preparation or engagement. But it needs to be interpreted carefully within the proper context.
- Personalized learning approaches using data may help students by recommending resources tailored to their needs and progress. But it also raises issues around privacy, bias, and over-reliance on algorithms.
- Data should supplement, not replace, educators' expertise and judgment. The human element of teaching and mentoring is still important for student well-being and development.
- Students should be actively involved in discussing how their data is used, to maintain trust and accountability. Their consent
A presentation outlining the proposed Bus Rapid Transit system for Sydney's Northern Beaches, given by SHOROC's Executive Director to the 2011 NSW Transport Infrastructure Summit on 5 October 2011,
Contact SHOROC for more information.
www.shoroc.com
This document discusses learning analytics (LA) practices at the University of Technology Sydney (UTS). It describes UTS's goal of becoming a "data intensive university" to solve problems like student attrition, improve student engagement, enable personalized learning, and allocate resources more effectively. The university uses LA to identify "killer subjects" with high failure rates and understand factors contributing to student failure. UTS also utilizes a student dashboard in its learning management system and provides data literacy training for staff and students. The document is part of a larger OLT-commissioned research project examining LA practices across Australian universities and comparing them to international examples to develop best practice guidance.
This document outlines Professor Shirley Alexander's vision for the future of learning at the University of Technology, Sydney (UTS). It discusses moving towards a model of learning that is:
1) Practice-oriented, through exposure to professional practice via internships, simulations, and other hands-on learning experiences.
2) Situated within a global workplace, with opportunities for international mobility and cultural engagement.
3) Research-inspired and integrated, equipping graduates with cutting-edge knowledge and skills for lifelong learning.
The document explores how to design curricula, learning spaces, and technologies to support this vision of collaborative, authentic, work-integrated education.
The document discusses fractal geometry and its potential application to understanding organizations and driving innovation within them. It explores how simple repeated behaviors and structures can lead to emergent complexity, as seen in fractals and simulations of artificial life. This "fractal mindset" is proposed as a way to better understand organizational behaviors and culture, which emerge from elementary actions and relationships. The document also examines challenges of innovation from concepts like the "Innovator's Dilemma" and suggests a "fractal" approach could provide insights into root causes of organizational outcomes.
StealThunder: Brand building in 10 minutesStealThunder
This document provides an overview of brand building in 10 minutes. It discusses that a brand is an asset comprised of the ideas, associations, expectations, and feelings evoked by a company's name or logo. The objective of brand building is to create a set of impressions that will result in profitable relationships. These impressions can be shaped by who the company is, what they do, what they express, and what others say about them. The document stresses focusing on defining a compelling "big idea" that differentiates the brand before implementing tactics. It provides a checklist to assess if a company has defined its big idea and is aligned around engaging audiences.
Product Management 2.0 focuses on continuous learning and innovation to deliver maximum customer value. It involves:
1) Understanding customer needs through observation and empathy, not just requirements gathering.
2) Developing products iteratively based on customer insights rather than laundry lists of features.
3) Ensuring the development team stays focused on the essential by saying "no" to unnecessary features and technical debt.
Everyone needs a personal brand to help differentiate themselves in the marketplace. This presentation shows how three consumer brands developed their branding and positioning and how it was then executed in their messaging. A framework is then discussed to help individuals develop their own personal brand and messaging in the job search process.
Rick Steinbrenner - The Global Brand Guy
(Note: this presentation includes three you tube videos which shows execution of the presented brands positioning. In order to view the videos, you need to do three things.
1) Must have a live internet connection while viewing
2) Download the presentation
3) Then view the presentation in slide show and enable the content when the security alert for macros and active X comes up - this may or may not happen depending on your computers settings.)
Creating the Culture of Innovation through an Innovation Program that encourages employee to contribute ideas to grow the business, create operational efficiencies and improve customer satisfaction - Based on the Innovation Program I created at my company
Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide ...HR Network marcus evans
Augustin Melendez - Eastman Kodak Company, Speaker at the marcus evans HR Summit Fall 2011, delivers his presentation on Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide Strategy
Microsoft power point 010610 ddc-recommendations q12010Erika Rachma
The document discusses strategies for a company considering investing in renewable energy ("the Greens"). It notes that this is a critical time requiring solid strategy. Key challenges include high social/market costs, capital intensity, long lead times, and incumbent power. Business models should consider educating markets, outsourcing production, and reducing upfront costs. Case studies show highlighting unique values and focusing technological development while outsourcing other parts. The company needs to structure itself with a clear product/service, customer strategy, and competitive advantage. It also needs to align personnel, define roles and responsibilities, and create an ideal model for efficiency.
This lecture provides practical tips on how to prepare to enter the marketplace with your product. It is relevant for all start-ups that are still in a development phase and contemplating the various pieces that need to be in place for product launch. Case studies are used to emphasize the importance of taking a customer-centred approach to market entry and illustrate the barriers to scaling and selling your product.
Part of Entrepreneurship 101
http://www.marsdd.com/events/details.html?uuid=20ce3dd2-da9d-499d-a277-655f29487de6
The document outlines 7 steps to establishing thought leadership: 1) understand the space, 2) form an opinion and create content, 3) spread the word via website, blogs and social media, 4) spread the word externally through columns, whitepapers, etc, 5) get people together through communities and events, 6) create an activities calendar, and 7) score your thought leadership efforts against competitors. It emphasizes the importance of being a trusted source of expertise to influence purchasing decisions and discusses tools to demonstrate thought leadership over time.
Attention, Art & Social Capital in BrandingYvette Dubel
Invites viewers to consider the role of Attention and social capital in branding. Slides are from storyboard for related project(s) still in development.
This document outlines key steps and resources for developing a business roadmap:
1) Decide if you can solve a compelling user problem and develop intellectual assets with founders' commitment. Characterize the problem, solution, market, and competition.
2) Develop a business plan and strategy by understanding user needs, technical feasibility, available market, and competitive landscape.
3) Attract investment capital or partners by realistically assessing requirements, timelines, returns, and connecting with potential investors.
This article discusses the importance of building strong brands through intimate knowledge of customers. It proposes a "deep dive" research methodology to uncover a thorough understanding of customers beyond superficial levels. A strong brand attracts customers through meaningful and resonant brand meanings and elements inspired by rich contextual information about customers. However, many brands fail due to a lack of deep customer knowledge, leading to poor assumptions, decisions, and an inability to engage customers through two-way conversation like genuine human interaction.
This document discusses various strategies for monetizing a technology product or service. It begins by evaluating economies of scale and common pitfalls startups face. It then discusses how to guarantee customer adoption, such as Apple's strategy of making the Apple II accessible to non-hobbyists. Next, it addresses frameworks for determining appropriate product tiers and pricing, such as using a Kickstarter campaign to test pricing. Finally, it presents different options for monetization, including memberships, selling content, sponsorships, and leveraging user data. The overall document provides an overview of important considerations for startups seeking to effectively monetize their offerings.
The document provides an overview of the key functions of a business. It discusses the nature of business activities and decision making as well as inputs such as goods, services, and customers, and outputs such as products. It then summarizes the main business functions of production, marketing, finance, and human resources which are responsible for converting materials into goods, identifying customer needs, managing finances, and overseeing personnel respectively.
Cbs social media & innovation in ibm anders quitzau copyAnders Quitzau
Anders Quitzau discusses IBM's use of social media and collaborative innovation. IBM embraces open innovation by partnering with clients, employees, and external communities. Methods like Jams and Innovation Hubs leverage social networking tools to generate ideas from diverse sources. Technology Adoption Programs then test and implement top ideas. Younger employees expect flexible, mobile work and collaboration across boundaries. Social business practices are changing how IBM innovates by connecting global networks of people inside and outside the organization.
Omni Channel Marketing Conference - Gavin MerrimanTony Booth
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Similar to 20121023 effect the right kind of change in context (20)
2. Agenda
Today, we’ll look at some seemingly disparate concepts, and draw them
together:
Innovation and motivation
Detour I…The “Innovator’s Dilemma”
Detour II…The “Fractal” mindset to drive innovation in the context of the
organization
“The Godfather” as a model for driving innovation and change
Lessons learned at the frontline: Culture and situational awareness
Project, product, and solution companies
Bringing it all together through “joined-up” thinking
Finally, time-permitting, we’ll discuss fractals and artificial life as a potential model
for organizations
Please feel free to ask questions as we go
3. So, You Want to Have an Impact?
Explore deeply and personally what “impact” means to you
Is it: Execute on established paths for change and innovation?
Is it: Define & shape change and innovation?
Is it: A seat of considered wisdom at the C-level table?
If not, what does impact mean to you?
Surprises in motivation…
Money? Yes…and no.
For creative tasks, higher rewards can lead to lower performance…
Impact
Mastery
Self-direction
Optionally: RSA Motivation Video
4. Intrapreneur
Defined
In 1992, the American Heritage Dictionary acknowledged the popular use of a
new word, intrapreneur, to mean:
“A person within a large corporation who takes direct responsibility for
turning an idea into a profitable finished product through assertive risk-
taking and innovation”
Source: Wikipedia
5. Detour I…The Innovator’s Dilemma (ID)
Ground-breaking book by Clayton M. Christensen:
How “good” companies can do everything “right” and still lose market leadership, or
disappear altogether!
Incremental vs. disruptive innovation:
Incumbents tend to pursue incremental (“listen to customer”)
New entrants pursue disruptive
Low-end disruptions eventually gain market share:
New entrant, inferior at first, crawls “up-market”
Later, incumbent loses market share, and often misses opportunity
Examples:
5.25” 3.5” Disks
Minicomputers PC’s
Desktop publishing
6. The Innovator’s Dilemma Visualized
10% Growth = $10M
Incumbent
Features, Value, etc.
• Listens to the customer
• Inferior product…at first
• Incremental innovation
• Mostly ignored by market and incumbent
• Organization optimized for high price point
• Pursue low-end features
• But, add more over time…
New
Entrant 10% Growth = $100K
$ (Cost, Price, etc.)
7. The Innovator’s Dilemma Visualized
Incumbent
• Perceived as legitimate in mid-market
Features, Value, etc.
• Converts some customers from
incumbent…others notice and may follow
• Eventually begins to threaten incumbency
New Entrant
$ (Cost, Price, etc.)
8. Another View of the ID End State
Typical Incumbent Strategy:
- Sustain Market Share
- Sustain Customer Satisfaction
ID Impact:
- Lose Market Share
- Decrease Customer Satisfaction
- Struggle to Recover
Organizational Scale (Typically, Time)
9. Detour II…Fractals: Emergent Complexity from Recursive Simplicity
The Koch Snowflake & Coastlines
“Self-similarity”
11. Fractal Examples In Practice
Social Networks
Programming/Project
Methodologies
Digital Image Compression
Cell Phone Antenna
12. Fractal Behaviors of an Organization Drive Emergent Results and Culture
Executive Sponsorship vs. Sleepership
Emergent project results (Good or Bad)
Information/Knowledge Silos
In retrospect, can observe small factors that
Roles and Responsibilities
compounded to the final result (Good or Bad)
Responsibilities and Authority
Can observe self-similar behaviors at differing
Commitment and Accountability scales
Performance Metrics Company “culture” is emergent
Etc.
Elementary Organizational Emergent
Behaviors Structure Outcomes
13. Fractals: Not Always What You Might Expect
Fractal geometry will make you see everything differently. There is a danger in reading further.
You risk the loss of your childhood vision of clouds, forests, flowers, galaxies, leaves, feathers,
rocks, mountains, torrents of water, carpet, bricks, and much else besides. Never again will
your interpretation of these things be quite the same.
— Michael F. Barnsley
Fractals Everywhere (2000)
14. OK, so you want to be an Agent of Change
Regularly evidence deep understanding to Execs/C-levels
What it takes to execute an idea in a company/industry context
Know thy personal and company culture
Create a shared “sense of urgency” through communications
Gain awareness of “fractal” behaviors and weigh against desired project outcomes
Only “joined up” thinking makes it happen
Generate results…tangible and intangible
Projects, products, and solutions execute with highest success probability
Company and deliverables are crisply branded
Build resilient trust with Execs/C-levels
Executive sponsorship vs. “sleepership”
“The Godfather” consigliere as a model
15. Execution and Communication in Context
Understand
Industry trends and causal relationships
Competitive, revenue, profitability, and growth impacts
Get into stakeholder’s heads
The CEO’s
The customer’s
Others (internal and external)
Navigate any dual/mixed C-level roles
CIO reports to CFO
Dual CTO/CEO role
Who really drives change/innovation?
Engineering vs. product management (projects vs. products)
Be forward thinking, but balance tactics and strategy
If you only listen to customers, then you will only be as smart as them
For disruptive innovation, paradigm shifts must be “on the table”
16. Know Thy Personal and Company Culture
Alignment is essential in any organization
Clear definitions of roles and responsibilities
Project administrators vs. project managers
Useful process vs. worship of process
“Centers of excellence” delivery and metrics
Commensurate responsibilities and authority
Misalignment can lead to overly political environments
Join commitment and accountability
The union builds on what we know about motivation
Is it a Project, Product, or Solution based company?
Core to understanding what/how change and innovation can/will occur
17. Organizational Maturity Model: Projects, Products, or Solutions?
Recognize that everyone says they want a solution
Projects
Customer says “Jump!”, and company says “How high?”
Company brand centered in capability to execute
Products
Company willing to gently say “no” to customers
Typically “market” driven
Solutions
Company says, “We are all things to all people.”
Bring together People, Process, Technology
Professional services consumes/customizes company products
Typically viewed as “end-to-end” by customer
So, which type is your personal sweet-spot? Is it aligned with the company’s?
Note: Projects and products do not play well together
if they share execution resources.
18. Project, Product, Solution Visualized
Typical Incumbent Strategy:
Leadership Changes - Sustain Market Share
Typically Required - Sustain Customer Satisfaction
“Solution”
• Core engineering builds product
• Professional services handles customization
• Business scales in products and services
“Product” ID Impact:
- Lose Market Share
• Build what the “market” wants - Decrease Customer Satisfaction
• OK. We need a “platform” and API gate-keeper - Struggle to Recover
“Project” •
•
Truly, have a “product”
Still, can we service mass customization?
• Build whatever customer specifies
• “Recreate the wheel” several times
• Eventually, claim a “product”
• Suffer code fragmentation Organizational Scale (Typically, Time)
• How do we contend with NRE-based business scaling issues?
19. Bringing it All Together – “Joined Up” Thinking
Understand current company projects, products, and solutions
Projects
Leverage knowledge of present “organizational maturity”
In company cultural context, is the change/innovation realistic?
Is it worth the professional risk? Solutions Products
Truly “partner” with people/teams/organizations to bring it about
Think like a developer, project manager, CEO, etc.
Politics of change: Create buy-in
No buy-in = No change
Assert with passion and create excitement
Be proactive, not reactive
Take reasonable risks, but mitigate
Change is hard: Empathize, but don’t fully sympathize
Appeal to the “arrogance” of others (by making it their idea!)
Ultimately, “Developers own the code”
20. Communications: Create a “Shared Sense of Urgency”
Facilitate joined up organizational thinking/execution
Partner with Marketing for communications
Internal communications
Be crisp and clear about why it is urgent (“an offer they can’t refuse…”)
Does everyone share the vision, or just versions of it?
Authorized internal communications can serve as a lock-in
Care and feed the messaging, don’t abandon it
External communications
Media and trade shows must reflect the change/innovation
Align or revise branding strategy, as required
21. Finally, Claim Your Seat at the Table
Significant change/innovation rollouts typically have material impact on company
The stakes can be high
Successful change agent championing is usually career-making
Failure to execute (for any reason) can create a stigma for those that championed
While execution of an idea is almost everything, its not the only thing
Don’t burn too many bridges, as you will need them to come along next time
And, contrary to “The Godfather”, a carefully placed horse head won’t quite do it…
22. Today, We Covered…
Some seemingly disparate concepts, and drew them together:
Innovation and motivation
The “Innovator’s Dilemma”
The “Fractal” Mindset to drive innovation in the context of the organization
“The Godfather” as a potential model for driving innovation and change
Lessons learned at the frontline: Culture and situational awareness
Project, product, and solution companies
Bringing it all together through “joined-up” thinking
23. Thank You for Participating Today
Questions & Answers
Steve Gladstone, spglad@hotmail.com
Your comments & suggestions are welcomed