Building Winning Business, the Human-Centered wayLamin Mansaray
Business problems come in all shapes and sizes, the complexity of those issues are only growing. Human Centered Design (Design Thinking) is the best-kept problem-solving approach to adaptive challenges.
20 Mistakes that Kill Startups (According to Experts)Vitaliy Verbenko
No matter what anyone says, there is no secret recipe for success. Over half of startups out there can’t make it past their fifth year on the market. Why is that? Simply put, they make a number of mistakes which we’ll try to dissect in this post.
A quick few pages on some key things I took away from this year's Planningness. It's fun and light, and I blatantly stole ideas, quotes and charts from our very lovely speakers. Thank you to everyone who came out! Such a fun time.
Building Winning Business, the Human-Centered wayLamin Mansaray
Business problems come in all shapes and sizes, the complexity of those issues are only growing. Human Centered Design (Design Thinking) is the best-kept problem-solving approach to adaptive challenges.
20 Mistakes that Kill Startups (According to Experts)Vitaliy Verbenko
No matter what anyone says, there is no secret recipe for success. Over half of startups out there can’t make it past their fifth year on the market. Why is that? Simply put, they make a number of mistakes which we’ll try to dissect in this post.
A quick few pages on some key things I took away from this year's Planningness. It's fun and light, and I blatantly stole ideas, quotes and charts from our very lovely speakers. Thank you to everyone who came out! Such a fun time.
How To Fail: 25 Secrets Learned through FailureTaylor Davidson
25 Secrets Learned through Failure, by Taylor Davidson at Unstructured Ventures.
Visit the post on unstructuredventures.com/uv (short link to post: http://tinyurl.com/howtofail ) to add to the discussion, share your lessons learned from failure, and view more.
Systematic Business Innovation for StartupsSteve Taylor
This presentation has evolved from a talk I gave at Silicon Beach 2012, via Tallinn University of Technology February 2013 to this version for the Executive Business Centre at Bournemouth University on 230413.
It is an introduction to the background and tools I use to help startups and early stage digital, creative and content companies build a robust business 'vehicle' to drive (sorry!) growth.
This presentation is based on two books - "The Leader's guide to Radical Management" by Stephen Denning and "Joy Inc" by Richard Sheridan. The problems of Traditional management, and the shift towards Radical management along with Innovative practices followed at Menlo Innovations are covered in this presentation.
"I am going to be an Entrepreneur" is the happy thought that is going through most people's mind. The compelling reason may differ such as financial freedom and passion amongst other things. In the same way there are many reasons for a business, especially a start-up, to tank. I would like to list few of the practical difficulties or reason why budding or even an established entrepreneur fail.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
Test Your Innovation IQ Holly Green, Contributor Origina.docxtodd191
Test Your Innovation IQ
Holly Green, Contributor
Original Source
Everyone knows that innovation means coming up with the next great idea in your
industry, right? Actually, there’s a lot more to it than that. Test your ability to separate
innovation fact from fiction by answering the following questions true or false:
1. Innovation is the act of coming up with new and creative ideas.
2. Innovation is a random process.
3. Innovation is the exclusive realm of a few naturally talented people.
4. The biggest obstacle to innovation is a lack of organizational resources and
know-how.
5. The most important type of innovation involves bringing new products and
services to market.
6. Teaching employees to think creatively will guarantee innovation.
7. The most powerful way to trigger your brain is to simply ask it a question.
8. Most companies pursue incremental rather than disruptive innovation.
9. Most companies are not structured to innovate.
10. Listening to your customers is a great way to innovate.
Answers:
1. False. In business, innovation is the act of applying knowledge, new or old, to the
creation of new processes, products, and services that have value for at least one of
your stakeholder groups. The key word here is applying. Generating creative ideas is
certainly part of the process. But in order to produce true innovation, you have to
actually do something different that has value.
2. False. Innovation is a discipline that can (and should) be planned, measured, and
managed. If left to chance, it won’t happen.
3. False. Everyone has the power to innovate by letting their brain wander, explore,
connect, and see the world differently. The problem is that we’re all running so fast that
we fail to make time for the activities that allow our brains to see patterns and make
connections. Such as pausing and wondering….what if?
4. False. In most organizations, the biggest obstacle to innovation is what people
already know to be true about their customers, markets, and business. Whenever you’re
absolutely, positively sure you’re right, any chance at meaningful innovation goes out
the window.
https://www.forbes.com/sites/work-in-progress/2011/12/06/test-your-innovation-iq/#3133e7f0395b
5. False. It’s certainly important to bring new products and services to market. But the
most important form of innovation, and the #1 challenge for today’s business leaders
may really be reinventing the way we manage ourselves and our companies.
6. False. New ideas are a dime a dozen. The hard part is turning those ideas into new
products and services that customers value and are willing to pay for -- a process that
requires knowledge about what your customers want and need, coupled with
implementation.
7. True. Ask a question and the brain responds instinctually to get closure. The key with
innovation is to ask questions that open people to possibilities, new ways of looking at
the same data, and new interpre.
How To Fail: 25 Secrets Learned through FailureTaylor Davidson
25 Secrets Learned through Failure, by Taylor Davidson at Unstructured Ventures.
Visit the post on unstructuredventures.com/uv (short link to post: http://tinyurl.com/howtofail ) to add to the discussion, share your lessons learned from failure, and view more.
Systematic Business Innovation for StartupsSteve Taylor
This presentation has evolved from a talk I gave at Silicon Beach 2012, via Tallinn University of Technology February 2013 to this version for the Executive Business Centre at Bournemouth University on 230413.
It is an introduction to the background and tools I use to help startups and early stage digital, creative and content companies build a robust business 'vehicle' to drive (sorry!) growth.
This presentation is based on two books - "The Leader's guide to Radical Management" by Stephen Denning and "Joy Inc" by Richard Sheridan. The problems of Traditional management, and the shift towards Radical management along with Innovative practices followed at Menlo Innovations are covered in this presentation.
"I am going to be an Entrepreneur" is the happy thought that is going through most people's mind. The compelling reason may differ such as financial freedom and passion amongst other things. In the same way there are many reasons for a business, especially a start-up, to tank. I would like to list few of the practical difficulties or reason why budding or even an established entrepreneur fail.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
Test Your Innovation IQ Holly Green, Contributor Origina.docxtodd191
Test Your Innovation IQ
Holly Green, Contributor
Original Source
Everyone knows that innovation means coming up with the next great idea in your
industry, right? Actually, there’s a lot more to it than that. Test your ability to separate
innovation fact from fiction by answering the following questions true or false:
1. Innovation is the act of coming up with new and creative ideas.
2. Innovation is a random process.
3. Innovation is the exclusive realm of a few naturally talented people.
4. The biggest obstacle to innovation is a lack of organizational resources and
know-how.
5. The most important type of innovation involves bringing new products and
services to market.
6. Teaching employees to think creatively will guarantee innovation.
7. The most powerful way to trigger your brain is to simply ask it a question.
8. Most companies pursue incremental rather than disruptive innovation.
9. Most companies are not structured to innovate.
10. Listening to your customers is a great way to innovate.
Answers:
1. False. In business, innovation is the act of applying knowledge, new or old, to the
creation of new processes, products, and services that have value for at least one of
your stakeholder groups. The key word here is applying. Generating creative ideas is
certainly part of the process. But in order to produce true innovation, you have to
actually do something different that has value.
2. False. Innovation is a discipline that can (and should) be planned, measured, and
managed. If left to chance, it won’t happen.
3. False. Everyone has the power to innovate by letting their brain wander, explore,
connect, and see the world differently. The problem is that we’re all running so fast that
we fail to make time for the activities that allow our brains to see patterns and make
connections. Such as pausing and wondering….what if?
4. False. In most organizations, the biggest obstacle to innovation is what people
already know to be true about their customers, markets, and business. Whenever you’re
absolutely, positively sure you’re right, any chance at meaningful innovation goes out
the window.
https://www.forbes.com/sites/work-in-progress/2011/12/06/test-your-innovation-iq/#3133e7f0395b
5. False. It’s certainly important to bring new products and services to market. But the
most important form of innovation, and the #1 challenge for today’s business leaders
may really be reinventing the way we manage ourselves and our companies.
6. False. New ideas are a dime a dozen. The hard part is turning those ideas into new
products and services that customers value and are willing to pay for -- a process that
requires knowledge about what your customers want and need, coupled with
implementation.
7. True. Ask a question and the brain responds instinctually to get closure. The key with
innovation is to ask questions that open people to possibilities, new ways of looking at
the same data, and new interpre.
The Dark Side of Innovation @daniel_eggerDaniel Egger
The Dark Side of Innovation shares practical insights and looks beyond the shiny/bright side. How could the process impact your organization? It also tackles insights from the practice and myths.
Much of the time, we view innovation through a lens of total newness, but teachings from a variety of industries and professions might hold the key to defining successful strategies, and positively influence the way innovation is executed in the enterprise space.
Incremental innovations are good enoughRajagopalan V
Incremental innovations can be a forte of any company as long as they have the culture to be innovative. Disruptive innovations happen once in a while and few companies evolve out of them. But doing continuous improvement, and having a process to take ideas to realize products is essential for any company to stay alive.
The Disruptive Reader: Three Urgent Questions for B2B Marketing InnovatorsShelly Lucas
This reader is dedicated to the marketing misfits. The interrogators. Because marketers who are courageous enough to ask probing questions are the ones who transform their businesses and ignite their careers.
This book will provide you with new tools, skills,
and a mindset to harness opportunities born of
uncertainty in order to design a better business.
We’ve included tons of real-world examples of
people who have mastered the fundamentals of
design, as well as case studies of companies that
have created change using design as the under-
lying foundation for decision making. And, just as
design is a repeatable process, this book is meant
not only to guide you on your design journey, but
also to provide an ongoing reference to help you
scale the design beyond one project or product
to an entire company.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Leadership Ethics and Change, Purpose to Impact Plan
6 Mistakes Organizations Make When Trying to Implement Transformation
1. and How to Avoid Them
Forthepastsevenyears,I'vebeenworkinginthefieldsofDigitalInnovationandBusinessTransformation
for both local and global companies, as well as SMBs and multinational organizations.
Recently, I've begun to notice that there is one thing they all have in common, no matter the size,
geolocation or industry they operate in: they're all pursuing transformation makeovers and organizing
“Innovation Festivals”. And they're all getting it wrong.
So, instead of writing about the best ways, must-haves on how to implement transformation correctly, I
chose to highlight six common mistakes that companies make when implementing transformation and
innovation methods, and suggestions on how to avoid them.
Let's begin.
SIX MISTAKES
06THEFUNNEL
ORGANIZATIONS MAKE WHEN TRYING
TO IMPLEMENT TRANSFORMATION
Talking the talk
// Keren Levy
Dear CEOs & Senior Management - transformation won’t
happen by simply repeating buzzwords such as 'agility',
'transparency', 'design-thinking' and 'open innovation'
over and over again - this is not some rain chant to the
gods. Transformation, when done right, will be the most
challenging task in your career; you will not only need
to change the way you think and act, but also the way
your company thinks and acts. You will not reap its fruits
by simply talking the talk. You need to start moving,
learning, sweating and believing. Win your employees’
trust, make them believe that you are a true leader, and
that although you may not know the best (or proper) way
to reach your goals, you are confident and motivated to
make REAL change at your company.
#1
Walk the walk
Pull up your sleeves and lead by example. Become a
hands-on manager. Start from the small things; talk
to your employees and try to understand their daily
challenges; try and change the way you have meetings
and team updates. Can you shorten the decision-
making process? Which red tape can be eliminated,and
which is untouchable? What (and maybe who) are the
obstacles preventing projects and tasks from moving
forward? Go out into the field, talk to your customers,
and LISTEN.
Instead:
2. 07THEFUNNEL
Acting Like a start-up
It’s never ‘ transformation-o’clock’
Size does matter
Switch to project mode
Guys, you are NOT startups. The foundation of a startup
is made of a couple of individuals that chose to pursue
a great idea and make it a reality with few resources,
surrounded by skeptics, in a competitive environment,
trying to live another day. This not your foundation, at
least not in the last couple of decades.
Don’t think that happy hours, cool posters on the walls
and giving your office an open-space makeover , will
make you a startup.
Try to act like a well-established organization that
looks into the future, maybe foreseeing a change in its
market share. A company that is looking to change, to
be more relevant to its consumers, address their needs
and have a competitive advantage that will help it retain
a long term competitive edge and sustain as much
as it can. Remember, you are an aircraft carrier, not a
rowboat, and you need to maneuver accordingly.
Somehow, it seems that people don’t have time to
implement new ways of working, stimulate their 'out-of-
the-box' thinking or prepare transformation workshops.
Daily tasks and ‘firefighting’ are more urgent. Let's be
honest; they are easier to tackle because you already
know the drill, and although you might not like to admit
it, it is your “auto-pilot”, and that’s where you feel safe.
New ways of working and thinking are, well, new, and
require a new learning cycle, and we all know where
those types of tasks end up – to the same place all
your other 'I'll do it later' tasks go. Right next to mailbox
sorting and starting a diet.
Be proud of all the great things you can do because
you are a well-established company (vast knowledge,
resources and reputation); which legacy activities can
you improve? How can you contribute to the category?
What kind of positive mark or influence can you
make? Be open and collaborate with your competitors,
promote regulatory and social agendas, remove
category barriers and invest in infrastructures that can
advance the category. Remember: long-term strategies
are made for long-term companies.
Startups are quick and agile because they work in
'project mode'. They have a 'beginning-middle-end'
phase progression , and that helps them sprint through
their day with quick decision making, ad-hoc problem
solving and great motivation to reach the end of the
project. Enterprises, however, work in 'functional
mode': they have processes for every action, rigorous
documentation and endless meetings. Most of
their work consists of meetings, presentations and
conference calls, leaving less time to make progress
on existing tasks.
The top management should start by defining some
tasks as projects, appointing a project manager that
will follow a project roadmap with a deadline to stick
to. The project manager should address those kinds
of tasks (projects) first thing in the morning, with all of
the team’s energy devoted to non-automatic tasks that
require more focus and structure as they go through
the learning curve.
#2
#3
Instead:
Instead:
3. Carrying anti-innovation naysayers
Thinking outside the box,
inside the box
You might be surprised, but some people are not all
that interested in this 'innovation nonsense'. They
believe that the old way is the best way, and that sooner
than later, 'transformation' will be replaced by the next
organizational buzzword or trend. Maybe they are right,
but if your company's vision and objective is pursuing
transformation, you should only have committed
employees who genuinely believe in the idea and are
willing to make a real change on board. Everyone else
should not continue to work for the company, as they
might become internal blockers that will interfere with
the process and hold you back.
When approaching Design Thinking or other innovation
strategy tools, there is a tendency to keep the general
wireframe pretty similar to that of the existing business
– same product/service, same marketing proposition
and usually the same customer. The 'out-of-the-box'
elements that usually(wrongly) arise from those
methods are more focused on a new 'look & feel', new
slogans, buzzy events or, my favorite: limited editions.
This is the type of creative thinking that should be
happening anyway, and it is certainly not revolutionary.
#4
#5
Naysayers not welcome
Get the box out of your system
Make sure that all employees are connected to the
company's new vision, and clarify that whoever isn’t is
welcome to leave, with an exit package as appreciation
for his/her work and honorable decision to withdraw
from the company. It won't be pleasant, but it will unite
the remaining employees and motivate them to achieve
those goals together.
Define what that 'box' is, and then make a conscious
decision not to include any of said 'box elements' into
your new ideas. What you need to do is actually go
outside of your comfort zone: the farther you go, the
better it will develop your ‘outside-the-box thinking’
muscles. So go crazy! Market your product to aliens!
Add a weird feature or invent an insane service
proposition. An exercise that I like to do to kick off
a design-thinking workshop is dividing little paper
notes into two groups: different target audiences, and
different products and services. Each group draws one
note from each group, and has to create a marketing
plan for the product/service to that target audience.
The sometimes weird resulting combinations teach
participants that anything can be sold to anyone, you
just need to find the right insight about their needs and
define a proper value proposition.
Instead:
Instead:
08THEFUNNEL
4. Remember that all of the above can be implemented in teams of all sizes;
you don’t have to start big. Try out this approach with just one function or
one project team to begin with. Create hype around that function or project
team, and encourage the people involved to share their experience from
the pilot. Encourage them to share their challenges and mistakes, too, and
always look toward that ‘North Star’ to guide you through this process.
Rome was not built in a day, and your company won’t be either. With
patience and persistence, you will win in the end.
Read more about Corporate Innovation on my blog: Innotalks.io
Pretending to be 'picture perfect '
Endorse failures - failing
is beautiful
In corporate life, it seems like all employees are
perfect. They don’t make mistakes. They never fail. No
one talks about it, no one admits it, and that makes
our organizational life picture perfect. The corporate
culture usually discriminates against failures and tags
people who make mistakes as losers on the verge of
being kicked out of the company. Even if they formally
encourage employees to fail and learn from those
failures, what usually happens is that they get fired
and the replacement 'learns' from their mistakes. This
creates gossip, anger, negative competitiveness and
mainly fake news in meeting rooms, presentations and
e-mails.
Newsflash: we are all humans. We all make mistakes,
lots of them, and with the right approach, we can use
them to make us better, wiser and more efficient. In
corporate life, you should encourage people to speak
about their mistakes and what they have learned from
them. Remove the plastic facade when presenting a
business plan, talk about past mistakes and how you
can avoid them. When someone is sharing a mistake,
celebrate it, and think how you can make lemonade
from those lemons. Encourage higher management to
speak openly about their misjudgments and mistakes.
Do, fail, learn, and do it better next time.
#6
Instead:
Keren Levy
09THEFUNNEL