Ideas Matter! But, successful implementation of innovative ideas requires advocacy – the ability to sell to the people who make decisions in organizations.
Successful people: those who have learned how to advocate their ideas to gain interest, support & funding from decision-makers.
Everyone must perform the role of salesperson at some point
To successfully sell, people must
-Communicate their ideas clearly
-Understand how their “brands” shape opinions
-Build partnerships & alliances with subordinates, peers & managers.
-“Pre-sell” their ideas
This is a presentation given to the WVU General Surgery Department on innovation, inventing, and entrepreneurship. My takes on the ideal bioentrepreneur and the basic steps to getting started.
The document discusses the skills gap debate. It provides definitions of the skills gap as being a gap between a firm's current capabilities and the skills needed to achieve business goals and grow. There is an ongoing debate about whether the skills gap is a myth or reality, and how it can be measured and closed. Key questions in the debate are whether the skills gap is really an education gap, how to measure it, who is responsible for closing it, and what the consequences are if it is not addressed.
Subhashish Acharya, the founder of Project Starfish, recommends Sravya Patakota for admission to Purdue University. He describes how Sravya worked with Project Starfish for 3 months, studying over 200 technology companies and arranging discussions between their CEOs and people with disabilities. This resulted in two recorded talks on the future of robotics and big data that created opportunities for those with disabilities. Acharya praises Sravya's work ethic, grasp of technology, ability to handle tight deadlines and rejection, and commitment to creating jobs and opportunities through engagement with top startups. He strongly recommends Sravya, believing she will be an asset to any university and make a positive impact through
Open 2011 - REE Workshop - Toward a New Model of University-wide Entrepreneur...the nciia
Dr. Michael H. Morris gave a presentation about developing entrepreneurship at Oklahoma State University. He discussed creating curriculum, research, and outreach across campus to engage students and faculty from all disciplines. The goal is to build a culture where every student has an entrepreneurial mindset and experiences total immersion in entrepreneurship.
Entrepreneurship Northwest - Accelerating ideas into reality - Open 2011the nciia
The document discusses key concepts from the Lean Startup methodology for accelerating learning and entrepreneurial thinking. It emphasizes the importance of testing assumptions through customer feedback, iterating quickly through building-measuring-learning cycles, and focusing on validating a scalable business model over developing business plans. Mentoring and experiential learning through activities like startup weekends and accelerators are presented as ways to help develop an entrepreneurial mindset.
This document discusses how to develop creative ideas into successful products or solutions. It suggests that after generating many creative ideas, teams must focus on evaluating and selecting the best few to develop further. Prototyping and gathering feedback are important parts of this process to manage uncertainty, learn about ideas, and gain support for changes. While creativity is important, successfully executing ideas into real solutions requires focusing resources on the most promising concepts and iterating them over time through prototyping and testing.
When a car gets stuck in the snow, people instantly start pushing in the same direction to get it out of the snow. But when people's personal lives or their companies get stuck, not everyone is pushing in the same direction. In fact most of the effort goes to cancelling out the work of others.
The Statasphere is a brilliant new tool that instantly shows you where your purposes are misaligned.
Its one simple tool, but it will make you far more efficient and give you a significant competitive edge over your competition. In addition, it will help put your entire life back into perspective?
The most successful people in the world all have their own secret tools that give them an edge, so why not you?
Yes, at times the chaos around us makes us crazy. The Internet Bubble, 9-11, Iraq, Afghanistan, $4 gallon gas, subprime mortgages, the Great Recession, credit crisis, YouTube, Facebook, Twitter, i-pod, i- phone/ Smartphone ... -- and we are not even 9 years into the new millennium.
Clearly it is a whole new world out there, and we need a whole new way of working with it. That's where the Statasphere comes in.
Attracting & Retaining Top Talent: Millennials In the WorkplaceMcKonly & Asbury, LLP
This webinar will be hosted by McKonly & Asbury Human Resources Director, Suzanne Sentman, and Human Resources Coordinator, Holly Kressler.
Millennials, the cohort of Americans born between 1980 and the mid-2000s, now surpass Baby Boomers as the largest living U.S. generation. In 2013, they represented one-third of the total U.S population and by 2020, they are expected to make up half of the workforce. How are employers responding to this employee population shift?
This webinar will explore the defining characteristics of the Millennial generation and how companies can utilize this information to successfully attract, recruit, and retain these employees. As employers create a culture that supports this generation’s need and desire for career growth and advancement, best practices will be examined in areas such as recruiting, onboarding, training, and performance management.
This is a presentation given to the WVU General Surgery Department on innovation, inventing, and entrepreneurship. My takes on the ideal bioentrepreneur and the basic steps to getting started.
The document discusses the skills gap debate. It provides definitions of the skills gap as being a gap between a firm's current capabilities and the skills needed to achieve business goals and grow. There is an ongoing debate about whether the skills gap is a myth or reality, and how it can be measured and closed. Key questions in the debate are whether the skills gap is really an education gap, how to measure it, who is responsible for closing it, and what the consequences are if it is not addressed.
Subhashish Acharya, the founder of Project Starfish, recommends Sravya Patakota for admission to Purdue University. He describes how Sravya worked with Project Starfish for 3 months, studying over 200 technology companies and arranging discussions between their CEOs and people with disabilities. This resulted in two recorded talks on the future of robotics and big data that created opportunities for those with disabilities. Acharya praises Sravya's work ethic, grasp of technology, ability to handle tight deadlines and rejection, and commitment to creating jobs and opportunities through engagement with top startups. He strongly recommends Sravya, believing she will be an asset to any university and make a positive impact through
Open 2011 - REE Workshop - Toward a New Model of University-wide Entrepreneur...the nciia
Dr. Michael H. Morris gave a presentation about developing entrepreneurship at Oklahoma State University. He discussed creating curriculum, research, and outreach across campus to engage students and faculty from all disciplines. The goal is to build a culture where every student has an entrepreneurial mindset and experiences total immersion in entrepreneurship.
Entrepreneurship Northwest - Accelerating ideas into reality - Open 2011the nciia
The document discusses key concepts from the Lean Startup methodology for accelerating learning and entrepreneurial thinking. It emphasizes the importance of testing assumptions through customer feedback, iterating quickly through building-measuring-learning cycles, and focusing on validating a scalable business model over developing business plans. Mentoring and experiential learning through activities like startup weekends and accelerators are presented as ways to help develop an entrepreneurial mindset.
This document discusses how to develop creative ideas into successful products or solutions. It suggests that after generating many creative ideas, teams must focus on evaluating and selecting the best few to develop further. Prototyping and gathering feedback are important parts of this process to manage uncertainty, learn about ideas, and gain support for changes. While creativity is important, successfully executing ideas into real solutions requires focusing resources on the most promising concepts and iterating them over time through prototyping and testing.
When a car gets stuck in the snow, people instantly start pushing in the same direction to get it out of the snow. But when people's personal lives or their companies get stuck, not everyone is pushing in the same direction. In fact most of the effort goes to cancelling out the work of others.
The Statasphere is a brilliant new tool that instantly shows you where your purposes are misaligned.
Its one simple tool, but it will make you far more efficient and give you a significant competitive edge over your competition. In addition, it will help put your entire life back into perspective?
The most successful people in the world all have their own secret tools that give them an edge, so why not you?
Yes, at times the chaos around us makes us crazy. The Internet Bubble, 9-11, Iraq, Afghanistan, $4 gallon gas, subprime mortgages, the Great Recession, credit crisis, YouTube, Facebook, Twitter, i-pod, i- phone/ Smartphone ... -- and we are not even 9 years into the new millennium.
Clearly it is a whole new world out there, and we need a whole new way of working with it. That's where the Statasphere comes in.
Attracting & Retaining Top Talent: Millennials In the WorkplaceMcKonly & Asbury, LLP
This webinar will be hosted by McKonly & Asbury Human Resources Director, Suzanne Sentman, and Human Resources Coordinator, Holly Kressler.
Millennials, the cohort of Americans born between 1980 and the mid-2000s, now surpass Baby Boomers as the largest living U.S. generation. In 2013, they represented one-third of the total U.S population and by 2020, they are expected to make up half of the workforce. How are employers responding to this employee population shift?
This webinar will explore the defining characteristics of the Millennial generation and how companies can utilize this information to successfully attract, recruit, and retain these employees. As employers create a culture that supports this generation’s need and desire for career growth and advancement, best practices will be examined in areas such as recruiting, onboarding, training, and performance management.
About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
This document discusses ways to grow and strengthen entrepreneurial ecosystems. It outlines four constants of great startup communities: 1) being entrepreneur-led, 2) inclusiveness, 3) rallying points like events and programs, and 4) long-term perspective. Specific strategies are provided, such as making sure the ecosystem is bottom-up driven by entrepreneurs' wants, having resources for different types of entrepreneurs, and developing metrics to measure ecosystem health. The talk emphasizes the need to "defrag" ecosystems by understanding connections, aligning resources to roadmaps, and celebrating successes to inspire others.
Experiential entrepreneurship education -state of the art (Coneeect Sofia)Norris Krueger
The document discusses teaching entrepreneurship by focusing on developing an entrepreneurial mindset rather than teaching skills or information. It advocates for experiential learning approaches like problem-based learning, immersion in entrepreneurial activities before concepts are introduced, and mentorship from experts and peers. This allows students to gain critical developmental experiences that change how they think in deeper, more experiential ways about entrepreneurship. The role of instructors is to accelerate this learning process through connecting students to real-world entrepreneurial ecosystems and facilitating opportunities for students to reflect on their experiences and change their mindsets.
The document summarizes Scott Berkun's keynote presentation on the myths of innovation. Berkun aimed to identify popular beliefs about innovation that are untrue, why those myths became popular, and the real truths about innovation and how to apply them. Some of the myths addressed include the idea of epiphanies, that history is well understood, and that people always like innovations. Berkun emphasized that innovation is a social process based on psychology and sociology rather than just technology. He also provided tips for delegating responsibility, taking risks, and rewarding initiative.
A Culture Of Innovation In Practice - How To Tame The Culture BeastProduktbezogen.de
A Culture Of Innovation In Practice - How To Tame The Culture Beast. Präsentiert beim Reeperbahnfestival 2014 in Hamburg durch unseren Autor Daniel Neuberger.
Why do certain cities and communities create more entrepreneurs than others? What makes some companies more successful than others? Are there common ingredients that make for better entrepreneurship and success within both cities and companies? Haskayne School of Business researchers delve into their research to answer these and other related questions. Jim Dewald, dean, and Seok-Woo Kwon, associate professor, share their findings on what puts some cities and companies on the path to success and greatness while others languish or fail.
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.
The document provides guidance on how to make effective decisions through evidence-based and appreciative approaches. It recommends focusing on understanding the "job to be done" and measuring success based on mission alignment. Shared leadership and open communication systems can draw on knowledge and expertise from all areas. Decisions should be made appreciatively by exploring possibilities rather than problems and adapting based on evidence.
The document discusses knowledge management and innovation. It notes that knowledge, skills, and creativity are key assets for designing goods and services. Both the public and private sectors must learn and innovate, and create ways to share ideas and best practices. Knowledge management involves learning from the past, while innovation requires experimentation. Building a knowledge economy requires applying new ideas and discoveries. The document also discusses team roles, collaboration, and the different stages of knowledge management and innovation processes.
- The document proposes creating an educational incubator to mentor entrepreneurs and support the creation of profitable companies addressing existential risks, impact investments, medical advancements, and other high-impact goals.
- It highlights challenges with short-term priorities in research and venture capital that discourage work on long-term problems.
- The author argues this incubator could help translate ideas into viable businesses, spread memes more effectively, and find new economic models to promote ambitious solutions.
The document discusses the need for vision and innovation to drive real change in education. It notes that most failures occur during the descent from goals due to lack of sufficient preparation. Best practices allow improving existing work, while next practices develop new capabilities. The global achievement gap reflects teaching best versus next practices skills. Changing successful systems is difficult, yet innovators must consider multiple solutions. Experiments show kindergarteners outperform experts by prototyping versus single plans. Adapting education for the "Net Generation" requires new skills, learning styles, and technologies to motivate students.
Forgetting to Drain The Swamp + Other Lessons of Running a Creative BusinessDoug Eymer
As a creative professional, know that at some point, during your professional career (through either desire or necessity) you will have the opportunity to “strike out on your own”. These are some lessons that I have learned during my 30 year career.
Entrepreneurship, introduction to entrepreneurship, definition of entrepreneu...Jorge Saguinsin
Introduction to basics of Entrepreneurship covers topics such as social entrepreneurship, business entrepreneurship and various masteries needed. The subject matter covers examples from the Philippines. This a compilation of various learnings from various references. These slides are lectures at Agsb entrepreneurship elective and have been uploaded for the access and convenience of present and past students of the said elective
UHY Advisors - Sparking Creativity and Fostering InnovationChris Osborn
This is a presentation - a new version - of Sparking Innovation and Fostering Innovation delivered May 26, 2010 to a group of UHY Advisors young professionals and clients.
Culture Eats Fintech for Breakfast - MEL Scott Bales
What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
This document discusses ways to grow and strengthen entrepreneurial ecosystems. It outlines four constants of great startup communities: 1) being entrepreneur-led, 2) inclusiveness, 3) rallying points like events and programs, and 4) long-term perspective. Specific strategies are provided, such as making sure the ecosystem is bottom-up driven by entrepreneurs' wants, having resources for different types of entrepreneurs, and developing metrics to measure ecosystem health. The talk emphasizes the need to "defrag" ecosystems by understanding connections, aligning resources to roadmaps, and celebrating successes to inspire others.
Experiential entrepreneurship education -state of the art (Coneeect Sofia)Norris Krueger
The document discusses teaching entrepreneurship by focusing on developing an entrepreneurial mindset rather than teaching skills or information. It advocates for experiential learning approaches like problem-based learning, immersion in entrepreneurial activities before concepts are introduced, and mentorship from experts and peers. This allows students to gain critical developmental experiences that change how they think in deeper, more experiential ways about entrepreneurship. The role of instructors is to accelerate this learning process through connecting students to real-world entrepreneurial ecosystems and facilitating opportunities for students to reflect on their experiences and change their mindsets.
The document summarizes Scott Berkun's keynote presentation on the myths of innovation. Berkun aimed to identify popular beliefs about innovation that are untrue, why those myths became popular, and the real truths about innovation and how to apply them. Some of the myths addressed include the idea of epiphanies, that history is well understood, and that people always like innovations. Berkun emphasized that innovation is a social process based on psychology and sociology rather than just technology. He also provided tips for delegating responsibility, taking risks, and rewarding initiative.
A Culture Of Innovation In Practice - How To Tame The Culture BeastProduktbezogen.de
A Culture Of Innovation In Practice - How To Tame The Culture Beast. Präsentiert beim Reeperbahnfestival 2014 in Hamburg durch unseren Autor Daniel Neuberger.
Why do certain cities and communities create more entrepreneurs than others? What makes some companies more successful than others? Are there common ingredients that make for better entrepreneurship and success within both cities and companies? Haskayne School of Business researchers delve into their research to answer these and other related questions. Jim Dewald, dean, and Seok-Woo Kwon, associate professor, share their findings on what puts some cities and companies on the path to success and greatness while others languish or fail.
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.
The document provides guidance on how to make effective decisions through evidence-based and appreciative approaches. It recommends focusing on understanding the "job to be done" and measuring success based on mission alignment. Shared leadership and open communication systems can draw on knowledge and expertise from all areas. Decisions should be made appreciatively by exploring possibilities rather than problems and adapting based on evidence.
The document discusses knowledge management and innovation. It notes that knowledge, skills, and creativity are key assets for designing goods and services. Both the public and private sectors must learn and innovate, and create ways to share ideas and best practices. Knowledge management involves learning from the past, while innovation requires experimentation. Building a knowledge economy requires applying new ideas and discoveries. The document also discusses team roles, collaboration, and the different stages of knowledge management and innovation processes.
- The document proposes creating an educational incubator to mentor entrepreneurs and support the creation of profitable companies addressing existential risks, impact investments, medical advancements, and other high-impact goals.
- It highlights challenges with short-term priorities in research and venture capital that discourage work on long-term problems.
- The author argues this incubator could help translate ideas into viable businesses, spread memes more effectively, and find new economic models to promote ambitious solutions.
The document discusses the need for vision and innovation to drive real change in education. It notes that most failures occur during the descent from goals due to lack of sufficient preparation. Best practices allow improving existing work, while next practices develop new capabilities. The global achievement gap reflects teaching best versus next practices skills. Changing successful systems is difficult, yet innovators must consider multiple solutions. Experiments show kindergarteners outperform experts by prototyping versus single plans. Adapting education for the "Net Generation" requires new skills, learning styles, and technologies to motivate students.
Forgetting to Drain The Swamp + Other Lessons of Running a Creative BusinessDoug Eymer
As a creative professional, know that at some point, during your professional career (through either desire or necessity) you will have the opportunity to “strike out on your own”. These are some lessons that I have learned during my 30 year career.
Entrepreneurship, introduction to entrepreneurship, definition of entrepreneu...Jorge Saguinsin
Introduction to basics of Entrepreneurship covers topics such as social entrepreneurship, business entrepreneurship and various masteries needed. The subject matter covers examples from the Philippines. This a compilation of various learnings from various references. These slides are lectures at Agsb entrepreneurship elective and have been uploaded for the access and convenience of present and past students of the said elective
UHY Advisors - Sparking Creativity and Fostering InnovationChris Osborn
This is a presentation - a new version - of Sparking Innovation and Fostering Innovation delivered May 26, 2010 to a group of UHY Advisors young professionals and clients.
Culture Eats Fintech for Breakfast - MEL Scott Bales
What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
This document outlines the Global Action Project at MICDS high school, which aims to teach students how to create social entrepreneurship projects to effect sustainable change in the world. Students research current social problems and evaluate organizations addressing them. They then design their own social entrepreneurship idea to address a problem, considering sustainability, anticipated challenges, and how to convince others of the project. Students document their research and planning process. The final project involves creating a documentary and presentation to pitch their proposed social entrepreneurship idea to a panel. The goal is for students to develop skills like critical thinking, collaboration, communication and more to become agents of positive change.
Culture in silicon valley hf 12_november2012Alena Kalibaba
Gigi Wang is a Taiwanese-American entrepreneur and managing partner of MG-Team LLC. She discussed key factors that contribute to Silicon Valley's culture of innovation and entrepreneurship, including trust, risk-taking, collaboration, integrity, accessibility, and constructive feedback. She emphasized developing the right innovative culture through openness, empowerment, and sharing wealth. Innovation requires understanding customer needs, conceptualizing ideas, collecting feedback, and iterating. Leaders should promote innovation through processes and championing new ideas.
Transforming Healthcare: Opportunities for Making a Difference and Pivoting Y...Dr. Chris Stout
Transforming Healthcare: Opportunities for Making a Difference and Pivoting Your Career By Chris E. Stout, PsyD
This workshop will deconstruct ways of building a portfolio career that is beneficial to others, as well as atypically stimulating and productive. Learn how to find opportunities to not only treat, but teach, manage, consult, write, podcast, blog—in public, private, governmental, technology, and non-profit venues—around the world.
Learning Objectives
1. Attendees will learn about various career paths and opportunities to creatively serve others in ways that that are stimulating, creative, and satisfying.
2. Attendees will learn about the mechanics of working in other areas of healthcare that may be atypical for psychologists (i.e., technology startups, policy advising, center development, creating a non-profit, etc.).
3. Attendees will learn about public-private partnerships in healthcare, global health, grant funded projects, and other non-traditional approaches to multidisciplinary, collaborative work.
4. Attendees will learn about methods and tools to learn about altering, pivoting, or augmenting their career paths in healthcare.
For more information, please be in touch: DrChrisStout@gmail.com
The Killer CEO: How Leaders Influence Their Organizations for Good or EvilThe TRACOM Group
Learn the impacts of change both on business and individuals, what it means to be a great leader in a changing environment, and how people can rewire their brain to adapt to the changing world.
Culture Summit 2018 - Using Culture to Unlock Your People's Potential WorkshopCulture Summit
This document discusses building a high-performing organizational culture. It begins by defining culture as a set of shared beliefs, values, experiences and ways of being. It then discusses the concept of fixed versus growth mindsets and how a growth mindset leads to higher achievement. Several frameworks are introduced, including the zone of genius/competence and Maslow's hierarchy of needs. The document advocates creating a compelling vision for an ideal culture and implementing rituals and practices like self-reflection, onboarding processes, and team retreats to bring the vision to life. The goal is to transform people into their best selves through a culture of fierce loyalty and high performance.
Millennials, Generation Y - born between 1980 - 2000, how they respond to work ethics, their behavior at the workplace, how they like to manage work-life balance, and how the organizations should manage in order to compete in future.
Doing Something Good slides from VicHealth Innovation Challenge - Alcohol: Ideas Jam.
Doing Something Good are working with VicHealth to help those interested in taking on the Innovation Challenge Alcohol to develop their big ideas and build their capability to make a real impact.
The Innovation Challenge – Alcohol: Ideas Jam was a one day practical, outcomes-driven workshop for participants to:
> explore key trends and identify opportunities
> discover socially innovative initiatives and approaches already making a difference
> develop an understanding of the needs and motivations of your target audience
Rapid Prototyping
> help you develop their pitch and design a prototype
> learn about and apply the principles and practices of design thinking and Lean Startup to develop and test their idea
We covered the principles of developing innovative ideas with impact, and how to apply these processes to the development of ideas for the Innovation Challenge: Alcohol. Methodologies used included Design Thinking, Lean Startup and Rapid Prototyping.
Read more about the Ideas Jam at http://doingsomethinggood.com.au/vichealth-innovation-challenge-alcohol-ideas-jam/
Find out more about the VicHealth Innovation Challenge Alcohol at http://www.vichealth.vic.gov.au/Programs-and-Projects/Alcohol-Misuse/Programs/Innovation-Challenge.aspx#.VGGMiFOUdqY
WECREATE Worldwide is a company established in 2005 to support organizations and leaders in achieving breakthrough innovation and leadership. They work with clients on processes for breakthrough innovation in products, services, experiences and brands. They also provide leadership development training. The document discusses WECREATE's approach of using "Breakthrough Biodynamics" to create leverage ideas and impact the future in unexpected ways. It provides examples of past breakthrough innovations and discusses challenges organizations face in embracing future changes.
Marcus Segal, Former COO Casino Division, Zynga - Common Mistakes Made By Tec...Techsylvania
The document discusses various topics related to starting and running a technology company, including raising money, hiring employees, company culture, and leadership. It provides advice on fundraising from sources like friends and family or venture capitalists. Some key statistics are presented on the likelihood of startups succeeding or failing. The importance of hiring and retaining talented people is discussed. Creating a culture of excellence through goals, accountability, and celebrating successes is also covered. Resources like books on entrepreneurship are recommended.
Presentatie Inholland Nickvbreda (aanpassingen)-1Nick van Breda
This document provides an overview of Nick van Breda and his career path from gaming addict to social entrepreneur. It outlines his timeline from 2002-2012 when he spent 400 days gaming, to quitting gaming in 2013 and going on to win research papers and present to professors. His goals are outlined as training 1 million people by age 30 to turn ideas into jobs and prepare a society of changemakers. Various tips and strategies are provided around topics like scaling startups, crowdfunding, and leadership. Global issues are listed and the reader is prompted to set goals and identify needed resources. Exponential vs linear growth and types of organizations are contrasted.
This document discusses how colleges can weather the "perfect storm" of challenges facing college admissions. It outlines demographic trends showing declining numbers of traditional college-aged students and increased economic pressures. It argues colleges must overthrow dead recruitment cultures, embrace authenticity in their branding and marketing, and ensure the campus visit experience is engaging. Specific tactics include engaging students earlier in their college search, emphasizing authentic stories over statistics, and training tour guides to provide memorable experiences that feel "right" to prospective students.
This document discusses strategies for changing corporate culture at a traditional company. It advocates becoming a social organization by identifying a common purpose, empowering employees, and connecting people both internally and externally. Three case studies of grassroots communities at Sanofi Pasteur are provided as examples. Common barriers to culture change like command-and-control structures and silos are also outlined. The presentation argues for an experiential and collaborative approach to shifting culture over the long term.
This document discusses strategies for changing corporate culture at a traditional company. It advocates becoming a social organization by identifying a common purpose, empowering employees, and connecting people both internally and externally. Three case studies of grassroots communities at Sanofi Pasteur are provided as examples. Common barriers to culture change like command-and-control structures and silos are also outlined. The presentation argues for an experiential and collaborative approach to shifting culture over the long term.
This document provides an agenda for an intrapreneurship conference taking place on September 8-9, 2016 in New York City. The agenda includes keynote speeches, panels, and workshops on topics related to fostering intrapreneurship within large organizations. Speakers will discuss strategies for building innovative cultures, navigating organizational politics to enable new ideas, developing intrapreneur programs, and leveraging design thinking for new ventures. The conference aims to provide corporate innovators with tools and frameworks for driving change from within their organizations.
What Millennials and young professionals wantChristoph Bauer
This document discusses the desires and expectations of Millennial workers. It notes that Millennials will make up 75% of the workforce by 2025. Millennials value work-life balance, good relationships with colleagues and supervisors, learning opportunities, and a sense of purpose in their work more than high salaries. They expect modern technology and flexible work arrangements. Rigid processes and outdated corporate technology do not meet Millennials' needs and expectations. The document recommends that companies focus on culture, technology platforms, and agile processes to attract and retain Millennial talent.
The "Pipeline Problem" and Other Myths About Workplace DiversityAtlassian
If you're having a hard time filling your hiring pipeline with a diverse mix of candidates, you're not alone. You're also not looking in the right places. The so-called "pipeline problem" is a convenient scapegoat for tech's slow progress on the diversity front, but it's nothing more than a cop-out and a myth.
Companies that get serious about installing the right "plumbing" find that their pipeline problems disappear rather quickly. (Fancy that!) In this talk, you'll learn how to start attracting and seeking out talent that represents the makeup of the communities where you live and operate. You'll also learn how to build a culture were diverse employees can find a sense of belonging and bring their full selves to the table.
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
4. Common Definition
New Idea
New Device
New Method
Act of innovating
Better Definition
Applying a New AND
Better solution
New requirement
Unmet need
Existing need
What is Innovation Anyway?
5. Did you “Need" Social Media?
• Small snippets of wasted time
• Bored in line
• Waiting for an appointment
• Stuck in traffic
Innovative ideas can satisfy
needs you might not know
you have
6.
7. Quality of Innovation
Poor Good
Lucky Break
Lost
Opportunity
Wasted
Investment
Success!
AdvocacyforInnovation
EffectiveIneffective
Source: John Daly, Advocacy
9. Outsiders may better advocate
your ideas….
Created as a cleaning
product
Discovered that
children used it for
arts & crafts
You may be blind to
the best use for your
innovation!
15. • Defenders: optimize every opportunity to grow
revenue
• Challengers: create new business models &
make competition obsolete
• Which one are you?
http://www.strategy-business.com/feature/Innovators-Are-You-a-
Challenger-or-a-Defender?gko=dd66d
16. The Art of the “Pre-sell”
• Scope
– How many? Who?
• Complexity
– How difficult?
• Magnitude
– How are people
affected?
– Life threatening
– Crisis
• History
– Random, cyclical,
regular?
17. The Ultimate “Pre-Sell”?
• Open Innovation
• FirstBuild mines ideas
from amateur
inventors, students &
appliance users
• Produces small
batches of new
products for sale to
test their appeal
Opal, a countertop ice-nugget maker from
FirstBuild. PHOTO: GE
www.wsj.com/articles/a-new-approach-to-new-products-1474250821
18. Why Change Now?
• Establish urgency!
• Tough times?
– Save money
– Big risks
• Good times?
– Make more money
– No radical changes
19. Fear Works
• The risk of Zika is
real, but not worthy
of the hysterics
• Fear is out of
proportion with the
risk
• Great opportunity for
product development
http://www.theglobeandmail.com/news/nationa
l/the-risks-of-zika-are-real-but-not-worthy-of-
the-hysterics/article31235590/
20. WIIFTS:
What’s In It
For Them?
Reputation
Finances
Efficiency
Status
Relation-
ships
Productivity
Safety
Security
Appearance
21. “FOMO” “I'd rather regret the
things I've done than
regret the things I
haven't done.”
Lucille Ball
“Regret of neglected
opportunity is the worst
hell that a living soul can
inhabit.”
Rafael Sabatini,
Scaramouche
24. Further Reading
• John Daly, Advocacy
• Norbert Aubuchon, The Anatomy of Persuasion
• Nancy Duarte, Harvard Business Guide to
Persuasive Presentations
• Nancy Duarte, Slide:ology
• Bill McGowan, Pitch Perfect
• Carmine Gallo, Talk like Ted & The Presentation
Secrets of Steve Jobs
• Chip Heath & Dan Heath, Made to Stick
• Jeffrey Gitomer, The Little Red Book of Selling
• *All titles available on Amazon
25. Speaker Biography
• Cheryl has over 20 years of experience in electronics manufacturing focusing on
failure analysis and reliability. She is passionate about applying her unique
background to enable her clients to maximize and accelerate product design and
development while saving time, managing resources, and improving customer
satisfaction.
• Throughout her career, Cheryl has had extensive training experience and is a
published author and a senior member of both ASQ and IEEE. She views teaching as
a two-way process that enables her to impart her knowledge on to others as well as
reinforce her own understanding and ability to explain complex concepts through
student interaction. A passionate advocate of continued learning, Cheryl has taught
electronics workshops that introduced her to fascinating companies, people, and
cultures.
• Cheryl earned a Bachelor of Mechanical Engineering degree from Georgia Tech and a
Master of Science in Technology Commercialization (MSTC) program at the University
of Texas at Austin. She was drawn to the MSTC program as an avenue to acquire
relevant and current business skills which, combined with her technical background,
serve as a springboard enabling her clients to succeed in introducing reliable,
blockbuster products tailored to the best market segment.
• In her free time, Cheryl loves to run! She’s had the good fortune to run everything
from 5k’s to 100 milers including the Boston Marathon, the Tahoe Triple (three
marathons in 3 days) and the nonstop Rocky Raccoon 100 miler. She also enjoys travel
and has visited 46 US states and over 20 countries around the world. Cheryl
combines these two passions in what she calls “running tourism” which lets her quickly
get her bearings and see the sights in new places.
ctulkoff@gmail.com
512-913-8624
Editor's Notes
gain interest, support, and funding, control of resources, public, private, non-profit
Innovative gets thrown around a lot. What does it really mean to you and your organization? What’s really valuable? Let’s discuss some defintions
Twitter, Facebook, better mousetrap, changing requirements – RoHS, global warming, internet, currency exchange, uber & lyft
Better definition is more useful – solves a problems AND for companies – something people are willing to PAY for
Creating a “need”, market research Apple – don’t ask customers what they want – solve a problem or need. Come up with something that they couldn’t have articulated
Not just sales, not con artists. Focus on real innovation. We’re not talking about tricking people into buying crud. Want to emphasize that! So let’s talk about different kinds of ideas.
Light Bulb Questions
(Intermediate)
To reproduce the box effects on this slide, do the following:
On the Home tab, in the Slides group, click Layout, and then click Blank.
On the Design tab, in the Themes group, click the arrow next to Colors and then click Oriel.
On the Insert tab, in the Illustrations group click the arrow under Shapes, and then under Rectangles, select rectangle (first row, first option from left).
On the slide, drag to draw a rectangle.
Under Drawing Tools, in the Format tab, in the Size group, click the arrow at the bottom right corner launching the Format Shape dialog box.
In the Format Shape dialog box, select Size in the left pane, under Size and rotate in the right pane set Height to 1.88” and Width to 2”.
Also in the Format Shape dialog box, select Fill in the left pane, and under Fill in the right pane select No Fill.
Also in the Format Shape dialog box, select Line Color in the left pane, under Line Color in the right pane, select Solid Line, and then click the arrow to the right of Color, and under Theme Colors, select Black, Text 1 (first row, second option from left).
Also in the Format Shape dialog box, select Line Style in the left pane, under Line Style in the right pane set Width to 0.25 pt.
Close the Format Shape dialog box.
Select the rectangle. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align Left.
Click Align Top.
Select the rectangle. On the Home tab, in the Clipboard group, click the arrow to the right of Copy, and then click Duplicate. Repeat this process three more times for a total of five rectangles.
Select duplicate on right side. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align Right.
Click Align Top.
Select all five rectangles. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align Top.
Click Distribute Horizontally.
Under Drawing Tools, on the Format tab, in the Arrange group, click the arrow to the right of Group and select Group.
Select the grouped rectangles. On the Home tab, in the Clipboard group, click the arrow to the right of Copy, and then click Duplicate. Repeat this process two more times for a total of four grouped sets.
Select one grouped set. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align Center.
Click Align Bottom.
Select all other grouped sets, and also on the Home tab, in the Drawing group, click Arrange, point to Align, do the following:
Click Align Center.
Click Distribute Vertically.
Select all grouped rectangles. Under Drawing Tools, on the Format tab, in the Arrange group, click the arrow to the right of Group and select Ungroup.
To reproduce the video effects on this slide, do the following:
On the Insert tab, in the Media group, click Video, and then click Video from File.
In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the first video that you want, and then click Insert.
Under Video Tools, on the Format tab, in the Size group, click the arrow at the bottom right corner to launch the Format Video dialog box.
In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, set Height to 1.88” and Width to 1.99”.
In the Animations tab, in the Animation group, select Play.
Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.
On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align Left.
Click Align Top.
Also on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back.
On the Insert tab, in the Media group, click Video, and then click Video from File.
In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the second video that you want and then click Insert.
In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, and set Height to 1.88” and Width to 1.99”.
In the Animations tab, in the Animation group, select Play.
Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.
On the Home tab, in the Drawing group, click Arrange, point to Align, and then click Align Top.
Press and hold CTRL, select second video and second rectangle from top left. On the Home tab, in the Drawing group, click Arrange, point to Align, and then select Align Left or Align Right (depending on which way the video needs to move to match up with rectangle).
Select the second video, on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back.
On the Insert tab, in the Media group, click Video, and then click Video from File.
In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the third video that you want and then click Insert.
Under Video Tools on the Format tab, in the Size group, click the arrow at the bottom right corner to launch the Format Video dialog box.
In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, set the Height to 3.75” and the Width to 4”.
In the Animations tab, in the Animation group, select Play.
Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.
On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:
Click Align Right.
Click Align Top.
Also on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back.
On the Insert tab, in the Media group, click Video, and then click Video from file.
In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the fourth video that you want and then click Insert.
In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, set the Height to 1.88” and the Width to 1.99”.
In the Animations tab, in the Animation group, select Play.
Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.
On the Home tab, in the Drawing group, click Arrange, point to Align, and then click Align Bottom.
Press and hold CTRL, select fourth video and seventeenth rectangle (fourth row, second option from left). On the Home tab, in the Drawing group, click Arrange, point to Align, and then select Align Left or Align Right (depending on which way the video needs to move to match up with rectangle).
Select just the video, on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back.
On the Insert tab, in the Media group, click Video, and then click Video from file.
In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the fifth video that you want and then click Insert.
In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, set the Height to 1.88” and the Width to 1.99”.
In the Animations tab, in the Animation group, select Play.
Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.
Press and hold CTRL, select fifth video and thirteenth rectangle (third row, third option from left). On the Home tab, in the Drawing group, click Arrange, point to Align, and then select Align Left or Align Right, and then Align Top or Align Bottom (depending on which way the video needs to move to match up with rectangle).
Select just the video, on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back.
On the Insert tab, in the Media group, click Video, and then click Video from file.
In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the sixth video that you want and then click Insert.
In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, set Height to 1.88” and Width to 1.99”.
Close the Format Video dialog box.
In the Animations tab, in the Animation group, select Play.
Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.
On the Home tab, in the Drawing group, click Arrange, point to Align, and then click Align Bottom.
Press and hold CTRL, select sixth video and nineteenth rectangle (fifth row, fourth option from left). On the Home tab, in the Drawing group, click Arrange, point to Align, and then select Align Left or Align Right (depending on which way the video needs to move to match up with rectangle).
Select just the video, on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back.
To reproduce the text effects on this slide, do the following:
Press and hold CTRL, select rectangles six, seven and eight (second row, first, second and third options from left), then under the Home tab, in the Clipboard group, click the Cut icon.
On the Insert tab, in the Text group, click Text Box, and then on the slide drag to draw your text box in the area you just cut.
Type text, Questions, in the text box, and then select the text. On the Home tab, in the Font group, select Book Antiqua from the Font list, with a Font Size of 88 pt.
Under Drawing Tools, on the Format tab, in the WordArt Styles group, click the arrow at the bottom right to launch the Format Text Effects dialog box.
In the Format Text Effects dialog box, select Text Fill in the left pane, under Text Fill in the right pane select Solid fill, then click the arrow to the right of Color and under Theme Colors, select Light Yellow, Background 2, Darker 75% (fifth row, third option from left).
Also in the Format Text Effects dialog box, select Shadow in the left pane, under Shadow in the right pane, click the arrow to the right of Color and under Theme Colors, select Black, Text 1 (first row, second option from left), and the do the following:
In the Transparency box, enter 35%.
In the Size box, enter 100%.
In the Blur box, enter 6 pt.
In the Angle box, enter 90 degrees.
In the Distance box, enter 4 pt.
Also in the Format Text Effects dialog box, select 3-D Format in the left pane, under 3-D Format in the right pane, click the arrow to the right of Top, under Bevel select Art Deco (third row, fourth option from left), and then do the following:
To the right of Top, in the Width box, enter 2 pt.
To the right of Top, in the Height box, enter 4.4 pt.
Under Contour, click arrow to right of Color and under Theme Colors, select Light Yellow, Background 2, Darker 10% (second row, third option from left), then set Size to 2pt.
Under Surface, click the arrow to the right of Lighting and under Neutral, select Soft (first row, third option from left).
Select text. On the Home tab, in the Paragraph group, select Center Text.
Close the Format Text Effects dialog box.
To reproduce the background effects on this slide, do the following:
On the Design tab, in the bottom right corner of the Background group, click the arrow at the bottom right to launch the Format Background dialog box.
In the Format Background dialog box, select Fill in the left pane, under Fill in the right pane, select Gradient fill, then click the arrow to the right of Type and select Radial.
Still in the Fill pane, under Gradient stops, click Add gradient stop or Remove gradient stop until four stops appear on the slider. Customize the gradient stops as follows:
Select the first stop on the slider, and then do the following:
In the Position box, enter 0%.
Click the button next to Color, and then under Theme Colors select Gold, Accent 4, Lighter 80% (second row, eighth option from the left).
Select the second stop on the slider, and then do the following:
In the Position box, enter 26%.
Click the button next to Color, and then under Theme Colors select Gold, Accent 4, Lighter 60% (second row, eighth option from the left).
Select the third stop on the slider, and then do the following:
In the Position box, enter 59%.
Click the button next to Color, and then under Theme Colors select Gold, Accent 4, Lighter 40% (fourth row, eighth option from the left).
Select the last stop on the slider, and then do the following:
In the Position box, enter 100%.
Click the button next to Color, and then under Theme Colors select Gold, Accent 4, Darker 25% (fifth row, eighth option from the left).
Close the Format Background dialog box.
Examples coming up.
Sometimes people are convincing for poor ideas!
Sometimes the inventor is wrong or fails to see the best application for the innovation. Recruit others who might be better advocates for your idea. Inventors often get “tunnel vision” when thinking of applications.
Ideas do matter but how many times have good ideas failed to launch? Companies worry about cannibalizing product Industry is filled with them – Kodak & the digital camera. Innovation – novel & USEFUL. Microsoft & the operating system. Sometimes folks have to leave their company to press their ideas. Wozniak & Apple.
Simplified version of the process. successful advocates use a four-step persuasion process to sell their ideas. Technical people tend to focus on the SOLUTION – wodget or gadget rather than the PROBLEM being solved. Get lost in the gory technical details.
The story communicates the problem. Vet, Amazon and rural areas. Origin story – garage, buying local.
● They create a pain.
● They explain the “Why now?”
● They communicate the WIIFTS (What’s In It For Them?).
● They understand that the fear of missing out is greater than the potential benefits of an opportunity.
What happens if we don’t adopt?
Explain – elevator pitch – short sweet simple, amazed at how easy it is to lose someone here if you can’t explain your concept simply & effectively – 60-90 seconds. If longer, lose people. You don’t understand it. Don’t get bogged down! Give the answer first.
Demonstrate – prototype, cardboard, mock up
Apply: leader, seek examples from decision makers, similar projects in the past that worked well.
Show the value
Closer the steps are, the better the learning
Know your audience
Know your audience! These are the people you have to sell to and educate. Innovation in the news.
Naïve followers – educate them, ground them, get them committed
Cheerleaders – bolster them, hug them, inoculate them
Cynics – abandon, use power to go around them
Adversaries – use evidence-based persuasion
Skeptics – answer questions, inform & persuade
And, of course, know yourself & your orgs’s culture. Should you stay or should you go? Conservative, bold, risk-taking, regulated, environments are different.
Intersection between ideas, advocacy, and commercialization, convergence, don’t go in thinking it’s a home run, play devil’s advocate – have your friend do it. Don’t frame it as this or nothing. Talk about alternatives. Change is hard. No one like change.
NO SURPRISES! Pre-sell / preempt BEFORE you get to the big decision making meeting or budget meeting. No one really likes surprises….
Complex – demographics, other groups / products needed for adoption, buying cycle, replacement versus new installation
Magnitude – safety, security, recalls
Random – is often easiest to sell to by nature of its unpredictability
Just in the news in the wall street yesterday. Open
Biggest danger to international travelers is not infectious disease, but motor-vehicle crashes
About 80 per cent of people infected have no symptoms and, in others, the symptoms tend to be minor – fever, rash, joint pain and pink eye. However, when a fetus is infected with Zika, it can cause a serious birth defect, microcephaly. Still, even when a pregnant woman is infected, the risk of passing on the virus to her baby is estimated at about one in 100.