The document summarizes the results and impacts of various companies' participation in the Accelerate project. The project aimed to identify needs for go-to-market acceleration in industry and collect metrics from use cases. Participating companies reported benefits like improved ability to bring products to market, establishing new ventures, increased networking and academic knowledge of acceleration best practices.
Proof of Concept: What It Is and How to Do it RightAdRoll
Before you take on the risk and cost of developing an idea into a commercial product, there’s a crucial step that every business must first take. It’s called “proof of concept.” Here’s what it is, why it’s necessary, and how to get started.
Accelerating Innovation through Portfolio FrameworksSheen Yap
This talk explains how to use a product portfolio approach to drive experimentation for more effective product strategy. Covers setting outcomes, lean value tree, strategic alignment and three horizons.
How to apply the lean startup approach, MVP, experimenting, testing hypotheses, pivoting, questioning assumptions, learning and failing fast and finding product-market fit within eHealth's regulative markets?
Proof of Concept: What It Is and How to Do it RightAdRoll
Before you take on the risk and cost of developing an idea into a commercial product, there’s a crucial step that every business must first take. It’s called “proof of concept.” Here’s what it is, why it’s necessary, and how to get started.
Accelerating Innovation through Portfolio FrameworksSheen Yap
This talk explains how to use a product portfolio approach to drive experimentation for more effective product strategy. Covers setting outcomes, lean value tree, strategic alignment and three horizons.
How to apply the lean startup approach, MVP, experimenting, testing hypotheses, pivoting, questioning assumptions, learning and failing fast and finding product-market fit within eHealth's regulative markets?
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
A presentation of the search for Product-Market Fit with the principles, practices and processes that lead to it, from the Lean-Startup and Design Thinking perspective
How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
Effective workforce planning can be difficult because of the challenges associated with determining overall headcount. Decision makers need greater insight into resource demands and costs associated with personnel planning. A strategic workforce plan will help your organization avoid under-staffing, over-staffing, or misallocating employees, which can severely halt growth.
Ken Fick, of Pierce The Fog, will discuss how many high-performance organizations manage to conduct workforce planning to ensure agility and success effectively. He will explain how their approach can be broken down into several strategies that will help you gain an edge over competitors and increase revenue for your organization.
Learning Objectives
After this webinar, you will be able to:
1. Discuss ways to forecast attrition and workforce demand planning.
2. Describe how to leverage workforce planning scenarios.
3. Develop a workforce plan to gain a productive advantage.
4. Give examples of how to reduce the impact of workforce fluctuations on strategic, operating, and financial plans.
Learning Objectives
• Why do you need to define a product strategy for your company?
• What are the benefits of implementing a product planning process?
• What do you need to create successful products consistently?
Description
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy. We will discuss the benefits of adopting the Association of International Product Marketing and Management (AIPMM) Product Management Framework (PMF) to align your business and product strategies with unmet customer needs and market trends to create value for your business using a sustainable approach.
Audience
This presentation is for product managers, marketers, entrepreneurs, innovators, and technology-based business owners that want to expand their knowledge about how to create successful products that customers demand.
For more info, connect with Hector Del Castillo at http:/linkd.in/hdelcastillo.
A process to deliver real value across all of product design and development. Though continuous research, measurement, and experimentations to increase confidence and put value at the centre of my work.
Slides from the talk at BLN CEO Tales by Eric Ries, The Lean Startup, 16th January 2012.
Also includes supporting material including: 'The myths of lean'.
Thanks to DFJ Esprit, TechCity, Brown Rudnick, Fidelity Growth Partners, Microsoft BizSpark, Red Gate and Springboard - for making such an excellent evening possible.
For more information about BLN events in the UK and US: http://thebln.com
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Whether it's for your company or your own professional development (or ideally both), everyone should have a technology roadmap. Unfortunately there is no easy path to pre-made wisdom here, but this talk opines on some ideas and approaches to help formulate a roadmap that is relevant, pragmatic and importantly, able to be communicated to others.
Presented at Mastering SAP Technologies 2016
In the digital world, any successful product feature will be copied swiftly by competitors. The only way to maintain a competitive advantage is through the customer experience you provide.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Product strategy for technology companies is closely related to New Product Development. It starts with a strategic vision which provides answers to questions such as “Where is the business going?”, and “How will it get there? This Technology Multipliers webinar provides a comprehensive overview of product strategy concepts, process, and keys to success for technology companies.
Strategy is a term that is often bandied about by many without a crystal clear understanding or definition of what it actually means.
Brainmates have unpacked the term to present a simple view of strategy.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
A presentation of the search for Product-Market Fit with the principles, practices and processes that lead to it, from the Lean-Startup and Design Thinking perspective
How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
Effective workforce planning can be difficult because of the challenges associated with determining overall headcount. Decision makers need greater insight into resource demands and costs associated with personnel planning. A strategic workforce plan will help your organization avoid under-staffing, over-staffing, or misallocating employees, which can severely halt growth.
Ken Fick, of Pierce The Fog, will discuss how many high-performance organizations manage to conduct workforce planning to ensure agility and success effectively. He will explain how their approach can be broken down into several strategies that will help you gain an edge over competitors and increase revenue for your organization.
Learning Objectives
After this webinar, you will be able to:
1. Discuss ways to forecast attrition and workforce demand planning.
2. Describe how to leverage workforce planning scenarios.
3. Develop a workforce plan to gain a productive advantage.
4. Give examples of how to reduce the impact of workforce fluctuations on strategic, operating, and financial plans.
Learning Objectives
• Why do you need to define a product strategy for your company?
• What are the benefits of implementing a product planning process?
• What do you need to create successful products consistently?
Description
The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy. We will discuss the benefits of adopting the Association of International Product Marketing and Management (AIPMM) Product Management Framework (PMF) to align your business and product strategies with unmet customer needs and market trends to create value for your business using a sustainable approach.
Audience
This presentation is for product managers, marketers, entrepreneurs, innovators, and technology-based business owners that want to expand their knowledge about how to create successful products that customers demand.
For more info, connect with Hector Del Castillo at http:/linkd.in/hdelcastillo.
A process to deliver real value across all of product design and development. Though continuous research, measurement, and experimentations to increase confidence and put value at the centre of my work.
Slides from the talk at BLN CEO Tales by Eric Ries, The Lean Startup, 16th January 2012.
Also includes supporting material including: 'The myths of lean'.
Thanks to DFJ Esprit, TechCity, Brown Rudnick, Fidelity Growth Partners, Microsoft BizSpark, Red Gate and Springboard - for making such an excellent evening possible.
For more information about BLN events in the UK and US: http://thebln.com
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Whether it's for your company or your own professional development (or ideally both), everyone should have a technology roadmap. Unfortunately there is no easy path to pre-made wisdom here, but this talk opines on some ideas and approaches to help formulate a roadmap that is relevant, pragmatic and importantly, able to be communicated to others.
Presented at Mastering SAP Technologies 2016
In the digital world, any successful product feature will be copied swiftly by competitors. The only way to maintain a competitive advantage is through the customer experience you provide.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Product strategy for technology companies is closely related to New Product Development. It starts with a strategic vision which provides answers to questions such as “Where is the business going?”, and “How will it get there? This Technology Multipliers webinar provides a comprehensive overview of product strategy concepts, process, and keys to success for technology companies.
Strategy is a term that is often bandied about by many without a crystal clear understanding or definition of what it actually means.
Brainmates have unpacked the term to present a simple view of strategy.
Building Better Products: Creating the "Right" Product Roadmap with DataShelley Reece
Data can be qualitative or quantitative, and comes from multiple sources: customer interviews, product usage & funnel analytics, company financial performance, and internal stakeholders. How do you use that data to create a product roadmap that is aligned with your organization’s business needs?
Leading Innovation and Change Best Practice Case Study Cl.docxcroysierkathey
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company
founders have instilled a belief in unique product creation, including life altering product
innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of
innovation has been deemed one of the company's most essential quality programs, bridging
functional groups within the organization, renewing itself through continued time and iterations.
For the client, innovation not only challenges traditional ways to thinking, but has become a key
impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would
be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's
there was a cycle of small pockets of promising technological advances, defensive moves, and
diminishing returns. Previously the company's innovation processes had been defined only within
the areas of research, product development, and engineering. The client began by analyzing past
innovations and the successes and failures associated with each, and benchmarking their own
best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall
corporate and business strategies; developing organizational roadmaps based on customers, the
market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and
select projects; and executing the selected project well. The key elements of innovation
intervention are: an innovation task force, composed of key innovators; the utilization of company
history as a resource for innovation; a focus on strengths and resources in a project of paramount
importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference
for 200 company leaders which focuses on reintroducing the innovation process.
Through the work conducted by the task force, not only were successes analyzed, but so were
areas in which the organization had fallen short over the years. By improving innovation by 10%
per year, costs could be cut in half, and doubling that rate would be equivocal to doubling the
RD&E spending level. This success would come down to the restoration of simple fundamentals:
- An environment and culture of energy and enthusiasm
- Entrepreneurial behavior at all levels
- The right people in the right places
- Sound business and technological strategies
- Improved processes for nurturing ideas
- Organizational mechanisms that could support the organization's drive for results.
Critical success factors also emerged from the client’s innovation conference, focusing on:
training programs at all levels within the company which would become a part of project reviews
and the deployment of empl ...
With over 3,700 marketing technologies to choose from and increasing pressure to prove ROI. B2B marketers have more opportunity, but less time, than ever before. In this session, Delphine Cherewick will share how implementing an agile marketing model empowers B2B marketers to leverage the right technology, innovate on strategy and optimize new digital programs.
Turning Crowd Innovation Into Real Products and RevenueMindjet
When any organization ramps up a new or refined business approach, it must align with their goals as a company and provide benefits that outweigh any associated costs. And, due to their typical ambiguity, corporate innovation programs often present many challenges that can be difficult to face without expert guidance.
In this presentation, Mindjet’s John Welder discusses how you can support your crowd innovation management programs through design thinking, agile methodologies, and lean start-up processes, in order to accelerate real business outcomes and revenue.
THE POWER OF DIGITAL TECHNOLOGIES AND POSITIVE TRANSFORMATION ON BUSINESSES.pdfPaul Mbua
The training focused on The Power of Digital Technologies and the positive transformation they can have on their businesses.
Objectives Included:
•Clear Understanding of digital transformation
• Assessing your level of digital transformation
• Things to Consider in your digital transformation journey
• Digital transformation framework and strategy
• Effective use of tools and their Application
Chapter 2
The New Products Process
*
The Procter & Gamble Cosmetics SagaStarting point: senior management commitment to new products.P&G’s Cosmetics business unit had no clear product strategy, unfocused product initiatives, and too many customer segments being targeted – in short, a lack of focus.P&G Cosmetics skillfully used all three strategic elements and made the weak business unit profitable.
*
P&G Cosmetics and the PICSituation Assessment:Underserved consumer market that wanted quality facial product such as cleansers, eye products, etc.Supply chain was uncoordinated as production and shipments were not tied to demand; market forecasts were not driving shipping schedules.PIC recommended a strategic focus on products for the face – other opportunities would not be pursued.
*
P&G Cosmetics and the New Products ProcessP&G Cosmetics used a phased process like that of Chapter 1.Project teams established early in process.Consumer research done early and used in the process (the voice of the customer).Tough evaluation steps were carefully implemented as new products were compared to best practices and benchmarks.
*
P&G Cosmetics and the New Product PortfolioP&G Cosmetics systematically added new products such that maximum buzz and excitement was created in the marketplace.If already several eye makeup products on the market, they would not immediately launch another. Management called this an “initiative rhythm” for product launch.
*
P&G Cosmetics and the Role of Effective Team ManagementSenior Cosmetics executives were committed to success as was corporate level management.Initiative Success Managers were hired to lead strategy development, manage evaluation meetings, train employees, etc.The best team leaders were sought and rewarded based on performance.
*
The Phases of the New Products Process
Phase 1: Opportunity Identification/Selection
Phase 2: Concept Generation
Phase 3: Concept/Project Evaluation
Phase 4: Development
Phase 5: Launch
Figure 2.1
The Evaluation Tasks in the New Products Process
Figure 2.2
Opportunity Identification/
Selection
Concept Generation
Concept/Project Evaluation
Development
Launch
Direction;
Where should we look?
Initial Review:
Is the idea worth screening?
Full Screen:
Should we try to develop it?
Progress Reports:
Have we developed it?
Market Testing:
Should we market it?
*
Phase 1: Opportunity Identification/Selection
Active and passive generation of new product opportunities as spinouts of the ongoing business operation. New product suggestions, changes in marketing plan, resource changes, and new needs/wants in the marketplace. Research, evaluate, validate, and rank them (as opportunities, not specific product concepts). Give major ones a preliminary strategic statement to guide further work on it.
*
Activities that Feed Strategic Planning for New ProductsOngoing marketing planning (e.g., need to meet new aggressive competitor)Ongoing corporate plan ...
Embarking on a software development journey for startups can be a thrilling yet daunting experience. It's a path filled with twists and turns, and challenges that can make or break your success. But fear not, for there are solutions and proven strategies that can help you achieve your goal of successful product development. Join us on this exciting adventure as we explore the secrets to unlocking your startup's full potentia
[Webinar] Visa's Journey to a Culture of ExperimentationOptimizely
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Attend this webinar to learn:
-How an experimentation program drives business impact.
-A model to drive continuous stakeholder engagement with the program.
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Put this 100-day plan into action to gain a deeper understanding of who your core users are and identify opportunities to better serve individual needs.
Visual Analytics combines human intuition and data science to derive knowledge from the data in a very efficient, effective and easy way. Visual Analytics empowers your people to interact with the data and generate new insights.
Suciu et al. The 15th International Conference on Informatics in Economy. Paper on. Dedicated Search Engines for Multimedia Big Data Indexing: Exalead Solutions
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What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
1. Experience & validation reports
Susanna.Teppola@vtt.fi
Paivi.Jaring@vtt.fi
Asta.Back@vtt.fi
Image source: https://www.flickr.com/photos/angrywabbit/11772595036/
- Summary of the use cases of Accelerate-project and their impact
2. A platform for the acceleration of go-to market in
the ICT-industry
The target of industrial use cases and pilots was to:
Plan and conduct go-to-market use cases
Identify needs for go-to-market in industry
Collect individual KPIs and metrics from various acceleration
use cases
Gather guidelines and best practices for acceleration
Evaluate the success of the selected projects and programs
in terms of go-to-market
3. Idea Stage
Problem /
Solution Fit
Product /
Market Fit
Scaling
Value
Creation
Value
Capture
Value
Sustainability
Industrial go-to-market use cases and pilots
Acceleration technology /
service providers
Acceleration technology/
service users
4. Industrial go-to-market use cases and pilots
Acceleration technology /
services
Acceleration industrial use cases
5. Idea Stage Problem/Solution fit Product/Market fit Scaling
# of ideas;
# of patents;
# of people submitting ideas;
# of people participated in
processing ideas;
Cycle time to the first
processing and screening of
idea;
Presence of highly qualified
personnel;
Presence of innovation
motivation in the company;
Presence of stimulus to
innovation in the company;
Presence of multidisciplinary
teams;
# of ideas promoted outside
local framework;
# of innovation proposal
presented vs # of innovation
proposed funded;
Satisfaction survey results;
Use of portal in # of users;
# of products released for test
marketing;
# of ideas turn into new
product/service;
Average time for ideas to be
defined in a project;
Average time for ideas to go to
market;
Implementation ratio of
innovation proposals;
# of new projects put on the
market; versus the # of new
problems that were put on the
table (Solution);
# of patents active.
# of all downloads and current
installations with growth rate;
Use of portal in number of users;
# of ideas turn into new businesses;
Recurring: % ratio recurring/new
sponsors;
Retention: % dropouts after each
cycle;
Amount of money collected by direct
sales of new products/services;
% of products/services revenue;
Net Promoter Score (NPS);
Customer Satisfaction Index;
Customer Lifetime Value;
# of new projects put on the market;
# of new patents as a result of the
innovation process;
# of (internal) startups;
Resources dedicated to
promote new
businesses;
Expansion: growth rate
of community;
Operational cost vs.
benefits;
# of new employment in
new businesses in the
last 5 years;
Alliances with
competitors;
Visibility on social
networks (scale).
Industrial KPIs and metrics for acceleration of go-to-market
6. Best practices for acceleration
Embed continuous innovation practices in daily operations. Link collected ideas to the company targets.
• Use frequent and lightweight practices for idea harvesting and growth.
• Keep all ideas continuously traceable, and link them to higher level plans.
• Process the collected ideas and feedback fast into actionable work items.
Provide real-time visibility to go-to-market activities and measure the process performance.
• Set meaningful KPIs that make people act - restrict your KPIs to 5 at maximum.
• Make sure KPIs are really measuring the KEY performance – not just performance.
• Keep the status of acceleration continuously up-to-date in order to make it trustful.
Integrate acceleration processes and technologies as a part of daily work.
• Integrate both the acceleration process and technologies to daily engineering work, provide consultancy and support.
• Define go-to-market and scaling activities as requirements in the product backlog in the early phase of product
development.
Continuously share ideas and do networking
• Sharing is the main thing in making ideas to grow – do not isolate innovation practices from operative environment.
• The most radical ideas are often born when ideas can live and combine freely between each other.
Allow variation in the ways of working, just avoid information silos
• It is ok to use various kinds of tools for acceleration – just make sure you can do analysis based on the data in them use
dashboards to combine the information together for analysis.
Be trustworthy and honest in social media.
• If you are carrying out an experiment, say it clearly. Build trust also in social media.
9. Accelerate impact @
BUSINESS TRANSFORMATION
• FROM SOFTWARE LICENCES TO MANAGED SERVICES
• New competencies
• New technology
• New business model
NEW MARKET CONTEXT
• MUCH BIGGER OPPORTUNITY SPACE
• DISRUPTING INCUMBENT PLAYERS
Company site : www.cognistreamer.com
10. Mechanisms
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Outcome 2010-11 2011-12 2012-13 2013-14 2014-15
Ideas 10 27 49 105 84
Promoted ideas 3 2 3 6 8
Spin-offs 0 1 1 1 1
Outcome 2010-11 2011-12 2012-13 2013-14 2014-15
Groups 10 27 46 98 78
Participants 40 92 155 240 276
experts 10 10 10 14 14
evaluators 9 9 9 10 10
events 11 16 24 24 15
Activities
integrated in
regular courses 5 13
Average grade of
ideas - 3.76 4.77 5.9 5.9
• Approach well designed, results went in the
good direction.
• # ideas and promoted ideas increased and spin
offs continued.
• Average quality of ideas became better
• Number of participants increased.
• Integration of an entrepreneurship itinerary
for Bachelor’s and Master’s degrees
• University Business Cooperation is essential,
Involvement from the University researchers
and research groups in the early stages
(ideation) and involvement of company /public
administration recruitment /involvement is
very important.
Accelerate impact @
Company site : http://www.mondragon.edu/en
11. • Aptual has learnt a lot from the other partners in terms on idea generation,
opportunity management & business acceleration as a whole. This has helped
Aptual to benchmark our own processes.
• Aptual has successfully used lessons learnt & methodologies found in Accelerate to
recognize and focus on their best business opportunities.
• Aptual established a new spin-off (Johku http://www.johku.fi/ ) from their
recognized opportunities in Aptual. They have used the methodologies learnt in the
project to accelerate this new venture.
• Aptual is implementing Accelerate thinking inside Johku as well to help SMEs to
grow their business by using Johku and its processes and dashboard with relevant
KPIs.
Overall:
• Aptual has successfully transformed its business model to leaner & more profitable.
• Accelerate has enabled Aptual to make a successful spin-off that has a clear focus
and acceleration plan
Accelerate impact @
Company site : www.aptual.fi
12. • High number of publications (7 journal papers, 9 conference papers, 1 Master’s
thesis), doctoral thesis work
• Consultancy and research work with international / national customers and
partners in the area of acceleration of go-to-market.
• Networking to new directions (e.g. ITEA Masterclass, OuiShare)
• Identified important future research/industrial needs in the area of go-to-market
technologies and processes
• VTT acceleration services for customers, e.g.:
• Acceleration self-test
• Lean startup and Continuous innovation methodologies
• Methods for using the power of social media – SoMe strategies for go-to-market
• Facilitating hackatons and innovation events
Accelerate impact @
Company site : www.vtt.fi
13. • Advanced academic knowledge of business Acceleration through
scientific publications
• Increased understanding of industry best practices, methods and
tools on business acceleration and lessons learned
• Stronger recognition and visibility of LUT & increased collaboration
with university startup community to help out brining the
innovations faster to the markets.
• Integration of methodologies and tools developed & tested within
the Accelerate project to curricula for Master level students:
• 1) Strategic Entrepreneurship in an Age of Uncertainty and
• 2) Open Innovation courses
• Integration of research work to PhD thesis & 2 Master theses
Accelerate impact @
Company site : https://uni.lut.fi/
14. Accelerate impact @
Accelerate has impacted AAC in the following ways:
Enabled AAC Global to be able to truly ”go global” and serve customers
efficiently regardless of location expected impact is growth
Enabled automation in AAC internal processes creating the possibilities to
accelerate the turnaround time of their services expected impact is
growth
Currently registered users on AAC’s Customer Portal is 4769, which enables
them to get new services to the market faster with possibility to reach so
many current customers
AAC has received excellent ideas from the other partners in Accelerate in
terms of the overall accelerate process and expecially on the idea
generation phase.
Company site : http://www.aacglobal.com/
15. Accelerate impact @
Company site: www.f-secure.com
DONE:
• Remarkably improved capability to successfully
bring new solutions to the market
• Significantly improved scaling competencies
SOON:
• Real-time everywhere
• Experimentation everywhere
16. Visitors Platform Leads
Accelerate impact @
• Enabled BEIA to scale innovative business faster
(Telemetry M2M/IoT solutions; www.beia-telemetrie.ro)
and setting up 2 start-ups growth
• Streamlined dissemination activities (papers, conferences,
etc.) visibility
• Improved web toolbox to promote innovative solutions
(including e-commerce) accelerated go-to-market and
profitability
Company site : http://www.beiaro.eu/
17. Accelerate impact @
Use case: Arrive faster to the market with our TIC products
I+D+i/concept development commercializing
• Sivsa’s participation in Accelerate project brought them a solution to the
problem of their use case
• Their partner Universidad Politécnica de Valencia provided them with its’
new product that was in a pilot phase, Great Modeler this tool
shortened the development process of informatics applications
• During the project Sivsa performed an experiment with Great Modeler
where they confirm it is functioning
Company site : www.sivsa.com