The document introduces the Agile Thinking framework, which is a unified methodology for building an efficient, agile and impactful innovation system within organizations. It is based on the author's experience delivering innovation in global corporations. The framework focuses on execution as the central pillar and incorporates principles of accountability and flexible resource deployment to design adaptable organization structures for reliably bringing new ideas to market. It takes a holistic view of innovation capabilities in the context of business needs, strategy and existing processes to integrate critical skills and support systems with organizational structures. This ensures cross-functional engagement, efficient use of resources, and overcoming barriers to innovation delivery.
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra
Getting ‘BOLD INNOVATION’ Right
By Neelima Joseph & Lokesh Venkataswamy
The element ‘SUPPORT’ finds relevance in the innovation management system. To manage innovation effectively, the organization should jump in and facilitate the required resources for establishing, implementing, maintaining, and continual improvement of the innovation management system. The resources come in different forms such as Time, Knowledge, Financial resources, Infrastructure, and Human resources. For effective implementation of the standard, organizations are responsible for determining, providing, and managing the right people. Organizations must identify and develop teams with diverse backgrounds, to enhance cross-pollination and leverage the collective competence of the organization (ISO 56002:2019).
The element 'SUPPORT' encompasses the following sub-clauses, which are the different ways in which support could be extended:
Driving Operation Innovation Using Lean Six SigmaLakesia Wright
IBM Global Business Services provides strategic insights to business executives through the IBM Institute for Business Value. This document discusses how leading companies like Caterpillar, POSCO, and ScottishPower have used Lean Six Sigma to drive broad operational innovation and financial performance beyond just process improvement. These companies established innovation-focused cultures and capabilities by using Lean Six Sigma to surface customer insights, analyze data, align business units, and establish enduring innovation processes.
Jumpstart change for organizational transformation and alignment. Use Liquid Democracy to transform workshops and brainstorming to push organizations forward collectively.
The best preforming companies know they have to translate the abstract into concrete every day principles relying on their own uniquely developed talent and competencies. These organisations design and build their own specific skills to set them apart from competitors. They then bring those capabilities to scale.
The study is expected to come up with a generic framework depicting key components of any Open Business Process Innovation exercise. The project will also examine the challenges an organization would face in undertaking such endeavor.
The document discusses management information systems (MIS) and business innovation. MIS involves using technology to help organizations and people work more effectively. Business innovation is the process of introducing new ideas, methods, products or services to create value for an organization. Common drivers of business innovation include artificial intelligence, which is transforming many industries. Successful business innovation involves an ongoing cycle of generating, testing, developing and delivering new ideas. There are various models and types of innovation, such as product or process innovations, and innovations can be either revolutionary or incremental. While innovation offers benefits like competitive advantages, it also carries risks such as high costs and potential failures.
Msc Graduating project : The agile method of managementLoïc Deguilhem
Title : HOW THE AGILE METHOD OF MANAGEMENT CAN MAKE A COMPANY MORE
EFFECTIVE AND EFFICIENT INTERNALLY AND EXTERNALLY
Competition in the business environment has necessitated the implementation of distinct
management practices to boost performance. Agile management practices, derived from project
management, have proven effective in boosting business performance. The implementation of
this technique in general business management has sparked numerous contentions on its
effectiveness in improving business performance. The proponents consider the agile
management method to bring about numerous benefits to the companies and enable the team
members to become creative and adopt practices that improve their overall performances. The
opponents, on the other hand, consider the agile management practices to lack the ability to
address the needs of the project teams extensively ensure optimum productivity and output. This
study seeks to investigate the manner in which agile management can make a company more
effective and efficient, both internally and externally.
Effective managers facilitate and promote innovation in an organizationAnusha Babooa
Effective managers facilitate and promote innovation in an organization in several key ways:
1) They preserve an innovation-friendly culture by avoiding complacency and welcoming new ideas.
2) They establish a strategic direction and vision to guide innovative efforts.
3) They get personally involved in innovation by interacting with sources of new ideas.
4) They continually improve processes for generating, evaluating, developing and commercializing ideas.
5) They overcome barriers to innovation by managers and in organizations through strategic planning and a flexible structure.
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra
Getting ‘BOLD INNOVATION’ Right
By Neelima Joseph & Lokesh Venkataswamy
The element ‘SUPPORT’ finds relevance in the innovation management system. To manage innovation effectively, the organization should jump in and facilitate the required resources for establishing, implementing, maintaining, and continual improvement of the innovation management system. The resources come in different forms such as Time, Knowledge, Financial resources, Infrastructure, and Human resources. For effective implementation of the standard, organizations are responsible for determining, providing, and managing the right people. Organizations must identify and develop teams with diverse backgrounds, to enhance cross-pollination and leverage the collective competence of the organization (ISO 56002:2019).
The element 'SUPPORT' encompasses the following sub-clauses, which are the different ways in which support could be extended:
Driving Operation Innovation Using Lean Six SigmaLakesia Wright
IBM Global Business Services provides strategic insights to business executives through the IBM Institute for Business Value. This document discusses how leading companies like Caterpillar, POSCO, and ScottishPower have used Lean Six Sigma to drive broad operational innovation and financial performance beyond just process improvement. These companies established innovation-focused cultures and capabilities by using Lean Six Sigma to surface customer insights, analyze data, align business units, and establish enduring innovation processes.
Jumpstart change for organizational transformation and alignment. Use Liquid Democracy to transform workshops and brainstorming to push organizations forward collectively.
The best preforming companies know they have to translate the abstract into concrete every day principles relying on their own uniquely developed talent and competencies. These organisations design and build their own specific skills to set them apart from competitors. They then bring those capabilities to scale.
The study is expected to come up with a generic framework depicting key components of any Open Business Process Innovation exercise. The project will also examine the challenges an organization would face in undertaking such endeavor.
The document discusses management information systems (MIS) and business innovation. MIS involves using technology to help organizations and people work more effectively. Business innovation is the process of introducing new ideas, methods, products or services to create value for an organization. Common drivers of business innovation include artificial intelligence, which is transforming many industries. Successful business innovation involves an ongoing cycle of generating, testing, developing and delivering new ideas. There are various models and types of innovation, such as product or process innovations, and innovations can be either revolutionary or incremental. While innovation offers benefits like competitive advantages, it also carries risks such as high costs and potential failures.
Msc Graduating project : The agile method of managementLoïc Deguilhem
Title : HOW THE AGILE METHOD OF MANAGEMENT CAN MAKE A COMPANY MORE
EFFECTIVE AND EFFICIENT INTERNALLY AND EXTERNALLY
Competition in the business environment has necessitated the implementation of distinct
management practices to boost performance. Agile management practices, derived from project
management, have proven effective in boosting business performance. The implementation of
this technique in general business management has sparked numerous contentions on its
effectiveness in improving business performance. The proponents consider the agile
management method to bring about numerous benefits to the companies and enable the team
members to become creative and adopt practices that improve their overall performances. The
opponents, on the other hand, consider the agile management practices to lack the ability to
address the needs of the project teams extensively ensure optimum productivity and output. This
study seeks to investigate the manner in which agile management can make a company more
effective and efficient, both internally and externally.
Effective managers facilitate and promote innovation in an organizationAnusha Babooa
Effective managers facilitate and promote innovation in an organization in several key ways:
1) They preserve an innovation-friendly culture by avoiding complacency and welcoming new ideas.
2) They establish a strategic direction and vision to guide innovative efforts.
3) They get personally involved in innovation by interacting with sources of new ideas.
4) They continually improve processes for generating, evaluating, developing and commercializing ideas.
5) They overcome barriers to innovation by managers and in organizations through strategic planning and a flexible structure.
Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
The document discusses how manufacturing companies are increasingly integrating innovation into their corporate strategies and collaborating across organizational boundaries to drive innovation. Some key findings include:
1) Innovation is becoming a more integral part of corporate growth strategies and is embedded in more functions beyond just R&D.
2) Companies are looking at innovation as an important lever for improving business performance and top-line growth, in addition to developing new products.
3) R&D collaboration, customer collaboration, and supplier collaboration are seen as key ways to support localized products while leveraging synergies globally. However, challenges remain in capitalizing on customer insights and shifting supplier relationships from cost reduction to shared value creation.
GlaxoSmithKline (GSK) adopted the Accelerating Delivery & Performance (ADP) approach to improve its business performance and ability to face challenges. ADP combines the GSK Change Framework, GSK Fundamentals of Delivery, and a focus on metrics. It was developed starting in 2009 by combining Lean Sigma, project management, and organizational development. By 2012, over 350 employees had become expert practitioners in applying ADP's principles and over 3,000 employees were actively using it in their daily work. The program has continued expanding ADP across GSK while adapting and improving it.
Triune Global provides Leadership Coaching, Advanced Sales Training and Training Consultation.
Leadership Series: Psychometric Assessments, 360 Degrees Survey, 1-on-1 Coaching, Building Championship Teams, Emotional Intelligence, Resolving Conflicts @ Workplace
Advanced Selling Skills: Consultative Selling, Negotiation Skills and Powerful Presentation Skills
Training Consultation: Training Needs Analysis, Training Curriculum and Training Effectiveness Measurement
This document discusses the challenges of innovation and adaptability for managers. It argues that a manager must consistently provide innovation for both internal and external environments in order to advance technology and society. Without innovation and adaptability, customers will lose interest and the market will become static. The document uses examples like Kodak and Tesla to illustrate the importance and benefits of innovation, as well as the downfalls of failing to adapt to new technologies and customer needs. Kodak is highlighted for its failure to transition from film to digital, leading to bankruptcy, while Tesla is praised for its innovative partnerships and products that have enabled its success.
Operational excellence in the era of digital transformationHans Toebak
The document discusses how operational excellence needs to adapt to the digital transformation era. Traditional improvement methods are no longer sufficient and must blend with digital enablers. The future of improvement lies in rapid, event-driven processes supported by real-time analytics and business intelligence from digital data. To succeed, organizations need an approach that focuses on designing digital operations, simplifying processes, and implementing continuous improvement at the right pace of digital transformation. Leadership is also key to drive cultural change and commitment to continuous improvement as the standard for excellence.
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
This document provides an overview of strategic management concepts across 6 units. It discusses key topics such as defining strategy, tests of a good strategy, the strategy making process, external analysis tools like PESTEL and Porter's 5 Forces, internal analysis including resources/capabilities and core competencies, growth strategies like integration and diversification, and international strategies. Assessment techniques like SWOT, value chain analysis, and portfolio maps are also summarized. The document aims to provide a brief content overview of examination material on strategic management.
The document discusses business process optimization and lean transformation. It notes that organizations must transform to adapt to rapid technological changes. Business process optimization can help organizations understand their process maturity and take steps to transform. The document also discusses how to engage young leaders in transformation efforts. It emphasizes tapping into the leadership qualities of youth and preparing them to be the leaders of the future. Overall, the document promotes the need for organizations to continuously optimize and transform their business processes to enable digital transformation and remain competitive.
This document outlines an approach to improving organizational innovation called Organizational Design for Innovation (ODI). ODI applies principles of creative problem solving to assess an organization's current innovation capabilities, design improvements, and mobilize changes. The three phases of ODI - Assess, Design, and Mobilize - correspond to the three phases of the creative problem solving framework. ODI involves analyzing innovation processes and culture, identifying gaps through stakeholder interviews, researching best practices, and developing new roles, structures, and transition plans to close gaps and achieve innovation goals.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
Breaking the mould_unlocking_the_benefits_of_a_tailored_upstream_operating_modelFrancesco Legname
This document discusses how large oil companies can improve performance in unconventional assets, late life assets, and oil sands by tailoring their operating models. It provides examples of how operating models have been successfully tailored in the past for mature North Sea fields. For unconventionals, the document recommends moving to an asset-centric structure with local decision making, simplifying processes, and adopting a performance culture that encourages continuous improvement. Process changes include using more industry standards and empowering local asset managers. The goal is to allow for rapid decisions close to operations and factory-style drilling approaches to reduce costs.
Global companies are facing challenges from volatility, diversity, and rapid technological change. This requires innovative human resource management practices to develop skills in employees and align human capital with business strategies. New techniques like the People Capability Maturity Model evaluate employee performance and maturity. Training programs are also evaluated through models like Kirkpatrick's to ensure learning outcomes are met. HR analytics has emerged to measure how HR activities impact business outcomes, helping companies develop strategic workforce plans. Innovation is crucial for companies to gain competitive advantages and sustain success in this dynamic environment.
Starbucks has achieved competitive advantage through a combination of differentiation and low cost strategies:
1) It standardized operations to benefit from economies of scale while also differentiating through quality, innovation, and brand reputation.
2) Starbucks controls overhead costs and invests in R&D to produce at low costs while also focusing on customer satisfaction and employee dedication.
3) Factors like efficient scale, standardization, quality focus, innovation, brand credibility, and environmental posture have allowed Starbucks to differentiate while keeping production costs low - making it the dominant global coffee chain.
A gap in GSK's ability to execute its strategy and drive sustainable transformation became apparent. Senior executives realized they needed to improve the company's ability to "execute the strategy brilliantly," which requires effectively managing and implementing change. An Accelerated Delivery Program (ADP) was developed to change how GSK changes by focusing on performance improvement through applying principles from organization development, Lean Six Sigma, and project management. The realization was that none of these disciplines alone were sufficient to execute GSK's ambitious strategy, but applying them together as ADP had greater potential impact.
Strategic, Strategic Management and Business Policyashnanehta
This presentation gives a detailed account of
- What is strategy?
- What are the various levels of strategy?
- Stories of exemplar strategies
- Criteria for Strategic Decision Making
- Phases of strategic Management
- Elements of strategic Management
- Implementation of strategic management model
how to apply entrepreneurial and strategic tools, techniques, and concepts in ways that help the firm create increasing amounts of wealth.
six domains: innovation, networks, internationalization,organizational learning, top management teams and governance, and growth.
Accelerating Operational Excellence in 2015: Trends and Technology Catavolt, Inc.
From our Accelerating Operational Excellence 2015 Report: Operational excellence teams are increasingly looking to work with their information technology teams to mobilize data with the purpose of alleviating data access, consumption and management challenges. The desire to deliver real-time data for better decision-making was listed as the most impactful application for mobility in a manufacturing organization. Over 80 percent of respondents believe that mobile apps for manufacturing could provide productivity gains of at least 6 percent in their operations. The majority of (55 percent) respondents are planning to increase their usage of mobile technology in 2015.
The document outlines Microsoft's Innovation Management Framework, which provides best practices and a technology roadmap for managing innovation. The framework addresses innovation challenges through processes like Envision, Engage, Evolve, Evaluate and Execute. It also discusses the importance of leadership, culture and formalizing innovation processes. Case studies and technologies are presented to illustrate how companies can improve innovation performance. The framework is intended to help companies develop comprehensive strategies for managing innovation.
This document provides guidance on strategic partnerships between technology companies. It discusses the benefits of partnerships, such as speeding development time and reducing risks. Key factors for successful partnerships include mutual respect, shared goals/vision, commitment, trust, and fairly shared risk. Partnerships can take many forms on a spectrum from low to high cooperation. Higher involvement like joint ventures require more due diligence. Forming partnerships is similar to forming other relationships as compatibility, communication and adapting to change are important. Termination of partnerships should also be planned for as circumstances change. Special considerations for small firms partnering with much larger ones include approaching the larger firm during slower times when speculative ventures may be more appealing.
The document summarizes the qualifications of Jason S. Perry, an IT professional and Air Force Cyberspace Operations technical training instructor with over 10 years of military experience. He has extensive experience developing and instructing cybersecurity courses, as well as managing IT operations. His technical skills include security certifications, instructional design, and project/program management.
A distributor would be the type of institution that would distribute our media product. A distributor handles marketing, promotion, and distribution of films. They pick release dates, exhibition methods, and ensure the film is distributed to theaters and home release (DVD, Blu-ray, digital). An example of a UK distributor is Lionsgate. Our low-budget film would be released straight to DVD/Blu-ray to save money, similar to the 2012 film "One in the Chamber".
Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
The document discusses how manufacturing companies are increasingly integrating innovation into their corporate strategies and collaborating across organizational boundaries to drive innovation. Some key findings include:
1) Innovation is becoming a more integral part of corporate growth strategies and is embedded in more functions beyond just R&D.
2) Companies are looking at innovation as an important lever for improving business performance and top-line growth, in addition to developing new products.
3) R&D collaboration, customer collaboration, and supplier collaboration are seen as key ways to support localized products while leveraging synergies globally. However, challenges remain in capitalizing on customer insights and shifting supplier relationships from cost reduction to shared value creation.
GlaxoSmithKline (GSK) adopted the Accelerating Delivery & Performance (ADP) approach to improve its business performance and ability to face challenges. ADP combines the GSK Change Framework, GSK Fundamentals of Delivery, and a focus on metrics. It was developed starting in 2009 by combining Lean Sigma, project management, and organizational development. By 2012, over 350 employees had become expert practitioners in applying ADP's principles and over 3,000 employees were actively using it in their daily work. The program has continued expanding ADP across GSK while adapting and improving it.
Triune Global provides Leadership Coaching, Advanced Sales Training and Training Consultation.
Leadership Series: Psychometric Assessments, 360 Degrees Survey, 1-on-1 Coaching, Building Championship Teams, Emotional Intelligence, Resolving Conflicts @ Workplace
Advanced Selling Skills: Consultative Selling, Negotiation Skills and Powerful Presentation Skills
Training Consultation: Training Needs Analysis, Training Curriculum and Training Effectiveness Measurement
This document discusses the challenges of innovation and adaptability for managers. It argues that a manager must consistently provide innovation for both internal and external environments in order to advance technology and society. Without innovation and adaptability, customers will lose interest and the market will become static. The document uses examples like Kodak and Tesla to illustrate the importance and benefits of innovation, as well as the downfalls of failing to adapt to new technologies and customer needs. Kodak is highlighted for its failure to transition from film to digital, leading to bankruptcy, while Tesla is praised for its innovative partnerships and products that have enabled its success.
Operational excellence in the era of digital transformationHans Toebak
The document discusses how operational excellence needs to adapt to the digital transformation era. Traditional improvement methods are no longer sufficient and must blend with digital enablers. The future of improvement lies in rapid, event-driven processes supported by real-time analytics and business intelligence from digital data. To succeed, organizations need an approach that focuses on designing digital operations, simplifying processes, and implementing continuous improvement at the right pace of digital transformation. Leadership is also key to drive cultural change and commitment to continuous improvement as the standard for excellence.
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
This document provides an overview of strategic management concepts across 6 units. It discusses key topics such as defining strategy, tests of a good strategy, the strategy making process, external analysis tools like PESTEL and Porter's 5 Forces, internal analysis including resources/capabilities and core competencies, growth strategies like integration and diversification, and international strategies. Assessment techniques like SWOT, value chain analysis, and portfolio maps are also summarized. The document aims to provide a brief content overview of examination material on strategic management.
The document discusses business process optimization and lean transformation. It notes that organizations must transform to adapt to rapid technological changes. Business process optimization can help organizations understand their process maturity and take steps to transform. The document also discusses how to engage young leaders in transformation efforts. It emphasizes tapping into the leadership qualities of youth and preparing them to be the leaders of the future. Overall, the document promotes the need for organizations to continuously optimize and transform their business processes to enable digital transformation and remain competitive.
This document outlines an approach to improving organizational innovation called Organizational Design for Innovation (ODI). ODI applies principles of creative problem solving to assess an organization's current innovation capabilities, design improvements, and mobilize changes. The three phases of ODI - Assess, Design, and Mobilize - correspond to the three phases of the creative problem solving framework. ODI involves analyzing innovation processes and culture, identifying gaps through stakeholder interviews, researching best practices, and developing new roles, structures, and transition plans to close gaps and achieve innovation goals.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
Breaking the mould_unlocking_the_benefits_of_a_tailored_upstream_operating_modelFrancesco Legname
This document discusses how large oil companies can improve performance in unconventional assets, late life assets, and oil sands by tailoring their operating models. It provides examples of how operating models have been successfully tailored in the past for mature North Sea fields. For unconventionals, the document recommends moving to an asset-centric structure with local decision making, simplifying processes, and adopting a performance culture that encourages continuous improvement. Process changes include using more industry standards and empowering local asset managers. The goal is to allow for rapid decisions close to operations and factory-style drilling approaches to reduce costs.
Global companies are facing challenges from volatility, diversity, and rapid technological change. This requires innovative human resource management practices to develop skills in employees and align human capital with business strategies. New techniques like the People Capability Maturity Model evaluate employee performance and maturity. Training programs are also evaluated through models like Kirkpatrick's to ensure learning outcomes are met. HR analytics has emerged to measure how HR activities impact business outcomes, helping companies develop strategic workforce plans. Innovation is crucial for companies to gain competitive advantages and sustain success in this dynamic environment.
Starbucks has achieved competitive advantage through a combination of differentiation and low cost strategies:
1) It standardized operations to benefit from economies of scale while also differentiating through quality, innovation, and brand reputation.
2) Starbucks controls overhead costs and invests in R&D to produce at low costs while also focusing on customer satisfaction and employee dedication.
3) Factors like efficient scale, standardization, quality focus, innovation, brand credibility, and environmental posture have allowed Starbucks to differentiate while keeping production costs low - making it the dominant global coffee chain.
A gap in GSK's ability to execute its strategy and drive sustainable transformation became apparent. Senior executives realized they needed to improve the company's ability to "execute the strategy brilliantly," which requires effectively managing and implementing change. An Accelerated Delivery Program (ADP) was developed to change how GSK changes by focusing on performance improvement through applying principles from organization development, Lean Six Sigma, and project management. The realization was that none of these disciplines alone were sufficient to execute GSK's ambitious strategy, but applying them together as ADP had greater potential impact.
Strategic, Strategic Management and Business Policyashnanehta
This presentation gives a detailed account of
- What is strategy?
- What are the various levels of strategy?
- Stories of exemplar strategies
- Criteria for Strategic Decision Making
- Phases of strategic Management
- Elements of strategic Management
- Implementation of strategic management model
how to apply entrepreneurial and strategic tools, techniques, and concepts in ways that help the firm create increasing amounts of wealth.
six domains: innovation, networks, internationalization,organizational learning, top management teams and governance, and growth.
Accelerating Operational Excellence in 2015: Trends and Technology Catavolt, Inc.
From our Accelerating Operational Excellence 2015 Report: Operational excellence teams are increasingly looking to work with their information technology teams to mobilize data with the purpose of alleviating data access, consumption and management challenges. The desire to deliver real-time data for better decision-making was listed as the most impactful application for mobility in a manufacturing organization. Over 80 percent of respondents believe that mobile apps for manufacturing could provide productivity gains of at least 6 percent in their operations. The majority of (55 percent) respondents are planning to increase their usage of mobile technology in 2015.
The document outlines Microsoft's Innovation Management Framework, which provides best practices and a technology roadmap for managing innovation. The framework addresses innovation challenges through processes like Envision, Engage, Evolve, Evaluate and Execute. It also discusses the importance of leadership, culture and formalizing innovation processes. Case studies and technologies are presented to illustrate how companies can improve innovation performance. The framework is intended to help companies develop comprehensive strategies for managing innovation.
This document provides guidance on strategic partnerships between technology companies. It discusses the benefits of partnerships, such as speeding development time and reducing risks. Key factors for successful partnerships include mutual respect, shared goals/vision, commitment, trust, and fairly shared risk. Partnerships can take many forms on a spectrum from low to high cooperation. Higher involvement like joint ventures require more due diligence. Forming partnerships is similar to forming other relationships as compatibility, communication and adapting to change are important. Termination of partnerships should also be planned for as circumstances change. Special considerations for small firms partnering with much larger ones include approaching the larger firm during slower times when speculative ventures may be more appealing.
The document summarizes the qualifications of Jason S. Perry, an IT professional and Air Force Cyberspace Operations technical training instructor with over 10 years of military experience. He has extensive experience developing and instructing cybersecurity courses, as well as managing IT operations. His technical skills include security certifications, instructional design, and project/program management.
A distributor would be the type of institution that would distribute our media product. A distributor handles marketing, promotion, and distribution of films. They pick release dates, exhibition methods, and ensure the film is distributed to theaters and home release (DVD, Blu-ray, digital). An example of a UK distributor is Lionsgate. Our low-budget film would be released straight to DVD/Blu-ray to save money, similar to the 2012 film "One in the Chamber".
This document outlines a concept pitch deck for EMMO, a proposed social commerce platform for professional artists, musicians, filmmakers, and designers of African and Latino heritage. The platform aims to empower artists from these communities by creating fair representation and economic opportunities through selling work, networking, and exchanging ideas. It would offer free membership and allow artists to display, sell, and profit share from digital content in categories like visual art, music, film, and web design. The presentation covers EMMO's goals, target audiences, startup costs and financing, and how the platform would work through cloud storage, sales, and profit sharing.
El documento presenta los conceptos básicos de Tecnologías de la Información y Comunicación (TIC). Incluye mapas de contenidos sobre los componentes de una computadora, ejemplos de tipos de software y hardware, y diagramas de las barras de una interfaz gráfica como la barra de menú, barra de título y barra de estado. También enumera las prácticas realizadas por la alumna Luz Angélica Jasso Vega sobre los temas vistos en clase.
El documento presenta el horario semanal de cursos de capacitación judicial que se impartirán del 13 al 18 de agosto en diferentes sedes del Consejo Nacional de la Judicatura. Se detallan los cursos programados para cada día y horario en las sedes de Chalatenango, San Miguel, Santa Ana y San Salvador.
This document provides an economic update and outlook for December 2010. It includes data on key economic indicators such as GDP, employment, home prices, consumer confidence, and inflation. The global economic recovery is continuing but remains weak, with only modest growth in the US. Interest rates will remain low through 2011 as the Fed maintains its policies. Businesses should take steps to manage interest rate and currency risks given the current volatility and economic uncertainties.
Presentación sobre el Sense Marketing o el Mercadeo Sensorial aplicado a la multinacional Starbucks. Curso de Mercadeo de la Universidad de Costa Rica, 2014.
El documento presenta conceptos y definiciones relacionados con la formulación y evaluación de proyectos. Explica que un proyecto es una idea documentada que pasa por diferentes fases como pre-inversión, inversión y administración del proyecto. Además, ofrece definiciones de proyecto según el Banco Mundial, la enciclopedia Lexis 22 y diferentes autores.
El documento proporciona una introducción al análisis financiero, discutiendo conceptos clave como la macroeconomía, microeconomía y funciones financieras básicas. También describe los estados financieros principales como el balance general, estado de ganancias y pérdidas y flujos de efectivo, así como los objetivos del análisis financiero y quiénes se benefician de él.
La función financiera consiste en prever, planear, organizar, dirigir y controlar las actividades financieras de una empresa. Se divide en tres áreas principales: decisiones de inversión, financiamiento y política de dividendos. Los administradores financieros se encargan del análisis financiero, determinación de activos y estructura financiera de la empresa. El tesorero se ocupa de las finanzas a corto plazo mientras que el contralor se enfoca en la contabilidad, planeación y control financiero.
El documento describe un curso de capacitación sobre la fertilización del cultivo de arándanos en el Perú. El curso se llevará a cabo en un campo de arándanos en Cañete y cubrirá temas como las variedades de arándanos, el riego, la calidad del suelo, los requerimientos nutricionales del cultivo en diferentes etapas, y la inyección de fertilizantes en el sistema de riego. El curso será impartido por un ingeniero con experiencia en el cultivo de arándanos.
In this playbook, we outline the innovation challenge that leaders must overcome, and share our approach to embedding innovation into organisations. This includes an explanation of our Innovation Management Framework and a step-by-step guide to running a sprint that will quickly create a minimum viable innovation operating model. We based both these tools on our experience as heads of innovation and industry leaders, and honed them through our work with organisations around the world, from global financial institutions to market-leading drinks companies. Once on this transformative journey, leaders will instil an experimental culture across their organisations, something that’s necessary for achieving sustainable results. They’ll be able to respond to disruption in their industry, drive measurable returns from their innovation investments and become more efficient at responding to the needs of society and the environment.
The document discusses how to transform businesses into innovative environments. It argues that traditional management models may not be well-suited for innovation and that innovation requires a flexible structure where professionals in technical issues can lead projects. The best approach is to combine traditional administration and innovation management, with administration providing resources for innovation. Agents should work collaboratively in creating and implementing ideas in a constant cycle. This creates an environment where ideas, not roles, drive progress.
This document discusses keys to unlocking breakthrough value through business transformation. It identifies six keys that leaders should consider when undertaking a transformation: 1) Begin with a clear business strategy to inform transformation goals. 2) Focus on critical capabilities that provide competitive advantage. 3) Articulate the value expected and track it. 4) Build sustainability into the transformation. 5) Engage the entire organization. 6) Iterate and adapt based on ongoing learning. The document argues that these keys can help organizations better align their transformation efforts and maximize the value achieved.
The document discusses the McKinsey 7-S model, which analyzes how an organization's strategy, structure, shared values, style, staff, skills, and systems interact and need to be aligned for successful change implementation. It provides examples of how the 7-S model was applied in case studies of Nokia and McDonald's, analyzing what each company did well and areas they could improve regarding the different elements.
To match the accelerating speed with which market sectors are changing, companies must take a broader approach to becoming innovative – an approach that we refer to as ‘enterprise agility.’ Explore three areas on how to unlock new value from innovation.
Many leading Global In-house Centres (GIC’s) are moving forward to experiment with newer models to create a global impact. The approach aims to maximize the ability of start-ups by bringing in technology. With Global Capability Centres (GCC’s), businesses can create more value and expand their growth in the competitive world.
The progressive mindset of businesses and start-ups has influenced Global In-House Centres (GIC) to explore more realities. The aim is to transform into a global capability centre to gain a more rigid position in terms of the impact of the ecosystem at a global level by experimenting new innovative models.
Innomantra viewpoint -The End of CXOs Innovation Peekaboo Innomantra
Innovation has been a lifeline of many organizations for survival and growth, but the CXOs and leadership had a ‘peekaboo’ experience with ad hoc activities and very thin consistency in involvement of its people. As they were trying to structure by connecting the jigsaw pieces of innovation in a multicultural business and stakeholder environment to achieve an exponential impact in the age of triple-bottom-line Profits, People, and Planet.
2016 - 2. Innovation as a core business process.potNadia Lushchak
The document discusses innovation processes and capabilities. It defines innovation processes as a series of changes from ideas to new products and services. The main stages are beginning with a problem or challenge, generating ideas collaboratively, combining and evaluating ideas, developing ideas, and implementing ideas. It also discusses four types of organizational innovation capabilities - from unaware to creative dominant positions. Sustainable innovation requires the right strategy, processes, organization, linkages, and learning to bridge ongoing and disruptive changes.
This document is a piece of work dated 2009 outlining an analysis of the strategic activity within a major international organisation, more specifically Google. It includes an analysis of the advantages and disadvantages associated with using chaos integration perspectives.
World Innovation Convention Berlin 2017 Strategy ToolkitEngage // Innovate
The document discusses how large companies need to transform to keep up with changing times, as the tools and strategies they used were developed for more stable eras. It introduces Strategy Tools, a portfolio of free strategy and innovation tools developed over 7 years to help companies continuously reinvent themselves and build new business models to navigate disruption. Companies can download these tools at www.strategytools.io to start developing future-fit strategies.
This document outlines 5 levers that can be used to structure a corporate entrepreneurship program: strategy, capabilities, governance, communications, and impact. Each lever is described in 1-3 sentences. For example, for strategy it states that clear strategic objectives around innovation must be made explicit at the business unit level and key themes where the business unit has an unfair advantage need to be identified. For capabilities, it states that the right approach modeled on best practices from high growth companies is needed to build skillsets and mindsets.
Framework of Innovation Management - MIT ID InnovationPankaj Deshpande
The Framework of Innovation Management is significant for all organizations. It helps them create better ideas and strategies when launching their products and services.
For more details, visit : https://mitidinnovation.com/recreation/framework-of-innovation-management/
Kienbaum Management Consultants provides a holistic model for building innovation excellence within organizations. The model includes 10 elements: innovation strategy, processes, tools/methodologies, leadership, management/communication systems, cooperation/collaboration, training/development, performance management, readiness assessment, and workshops. It advocates a flexible, integrated approach connecting people and ensuring organizations are prepared for innovation. The summary highlights Kienbaum's experience supporting strategic transformations to implement sustainable innovation practices.
The document discusses how agile practices are becoming essential for organizations to operate successfully in today's rapidly changing business environment. It defines what it means to be agile, focusing on flexibility, autonomous work cells, transparency of investments and accountability of execution. The trends driving agility include globalization, cloud services, mobility, social media and the need for faster decision making. Building an agile organization requires competencies like collaboration, transparency of investments and accountability. It also discusses the social business practices involved in planning for business through identifying opportunities and targeting investments, and monitoring operations through agreements and benefits realization.
This speech discusses the importance of business excellence and strategy implementation in organizations. It notes that the current business environment is vague, uncertain, complex and ambiguous, requiring companies to have strong strategies and business excellence frameworks. The speech outlines several key factors for organizational success, including visionary leadership, customer focus, robust strategies, and good governance. It emphasizes that effective strategy implementation relies on adopting business excellence models across the entire organization. Business excellence frameworks can help companies assess performance, identify gaps, and drive continuous improvement. The speech encourages aligning employee attitudes, efforts, and objectives with organizational goals in order to achieve excellence.
Venture Path is Deloitte's approach to helping large enterprises adopt lean startup principles and embed disruptive innovation. It includes the Venture Path Method (lean startup methodology), Venture Path Structure (blueprint for roles, processes, and governance), and Venture Path Platform (software to track and measure innovation initiatives). The platform guides users through three phases - concept, validation, and scale. It provides venture builders guidance and collects metrics to help portfolio managers make informed investment decisions. The goal is to help organizations test ideas quickly, reduce risk, and consistently innovate in a digital world.