#FIRMday Manchester - 15th Oct 2015 - Helping line managers to recruit more o...Emma Mirrington
#FIRMday Manchester - 15th Oct 2015 - Helping line managers to recruit more objectively at Skanska UK
Driving diversity through objective assessment
Talent Q
High-performing organizations achieve results by utilizing portfolio management to select the right projects at the right time with the right resources based on a data-driven selection methodology. Portfolio management adds value to an organization’s bottom line by optimizing the organization’s capacity and capabilities to meet the demands of an ever changing market and technology trends. It does this by providing insight and global visibility of the organizations approved set of strategic criteria against a backdrop of organizational constraints. This presentation provides a few of the value creation processes that implementing a best in class portfolio management solution can provide to your organization.
To learn more: http://developingaculturethatworks.com/
Tips & Tricks for Your Lessons Learned ProgramSIKM
This document provides tips for establishing an effective lessons learned program. It discusses levels of learning from passive to active collection and distribution. Tips include customizing existing software, integrating search mechanisms, collecting inputs to refine taxonomies, tracking institutionalization of lessons, using videos and content writing, standardizing where possible, and leveraging machine learning. The document emphasizes getting creative with branding and promotion, and encourages discussion of experiences to facilitate collective learning.
Productivity gains are key to the bottom line profits of your department and organization because they allow you to accomplish more with less. The purpose of this webinar is to discuss the 3 vital elements that can help you and your organization increase its productivity gains by:
• Cascading Activity Alignment
• Optimizing Resource Utilization
• Increasing throughput and value creation
To learn more: http://developingaculturethatworks.com/
- The document proposes restructuring the National Innovation Council of India to better promote research and development. It suggests establishing four subordinate bodies under the NIC: the Centre for R&D Analysis, Centre for Economic Affairs, Centre for Comprehensive Evaluation, and Centre for Public Awareness.
- These bodies would work to develop research frameworks, secure funding, evaluate projects, nurture researchers, and increase public awareness of innovations. The restructured NIC aims to boost India's research output, support socioeconomic development through innovation, and improve employability and the economy over the long run.
This document provides an overview of business incubation in New Zealand. It discusses New Zealand's incubation support program, which aims to enhance the success and growth of early-stage companies. The program provides funding to approved incubators and helps facilitate networking. The document also compares New Zealand's incubation approach to those of Malaysia and Fiji, finding that New Zealand places more emphasis on supporting high-tech and export-focused startups. Key factors in the success of New Zealand incubators include achieving best practices, effective networking, and the partnership between government and the private sector.
#FIRMday Manchester - 15th Oct 2015 - Helping line managers to recruit more o...Emma Mirrington
#FIRMday Manchester - 15th Oct 2015 - Helping line managers to recruit more objectively at Skanska UK
Driving diversity through objective assessment
Talent Q
High-performing organizations achieve results by utilizing portfolio management to select the right projects at the right time with the right resources based on a data-driven selection methodology. Portfolio management adds value to an organization’s bottom line by optimizing the organization’s capacity and capabilities to meet the demands of an ever changing market and technology trends. It does this by providing insight and global visibility of the organizations approved set of strategic criteria against a backdrop of organizational constraints. This presentation provides a few of the value creation processes that implementing a best in class portfolio management solution can provide to your organization.
To learn more: http://developingaculturethatworks.com/
Tips & Tricks for Your Lessons Learned ProgramSIKM
This document provides tips for establishing an effective lessons learned program. It discusses levels of learning from passive to active collection and distribution. Tips include customizing existing software, integrating search mechanisms, collecting inputs to refine taxonomies, tracking institutionalization of lessons, using videos and content writing, standardizing where possible, and leveraging machine learning. The document emphasizes getting creative with branding and promotion, and encourages discussion of experiences to facilitate collective learning.
Productivity gains are key to the bottom line profits of your department and organization because they allow you to accomplish more with less. The purpose of this webinar is to discuss the 3 vital elements that can help you and your organization increase its productivity gains by:
• Cascading Activity Alignment
• Optimizing Resource Utilization
• Increasing throughput and value creation
To learn more: http://developingaculturethatworks.com/
- The document proposes restructuring the National Innovation Council of India to better promote research and development. It suggests establishing four subordinate bodies under the NIC: the Centre for R&D Analysis, Centre for Economic Affairs, Centre for Comprehensive Evaluation, and Centre for Public Awareness.
- These bodies would work to develop research frameworks, secure funding, evaluate projects, nurture researchers, and increase public awareness of innovations. The restructured NIC aims to boost India's research output, support socioeconomic development through innovation, and improve employability and the economy over the long run.
This document provides an overview of business incubation in New Zealand. It discusses New Zealand's incubation support program, which aims to enhance the success and growth of early-stage companies. The program provides funding to approved incubators and helps facilitate networking. The document also compares New Zealand's incubation approach to those of Malaysia and Fiji, finding that New Zealand places more emphasis on supporting high-tech and export-focused startups. Key factors in the success of New Zealand incubators include achieving best practices, effective networking, and the partnership between government and the private sector.
This document discusses the new ISO 30401 standard for knowledge management. It provides an overview of the standard, including its principles-based approach and requirements structure. Experts from the BSI Knowledge Management Committee discuss how organizations can use the standard to guide their knowledge management practices, either as a framework for starting KM programs or to audit and improve mature KM systems. While certification is not currently possible, the standard can still help organizations demonstrate their commitment to effective knowledge management.
President of SLA Europe and Managing Director and Co-Founder of CB Resourcing Simon Burton looks at the skills needed by LIS professionals working in the legal sector in the future.
#cilipconf19
Learning Organization Governance for Top PerformersCorpU
The document discusses governance models for learning and development (L&D) organizations, including centralized, decentralized, and federated models. It uses Textron, a Fortune 500 manufacturing company, as a case study. Textron transformed from a decentralized to a networked model with common processes and a centralized L&D department called Textron University. Textron University uses a federated model with a central team and business unit involvement through a governance board to ensure strategic alignment and share best practices across businesses. The board provides oversight, accountability and helps measure the impact of L&D investments.
ISO 30401 - The KM Management Systems StandardSIKM
This document provides an overview of ISO 30401, the international standard for knowledge management systems. It discusses the development process for the standard, which took input from experts over 3 years to reach publication. The standard adopts the new Annex SL format, which provides a common structure for all ISO management system standards. It outlines the main clauses of the standard, including leadership commitment, risk management, objectives, resource allocation, process definition, performance evaluation, and continual improvement of the knowledge management system. Annexes provide additional context on knowledge types and boundaries with related fields. The document closes by discussing potential implementations of the standard through compliance, certification, or use as a guiding framework.
Workflow technology: Managing roles and staff resources better to meet your s...Associations Network
Kim Ansell, Consultant Professional Associations of K2 Consulting 7 Roger Greenhalgh, Strategic ICT and Organisational Leadership Advocate of Jisc present on: Understanding what you want technology to do now and in the future for your association; Ensuring that your project is business driven; How to structure your team from board level to operations; Does size matter or influence what you need to do?
Marian Janes-Introduction to Strategic Thinking and StrategyMarian Janes
This document provides an overview of strategic planning and execution for learning and development (L&D) professionals. It discusses the importance of aligning the L&D strategy with the overall business strategy. Key steps in the process include reviewing the corporate strategy, conducting a needs assessment, performing a SWOT analysis, creating a balanced scorecard, and ensuring integration across different levels of strategy and functions. Common challenges to strategy include people, change, resources and execution barriers. Communication, clarity of goals, and establishing accountability are critical success factors.
Downloadable Slide Presentation from the Leveraging Innovation Centers of Exc...Think For A Change
The document discusses the concept of an "Innovation Center of Excellence" (ICE) to help organizations better manage innovation. An ICE would be a dedicated team focused on developing, deploying, and maintaining innovation processes, tools, and culture. It would serve as an expert resource, provide training, and act as a liaison to help embed innovation practices across an organization. Setting up an ICE aims to address common pain points around managing innovation and could yield benefits like increased revenue, reduced costs, and better strategy alignment, though some barriers would need to be overcome.
This document provides an overview of services offered by Jadarat, including Jadarat Consulting, Jadarat Learning, Jadarat Solutions, and Jadarat Research. Jadarat Consulting offers various services including performance management, assessment centers, competency frameworks, innovation management, strategy making, Investors in People excellence, and excellence readiness. Jadarat Learning provides learning programs, professional certificates, and blended learning approaches. Jadarat Solutions and Jadarat Research are also mentioned but no details are provided about their services.
Is your L&D department perceived as a service provider in the eyes of your CEO, or are you a strategic partner with a seat at the table? In this session, learn about the successful learning and development transformations at two organizations, Reuters and Cargill. See the multiyear plans they executed, the metrics they used to hold themselves accountable, and the millions in savings they delivered by migrating to reusable digital formats. At the end of this session, you’ll be armed with an action plan to lead your own transformation — from service provider to strategic partner.
Open source from disruption to innovation - Can we measure and evaluate the o...SpagoWorld
This presentation supported the speech delivered by Gabriele Ruffatti, founder of the SpagoWorld initiative and founder and OW2 President (www.ow2.org), at OSS 2013 - the International Conference on Open Source Systems (Koper, Slovenia, 25th-28th June 2013).
The first part of the presentation focuses on open source, innovation and next challenges in the context of the "nexus of events".
The second part provides various examples of how Spago4Q (www.spago4q.org) - SpagoBI analytic for quality - supports a quality assurance and trustworthiness program. It includes a preview of the speech to be delivered at IT Confidence 2013 in Rio de Janeiro (Brazil), presenting how Spago4Q is being used as the key tool inside a complete Application Lifecycle Management process. Spago4Q allows the evaluation of corporate performances through a 3D model integrating data coming from three dimensions of analysis: Technical, Economical and Social.
How to structure, implement and evaluate an innovation management programmeBarry Magee
This document summarizes lessons learned from two innovation programmes at IBM:
1. Sales Collaboration programme achieved 80% idea progression through implementation and identified barriers like employee silos and lack of business skills. It demonstrated the value of cultural assessment, quick wins, and a sustainable approach.
2. Client Value Innovation programme yielded 27% idea submissions over workshops/clinics and identified strengths like cross-division engagement but weaknesses in team formations, mentor selection, and showcase format. It provided lessons around innovation cycle timing and design thinking education.
Scenario-based Economic Model Approach to evaluate the impact of the Internet...Yasushi Hara
This document describes an input-output table based computable general equilibrium (CGE) model to evaluate the impact of government investment in the Internet of Things (IoT) from 2005 to 2050. The model differentiates between intangible knowledge and tangible assets. It simulates three policy scenarios: 1) introducing TCP/IP sensors, 2) real-time sensing and knowledge systems, and 3) platform-based businesses and production systems. The results show that government IoT/ICT investment can accelerate GDP growth, labor transition to new industries, and the infiltration of IoT across sectors. Platform-based businesses are important for utilizing cross-sectoral information technologies.
The document discusses three innovation strategies: technology driver, need seeker, and market reader. The technology driver strategy focuses on developing new technologies first and finding markets for them. The need seeker strategy seeks to understand customer needs and deliver products/services to meet those needs. The market reader strategy evaluates trends and opportunities in the market. Using only one strategy is risky; companies should use a dominant strategy and a subordinate one to balance internal capabilities and external demands. The recommendation is to start with market reading, then need seeking, and apply technology development last.
This is a first prototype of the book structure of our book on business model design and innovation, which will be announced at http://business-model-design.blogspot.com
This document contains information about knowledge management and the balanced scorecard approach. It discusses how knowledge has become a key asset and driver of organizational performance in the modern economy. It also outlines how knowledge management and performance measurement frameworks like the balanced scorecard can be integrated to help organizations improve. Key topics covered include developing a knowledge classification system, measuring benefits of knowledge sharing, identifying best practices, and allocating resources more toward strategic activities over time.
SBI provided training to Samsung Advanced Institute of Technology (SAIT) to standardize its technology roadmapping processes and formats. SAIT developed over 40 technology roadmaps per year using different processes, with little collaboration between R&D programs. The training taught SBI's proven roadmapping framework to SAIT executives and managers. This would allow SAIT to better align its R&D programs with business needs and improve communication and efficiency.
How to improve your organization's performance with DawnInterfacing
Attend this session to learn about this formula and how your organization can apply it to achieve exceptional results - good governance, trust in leadership, customer delight, employee engagement, continually improving work processes, strong supplier and partner relationships, better utilization of resources, balanced system of measurement, and financial results.
This document summarizes research on skills, management practices, and productivity in small and medium enterprises (SMEs). The main points are:
1. The research examines the links between managerial skills, practices adopted by SMEs, and productivity using survey and longitudinal data. It finds that higher entrepreneurial skills are associated with more structured managerial practices, and adopting more practices leads to higher productivity.
2. Key results show entrepreneurial skills, leadership skills, and organizational skills are positively correlated with productivity. Adopting additional human resource practices is also linked to around 2% higher productivity after 3 years.
3. The implications are that both skills development and coaching to help firms adopt practices are needed to
This document discusses managing innovative organizations and knowledge management. It defines key concepts like management systems, organizations, and the 7 dimensions of knowledge management. It examines McKinsey's 7S framework and provides examples of senior management vision at Apple and barriers to innovation. Different aspects of knowledge management are explored, like organizational learning, structure, human resources policies, information systems, performance measurement, and internal/external networking. The presentation emphasizes that managing innovation requires an integrated approach across these different dimensions.
This document discusses the new ISO 30401 standard for knowledge management. It provides an overview of the standard, including its principles-based approach and requirements structure. Experts from the BSI Knowledge Management Committee discuss how organizations can use the standard to guide their knowledge management practices, either as a framework for starting KM programs or to audit and improve mature KM systems. While certification is not currently possible, the standard can still help organizations demonstrate their commitment to effective knowledge management.
President of SLA Europe and Managing Director and Co-Founder of CB Resourcing Simon Burton looks at the skills needed by LIS professionals working in the legal sector in the future.
#cilipconf19
Learning Organization Governance for Top PerformersCorpU
The document discusses governance models for learning and development (L&D) organizations, including centralized, decentralized, and federated models. It uses Textron, a Fortune 500 manufacturing company, as a case study. Textron transformed from a decentralized to a networked model with common processes and a centralized L&D department called Textron University. Textron University uses a federated model with a central team and business unit involvement through a governance board to ensure strategic alignment and share best practices across businesses. The board provides oversight, accountability and helps measure the impact of L&D investments.
ISO 30401 - The KM Management Systems StandardSIKM
This document provides an overview of ISO 30401, the international standard for knowledge management systems. It discusses the development process for the standard, which took input from experts over 3 years to reach publication. The standard adopts the new Annex SL format, which provides a common structure for all ISO management system standards. It outlines the main clauses of the standard, including leadership commitment, risk management, objectives, resource allocation, process definition, performance evaluation, and continual improvement of the knowledge management system. Annexes provide additional context on knowledge types and boundaries with related fields. The document closes by discussing potential implementations of the standard through compliance, certification, or use as a guiding framework.
Workflow technology: Managing roles and staff resources better to meet your s...Associations Network
Kim Ansell, Consultant Professional Associations of K2 Consulting 7 Roger Greenhalgh, Strategic ICT and Organisational Leadership Advocate of Jisc present on: Understanding what you want technology to do now and in the future for your association; Ensuring that your project is business driven; How to structure your team from board level to operations; Does size matter or influence what you need to do?
Marian Janes-Introduction to Strategic Thinking and StrategyMarian Janes
This document provides an overview of strategic planning and execution for learning and development (L&D) professionals. It discusses the importance of aligning the L&D strategy with the overall business strategy. Key steps in the process include reviewing the corporate strategy, conducting a needs assessment, performing a SWOT analysis, creating a balanced scorecard, and ensuring integration across different levels of strategy and functions. Common challenges to strategy include people, change, resources and execution barriers. Communication, clarity of goals, and establishing accountability are critical success factors.
Downloadable Slide Presentation from the Leveraging Innovation Centers of Exc...Think For A Change
The document discusses the concept of an "Innovation Center of Excellence" (ICE) to help organizations better manage innovation. An ICE would be a dedicated team focused on developing, deploying, and maintaining innovation processes, tools, and culture. It would serve as an expert resource, provide training, and act as a liaison to help embed innovation practices across an organization. Setting up an ICE aims to address common pain points around managing innovation and could yield benefits like increased revenue, reduced costs, and better strategy alignment, though some barriers would need to be overcome.
This document provides an overview of services offered by Jadarat, including Jadarat Consulting, Jadarat Learning, Jadarat Solutions, and Jadarat Research. Jadarat Consulting offers various services including performance management, assessment centers, competency frameworks, innovation management, strategy making, Investors in People excellence, and excellence readiness. Jadarat Learning provides learning programs, professional certificates, and blended learning approaches. Jadarat Solutions and Jadarat Research are also mentioned but no details are provided about their services.
Is your L&D department perceived as a service provider in the eyes of your CEO, or are you a strategic partner with a seat at the table? In this session, learn about the successful learning and development transformations at two organizations, Reuters and Cargill. See the multiyear plans they executed, the metrics they used to hold themselves accountable, and the millions in savings they delivered by migrating to reusable digital formats. At the end of this session, you’ll be armed with an action plan to lead your own transformation — from service provider to strategic partner.
Open source from disruption to innovation - Can we measure and evaluate the o...SpagoWorld
This presentation supported the speech delivered by Gabriele Ruffatti, founder of the SpagoWorld initiative and founder and OW2 President (www.ow2.org), at OSS 2013 - the International Conference on Open Source Systems (Koper, Slovenia, 25th-28th June 2013).
The first part of the presentation focuses on open source, innovation and next challenges in the context of the "nexus of events".
The second part provides various examples of how Spago4Q (www.spago4q.org) - SpagoBI analytic for quality - supports a quality assurance and trustworthiness program. It includes a preview of the speech to be delivered at IT Confidence 2013 in Rio de Janeiro (Brazil), presenting how Spago4Q is being used as the key tool inside a complete Application Lifecycle Management process. Spago4Q allows the evaluation of corporate performances through a 3D model integrating data coming from three dimensions of analysis: Technical, Economical and Social.
How to structure, implement and evaluate an innovation management programmeBarry Magee
This document summarizes lessons learned from two innovation programmes at IBM:
1. Sales Collaboration programme achieved 80% idea progression through implementation and identified barriers like employee silos and lack of business skills. It demonstrated the value of cultural assessment, quick wins, and a sustainable approach.
2. Client Value Innovation programme yielded 27% idea submissions over workshops/clinics and identified strengths like cross-division engagement but weaknesses in team formations, mentor selection, and showcase format. It provided lessons around innovation cycle timing and design thinking education.
Scenario-based Economic Model Approach to evaluate the impact of the Internet...Yasushi Hara
This document describes an input-output table based computable general equilibrium (CGE) model to evaluate the impact of government investment in the Internet of Things (IoT) from 2005 to 2050. The model differentiates between intangible knowledge and tangible assets. It simulates three policy scenarios: 1) introducing TCP/IP sensors, 2) real-time sensing and knowledge systems, and 3) platform-based businesses and production systems. The results show that government IoT/ICT investment can accelerate GDP growth, labor transition to new industries, and the infiltration of IoT across sectors. Platform-based businesses are important for utilizing cross-sectoral information technologies.
The document discusses three innovation strategies: technology driver, need seeker, and market reader. The technology driver strategy focuses on developing new technologies first and finding markets for them. The need seeker strategy seeks to understand customer needs and deliver products/services to meet those needs. The market reader strategy evaluates trends and opportunities in the market. Using only one strategy is risky; companies should use a dominant strategy and a subordinate one to balance internal capabilities and external demands. The recommendation is to start with market reading, then need seeking, and apply technology development last.
This is a first prototype of the book structure of our book on business model design and innovation, which will be announced at http://business-model-design.blogspot.com
This document contains information about knowledge management and the balanced scorecard approach. It discusses how knowledge has become a key asset and driver of organizational performance in the modern economy. It also outlines how knowledge management and performance measurement frameworks like the balanced scorecard can be integrated to help organizations improve. Key topics covered include developing a knowledge classification system, measuring benefits of knowledge sharing, identifying best practices, and allocating resources more toward strategic activities over time.
SBI provided training to Samsung Advanced Institute of Technology (SAIT) to standardize its technology roadmapping processes and formats. SAIT developed over 40 technology roadmaps per year using different processes, with little collaboration between R&D programs. The training taught SBI's proven roadmapping framework to SAIT executives and managers. This would allow SAIT to better align its R&D programs with business needs and improve communication and efficiency.
How to improve your organization's performance with DawnInterfacing
Attend this session to learn about this formula and how your organization can apply it to achieve exceptional results - good governance, trust in leadership, customer delight, employee engagement, continually improving work processes, strong supplier and partner relationships, better utilization of resources, balanced system of measurement, and financial results.
This document summarizes research on skills, management practices, and productivity in small and medium enterprises (SMEs). The main points are:
1. The research examines the links between managerial skills, practices adopted by SMEs, and productivity using survey and longitudinal data. It finds that higher entrepreneurial skills are associated with more structured managerial practices, and adopting more practices leads to higher productivity.
2. Key results show entrepreneurial skills, leadership skills, and organizational skills are positively correlated with productivity. Adopting additional human resource practices is also linked to around 2% higher productivity after 3 years.
3. The implications are that both skills development and coaching to help firms adopt practices are needed to
This document discusses managing innovative organizations and knowledge management. It defines key concepts like management systems, organizations, and the 7 dimensions of knowledge management. It examines McKinsey's 7S framework and provides examples of senior management vision at Apple and barriers to innovation. Different aspects of knowledge management are explored, like organizational learning, structure, human resources policies, information systems, performance measurement, and internal/external networking. The presentation emphasizes that managing innovation requires an integrated approach across these different dimensions.
This document discusses how organizations spend 40% of their budgets on projects related to capital investment, product development, R&D, acquisitions, transformations, and growth. It notes that projects are driven by milestones rather than financial quarters and aims to help organizations optimize their organizational project management (OPM) to be more efficient, transfer learning between projects, ensure risk alignment, and better link projects to strategy. Human Systems International provides diagnostics and benchmarks to compare OPM practices against standards and other organizations, and access to a knowledge sharing network of leading organizations.
Knowledge Management, Innovation, and Business PerformanceMuhammad Fajar
This document discusses knowledge management, innovation, and business performance. It defines knowledge as a fluid mix of information that provides a framework for evaluating new experiences. Knowledge management is identified as organizing, transferring, and using information and knowledge within an organization to support strategic objectives. Innovation is the process of transforming new knowledge into new products and services. There are also discussions on different types of knowledge (tacit vs explicit), knowledge management systems, and the relationship between knowledge management, innovation, and improving business performance metrics.
Siuberto Socarrás will be presenting on hot topics and trends in talent management and organizational development. The presentation will discuss challenges and trends in these areas based on industry experience, client engagements, research and social media. It will also cover the business context driving talent needs in 2014, including trends in the US, global markets, and certification programs. The Institute of Organizational Development will then discuss their 2014 offerings, including a talent management seminar series and certification programs.
Overview
Continuous improvement is everybody’s job.
The team at TOPP Tactical Intelligence is pleased to bring to you PRESTO, the easy-to-use business performance solution ensuring that innovation and the changes which come with it are given top priority on your digital transformation agenda.
The document discusses the evolution of MOT (Management of Technology) frameworks from focusing solely on R&D projects to a more holistic approach integrating business strategy, commercialization, and intellectual property management. It proposes a new MOT framework to help organizations create value through technology innovation under the new "R&BD" (Research, Business Development) paradigm. The framework includes elements such as analyzing external drivers, infrastructure, technology planning, project management, commercialization management, and IP asset management. Key success factors for organizations adopting the new MOT framework include leadership commitment, institutionalizing the framework through training, creating an innovation culture, and diversifying technology commercialization paths.
How the Analytics Translator can make your organisation more AI drivenSteven Nooijen
The document discusses how the Analytics Translator role can help organizations become more AI-driven by bridging the gap between business and technology. The Analytics Translator collects and prioritizes ideas, develops business cases for AI solutions, guides the solution development process, and drives adoption. Characteristics of a good Analytics Translator include understanding both business and AI, taking ownership, and operating at the intersection of UX, technology, and business. Developing this role is important for companies to successfully create impact and value from data and AI.
AI Maturity Levels and the Analytics TranslatorGoDataDriven
Buzzwords like Big Data, Cloud, and AI have been out there now for a couple of years. But today, businesses have a clear focus on the application of data use cases and the challenges around that such as metadata management, governance, security, and maintainability in general. Everybody seems to have some version of a data lake and wants to consolidate it into something (more) useful, or move from an on-premise version to the cloud. There is a general need to streamline current practices while also attempting to give multiple segments of users (data scientists, analysts, marketeers, business people, and HR) access in a way that is tailored to their needs and skills. In other words: businesses today are heavily invested in data and AI, but many have a hard time knowing how to mature it to the next level.
This is exactly where a "maturity model" comes into play. The goal of a maturity model is to help businesses in understanding their current and target competencies. This helps organisations in defining a roadmap for improving their competency. A maturity model is therefore one way of structuring progression, whether the company already embraces data science as a core competency, or, if it is just getting started.
In this presentation on maturity models, we answer the following questions:
1. What exactly is a maturity model and why would you need it? We address this by sharing GoDataDriven's maturity model and describing the different phases we have identified based on our experience in the field.
2. How can you use a maturity model to advance your organisation? Having a maturity model alone is not enough, in order for it to be valuable you need to act upon it. This paper provides concrete examples on how to do act based on practical stories and experiences from our clients and ourselves.
Through this presentation, we bring you insights into how high impact learning can:
» Increase efficiency, productivity and profit for an organization
» Increased employee satisfaction
» A developed sense of ownership and accountability
» An enhanced ability for workers to adapt to change
Learn more about:
» How people are leaning today
» What people are learning
» Transformative learning
» Evolving Role of L&D and Content
» Framework to create a High Impact Learning
BI from a Human Perspective. Business intelligence. Organizational Performance depends on human interactions and not on IT arquitecture, Focus on People
This digital transformation programme aims to equip you with the latest skills to assess how your company should evolve and transform in Digital Revolution 4.0. It aims to equip you with a digital strategy roadmap.
This digital transformation programme aims to equip you with the latest skills to assess how your company should evolve and transform in Digital Revolution 4.0. It aims to equip you with a digital strategy roadmap.
This presentation provides an overview of the elements that comprise the entrepreneurial ecosystem and shares the best practices for new product development. It also provides measures that can be used to evaluate the effectiveness of the entrepreneurial ecosystem and proposes a world class solution that can be used to increase the success rate of entrepreneurial ventures.
How to evaluation 70 20-10 learning ecosystems webinar slidesSprout Labs
70-20-10 blended learning ecosystems are more complex than traditional learning and development activities. They have more components and are connected in more complex ways. Evaluation methods such as post-course surveys don't work with 70-20-10 learning ecosystems, so we need different approaches and methods.
For many learning and development professionals evaluation is an afterthought, but at Sprout Labs we have repeatedly found that a well-designed evaluation approach can help to drive the success of the program.
During this interactive webinar we will explored:
how a mindset of prototyping and feedback can accelerate the maturity of a program
- how to build a culture of evaluation and research in your learning and development team
- technologies for embedding continuous measurement into learning programs
- the use of the Robert Brinkerhoff Success Case Method in the evaluation of 70-20-10 learning models.
Similar to Balas 2014 - The relationship between knowledge management, innovation and revenues: a survey of incubated firms in Brazil (20)
O documento resume as atividades de 23 reuniões realizadas entre 18/03 e 25/11, incluindo apresentações de alunos e professores da PUCPR e outras instituições. Foram discutidos projetos, artigos, eventos e prêmios relacionados principalmente aos programas de pós-graduação da PUCPR.
Cooperação Internacional e o compartilhamento de Conhecimento entre pesquisad.... .
Fernanda Cristina Barbosa Pereira Queiroz, professora da UFRN e pós-doutoranda na UFPR, apresentou o andamento do seu projeto de pós-doutorado: Cooperação Internacional e o compartilhamento de Conhecimento entre pesquisadores.
Aspectos sociais e tecnológicos das atividades de inovação. .
O documento discute a relação entre aspectos sociais e tecnológicos no processo de inovação. Aborda como a inovação envolve fatores econômicos e sociais, e como a gestão do conhecimento e a criação de redes tornaram-se centrais para a inovação. Também trata da articulação necessária entre variáveis técnicas e sociais para viabilizar a inovação.
O Perfil dos Municípios Brasileiros em Relação ao Uso e à Infraestrutura de TIC. .
O documento analisa os perfis dos municípios brasileiros em relação ao uso e infraestrutura de TIC através de estatísticas descritivas, análise fatorial e de agrupamentos com base em dados do IBGE. Isso resultou em 6 clusters de municípios com diferentes níveis de desenvolvimento de TIC. Os resultados mostram que a infraestrutura de TIC é importante para o desenvolvimento de e-gov nos municípios e que políticas públicas precisam levar em conta as diferenças entre os perfis municipais.
CAPITAL SOCIAL E CONHECIMENTO: COMO AS RELAÇÕES INTERPESSOAIS PERMITEM A CRIA.... .
Esta pesquisa apresenta uma verificação empírica, tanto da influência do capital social na criação do conhecimento, quanto o reforço da criação do conhecimento sobre o capital social, em uma empresa de desenvolvimento de software.
Carlos O. Quandt
Paulo R. Pereira Jr.
Rosilda R. do Vale
PPAD/PUCPR
Este documento descreve dois projetos de pesquisa sobre cooperativas no Brasil. O primeiro projeto analisa modelos cooperativos no turismo regional, incluindo impactos econômicos e sociais. O segundo projeto busca identificar fatores que influenciam a inovação em cooperativas brasileiras e analisar suas redes de conhecimento.
Projeto - Os fatores que influenciam na aprendizagem e no comprometimento org.... .
Joana Maciel, aluna do PPAD e orientanda do prof Quandt, apresentou uma prévia do seu projeto de dissertação: Os fatores que influenciam na aprendizagem e no comprometimento organizacional dos profissionais responsáveis pelo atendimento nos camarotes dos estádios de oito cidades-sedes da Copa do Mundo.
Governo móvel em administrações públicas brasileiras. .
O documento apresenta o resumo de uma pesquisa sobre modelos de negócios para governo móvel (mGov) em administrações públicas brasileiras. A pesquisa busca elaborar propostas de modelo de negócio para mGov usando tecnologias de baixo custo e amplo alcance, para servir como referência para outras iniciativas. A metodologia inclui estudos de caso, entrevistas e questionários para identificar características de modelos existentes e derivar um modelo genérico de mGov para o Brasil.
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Balas 2014 - The relationship between knowledge management, innovation and revenues: a survey of incubated firms in Brazil
1. The relationship between knowledgeThe relationship between knowledge
management, innovation and revenues: amanagement, innovation and revenues: a
survey of incubated firms in Brazilsurvey of incubated firms in Brazil
Carlos Quandt
Cicero Bezerra
Business School – Pontifícia Universidade Católica do Paraná – Brazil
2014 BALAS Annual Conference
April, 9-12, 2014 - Port of Spain,Trinidad and Tobago
3. ObjectiveObjective
• To verify the relationships among
– perceived effectiveness of
knowledge management
practices,
– investment in innovative
activities and
– revenues of TBFs graduated by
incubators.
4. MotivationMotivation
• Relation between incubating process and
KM practices
– (Somsuk, Wonglimpiyarat & Laosirihongthong, 2011;
Ratinho & Henriques, 2010).
• Disposition of incubated companies to invest
in innovation-related activities
– (Schwartz, 2011).
• Lack of consensus about economic
performance of graduated companies
– (Kilcrease, 2011).
• Few studies on deployment of knowledge
assets in TBFs
– (West & Noel, 2009).
6. SurveySurvey
• 12 incubators in State of Paraná
– 95 graduated companies
• 24 no longer available
• 52 respondents
7. QuestionnaireQuestionnaire
•Perception of effectiveness of KM practices
• HR Management: rewards for initiatives, informal
gathering (virtual or face-to-face) of people to discuss
organizational problems, coaching and mentoring, formal
corporate education programs, knowledge specialist
networks.
• Organizational policies: rewards for development of
individual skills, internal and external benchmarking,
documentation of learnt lessons and best practices,
formal identification of individual and organizational
competencies, establishment of formal KM strategy and
policies.
•ICT-related practices: portals, communication and
collaboration tools, business intelligence systems,
electronic document management, ERP systems.
8. QuestionnaireQuestionnaire
• Investments in innovation
– Acquisition of external knowledge
– Acquisition of software
– Machines and equipment
– Training
– Internal R&D
– External R&D
9. QuestionnaireQuestionnaire
• Revenues
– Micro: under R$ 360 K
– Small: up to R$ 3.6 M
– Medium – group IV: up to R$ 6 M
– Medium – group III: up to R$ 20 M
– Large – group II: up to R$ 50 M
– Large – group I: more than R$ 50 M
10. Analysis ProtocolAnalysis Protocol
Step Objective Procedure
1 Evaluate the internal reliability of the sets of questions
submitted to the respondents
Cronbach's Alpha
2 Provide a general vision of the characteristics of
respondent companies
Descriptive statistics
(averages, standard
deviations, frequencies)
3 Categorize the variables that represent graduate
companies in relation to their investments in innovative
elements and perceived efficacy of KM practices.
Percentage frequency.
4 Determine the number of dimensions to be analyzed Eigenvalues, intertia and
scree plot
5 Verify the existence of associations between variables Multiple correspondence
analysis
6 Evaluate the reliability of the set of variables chosen to
be represented in the dimensions
Cronbach's Alpha
7 Evaluate the intensity of the association between
grouped variables
Pearson's correlation
coefficient (r)
11. ResultsResults
Statistic Consultancies Software Equipment Training
Internal
R&D
External
R&D
Average 0.14 0.40 0.92 0.91 2.54 0.19
Standard
Deviation
0.29 0.43 0.92 0.79 1.54 0.36
Investments in innovation as a percentage of revenues
16. Concluding remarksConcluding remarks
Most of the aspects related to the effectiveness of KM
practices are associated to revenues.
Companies that perceive greater effectiveness of KM
practices:
– invest more in innovation
– have higher revenues.
Microenterprises present a higher propensity to invest
in innovative activities than small ones – and as they
reach higher revenue levels, the investments in
innovation also increase.