30 • Rotman Magazine Spring/Summer 2006
There is growing recognition that fostering
a culture of innovation is critical to success,
as important as mapping out competitive
strategies or maintaining good margins. A
recent Boston Consulting Group sur-
vey covering nearly 50 countries and all
sorts of businesses reported that nine out of
ten senior executives believe generating
growth through innovation is essential for
success in their industry. Having optimized
operations and finances, many companies
are now recognizing that growth through
innovation is their best strategy to compete
in a world marketplace in which some of
the players may have lower-cost resources.
Whether you sell consumer electronics or
financial services, the frequency with
which you must innovate and replenish
your offerings is rapidly increasing.
The ten innovation personas described
here are not necessarily the most powerful
people you will ever meet; they don’t have
to be, because each persona brings its own
tools, its own skills, its own point of view. In
a post-disciplinary world where the old
descriptors can be constraining, these new
roles can empower a new generation of inno-
vators. They give individuals permission to
make their own unique contribution to the
social ecology and performance of the team.
Make sure these ten personas have a
place in your organization. Together you
can do extraordinary things.
The Learning Personas
The first three personas are driven by
the idea that no matter how successful a
company currently is, no one can afford to
be complacent.
1. The Anthropologist brings new learning
and insights into the organization by
observing human behaviour and developing
a deep understanding of how people inter-
act physically and emotionally with
products, services, and spaces. Anthropolo-
gists practice the Zen principle of
‘beginner’s mind’. Even with extensive
educational backgrounds and lots of expe-
rience in the field, these people seem
unusually willing to set aside what they
‘know’, looking past tradition and even
their own preconceived notions.
If you want fresh and insightful obser-
vations, you have to be innovative about
where and how you collect those observa-
tions. For instance, let’s say you want to
gain insight into improving a patient’s expe-
rience in a busy hospital. Ask the doctors or
nurses? Talk to lots of patients? Circulate a
thoughtfully prepared survey? All of these
approaches sound reasonable, but IDEO’s
Roshi Gvechi opted for a more radical
The right project at the right time can spark a culture of
innovation that takes on a life of its own. Here are ten
types of innovators that can make it happen.
by Tom Kelley
ROT022
Rotman Magazine Spring/Summer 2006 • 31
technique. Roshi, who has a background in
film and new media, decided to bring a
video camera right into the hospital room.
With the permission of the patient and hos-
pital staff, she and her camera essentially
moved in with a woman undergoing hip-
...
This document summarizes topics from a chapter on product planning and development, including preparing a firm for idea generation, concept identification, and active concept generation approaches. It discusses finding creative people by staffing with those having diverse experiences and enthusiasm for innovation. It also outlines barriers to firm creativity like cross-functional diversity and allegiance to functional areas that can limit innovative ideas. The document provides an example of the concept development process for a potential new coffee product called Designer Decaf in response to changes in the North American coffee market and culture.
EO Innovation Workshop Craig Rispin Business FuturistCraig Rispin
This document outlines an interactive session on innovation that uses gamification elements like teams, points, and time limits. Participants are instructed to get into teams, come up with team names and shields, and identify the roles needed for innovation. The document discusses learning from mistakes, ensuring the right people and permissions are in place. It also outlines challenges for identifying innovation roles and mapping an innovation plan for the year. The session aims to have participants learn about innovation in a fun way through competition and collaboration.
Agile marketing, or why and how to increase your pace of learningFranky Athill
An illustrated presentation on why and how to increase the pace of learning to meet the exponentially increasing rate of change in the advertising, marketing and PR industries.
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
The document summarizes a keynote presentation given at a product management conference. It begins by describing how the problem of not having a keynote speaker led to an opportunity to practice product management principles. It then outlines four principles of great product managers: 1) seeing problems as opportunities, 2) deeply understanding customer needs, 3) incrementally improving existing products, and 4) creating great user experiences. The presentation used these principles to transform the problem into an unconventional keynote that involved collaborative input from the audience.
This document discusses what creative organizations do to foster innovation and creativity within their culture. It provides examples of the most innovative companies according to Forbes and looks at factors like how much money companies spend on R&D. The key aspects that creative organizations encourage are experimentation, failure tolerance, autonomy for employees, flat hierarchies, and trust in creative processes. Case studies of companies like Pixar, IDEO and Anthem illustrate how they have created environments where new ideas can flourish. Managers must protect new ideas, engage staff in contributing, and make it safe to take risks in order to cultivate a culture of creativity.
We are a global innovation firm with 460 people from 32 nationalities and 40 years of experience helping leading companies create meaningful products and experiences. Our multidisciplinary process reveals insights and delivers human-centered solutions across technologies. We help companies address challenges like commoditization, managing risk, gaining customer insights, and entering emerging markets.
Ignite your strategic thinking mit innovation labAlan Scrase
IGNITE your…. strategic thinking
Presenter – Dr. Dave Richards, experienced and highly successful serial entrepreneur, innovator and master strategist, will be presenting on
“The MIT Innovation Lab: 5 key Learnings”
Dr Dave is an inspirational speaker, adviser, author and globally recognised thought leader.
He is honorary visiting Fellow with the Faculty of Management, Cass Business School, City University, London, co-founder and honorary lifetime member of the Massachusetts Institute of Technology Innovation Lab, Fellow of the Institute of Directors and the Royal Society for the Encouragement of the Arts, Manufactures & Commerce as well as adviser to a variety of business and government leaders.
This document summarizes topics from a chapter on product planning and development, including preparing a firm for idea generation, concept identification, and active concept generation approaches. It discusses finding creative people by staffing with those having diverse experiences and enthusiasm for innovation. It also outlines barriers to firm creativity like cross-functional diversity and allegiance to functional areas that can limit innovative ideas. The document provides an example of the concept development process for a potential new coffee product called Designer Decaf in response to changes in the North American coffee market and culture.
EO Innovation Workshop Craig Rispin Business FuturistCraig Rispin
This document outlines an interactive session on innovation that uses gamification elements like teams, points, and time limits. Participants are instructed to get into teams, come up with team names and shields, and identify the roles needed for innovation. The document discusses learning from mistakes, ensuring the right people and permissions are in place. It also outlines challenges for identifying innovation roles and mapping an innovation plan for the year. The session aims to have participants learn about innovation in a fun way through competition and collaboration.
Agile marketing, or why and how to increase your pace of learningFranky Athill
An illustrated presentation on why and how to increase the pace of learning to meet the exponentially increasing rate of change in the advertising, marketing and PR industries.
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
The document summarizes a keynote presentation given at a product management conference. It begins by describing how the problem of not having a keynote speaker led to an opportunity to practice product management principles. It then outlines four principles of great product managers: 1) seeing problems as opportunities, 2) deeply understanding customer needs, 3) incrementally improving existing products, and 4) creating great user experiences. The presentation used these principles to transform the problem into an unconventional keynote that involved collaborative input from the audience.
This document discusses what creative organizations do to foster innovation and creativity within their culture. It provides examples of the most innovative companies according to Forbes and looks at factors like how much money companies spend on R&D. The key aspects that creative organizations encourage are experimentation, failure tolerance, autonomy for employees, flat hierarchies, and trust in creative processes. Case studies of companies like Pixar, IDEO and Anthem illustrate how they have created environments where new ideas can flourish. Managers must protect new ideas, engage staff in contributing, and make it safe to take risks in order to cultivate a culture of creativity.
We are a global innovation firm with 460 people from 32 nationalities and 40 years of experience helping leading companies create meaningful products and experiences. Our multidisciplinary process reveals insights and delivers human-centered solutions across technologies. We help companies address challenges like commoditization, managing risk, gaining customer insights, and entering emerging markets.
Ignite your strategic thinking mit innovation labAlan Scrase
IGNITE your…. strategic thinking
Presenter – Dr. Dave Richards, experienced and highly successful serial entrepreneur, innovator and master strategist, will be presenting on
“The MIT Innovation Lab: 5 key Learnings”
Dr Dave is an inspirational speaker, adviser, author and globally recognised thought leader.
He is honorary visiting Fellow with the Faculty of Management, Cass Business School, City University, London, co-founder and honorary lifetime member of the Massachusetts Institute of Technology Innovation Lab, Fellow of the Institute of Directors and the Royal Society for the Encouragement of the Arts, Manufactures & Commerce as well as adviser to a variety of business and government leaders.
The document discusses factors that can encourage innovation, applicable to medical device and other industries. It identifies 10 key factors: having an innovative mindset; inspiring others; focusing on user needs; collaboration; providing a stimulating work environment; using diverse creative tools; initially ignoring constraints; taking risks; strong design and engineering; and leadership that champions innovation. Innovation is framed as a state of mind rather than a process, and these factors can help organizations lay foundations for creativity and success.
Presentation: Harnessing the Collective Wisdom of the CrowdIdeaScale
On Tuesday April 29th, CEO of Totem and IdeaScale Advisory Services Partner, Suzan Briganti introduced numerous methods of crowd data analysis, including an introduction to innovation analysis, insight & concept development overviews, and methods of insight validation. Learn more about crowd wisdom in this webinar recording.
This document discusses a system for navigating design-by-committee projects. It provides a 6 step process: 1) Identify the committee's objective. 2) Identify the fundamental function. 3) Identify current challenges. 4) Brainstorm solutions. 5) Select optimal solutions. 6) Evaluate solutions through the design process. Best meeting practices are also outlined, including having an agenda, introductions, check-ins, and check-outs. The document is authored by experience designer GK Rowe, who works to infuse creative solutions and experience design into business.
The document discusses the growing demand for authenticity from customers and employees. In today's business world, being authentic and human wins over being rational and faceless. Companies that maintain a personal, human relationship with customers through openly discussing challenges and criticisms are more successful. The document recommends that organizations embrace their authentic, human nature through the three phases of awareness, acceptance, and action. This includes conducting authenticity audits, promoting understanding of different styles and generations, and accepting responsibility for issues rather than ignoring them. Embracing authenticity leads to greater employee engagement, trust, and better business outcomes.
Unleashing the Power of Intrapreneurs and Innovators - June 2013Stefan Lindegaard
This document discusses open innovation and empowering intrapreneurs and innovators within organizations. It advocates adopting an open innovation mindset to work with both internal and external partners. It provides examples of companies that have successfully implemented open innovation approaches and developed intrapreneurship programs. The document emphasizes that developing the right culture, skills, and framework is important for organizations to change how they innovate and become more competitively unpredictable.
The Tolouse Lecture On Innovation Beta 8 22.01.10Pozzolini
This document outlines steps for getting a team started on innovation:
1. Assess your company's openness to innovation and build a portfolio of riskier and safer projects.
2. Put innovative "dreamers" in charge to generate new ideas.
3. Develop a culture that fosters creativity through risk-taking, welcoming new ideas, and rewarding acts of innovation.
4. Align innovation efforts with your company's strategic direction by communicating passion and hiring people with aligned skills and knowledge.
All text (except our introduction and commentary) taken word-for-word from the 10 Faces of Innovation summary on IDEO's website dedicated to the book by Tom Kelly. http://www.tenfacesofinnovation.com/ We bought and loved the book and encourage you to do the same.
SA Innovation Summit 2013: Open Innovation - New Opportunities, New ChallengesStefan Lindegaard
This document discusses open innovation and creating an innovation culture within organizations. It emphasizes that open innovation is key to becoming competitively unpredictable in today's business environment. The document provides examples of open innovation practices from various companies and discusses some of the challenges of changing an organization's culture to embrace open innovation and experimentation. It stresses that developing the right skills and mindsets among employees is important for fostering a strong innovation culture.
Innovation has transformed the world from the dark ages to today. The story of Thomas Edison shows how innovation can create immense value and success. Edison invented the phonograph and lightbulb after thousands of failed experiments. Successful companies continuously innovate in products, services, marketing and other areas. For example, Salesforce innovated the software-as-a-service model and Apple transformed the music industry with the iPod. Dell innovated supply chain management to build custom computers. Innovation requires questioning assumptions, observing customers, networking, experimenting and making connections. Companies can develop an innovation culture by encouraging these skills and sharing knowledge across the organization.
Innovation & Entrepreneurship in the Digital Age: Seven traits of entrepreneurs. Even if you don't start a business, these defining traits of an entrepreneur will serve you well in business and in life.
This document discusses creating sustainable business models through innovation. It argues that innovation is key for business survival in today's fast-changing technological landscape. The document defines innovation as being integrated into a company's culture and driven by human potential. It advocates for the use of professional coaching to unlock employees' potential by giving them autonomy, purpose and the pursuit of mastery. Studies show coaching improves leadership, goal attainment and satisfaction. The document concludes that sustainable 21st century businesses must commit to innovation by empowering employees through coaching and supportive workplace structures.
Prolific is the world's first PCM (Personal Creativity Management) software platform. Founded by writer, artist and entrepreneur Scott Ginsberg, this slide deck takes you through the origin story of this revolutionary new business discipline. Try any of the 300+ tools for free at getprolific.io
Doing conventional innovation is no guarantee of success. New ways of innovating are starting with engineers and ending with business ideas, rather than starting with business people and ending with engineers. To innovate successfully, companies must ask the right questions, know where their market is, how big the opportunity is, where they currently are and where they want to be.
7Escaping the Marketing MorassJoe Sinfield and Scott D. .docxevonnehoggarth79783
7
Escaping the Marketing Morass
Joe Sinfield and Scott D. Anthony printed March-April 2007 | Volume 5 | Number 2
It is one of the holy grails of marketing: predictability in new product innovation. Yet again and again, smart companies spend tens of millions of dollars doing the best research they can do only to have products flop in the marketplace.
Our perspective is that the way that companies assess and analyze markets shoulders at least a portion of the blame for this unpredictability. Segmenting markets into demographic segments, or assuming that product categories divide the world, can consistently lead to offerings that don’t connect with consumers and miss opportunities for innovation. Companies continue to push for improvements along dimensions that overshoot consumer needs and then complain that commoditization has set in when looking at the market the right way can highlight attractive avenues for differentiation.
There must be a better way, one that allows companies to identify real opportunities that promise extraordinary returns. We believe that focusing on the “job” a customer is trying to get done can help companies break out of the marketing morass. This article describes how this jobs- to-be-done framework can help companies master the “innovation lifecycle,” improving their ability to spot high-growth opportunities, optimize existing products, and inject life into even the most stagnant categories. Jobs and the innovation life cycle
The concept of jobs to be done is described in Chapter 3 of Clayton Christensen’s 2003 book The Innovator’s
Solution
. The concept is simple. It holds that customers don’t really buy products, they hire them to get jobs done. To identify opportunities to create new growth, then, look first for important “jobs” that can’t be done satisfactorily with available solutions. You can think about a job as a problem a customer needs to solve. Remember the phrase attributed to Harvard Business School marketing guru Ted Levitt: “People don’t want a quarter-inch drill — they want a quarter-inch hole.”
For example, Intuit’s QuickBooks software makes it easy for small business owners to accomplish an important job: Make sure my business doesn’t run out of cash. Before Intuit’s innovation, existing alternatives, such as pen and paper and Excel spreadsheets, weren’t good enough to get this job done. Professional accounting software packages were actually too good — confusing and filled with unnecessary features. QuickBooks did the job better than any alternative and took over the category.
The jobs-to-be-done model is simple but powerful. It shifts focus from solutions that customers utilize to the problems they can’t adequately solve. Instead of categorizing customers into demographic groups that can be poor predictors of behavior, attitudes that might influence purchasing behavior, or activities that people currently perform (often because they have no better alternative), it zeros in on circumstances and.
The document provides 14 techniques for generating business ideas, including analyzing problems in one's current or previous job, drawing inspiration from successful ideas but improving them significantly, analyzing annual reports of public companies to find problems and opportunities, and applying new business models to existing ideas. It emphasizes that ideas are useless unless acted upon, and that execution is more important than coming up with a truly unique idea. The key is focusing on validating and scaling ideas, not just generating them.
The "Genesis: Idea Stage" ebook explains the phase where the journey starts for every startup: the idea stage. This eBook is the first part of the "Startup Master Class" series covering the idea, problem/solution fit, product/market fit and scaling stages.
The document discusses common pitfalls of managing change in a world that is changing faster than organizations' ability to learn and adapt.
1) Experience can decrease one's ability to detect and manage change, as patterns formed from past experiences may no longer apply in a changing environment.
2) Market surveys alone will not drive innovation, as they focus on common needs rather than exploring unorthodox perspectives that could reveal new opportunities.
3) Innovation is not a linear funnel process but a long-term, difficult journey with many potential failures - only 1 in 300,000 ideas actually provides business benefits. Success requires selecting a few ideas and carefully guiding them over time.
4) Both individuals who champion change
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
www.hbr.org June 2008 60 TheSecretstoSuccessfulStra.docxodiliagilby
www.hbr.org June 2008
60 The Secrets to Successful Strategy
Execution
Gary L. Neilson, Karla L. Martin, and Elizabeth Powers
72 The Next Revolution in Productivity
Ric Merrifield, Jack Calhoun, and Dennis Stevens
84 Design Thinking
Tim Brown
96 The Contradictions That Drive Toyota’s
Success
Hirotaka Takeuchi, Emi Osono, and Norihiko Shimizu
106 The Multiunit Enterprise
David A. Garvin and Lynne C. Levesque
22 Forethought
41 hBr Case study
Why Are We Losing All Our Good People?
Edward E. Lawler III
53 First Person
Business Basics at the Base of the Pyramid
Vikram Akula
123 Managing yourseLF
How the Best of the Best Get Better
and Better
Graham Jones
129 Big PiCture
Patent Sharks
Joachim Henkel and Markus Reitzig
138 exeCutive suMMaries
144 PaneL disCussion
…page 60
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84 Harvard Business Review | June 2008 | hbr.org
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homas EDison created the electric light-
bulb and then wrapped an entire indus-
try around it. The lightbulb is most often
thought of as his signature invention, but
Edison understood that the bulb was little more
than a parlor trick without a system of electric power
generation and transmission to make it truly useful.
so he created that, too.
Thus Edison’s genius lay in his ability to conceive
of a fully developed marketplace, not simply a dis-
crete device. he was able to envision how people
would want to use what he made, and he engineered
toward that insight. he wasn’t always prescient (he
Thinking like a designer
can transform the way
you develop products,
services, processes – and
even strategy.
by Tim Brown
Thinking
hbr.org | June 2008 | Harvard Business Review 85
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Design Thinking
86 Harvard Business Review | June 2008 | hbr.org
originally believed the phonograph would be used mainly
as a business machine for recording and replaying dictation),
but he invariably gave great consideration to users’ needs and
preferences.
Edison’s approach was an early example of what is now
called “design thinking” – a methodology that imbues the
full spectrum of innovation activities with a human-centered
design ethos. By this I mean that innovation is powered by a
thorough understanding, through direct observation, of what
people want and need in their lives and what they like or dis-
like about the way particular products are made, packaged,
marketed, sold, and supported.
Many people believe that ...
(No Plagiarism) Explain the statement Although many leading organi.docxtamicawaysmith
(No Plagiarism) Explain the statement: "Although many leading organizations have invested significant resources in developing the culture and routines for this innovation processes, most organizations continue to rely on the efforts of a handful of people and chance. An innovative organization is one that can perfect these routines in addition to creating an innovation culture in the organization that engages people. Five key routines can facilitate its management of the innovation process” (Dooley & O'Sullivan, 2003).
.
What made you choose this career path What advice do you hav.docxtamicawaysmith
The document discusses potential paths and college options after high school but provides little details. It briefly mentions fields of study and interests without elaborating on specific choices or recommendations. The document offers no clear direction or next steps for the reader.
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The document discusses factors that can encourage innovation, applicable to medical device and other industries. It identifies 10 key factors: having an innovative mindset; inspiring others; focusing on user needs; collaboration; providing a stimulating work environment; using diverse creative tools; initially ignoring constraints; taking risks; strong design and engineering; and leadership that champions innovation. Innovation is framed as a state of mind rather than a process, and these factors can help organizations lay foundations for creativity and success.
Presentation: Harnessing the Collective Wisdom of the CrowdIdeaScale
On Tuesday April 29th, CEO of Totem and IdeaScale Advisory Services Partner, Suzan Briganti introduced numerous methods of crowd data analysis, including an introduction to innovation analysis, insight & concept development overviews, and methods of insight validation. Learn more about crowd wisdom in this webinar recording.
This document discusses a system for navigating design-by-committee projects. It provides a 6 step process: 1) Identify the committee's objective. 2) Identify the fundamental function. 3) Identify current challenges. 4) Brainstorm solutions. 5) Select optimal solutions. 6) Evaluate solutions through the design process. Best meeting practices are also outlined, including having an agenda, introductions, check-ins, and check-outs. The document is authored by experience designer GK Rowe, who works to infuse creative solutions and experience design into business.
The document discusses the growing demand for authenticity from customers and employees. In today's business world, being authentic and human wins over being rational and faceless. Companies that maintain a personal, human relationship with customers through openly discussing challenges and criticisms are more successful. The document recommends that organizations embrace their authentic, human nature through the three phases of awareness, acceptance, and action. This includes conducting authenticity audits, promoting understanding of different styles and generations, and accepting responsibility for issues rather than ignoring them. Embracing authenticity leads to greater employee engagement, trust, and better business outcomes.
Unleashing the Power of Intrapreneurs and Innovators - June 2013Stefan Lindegaard
This document discusses open innovation and empowering intrapreneurs and innovators within organizations. It advocates adopting an open innovation mindset to work with both internal and external partners. It provides examples of companies that have successfully implemented open innovation approaches and developed intrapreneurship programs. The document emphasizes that developing the right culture, skills, and framework is important for organizations to change how they innovate and become more competitively unpredictable.
The Tolouse Lecture On Innovation Beta 8 22.01.10Pozzolini
This document outlines steps for getting a team started on innovation:
1. Assess your company's openness to innovation and build a portfolio of riskier and safer projects.
2. Put innovative "dreamers" in charge to generate new ideas.
3. Develop a culture that fosters creativity through risk-taking, welcoming new ideas, and rewarding acts of innovation.
4. Align innovation efforts with your company's strategic direction by communicating passion and hiring people with aligned skills and knowledge.
All text (except our introduction and commentary) taken word-for-word from the 10 Faces of Innovation summary on IDEO's website dedicated to the book by Tom Kelly. http://www.tenfacesofinnovation.com/ We bought and loved the book and encourage you to do the same.
SA Innovation Summit 2013: Open Innovation - New Opportunities, New ChallengesStefan Lindegaard
This document discusses open innovation and creating an innovation culture within organizations. It emphasizes that open innovation is key to becoming competitively unpredictable in today's business environment. The document provides examples of open innovation practices from various companies and discusses some of the challenges of changing an organization's culture to embrace open innovation and experimentation. It stresses that developing the right skills and mindsets among employees is important for fostering a strong innovation culture.
Innovation has transformed the world from the dark ages to today. The story of Thomas Edison shows how innovation can create immense value and success. Edison invented the phonograph and lightbulb after thousands of failed experiments. Successful companies continuously innovate in products, services, marketing and other areas. For example, Salesforce innovated the software-as-a-service model and Apple transformed the music industry with the iPod. Dell innovated supply chain management to build custom computers. Innovation requires questioning assumptions, observing customers, networking, experimenting and making connections. Companies can develop an innovation culture by encouraging these skills and sharing knowledge across the organization.
Innovation & Entrepreneurship in the Digital Age: Seven traits of entrepreneurs. Even if you don't start a business, these defining traits of an entrepreneur will serve you well in business and in life.
This document discusses creating sustainable business models through innovation. It argues that innovation is key for business survival in today's fast-changing technological landscape. The document defines innovation as being integrated into a company's culture and driven by human potential. It advocates for the use of professional coaching to unlock employees' potential by giving them autonomy, purpose and the pursuit of mastery. Studies show coaching improves leadership, goal attainment and satisfaction. The document concludes that sustainable 21st century businesses must commit to innovation by empowering employees through coaching and supportive workplace structures.
Prolific is the world's first PCM (Personal Creativity Management) software platform. Founded by writer, artist and entrepreneur Scott Ginsberg, this slide deck takes you through the origin story of this revolutionary new business discipline. Try any of the 300+ tools for free at getprolific.io
Doing conventional innovation is no guarantee of success. New ways of innovating are starting with engineers and ending with business ideas, rather than starting with business people and ending with engineers. To innovate successfully, companies must ask the right questions, know where their market is, how big the opportunity is, where they currently are and where they want to be.
7Escaping the Marketing MorassJoe Sinfield and Scott D. .docxevonnehoggarth79783
7
Escaping the Marketing Morass
Joe Sinfield and Scott D. Anthony printed March-April 2007 | Volume 5 | Number 2
It is one of the holy grails of marketing: predictability in new product innovation. Yet again and again, smart companies spend tens of millions of dollars doing the best research they can do only to have products flop in the marketplace.
Our perspective is that the way that companies assess and analyze markets shoulders at least a portion of the blame for this unpredictability. Segmenting markets into demographic segments, or assuming that product categories divide the world, can consistently lead to offerings that don’t connect with consumers and miss opportunities for innovation. Companies continue to push for improvements along dimensions that overshoot consumer needs and then complain that commoditization has set in when looking at the market the right way can highlight attractive avenues for differentiation.
There must be a better way, one that allows companies to identify real opportunities that promise extraordinary returns. We believe that focusing on the “job” a customer is trying to get done can help companies break out of the marketing morass. This article describes how this jobs- to-be-done framework can help companies master the “innovation lifecycle,” improving their ability to spot high-growth opportunities, optimize existing products, and inject life into even the most stagnant categories. Jobs and the innovation life cycle
The concept of jobs to be done is described in Chapter 3 of Clayton Christensen’s 2003 book The Innovator’s
Solution
. The concept is simple. It holds that customers don’t really buy products, they hire them to get jobs done. To identify opportunities to create new growth, then, look first for important “jobs” that can’t be done satisfactorily with available solutions. You can think about a job as a problem a customer needs to solve. Remember the phrase attributed to Harvard Business School marketing guru Ted Levitt: “People don’t want a quarter-inch drill — they want a quarter-inch hole.”
For example, Intuit’s QuickBooks software makes it easy for small business owners to accomplish an important job: Make sure my business doesn’t run out of cash. Before Intuit’s innovation, existing alternatives, such as pen and paper and Excel spreadsheets, weren’t good enough to get this job done. Professional accounting software packages were actually too good — confusing and filled with unnecessary features. QuickBooks did the job better than any alternative and took over the category.
The jobs-to-be-done model is simple but powerful. It shifts focus from solutions that customers utilize to the problems they can’t adequately solve. Instead of categorizing customers into demographic groups that can be poor predictors of behavior, attitudes that might influence purchasing behavior, or activities that people currently perform (often because they have no better alternative), it zeros in on circumstances and.
The document provides 14 techniques for generating business ideas, including analyzing problems in one's current or previous job, drawing inspiration from successful ideas but improving them significantly, analyzing annual reports of public companies to find problems and opportunities, and applying new business models to existing ideas. It emphasizes that ideas are useless unless acted upon, and that execution is more important than coming up with a truly unique idea. The key is focusing on validating and scaling ideas, not just generating them.
The "Genesis: Idea Stage" ebook explains the phase where the journey starts for every startup: the idea stage. This eBook is the first part of the "Startup Master Class" series covering the idea, problem/solution fit, product/market fit and scaling stages.
The document discusses common pitfalls of managing change in a world that is changing faster than organizations' ability to learn and adapt.
1) Experience can decrease one's ability to detect and manage change, as patterns formed from past experiences may no longer apply in a changing environment.
2) Market surveys alone will not drive innovation, as they focus on common needs rather than exploring unorthodox perspectives that could reveal new opportunities.
3) Innovation is not a linear funnel process but a long-term, difficult journey with many potential failures - only 1 in 300,000 ideas actually provides business benefits. Success requires selecting a few ideas and carefully guiding them over time.
4) Both individuals who champion change
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
www.hbr.org June 2008 60 TheSecretstoSuccessfulStra.docxodiliagilby
www.hbr.org June 2008
60 The Secrets to Successful Strategy
Execution
Gary L. Neilson, Karla L. Martin, and Elizabeth Powers
72 The Next Revolution in Productivity
Ric Merrifield, Jack Calhoun, and Dennis Stevens
84 Design Thinking
Tim Brown
96 The Contradictions That Drive Toyota’s
Success
Hirotaka Takeuchi, Emi Osono, and Norihiko Shimizu
106 The Multiunit Enterprise
David A. Garvin and Lynne C. Levesque
22 Forethought
41 hBr Case study
Why Are We Losing All Our Good People?
Edward E. Lawler III
53 First Person
Business Basics at the Base of the Pyramid
Vikram Akula
123 Managing yourseLF
How the Best of the Best Get Better
and Better
Graham Jones
129 Big PiCture
Patent Sharks
Joachim Henkel and Markus Reitzig
138 exeCutive suMMaries
144 PaneL disCussion
…page 60
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84 Harvard Business Review | June 2008 | hbr.org
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homas EDison created the electric light-
bulb and then wrapped an entire indus-
try around it. The lightbulb is most often
thought of as his signature invention, but
Edison understood that the bulb was little more
than a parlor trick without a system of electric power
generation and transmission to make it truly useful.
so he created that, too.
Thus Edison’s genius lay in his ability to conceive
of a fully developed marketplace, not simply a dis-
crete device. he was able to envision how people
would want to use what he made, and he engineered
toward that insight. he wasn’t always prescient (he
Thinking like a designer
can transform the way
you develop products,
services, processes – and
even strategy.
by Tim Brown
Thinking
hbr.org | June 2008 | Harvard Business Review 85
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Design Thinking
86 Harvard Business Review | June 2008 | hbr.org
originally believed the phonograph would be used mainly
as a business machine for recording and replaying dictation),
but he invariably gave great consideration to users’ needs and
preferences.
Edison’s approach was an early example of what is now
called “design thinking” – a methodology that imbues the
full spectrum of innovation activities with a human-centered
design ethos. By this I mean that innovation is powered by a
thorough understanding, through direct observation, of what
people want and need in their lives and what they like or dis-
like about the way particular products are made, packaged,
marketed, sold, and supported.
Many people believe that ...
Similar to 30 • Rotman Magazine SpringSummer 2006There is growing r.docx (20)
(No Plagiarism) Explain the statement Although many leading organi.docxtamicawaysmith
(No Plagiarism) Explain the statement: "Although many leading organizations have invested significant resources in developing the culture and routines for this innovation processes, most organizations continue to rely on the efforts of a handful of people and chance. An innovative organization is one that can perfect these routines in addition to creating an innovation culture in the organization that engages people. Five key routines can facilitate its management of the innovation process” (Dooley & O'Sullivan, 2003).
.
What made you choose this career path What advice do you hav.docxtamicawaysmith
The document discusses potential paths and college options after high school but provides little details. It briefly mentions fields of study and interests without elaborating on specific choices or recommendations. The document offers no clear direction or next steps for the reader.
Patient Population The student will describe the patient populati.docxtamicawaysmith
Patient Population: The student will describe the patient population that is impacted by the clinical issue. With a focus on the diversity of the human condition found within this patient population, the student will describe the influence that cultural values may have on the proposed solution. Proposed
Solution
: The student will set the stage for proposing the best solution to the clinical problem by using appropriate evidence-based data and integrating data from peer-reviewed journal articles. In this paper, the student will: i. Propose a clear solution to the clinical problem that is supported by a minimum of three scholarly, peer-reviewed journal articles.ii. Expand on the ethical considerations when developing the plan.
.
Dr. Paul Murray Bessie Coleman Jean-Bapiste Bell.docxtamicawaysmith
Dr. Paul Murray
Bessie Coleman
Jean-Bapiste Belley
Harriet Elizabeth Brown
Monte Irvin
Shirley Graham Dubois
Vernon Dahmer
Hale Woodruff
Jo Ann Robinson
Eugene "Pineapple" Jackson
Dr. Francis Cress Welsing
Dr. Kenneth Clark
Amy Jacques Garvey
Ophelia DeVore
Augusta Fells Savage
Eugene Jacques Bullard
Bobby Timmons
Clyde Kennard
Madison Washington
Joseph Winters
Sam Sharpe
Joseph Rainey
Bessie Stringfield
DJ Kool Herc
Lonnie Clayton
Mrs. Mamie Lang Kirkland
Lucius Septimius Bassianus
Carolyn Gudger
Jasmine Twitty
Daisy Bates
Ella Jenkins
Lewis Henry Douglass
Cynthia Robinson
Sylvester Magee
Mabel Fairbanks
Cathay Williams
Clara Belle Williams
John Baxter Taylor Jr.
Anna J. Cooper
The Black Seminoles
Dr. Daniel Hale Williams
Matthew Williams
Phillipa Schuyler
Yarrow Mamout
Mamie "Peanut" Johnson
Frank E. Petersen
"Miss Maggie" Walker
Paul Robeson
Olivia J. Hooker
Dr. Henry T Sampson
Lovie Yancy
Willie James Howard
Toni Stone (Marcenia Lyle Alberga)
Lucien Victor Alexis
Mevinia Sheilds
Dr. Lonnie Smith
Rosewood
Miss Jane Pittman
Lucy Terry
Abraham Galloway
Thomas Jennings
Irene Morgan
Paul Lawrence Dunbar
Jean Toomer
Doris Payne
Ann Petry
Madam C.J. Walker
Dr. May Edward Chinn
Greenwood, Tulsa, OK
Karen Bass
Dr. Dorothy Height
Dr. Geneva Smitherman
Michaëlle Jean
Robin Kelly
Mary Macleod Bethune
Jane Bolin
Donna Edwards
Dame Eugenia Charles
Dr. Thomas Elkins
Wilma Rudolph
Annie Malone
Ann Lowe
Black Wall Street
Cathy Hughes
Kamala Harris
Fannie Lou Hamer
Sarah Rector
Ruth Simmons
Claudette Colvin
MC Lyte
Benajin Banneker
Benjamin O. Davis, Jr.
Thurgood Marshall
Doris "Dorie" Miller
Cecil Noble
WC Handy
Dorothy Counts
Bayard Rustin
Dr. Eliza Ann Grier
Matthew Henson
Jesse Owens
Nina Simone
Wendell Scott
Adam Clayton Powell
Percy Julian
Dr. Charles Drew
Thomas "Fats" Waller
Satchel Paige
Bass Reeves
Marian Anderson
Josephine Baker
Joe Louis
Walter White
William Hastie
Elijah McCoy
Jan Matzelger
Lewis Latimer
Granville T. Woods
Fred Jones
Nella Larsen
Lloyd Hall
A. Philip Randolph
Althea Gibson
Barbara C. Jordon
Marcus Garvey
Malcolm X
James Meridith
Guy Buford
Hazel Scott
Stokely Carmichal
Denmark Vessey
Alex Haley
Virginia Hamilton
Ishmael Reed
Nalo Hopkinson
George Schuyler
Patricia Roberts Harris
John Lewis
Les McCann
Martin Delany
Derek Walcott
Carter Godwin Woodson
Alvin Ailey
Debbie Allen
Ralph Abernathy
Arthur Ashe
Crispus Attucks
Amiri Baraka
Seko.
In depth analysis of your physical fitness progress Term p.docxtamicawaysmith
In depth analysis of your physical fitness progress
Term paper should include details of:
▪ What worked and why (include all documentation)
▪ What didn’t and why
▪ Are your physical fitness results in alignment with your health continuum goals (include documentation)
▪ What are your current goals
▪ What are your future goals
▪ Develop a road map to get achieve those goals Due no later than November 30, 2020.
samples
Physical fitness benchmark assessments
Fitness assessment data sheet
Exercise charts
Personal physical fitness progress chart
Self assessment: Individual Health Continuum
.
Information systems infrastructure evolution and trends Str.docxtamicawaysmith
Information systems infrastructure: evolution and trends
Strategic importance of cloud computing in business organizations
Big data and its business impacts
Managerial issues of a networked organization
Emerging enterprise network applications
Mobile computing and its business implications
Instructions:
9- 10 pages (does not include Title page and references )
can Include images (not more than two)
Minimum six (6) sources – at least two (2) from peer reviewed journals
Include an abstract, introduction, and conclusion
.
⦁One to two paragraph brief summary of the book. ⦁Who is the.docxtamicawaysmith
⦁One to two paragraph brief summary of the book.
⦁Who is the author and his/her background?
⦁Does the author have any particular ideological viewpoint that he or she is trying to advance or do you consider the author to have been neutral and presented both sides of controversial issues? (You will find asking this same question will help you in other courses and your future career.)
⦁When was this book written? Does the author reflect the views (biases) of the time when the book was written? Why or why not?
⦁What did you find most interesting in the book? Least interesting?
⦁What additional topics should the author have included in the book? Why?
⦁How had people before the age of the telegraph attempted to communicate faster over distances?
⦁How did the telegraph reflect scientific and technological developments, both in the United States and other countries?
⦁Why did the telegraph represent such a revolutionary development and not just an incremental improvement in communication?
⦁How did the telegraph impact politics, journalism, business, military strategy and society in general?
⦁How were the American and European experiences similar or different in developing the telegraph? Did the telegraph have a similar impact in the United States and Europe?
⦁What do you think of the author’s title? Is the Victorian-era telegraph really the equivalent of today’s internet in terms of its impact or is that an exaggeration? Why or why not?
⦁Do you think the author makes the material interesting, understandable and relevant to the general public? Why or why not?
⦁If you were the editor in the publishing company, what changes would you make to the author’s draft?
⦁Did the book increase your interest in a particular issue that you would like to learn more about?
⦁Do you think it is worthwhile learn about the historical impact of scientific and technological developments?
⦁Would you recommend this book to a friend? Why or why not?
⦁Would you recommend that I continue to use this book in this course with future students?
.
100.0 Criteria10.0 Part 1 PLAAFP The PLAAFP thoroughly an.docxtamicawaysmith
This document provides information about a student named Alicia for the purposes of developing her IEP. It includes her background information and diagnoses of ADD and dyscalculia. Her strengths include average reading skills and interest in dance, while her challenges involve focus, organization, math skills, and independence. The PLAAFP section will use this information to outline Alicia's present levels of performance, while her transition plan will address independence, employment, and post-secondary education goals based on her interests.
102120151De-Myth-tifying Grading in Sp.docxtamicawaysmith
10/21/2015
1
De-Myth-tifying Grading
in Special Education
1980 2015
10/21/2015
2
Primary Purpose
• “the primary purpose of…grades…
(is) to communicate student
achievement to students, parents,
school administrators,
post-secondary institutions and
employers.” and
• To provide teachers with information
for instructional planning.
Taken from “Reporting Achievement at the Secondary School Level: What and How?”, in Communicating Student
Learning: ASCD Yearbook 1996, p. 120.
What makes grading so
hard?
• Teacher preparation programs seldom include course work or
even discussions of recommended practices for grading
students in general, much less for students who may be
struggling learners. As a result, teachers at all grade levels
grapple with issues of fairness in grading.
• Despite the magnitude of this problem, few recommendations
for grading struggling learners can be found in the research
literature or in education policy.
• Urban Grading Legends
10/21/2015
3
Urban Legends:
Bigfoot/Sasquatch
Urban Legends
• I can’t fail a special education
student.
• I give all my Life Skills students an
85.
• The report card grade does not really
mean anything.
10/21/2015
4
Urban Legends
• The grade on the report card can’t be less
than the IEP mastery level (default 70%)
• I teach a lot in my classroom, but I can
only grade the things that are on the IEP.
• I don’t do the grades for my special
education students in my classroom, the
special education teacher does that for
me.
What’s the
problem??
• Some students are not getting REAL
grades.
• Multiple court cases regarding failing
students who are not receiving
appropriate specially designed instruction
or students only get “A’s” and it doesn’t
truly reflect how he/she really performs in
relation to the curriculum
10/21/2015
5
What does the law really
say?
• Neither the Individuals with Disabilities Education Act
(IDEA) nor any other federal education laws contain
requirements for grading. Therefore, each state has
discretion on the issue.
• The TEC is the set of state laws our state legislators have
passed that relate to education. ARD committees do not
have the authority to override state laws. The Texas
Administrative Code (TAC) is the set of rules that the State
Legislature has authorized Texas Education Agency (TEA)
or the State Board to write. ARD committees must also
follow these rules.
• The state statutes apply to all public school students in
Texas regardless of special education eligibility.
Local Grading Policies
TEC §28.0216
(1) “must require a classroom teacher to assign a grade that
reflects the students’ relative mastery of an assignment;
[and]
(2) may not require a classroom teacher to assign a
minimum grade for an assignment without regard to the
student’s quality of work.”
(3) may allow a student a reasonable opportunity to make up
or redo a class .
100.0 %Criteria
30.0 %Flowchart Content
The flowchart skillfully depicts the two possible discipline paths following the manifestation determination. In addition, there are two comprehensively aligned IEP goals for each determination.
40.0 %Legal Issues Analysis
A compelling analysis is included regarding any legal issues raised by the change in Carrie's transportation, proficiently incorporating relevant statutes, regulations, and case decisions.
5.0 %Research
Research strongly supports the information presented. Sources are timely, distinctive and clearly address all of the criteria stated in the assignment.
5.0 %Rationale Organization
The content is well organized and logical. There is a sequential progression of ideas related to each other. The content is presented as a cohesive unit and the audience is provided with a clear sense of the main idea.
5.0 %Overall Flowchart Presentation
The work is well presented. The overall appearance is neat and professional. Work would be highly desirable for public dissemination.
10.0 %Mechanics of Writing (includes spelling, punctuation, grammar, language use)
Submission is virtually free of mechanical errors. Word choice reflects well-developed use of practice and content-related language. Sentence structures are varied and engaging.
5.0 %Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)
Sources are documented completely and correctly, as appropriate to assignment and style, and format is free of error.
100 %Total Weightage
.
100 words agree or disagree to eac questions Q 1.As her .docxtamicawaysmith
100 words agree or disagree to eac questions
Q 1.
As her defense attorney, I will argue that the officer did not only not read Sally's Miranda rights; he also did not respect her right to consul. After Sally made her allegedly verbal utterance, the Officer should have known to read Sally her rights. I will bring up that during New Jersey v. James P. Kucinski, Oct 26, 2016, the defendant was arrested for the bludgeoning death of his brother. The defendant was taken to police headquarters for questioning after the defendant was advised of his Miranda rights; he requested an attorney. The law enforcement officers terminated the interrogation, spoked with their supervisor, and approximately eight minutes later, the officers returned into the room and advised the defendant that he was being charged with murder. The scare tactic worked, and the defendant asked to speak with the officers. The defendant reluctantly answered a series of questions. Before trial, the defendant moved for suppression motion because the officers did not honor his request for counsel. The court denied the motion, during further questioning the defendant claimed to have acted in self-defense, the defense counsel moved for a mistrial. The trial court denied the motion for mistrial but instructed the jury that the defendant's right to remain silent should be limited to assessing his credibility. The defendant was charged with first-degree murder and third-degree possession of a weapon for unlawful purposes The Appellate Division reversed the defendant's conviction and motion for a new trial due to the prosecutor's question doing cross-examination was improper. The panel concluded that the defendant invoked his right to remain silent by telling law enforcement officers that he did not want to talk or answer questions. The Appellate Division found that the trial court instructions to the jury were flaws, and the supreme court agreed and affirmed. The officers should have stopped all questioning and contacted the defendant's attorney.
New Jersey v. Kucinski (2017). https://law.justia.com/cases/new-jersey/supreme-court/2017/a-58-15.html
Q 2.
My last name begins with a K. so I am answering in the role of prosecutor. Sally was originally pulled over because she had shown probable cause of drunk driving. Upon her traffic stop, Sally was then searched after being arrested and the handgun and drugs were found on her body. The police asked about the two items but did not “interrogate” her. Sally voluntarily answered the arresting officers’ questions and in doing so piled new charges onto her initial arrest charge. I believe that the judge will deny the request to suppress the admission of Sally’s statements. Sally does have rights under the Fifth Amendment, but her statements to the police officers were not coerced out of her. The Cornell Law School website states that the Fifth Amendment, under the self-incrimination clause, if an individual makes a spo.
101118, 4(36 PMCollection – MSA 603 Strategic Planning for t.docxtamicawaysmith
10/11/18, 4(36 PMCollection – MSA 603 Strategic Planning for the Admin ...
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Thread: dis 4
Post: dis 4
Author:
Posted Date: October 9, 2018 8:50 PM
Status: Published
Overall Rating:
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(Post is Read)
Brian Mcleod
I would say that for them to move the work and still be ethical defensible are work conditions,
respect for labor laws of the parent company, and job opportunities for the long-term
employees.
To expand on this would be the work conditions. The conditions that the workers have to work
under should be the same conditions that workers in the US have to work under. This involves
safety and environmental protection for the workers.
Labor laws of the host country and “most” of the internally recognized laws must be observed.
Overtime and child labor are a couple of items.
The long-term employees should be given the opportunity to move to another US based plant if
possible or to the new country.
Sometimes because of the state of the industry companies do have to make these decisions or
face possible bankruptcy. This alternative may not be the perfect solution but better than
bankrupting a company that still has operation in the US.
← OK
�
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Thread: DB4
Post: DB4
Author:
Posted Date: October 10, 2018 8:51 PM
Status: Published
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(Post is Read)
Christina Lacroix
It is ethically defensible to outsource production when the outcome of not outsourcing
would negatively impact stakeholders. Organizations define their most important
stakeholders, often the shareholders, as they invested capital. While some risk is
assumed by shareholders as a fiduciary managers have an obligation to the
shareholders to protect their interest when possible. A company risks shareholder
investment (access to capital) and jeopardizes all other stakeholders such as
employees, suppliers, and creditors. An organization cannot risk itself and the other
stakeholders depending upon in order to save employees.
The organization should do its due diligence in securing its outso.
100 words per question, no references needed or quotations. Only a g.docxtamicawaysmith
100 words per question, no references needed or quotations. Only a general idea or opinion.
A.
· Compare and contrast two works from the Italian Baroque period with two works from the Renaissance. Be sure to note the appearance in the works of the defining characteristics from each period.
· Discuss why artistic expression shifted from the restrained stoicism of the Renaissance to that of the heightened emotion in the religious and other works of the Baroque.
B. From video
Goya -
The Third of May
- If you cannot see this video, click here -
https://youtu.be/e7piV4ocukg
Respond in writing to the following questions after reading Chapter 12, watching the video, and exploring the sites above.
1. Heroism, nationalism, and passion are themes associated with Romanticism. Which
three
landmarks of the nineteenth century are most representative of these themes? You can discuss art, philosophy, or literature.
2. Compare Neoclassicism and Romanticism as styles and sensibilities. What do their differences reflect about patronage, popular taste, and historical change? Provide specific examples from the chapters.
C.
1. From the arts of West Africa, what are some characteristics of African cultural heritage?
2. How did their religious beliefs influence their art and music.
D.
Watch video below
Manet -
Déjeuner
sur
l’herbe -
If you cannot see this video, click
https://youtu.be/3xBGF8H3bQ4
1. Viewers of Manet’s
Déjeuner sur l’herbe
initially responded to its public display by attacking the canvas with their umbrellas. Why?
2. What kind of art has evoked a comparable response in our own time? Do some research online. Find a recent work of art that caused controversy. Summarize the reasons for the controversy and your reaction to it. Try not post the same article as someone else. (This board is not POST FIRST, so you will be able to see what others have posted right away.) If you can, attach a picture of the image you are describing to your posting.
E.
Watch the video below. If you cannot see the video, click here:
https://youtu.be/XyLNPumMMTs
George Braque, Violin and Pitcher, (1909)
•
Pablo Picasso, Guernica, (1937)
•
Marcel Duchamp, Nude Descending a Staircase, (1912)
Respond in writing to the following question after reading Chapter 14 in your text, watching the video above, viewing the Web Assignments, and the sites above.
1. Describe how they three have departed from styles such as symbolism and impressionism of the late nineteenth century.
F.
Take some time to reflect on all we have covered in this course. Then, respond in writing to the following question.
1. After your experience in this course, describe why you feel the humanities are important.
.
100A 2
2 4 4
5
1A 1034 5
1B 1000 10
1C 1100 1
1D 1123 20
1E 1210 5
20 10 10
7
1A 2180 20
1B 1283 20
1C 3629 5
1D 3649 3
1E 4051 15
1F 4211 1
1G 5318 5
100B 1
2 4 1
3
1A 2180 10
1B 1283 10
1C 3629 5
100C 2
0 0 0
3
1A 6774 5
1B 6869 5
1C 6879 2
0 0 0
4
1A 6774 2
1B 6869 5
1C 6879 1
1D 7555 10
100D 1
10 5 3
3
1A 2180 5
1B 3649 2
1C 4211 3
Self-care and Residency Reflection Paper Scoring Rubric -
Content
80 Points
Points Earned
Additional Comments:
All key elements of the assignment are covered in a substantive way.
Write a 700- to 1,050-word paper to reflect on your residency experience and outline your plan for self-care. Please use the self-care and residency reflection paper template posted in Student Materials for this assignment.
Consider the following questions when writing your reflection:
a) What have you learned about yourself during residency?
b) What have you learned about yourself as a counselor-in-training during residency?
c) What are aspects of residency that you enjoyed? Why did you enjoy these aspects?
d) What aspects of residency did you not enjoy? Why did you not enjoy these aspects?
e) What is counselor self-care? Why is it important? Include two separate in-text and end of work references.
f) What strategies for maintaining self-care did you try throughout this program? How can you implement these strategies?
g) How will you know when you are experiencing burnout? What can you do to prevent this?
The content is comprehensive, accurate, and /or persuasive.
The paper links theory to relevant examples of current experience and industry practice and uses the vocabulary of the theory correctly. This refers to the use of literary references. Generally you will need one separate literary reference for each main point (objective) of your paper.
Major points are stated clearly and are supported by specific details, examples, or analysis.
Organization / Development
35 Points
Points Earned
Additional Comments:
The paper has a structure that is clear, logical, and easy to follow.
The paper develops a central theme or idea, directed toward the appropriate audience.
The introduction provides sufficient background on the topic and previews major points.
The conclusion is logical, flows from the body of the paper, and reviews the major points.
Transitions between sentences/ paragraphs/sections aid in maintaining the flow of thought.
The tone is appropriate to the content and assignment.
Mechanics
35 Points
Points Earned
Additional Comments:
The paper, including the title page, reference page, tables, and appendices follow APA guidelines for format.
Citations of original works within the body of the paper follow APA guidelines.
The paper is laid out with effective use of headings, font styles, and white space.
Rules of grammar, usage, and punctuation are followed.
Sentences are complete, clear, concise, and varied.
Spelling is correct.
.
10122018Week 5 Required Reading and Supplementary Materials - .docxtamicawaysmith
10/12/2018
Week 5 Required Reading and Supplementary Materials - MGMT 670 9042 Strategic Management Capstone (2188)
https://learn.umuc.edu/d2l/le/content/333174/viewContent/13406413/View
/2
Required Readings:
From the UMUC library: (Note: You must search for these articles in the UMUC library. In the case of video links in the UMUC library, exact directions are given on how to find the video.)
Porter's Five-Forces model. (2009). In Encyclopedia of management (6th Ed., pp. 714-717).
From Other websites:
Evaluating the industry. (2012). In Mastering strategic management. Washington, DC: Saylor Academy. Retrieved from https://saylordotorg.github.io/text_mastering-strategic-management/s07-03-evaluating-the-industry.html
The impact of external and internal factors on strategy. (2016, 31 May). In Boundless Management. Retrieved from https://courses.lumenlearning.com/boundless-management/chapter/strategic-management/
Mapping strategic groups. (2012). In Mastering strategic management. Washington, DC: Saylor Academy. Retrieved from https://saylordotorg.github.io/text_mastering-strategic-management/s07-04-mapping-strategic-groups.html
The PESTEL and SCP frameworks. (2016, 26 May). In Boundless management. Retrieved from https://courses.lumenlearning.com/boundless-management/chapter/external-inputs-to-strategy/
The relationship between an organization and its environment. (2012). In Mastering strategic management. Washington, DC: Saylor Academy. Retrieved from https://saylordotorg.github.io/text_mastering-strategic-management/s07-01-the-relationship-between-an- or.html
Strategic group mapping. (2010, October 5). MBA lectures. Retrieved from http://mba-lectures.com/management/strategic- management/1000/strategic-group-mapping.html
Supplementary Materials:
From the UMUC library: (Note: You must search for these articles in the UMUC library. In the case of video links in the UMUC library, exact directions are given on how to find the video.)
Anand, B. N. (2006). Crafting business strategy and environmental scanning [Video]. Harvard Business School Faculty Seminar Series.
Follow these steps to find this video:
Go to http://sites.umuc.edu/library/index.cfm
Type in the entire name of the article: "Crafting business strategy and environmental scanning," into the search box and click on "search."
Click on "multimedia" in the upper left hand corner of the webpage (under "Ask a Librarian.)
Type in the entire name of the article: "Crafting business strategy and environmental scanning," in the box at the top of the page to the left of the word, "Search."
Make sure only "Business Videos" and "Find all my search term" are the only boxes that are checked. Uncheck both "Image Collection" and "Apply equivalent
subjects"
Click on "Search" at the bottom right hand corner of the webpage. It is a small word in a box. The next page shows the article. Click on the article.
Dahab, S. (2008). Five forces. In S. R. Clegg & J. R. Bailey (Eds.), International en.
101416 526 PMAfter September 11 Our State of Exception by .docxtamicawaysmith
10/14/16 5:26 PMAfter September 11: Our State of Exception by Mark Danner | The New York Review of Books
Page 1 of 11http://www.nybooks.com/articles/2011/10/13/after-september-11-our-state-exception/?printpage=true
After September 11: Our State of Exception
Mark Danner OCTOBER 13, 2011 ISSUE
We are in a fight for our principles, and our first responsibility is to live by them.
—George W. Bush, September 20, 2001
1.
We are living in the State of Exception. We don’t know when it will end, as we don’t know when the War on Terror will
end. But we all know when it began. We can no longer quite “remember” that moment, for the images have long since
been refitted into a present-day fable of innocence and apocalypse: the perfect blue of that late summer sky stained by acrid
black smoke. The jetliner appearing, tilting, then disappearing into the skin of the second tower, to emerge on the other
side as a great eruption of red and yellow flame. The showers of debris, the falling bodies, and then that great blossoming
flower of white dust, roiling and churning upward, enveloping and consuming the mighty skyscraper as it collapses into the
whirlwind.
To Americans, those terrible moments stand as a brightly lit portal through which we were all compelled to step, together,
into a different world. Since that day ten years ago we have lived in a subtly different country, and though we have grown
accustomed to these changes and think little of them now, certain words still appear often enough in the news—
Guantánamo, indefinite detention, torture—to remind us that ours remains a strange America. The contours of this
strangeness are not unknown in our history—the country has lived through broadly similar periods, at least half a dozen or
so, depending on how you count; but we have no proper name for them. State of siege? Martial law? State of emergency?
None of these expressions, familiar as they may be to other peoples, falls naturally from American lips.
What are we to call this subtly altered America? Clinton Rossiter, the great American scholar of “crisis government,”
writing in the shadow of World War II, called such times “constitutional dictatorship.” Others, more recently, have spoken
of a “9/11 Constitution” or an “Emergency Constitution.” Vivid terms all; and yet perhaps too narrowly drawn, placing as
they do the definitional weight entirely on law when this state of ours seems to have as much, or more, to do with politics
—with how we live now and who we are as a polity. This is in part why I prefer “the state of exception,” an umbrella term
that gathers beneath it those emergency categories while emphasizing that this state has as its defining characteristic that it
transcends the borders of the strictly legal—that it occupies, in the words of the philosopher Giorgio Agamben, “a position
at the limit between politics and law…an ambiguous, uncertain, borderline fringe, at the intersection of the legal and the
political.”
Call it, then, the s.
100 words per question, no references needed or quotations. Only.docxtamicawaysmith
100 words per question, no references needed or quotations. Only a general idea or opinion.
A.
· Compare and contrast two works from the Italian Baroque period with two works from the Renaissance. Be sure to note the appearance in the works of the defining characteristics from each period.
· Discuss why artistic expression shifted from the restrained stoicism of the Renaissance to that of the heightened emotion in the religious and other works of the Baroque.
B. From video
Goya -
The Third of May
- If you cannot see this video, click here -
https://youtu.be/e7piV4ocukg
Respond in writing to the following questions after reading Chapter 12, watching the video, and exploring the sites above.
1. Heroism, nationalism, and passion are themes associated with Romanticism. Which
three
landmarks of the nineteenth century are most representative of these themes? You can discuss art, philosophy, or literature.
2. Compare Neoclassicism and Romanticism as styles and sensibilities. What do their differences reflect about patronage, popular taste, and historical change? Provide specific examples from the chapters.
C.
1. From the arts of West Africa, what are some characteristics of African cultural heritage?
2. How did their religious beliefs influence their art and music.
D.
Watch video below
Manet -
Déjeuner
sur
l’herbe -
If you cannot see this video, click
https://youtu.be/3xBGF8H3bQ4
1. Viewers of Manet’s
Déjeuner sur l’herbe
initially responded to its public display by attacking the canvas with their umbrellas. Why?
2. What kind of art has evoked a comparable response in our own time? Do some research online. Find a recent work of art that caused controversy. Summarize the reasons for the controversy and your reaction to it. Try not post the same article as someone else. (This board is not POST FIRST, so you will be able to see what others have posted right away.) If you can, attach a picture of the image you are describing to your posting.
E.
Watch the video below. If you cannot see the video, click here:
https://youtu.be/XyLNPumMMTs
George Braque, Violin and Pitcher, (1909)
•
Pablo Picasso, Guernica, (1937)
•
Marcel Duchamp, Nude Descending a Staircase, (1912)
Respond in writing to the following question after reading Chapter 14 in your text, watching the video above, viewing the Web Assignments, and the sites above.
1. Describe how they three have departed from styles such as symbolism and impressionism of the late nineteenth century.
F.
Take some time to reflect on all we have covered in this course. Then, respond in writing to the following question.
1. After your experience in this course, describe why you feel the humanities are important.
Edit question's body
.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
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Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
30 • Rotman Magazine SpringSummer 2006There is growing r.docx
1. 30 • Rotman Magazine Spring/Summer 2006
There is growing recognition that fostering
a culture of innovation is critical to success,
as important as mapping out competitive
strategies or maintaining good margins. A
recent Boston Consulting Group sur-
vey covering nearly 50 countries and all
sorts of businesses reported that nine out of
ten senior executives believe generating
growth through innovation is essential for
success in their industry. Having optimized
operations and finances, many companies
are now recognizing that growth through
innovation is their best strategy to compete
in a world marketplace in which some of
the players may have lower-cost resources.
Whether you sell consumer electronics or
financial services, the frequency with
which you must innovate and replenish
your offerings is rapidly increasing.
The ten innovation personas described
here are not necessarily the most powerful
people you will ever meet; they don’t have
to be, because each persona brings its own
tools, its own skills, its own point of view. In
a post-disciplinary world where the old
descriptors can be constraining, these new
roles can empower a new generation of inno-
vators. They give individuals permission to
2. make their own unique contribution to the
social ecology and performance of the team.
Make sure these ten personas have a
place in your organization. Together you
can do extraordinary things.
The Learning Personas
The first three personas are driven by
the idea that no matter how successful a
company currently is, no one can afford to
be complacent.
1. The Anthropologist brings new learning
and insights into the organization by
observing human behaviour and developing
a deep understanding of how people inter-
act physically and emotionally with
products, services, and spaces. Anthropolo-
gists practice the Zen principle of
‘beginner’s mind’. Even with extensive
educational backgrounds and lots of expe-
rience in the field, these people seem
unusually willing to set aside what they
‘know’, looking past tradition and even
their own preconceived notions.
If you want fresh and insightful obser-
vations, you have to be innovative about
where and how you collect those observa-
tions. For instance, let’s say you want to
gain insight into improving a patient’s expe-
rience in a busy hospital. Ask the doctors or
nurses? Talk to lots of patients? Circulate a
thoughtfully prepared survey? All of these
3. approaches sound reasonable, but IDEO’s
Roshi Gvechi opted for a more radical
The right project at the right time can spark a culture of
innovation that takes on a life of its own. Here are ten
types of innovators that can make it happen.
by Tom Kelley
ROT022
Rotman Magazine Spring/Summer 2006 • 31
technique. Roshi, who has a background in
film and new media, decided to bring a
video camera right into the hospital room.
With the permission of the patient and hos-
pital staff, she and her camera essentially
moved in with a woman undergoing hip-
replacement surgery. Roshi set up her
video camera in the corner to run a few
seconds every minute for 48 hours straight.
To get the full experience firsthand, she
stayed in the room herself for two days,
occasionally squeezing in a catnap in a
reclining chair next to the bed.
After seeing the video and talking to
Roshi, I’m convinced that we’re just scratch-
ing the surface for this novel technique. My
advice is to pull out your video camera or
find someone with a cinematographer’s
bent. What if you set up a camera to record
the activity in a retail store? A factory floor?
4. Your offices? Not to spy on your staff, but to
gain a better understanding of the ebbs and
flows of your customers and your business.
The next time you’re looking for new dis-
coveries, instead of holding a focus group,
why not focus a lens on real customers,
gaining insight into how they interact with
your products, your services, your spaces.
Picking up on their smallest nuances can
offer tremendous opportunities.
2. The Experimenter prototypes new ideas
continuously, learning by a process of
enlightened trial and error. Taking calcu-
lated risks to achieve success through a
state of ‘experimentation as implementa-
tion’, this second persona may be the most
classic role an innovator plays. Great inven-
tors come to mind when we think of
experimenters, people like da Vinci and
Thomas Edison. But when it comes to
innovation, Experimenters don’t need to
be geniuses.What they share is a passion for
hard work, a curious mind, and an open-
ness to serendipity. Like Edison, they strive
for inspiration but never shy away from
perspiration. Few people stop to consider
where the name for the ubiquitous spray
lubricant WD-40 came from, but it actually
refers to the 39 failed experiments in com-
ing up with the perfect water-displacement
formula before the company finally
achieved success.
5. Experimenters love to play, to try dif-
ferent ideas and approaches. They make
sure everything’s faster, less expensive, and
hopefully more fun. Experimenters
embrace little failures at the early stages to
avoid big mistakes later on.They work with
teams of all shapes and sizes. They invite in
colleagues, partners, customers, investors,
even kids to try out their works-in-process
– all the possible stakeholders who might
have insights that could make the prototype
better. Experimenters delight in how fast
they take a concept from words to sketch,
to model, to a successful new offering.
3. The Cross-Pollinator explores other
industries and cultures, then translates
those findings to fit the unique needs of
your enterprise. Cross-pollinators can cre-
ate something new and better through the
unexpected juxtaposition of seemingly
unrelated ideas or concepts. They often
innovate by discovering a clever solution in
one context or industry, then translating it
successfully to another. For example, it was
a Cross-Pollinator who transplanted the
idea of a piano keyboard from the musical
world to create early manual typewriters in
the business world, which of course
evolved step by step into the electronic
keyboards we all use today. Computer pio-
neers got the idea for IBM punch cards –
and arguably even the digital computer
itself – from a punch-card system for weav-
ing complex fabric patterns on a silk loom.
6. In the corporate world, you can usually
spot people in Cross-Pollinator mode:
they’re the traveler who ranges far and
wide for business and pleasure, returning
to share not just what they saw but also
what they learned; the voracious reader
devouring books, magazines, and online
sources to keep themselves and the team
abreast of popular trends and topics. Well
rounded, they usually sport multiple inter-
ests that lend them the experience
necessary to take an idea from one business
challenge and apply it in a fresh context.
Organizing Personas
The next three personas are organizing roles,
played by individuals who are savvy about
the often counterintuitive process of how
organizations move ideas forward.
4. The Hurdler knows the path to innova-
tion is strewn with obstacles and develops a
knack for overcoming or outsmarting those
roadblocks. Hurdlers get a charge out of
trying to do something that’s never been
done before. They know that you don’t
always have to tackle a challenge head-on if
you can find a way to sidestep it.
Shortly after Toyota launched its new
Lexus brand in the U.S., the automaker had
a quality issue that was a borderline recall
problem. I can imagine someone advocating
‘the voice of reason’ and suggesting that the
7. company suppress the issue or try to smooth
it over quietly. Instead, they contacted every
Lexus owner and informed them of the
issue. And what they did next was to flip the
situation. To minimize any inconvenience,
they sent a technician to owners’ homes and
offices to do a diagnostic and – if necessary
– a repair on-site.While they were at it, they
cleaned the cars, something which has
become a part of the Lexus formula ever
since. As far as I know, the idea of making
house calls to every Lexus owner was
unprecedented in the history of the automo-
tive industry. Instead of damaging the brand,
the inspection program gave every Lexus
owner the chance to brag about the extraor-
dinary service that came with their new car.
This turned into a key part of their long-
term strategy to build a luxury brand from
scratch and raise it to #1 in customer satis-
faction.
We all know a Hurdler when we see
one, the kind of tireless problem-solver
who overcomes obstacles so naturally that
In a post-disciplinary world where the
old descriptors can be constraining,
these new roles can empower a new
generation of innovators.
32 • Rotman Magazine Spring/Summer 2006
sometimes it seems as if they weren’t even
8. there. Hurdlers can be savvy risk takers,
and are often the most street-smart mem-
bers of your team. Breaking rules comes
naturally, and they know how to cleverly
work outside the system. Give them a con-
straint, a tight deadline, a small budget, and
they’re likely to excel.
5. The Collaborator helps bring eclectic
groups together, and often leads from the
middle of the pack to create new combina-
tions and multidisciplinary solutions.
Collaborators stir up the pot. They bring
people together to get things done, and are
proactive cross-trainers, willing and able to
leap organizational boundaries to coax us
out of our silos. When energy or enthusi-
asm flags, there is no better cheerleader.
The Collaborator is that rare person who
truly values the team over the individual,
and project accomplishments beyond indi-
vidual achievements.
Just down the street from IDEO’s Palo
Alto campus is a Whole Foods supermar-
ket. Whole Foods’ rise is more than simply
the tale of a well-designed store or the
growing popularity of wellness and health-
ier foods. By challenging conventional
wisdom about labour and management, the
chain is literally offering a new way to man-
age a labour-intensive business. In an
industry plagued by razor-thin margins, the
company earned nearly $200 million in
profit over the last two years.
9. One of the secrets to Whole Foods’
success is the collaborative model that per-
meates the operation. While the big chains
have plenty of managers and clerks, Whole
Foods generates more creative, engaged,
project-oriented teams. Each store has eight
in-house teams, and each does its own hir-
ing. New employees are hired by the bakery
team, the seafood team, or whatever group
they’re joining. A month after you’re hired,
two-thirds of your fellow employees must
vote to keep you on. In other words, you’ve
got to pull your weight. And like the best
project teams everywhere, the Whole Foods
functional groups have a lot of say in every-
thing from what they stock in their area to
how they display the food. Increased sales
and profits for a team translate into extra
compensation for members. The lesson
from Collaborators is simple: transform the
work of your organization into projects
headed by teams. Give them a powerful
role in their work. You’re bound to reap
positive results.
6. The Director not only gathers together a
talented cast and crew, but also helps to
spark their creative talents. You know the
Director: she’s the person mapping out the
production, crafting the scenes, bringing
out the best among actors and actresses,
getting it done.
One standout Director among the
clients I’ve met in the past few years is Clau-
10. dia Kotchka, vice president of design,
innovation, and strategy at Procter &
Gamble, who was recently described in For-
tune magazine as “the most powerful design
executive in the country.” Reporting directly
to CEO A. G. Lafley, Claudia is part of
P&G’s new secret formula for success. She’s
adept at playing the Anthropologist and Col-
laborator roles, but her true calling is as a
Director. She uses sheer force of personality
to coax, cajole, and corral people into seeing
things her way. Among many other initia-
tives, she helped set up a corporate
innovation fund and then asked managers in
P&G’s global business units to suggest “prob-
lems worth solving” – the kind of things that
kept them up at night. She rejected 90 per
cent of the proposals, mostly because she
considered them “not hard enough,” but
ended up with a great list of projects to move
forward on collectively. We think P&G has
created an innovation-driven strategy that’s
bound to produce results.
Directors are unlike all the other per-
sonas because their main purpose is to
inspire and direct other people, developing
chemistry in teams, targeting strategic
opportunities, and generating innovation
momentum. There’s an old adage in Holly-
wood that “directing is 90 per cent casting.”
Great Directors build a team of people who
need little direction and can lead by exam-
ple themselves.
11. The Building Personas
The four remaining personas are
building roles that apply insights from the
learning roles and channel the empower-
ment from the organizing roles to make
innovation happen.
7. The Experience Architect designs com-
pelling experiences that go beyond mere
functionality to connect at a deeper level
with customers’ latent or expressed needs.
Their experiences stand out from the crowd.
They keep you from being relegated to the
commodity world, where price is the only
point of comparison. They engage your
senses, incorporating tactile sensations,
orchestrating the clever use of sound, search-
ing for opportunities to add smell or taste.
One way to get started in this role is to
look at every aspect of your business and ask,
“Is this ordinary, or at least slightly extraor-
dinary?” Experience Architects fend off the
ordinary wherever they find it, fighting
against the forces of entropy and commoditi-
zation. Asking this question is a remarkably
simple and effective approach: how’s the
experience of calling your customer-service
line – ordinary or extraordinary? What’s the
experience of a first-time customer? You can
also apply this methodology to the experi-
ence inside your company. How tasty is the
menu when your hot project team has a
noontime meeting: ordinary or extraordi-
12. nary? How extraordinary is the first day as a
new employee? Ask FedEx, Callaway Golf,
or JetBlue Airlines, or any of a hundred
other companies who shook loose of the
ordinary and realized extraordinary returns.
We all know a Hurdler when we see
one: the kind of tireless problem-solver
who overcomes obstacles so naturally
that sometimes it seems as if they
weren’t even there.
Rotman Magazine Spring/Summer 2006 • 33
8. The Set Designer creates a stage on
which innovation team members can do
their best work, transforming physical envi-
ronments into powerful tools to influence
behaviour and attitude. Companies like
Pixar and Industrial Light & Magic
recognize that the right office environments
can help nourish and sustain a creative cul-
ture. When a business team doubles its
usable output after reinventing its space and
a sports team discovers a renewed winning
ability in a brand-new stadium, they are
demonstrating the value of the Set Designer.
We all know lousy spaces when we see
them, yet all too many companies keep
churning them out. Oh, we’ve got comput-
ers and mobile phones and networked
printers, but the space rarely sings.
When Procter & Gamble decided it
13. needed a special place to nurture fresh new
initiatives, we helped them design a space
they call The Gym, a 10,000-squarefoot
innovation center. One key decision was to
build The Gym in a location near the major-
ity of P&G Cincinnati employees – in other
words, they wanted an ‘off-site’ to be built
‘on-site’. Three large learning areas called
Initiative Spaces feature an open design with
easily movable furniture, lots of low-tech
surfaces to write on, and stick-up Post-its
for shoulder-to-shoulder collaboration. The
Gym is a blend of the ultramodern and the
casual – there’s an informal café and the lat-
est in information and display technology.
P&G sees The Gym as a place where teams
can collaborate and ideate, not just about
new products and services but also about
the process of innovation that keeps it ahead
of the curve. Look around your organiza-
tion. Do you have a lot of dull hallways? Is
there something simple you could do to
increase spontaneous interaction and
relaxed collaboration?
9. The Caregiver builds on the metaphor of
a health care professional to deliver cus-
tomer care in a manner that goes beyond
mere service. Good Caregivers anticipate
customer needs and are ready to look after
them. When you see a service that’s really
in demand, there’s usually a Caregiver at
the heart of it. A wine shop that teaches its
customers how to enjoy the pleasures of
wine without ever talking down to them is
demonstrating the Caregiver role. The
14. Caregiver is the foundation of human-pow-
ered innovation.
We all crave a good Caregiver. Why
else would personal trainers be so popular?
Why are some hairdressers in such high
demand? Think of that great waitress or
restaurant owner who shines attention upon
you – the Caregiver who makes you feel
you are the only customer in the room.
Caregivers take extra pains to understand
each individual customer.Why? Because the
best care is geared to personal interests and
needs. Small variations can be the difference
between making you feel like you have “spe-
cial customer status” or, conversely, like a
“customer unit” being processed by a bland
service machine. Caregivers know that
many services can be made simpler and a
lot more human.
10. The Storyteller builds both internal
morale and external awareness through
compelling narratives that communicate a
fundamental human value or reinforce a
specific cultural trait. Companies from
Dell to Starbucks have lots of corporate
legends that support their brands and build
camaraderie within their teams.
Medtronic, celebrated for its product
innovation and consistently high growth,
reinforces its culture with straight-from-
the-heart storytelling from patients’
firsthand narratives of how the products
15. changed – or even saved – their lives.
Brand-savvy modern organizations also
know how to tell a good story.They capture
our imagination with compelling narratives
of initiative, hard work, and, yes, innova-
tion. Whether we consciously realize it or
not, businesses are constantly telling stories
to their customers, their partners, and
themselves.There’s the story of a great col-
laboration, the story of a novel product or a
full-bodied service – even the classic tale of
a great venture launched in a garage. Sto-
ries persuade in a way that facts, reports,
and market trends seldom do, because sto-
ries make an emotional connection. The
Storyteller brings a team together. Their
work becomes part of the lore of the organ-
ization over many years.
No matter how small or large your
company, the organization is constantly col-
lecting and spreading stories about your
business, your values, and your achieve-
ments. Mythic stories endure because they
become shared symbols. Passed along from
person to person and generation to genera-
tion, the best myths have a ring of
authenticity and tell an underlying truth.
Think about the myths you tell, and always
strive for authenticity.
In Closing
As you get to know these ten personas, keep
16. in mind that they’re not inherent personal-
ity traits or ‘types’ that are permanently
attached to one individual. They are avail-
able to nearly anyone on your team, and
people can switch roles, reflecting their
multifaceted capabilities.These personas are
about being innovation, rather than merely
doing innovation. Taking on one or more of
the roles is a conscious step toward becom-
ing an innovator in your daily life.
This isn’t about a competition between
the individual innovation roles: it’s about a
team effort to expand the overall potential
of your organization. The right innovation
project at the right time can spur a com-
pany-wide movement, generating an
afterglow that permeates the workplace –
sparking a culture of innovation that takes
on a life of its own.
This is an excerpt from The Ten Faces of Innovation: IDEO’s
Strategies for Beating the Devil’s Advocate & Driving
Creativity
Throughout Your Organization (Doubleday, 2005). Tom Kelley
is also the author of The Art of Innovation (Currency, 2001).
He is general manager of world-renowned design firm
IDEO, which was founded by his brother, David. He lives in
Silicon Valley, California.
Stories persuade in a way that facts,
reports, and market trends seldom
do, because stories make an
emotional connection.
<<
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35. >> setpagedevice
CREATIVELY CONFIDENT GROUPS
While unlocking our own individual creative potential generates
positive impact on the world, some changes require a collective
effort. You need teamwork—the right combination of leadership
and grassroots activism—to achieve innovation at scale. Change
within organizations and institutions is seldom a solo activity.
If you want your team to innovate routinely, you’ll need to
nurture a creative culture.
Take, for example, the cultural transition at Intuit shepherded
by its vice president of design innovation, Kaaren Hanson. Back
in the 1980s, Scott Cook had founded Intuit based on simplicity,
beginning with its flagship Quicken product and expanding into
now-familiar software programs like QuickBooks and
TurboTax. But eventually the company’s growth slowed, and its
executive leadership realized Intuit needed to go beyond
incremental improvements to create breakthroughs. So Scott
asked Kaaren—a young design director at the time—to help him
reinvigorate the cycle of growth and innovation that had fueled
the company’s dramatic rise in its early days.
Looking for new tools, she took a course on customer-focused
innovation at the d.school and learned about the principles
described in this book. Kaaren also brought together ideas from
such influential business thinkers as Geoffrey Moore, Fred
Reichheld, and Clayton Christensen. The result was a way
forward that the company called “Design for Delight”—referred
to internally as D4D. For the employees at Intuit, design for
delight means “evoking positive emotion by going beyond
customer expectations in delivering ease and benefit so people
buy more and tell others about the experience.” Among the
principles are: 1) deep customer empathy; 2) going broad to go
36. narrow (i.e., seeking many ideas before converging on a
solution); and 3) rapid experiments with customers.