Most enterprises view innovation as searching for golden eggs and 'failing fast'. It's the wrong frame of mind. It's all about creating a learning culture.
The Privileged Access Management journey and lessons learned in term of strategy definition and execution of Euroclear, a financial services organization that has to protect and secure 29 Trillion $ of assets.
As one of the nation’s leading estate planning software, WealthDocx® helps estate planning attorneys increase their drafting efficiency through the creation of the highest quality legal documents in a fraction of the time.
Building Learning Capacity with Serious Games - Roger Stark, CEO, BrainWare L...SeriousGamesAssoc
Sharing the challenges and successes of being the first to build the most comprehensive integrated cognitive skills training program in the world. Taking expensive one to one cognitive skills training clinical therapy and converting to a scalable, affordable, sustainable and transferable online cognitive training program, bridging the learning capacity gap, so everyone can access the opportunity to be the very best they can be. We will discuss the challenges and how we overcame them. Bringing medical/clinical folks together with video games folks can present very real challenges as they speak a totally different language.
The Privileged Access Management journey and lessons learned in term of strategy definition and execution of Euroclear, a financial services organization that has to protect and secure 29 Trillion $ of assets.
As one of the nation’s leading estate planning software, WealthDocx® helps estate planning attorneys increase their drafting efficiency through the creation of the highest quality legal documents in a fraction of the time.
Building Learning Capacity with Serious Games - Roger Stark, CEO, BrainWare L...SeriousGamesAssoc
Sharing the challenges and successes of being the first to build the most comprehensive integrated cognitive skills training program in the world. Taking expensive one to one cognitive skills training clinical therapy and converting to a scalable, affordable, sustainable and transferable online cognitive training program, bridging the learning capacity gap, so everyone can access the opportunity to be the very best they can be. We will discuss the challenges and how we overcame them. Bringing medical/clinical folks together with video games folks can present very real challenges as they speak a totally different language.
An “amygdala hijack” is a chemical response in humans to the unexpected and unknown which can translate into havoc when it plays out in organizations. This human response to fear is often what causes paralysis in organizations, translating into missed opportunities in mild cases, missed deadlines in some serious cases, and total collapse in the worst case scenarios.
This webcast explores the conundrum of plans gone wrong, and addresses a new way to approach, face and even attack risks to your organization.
To view the webcast: http://kepner-tregoe.com/knowledge-center/webcasts/fight-or-flight-face-the-fears-of-organizational-risk/
So much has changed lately in the worlds of product design and innovation that many leaders aren’t fully aware of the new possibilities.
In this session at the Innov8rs Connect Unconference, we reviewed recent advances in teams, tools and techniques, and how they’re coming together to create a new world of possibilities for organizations. We conclude with a real-world case study of modern innovation in action shared by Anuraag Verma of Alpha.
Michael Kacprzak - Agile Project Management, doświadczenia z okopów na wesołoPMI Szczecin
Prezentacja z 8. Spotkania PMI Szczecin, z dn. 23 lutego 2016 r.
Michael Kacprzak - Agile Project Management, doświadczenia z okopów na wesoło
Michael jest współtwórcą Spotbeans oraz twórcą Switch2Agile. Pierwsze doświadczenia jako kierownik projektu zdobywał w projektach sektora publicznego w IBM. Do niedawna pracował jako lead agile coach w jednym z najprężniej rozwijających się startupów w Berlinie – Babbel. Od prawie roku zacumował ponownie w Szczecinie, gdzie jako współtwórca Spotbeans rozwija innowacyjną aplikację dla dietetyków TiqDiet. Ponadto jest doświadczonym mówcą i trenerem z zakresu lean i agile zarówno w Polsce jak i zagranicą. Jest pierwszą osobą w Polsce, która zdobyła certyfikat SPC (Scaled Agile Program Consultant) uprawniającą do akredytowanych szkoleń Scaled Agile Framework.
NU students had a great opportunity to learn and interact with 3 great minds on entrepreneurship and startups.
- Rajendra Pawar: Founder NIIT Ltd and NIIT University.
- Arjun Malhotra: Co-founder HCL and founder Headstrong.
- Dr. VA Shiva Ayyadurai: Technologist, Entrepreneur and Educator.
EDDI is a business technology company located in Latvia, with 18 years of international experience providing different business and IT services.
This presentation is an introduction of EDDI. If you want to find out more, you're welcome to visit www.eddi.lv or follow us on Twitter @eddi_lv
Discusses how to build innovation into business processes after the first 'big idea.' Intended originally for pharmaceutical and life sciences but applicable to other sectors.
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
An “amygdala hijack” is a chemical response in humans to the unexpected and unknown which can translate into havoc when it plays out in organizations. This human response to fear is often what causes paralysis in organizations, translating into missed opportunities in mild cases, missed deadlines in some serious cases, and total collapse in the worst case scenarios.
This webcast explores the conundrum of plans gone wrong, and addresses a new way to approach, face and even attack risks to your organization.
To view the webcast: http://kepner-tregoe.com/knowledge-center/webcasts/fight-or-flight-face-the-fears-of-organizational-risk/
So much has changed lately in the worlds of product design and innovation that many leaders aren’t fully aware of the new possibilities.
In this session at the Innov8rs Connect Unconference, we reviewed recent advances in teams, tools and techniques, and how they’re coming together to create a new world of possibilities for organizations. We conclude with a real-world case study of modern innovation in action shared by Anuraag Verma of Alpha.
Michael Kacprzak - Agile Project Management, doświadczenia z okopów na wesołoPMI Szczecin
Prezentacja z 8. Spotkania PMI Szczecin, z dn. 23 lutego 2016 r.
Michael Kacprzak - Agile Project Management, doświadczenia z okopów na wesoło
Michael jest współtwórcą Spotbeans oraz twórcą Switch2Agile. Pierwsze doświadczenia jako kierownik projektu zdobywał w projektach sektora publicznego w IBM. Do niedawna pracował jako lead agile coach w jednym z najprężniej rozwijających się startupów w Berlinie – Babbel. Od prawie roku zacumował ponownie w Szczecinie, gdzie jako współtwórca Spotbeans rozwija innowacyjną aplikację dla dietetyków TiqDiet. Ponadto jest doświadczonym mówcą i trenerem z zakresu lean i agile zarówno w Polsce jak i zagranicą. Jest pierwszą osobą w Polsce, która zdobyła certyfikat SPC (Scaled Agile Program Consultant) uprawniającą do akredytowanych szkoleń Scaled Agile Framework.
NU students had a great opportunity to learn and interact with 3 great minds on entrepreneurship and startups.
- Rajendra Pawar: Founder NIIT Ltd and NIIT University.
- Arjun Malhotra: Co-founder HCL and founder Headstrong.
- Dr. VA Shiva Ayyadurai: Technologist, Entrepreneur and Educator.
EDDI is a business technology company located in Latvia, with 18 years of international experience providing different business and IT services.
This presentation is an introduction of EDDI. If you want to find out more, you're welcome to visit www.eddi.lv or follow us on Twitter @eddi_lv
Discusses how to build innovation into business processes after the first 'big idea.' Intended originally for pharmaceutical and life sciences but applicable to other sectors.
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
Sometimes it seems that nearly every large company on the planet is establishing some sort of innovation presence in Silicon Valley – be it a full-blown center, lab or a fledgling outpost. Tech and non-tech companies are here. They’re committing time, dollars and talent in the hope of leveraging
the concentrated startup and academic ecosystems to some varied definitions of success. They’re betting that being close to the epicenter of others’ ideas and success automatically conveys a benefit.
That’s dangerous and lazy thinking.
What’s the rush and what does an innovation presence really contribute to the business and the marketplace as a whole? Is all of the recent frenzied activity the result of some kind of corporate FOMO (“fear of missing out”) around the next big thing? Or is there really something special and unpredictable that comes out of a well-curated and geographically well- situated set of relationships,talent and ideas?
It’s not easy to be ‘innovative,’ and we could quickly drift into the territory of clichéd term if we are not careful.
So what does innovation mean today? Can you create a culture and learn the skills that can serve as the spark and kindling for the pursuit of something that really matters? Or is it ever so easy to commit one of the transgressions of innovation and either think too far out into the future without any purpose, or merely get involved in projects of short-term incremental improvement?
Startups and Smalltak - Presented at Smalltalks2014 Córdoba, Argentinasebastian sastre
Here are the slides of the talk I gave at Smalltalks2014 in November 2014, in Córdoba, Argentina.
It covers the basics of why startups matter and what they actually are. Then show some opportunities and challenges about them and for Smalltalk in particular. It closes with some questions and suggestions on how to raise the value of the community, hopefully resulting in increasing the chances to see more profitable portfolios.
Be Competitively Unpredictable! - Make it happen with innovationStefan Lindegaard
Competitively unpredictable: two words that spell the key to success in today’s fast paced, highly competitive business arena. If your company has the ability to consistently outmaneuver the competition in ways they never see coming, then the future is bright.
Why is being competitively unpredictable so essential now? One key reason is the ever-shrinking window of opportunity. In the past decades, depending on your industry, you could count on having three or five or even seven years after bringing something new to market to make good money before you needed to come up with the next new thing to keep revenues growing.
This is no longer the case. While the pace of innovation used to be fast but still manageable, now the window of opportunity is getting shorter and moving faster so you’re forced to innovate ever faster. One of the best examples is the mobile phone industry where they are now counting in months.
Open innovation and business model innovation are key concepts for becoming competitively unpredictable and in this session Stefan Lindegaard shares his views on how companies can embrace these concepts in order to bring better innovation to market faster.
Specifically, he provides:
• an overview of the current state of innovation and what the future will bring us
• examples on how leading-edge companies merge open innovation and business model innovation
• insights on why companies must embrace failure for better innovation
• insights on how companies can use social media for their innovation efforts
This is a presentation given to the WVU General Surgery Department on innovation, inventing, and entrepreneurship. My takes on the ideal bioentrepreneur and the basic steps to getting started.
This guide was prepared for the September 2015 Dpharm Conference in Boston as a catalyst for discussion around disruptive innovation in drug development.
The ideas transfer well to any industry and we invite you to use it next time you are needing fresh thinking.
Innovation is Everyone´s Responsibility and Why Innovation MattersStefan Lindegaard
Innovation is Everyone´s Responsibility and Why Innovation Matters
Here you get my slides from a recent presentation in Turkey where I was asked to provide perspectives on innovation through two important questions / lenses:
Why innovation matters? My key message is that innovation matters if your company wants to stay relevant – and survive. It is that simple. Just consider this piece of information:
At the current churn rate, 75% of the S&P 500 firms in 2011 will be replaced by new firms entering the S&P500 in 2027. There is so much change and it is happening so fast. Innovation can mean many things, but it is a general understanding that it helps you fight irrelevance and helps you drive change rather than becoming a victim of it.
Innovation is everyone´s responsibility. I work with innovation on three levels; incremental, radical and “in between”. The latter is often the most relevant because it can really change things and have a strong impact while companies have a good chance of succeeding with this with the right setup, processes and people. Radical or disruptive innovation is highly desirable, but it is also very difficult to achieve. It requires a lot of luck as well as the right framework and conditions for this luck to happen. Very few organizations succeeds here.
While everyone in an organization should contribute to incremental innovation, I don´t think everyone should work with radical or “in between” innovation – at the same time that is. Most people just have to focus on the getting their daily jobs done. However, every employee should be given an opportunity to contribute to radical and “in between” innovation through corporate programs that could be based on the concept of intrapreneurship, incubators, accelerators or something similar.
When it comes to getting people to understand that everyone actually can contribute to all three levels of innovation, I like to use the Ten Types of Innovation framework by Doblin as it is a simple and visual concept that can open the eyes of the “unusual suspects” when it comes to innovation contribution.
Well, check my slides and let me know what you think. I am of course open for discussing a session or talk near you :-)
Similar to Improving innovative success for large enterprises (20)
Presentation delivered at Microsoft for Young Rabo Jaap Linssen
This presentation shows a number of use cases for Social collaboration and explains the fundamental difference in the way we are used to work. Key are conversations and Hashtags.
5. Innovation practice
Selecting too soon and wasting money
Creativity
Diversity
Many people
Execution
Focus
Small teams
6. The selection monster……
We don’t know as much
as we like to admit
Often the most
interesting result is not
an individual idea or
solution
7. Ideal situation
Gathering insights Knowledge challenges
Idea challengesProblem challenges
Learning inspiration
Clustering
Fast track
some
Emergence
Develop
Execute
InnovationCulture
8. What you know you know
What you know you don’t know
What you don’t know you know
What you don’t know you don’t
know
Dragons Den
Innovation Days
Idea contests
IT Hackathons
Disruption
Whitespot
9. 5 aspects companies need to add to
her innovation approach
Maximise knowledge and expertise within organisation – Mining
Utilise thousands of eyes, ears, and brains to gather intelligence.
Set up virtual greenhouses to protect and fast track ideas.
Use Social technology as a tool to support this
Dragons’ Den becomes innovation portfolio management
instrument instead of firing squad – an Innovation Board
10. 10
Type of decision Go
(unless strategic objections)
Manage innovation
portfolio: What do
we develop?
Invest in learning,
and then re-
evaluate
Just Do It
Good scores on
criteria, but large
investment
Feels good, but
little information
Type of ideas
The innovation board decision making
11. Start your engine
Run a challenge every 2 months on your social platform
Every challenge is owned by a business line or country; Focus!!
Challenges are about
– Solving problems
– Ideas
– Gathering knowledge and insights.
Challenges deliver
– Opportunities
– White spots
– Investment proposal(s)
Every 2 months there is a Dragons’ Den:
– Discuss challenge deliverables
– Manage innovation portfolio of innovation(s) further down the funnel.