This document discusses innovation driven competitive advantages and provides an agenda for the presentation. It discusses globalization and hypercompetition as drivers of the need for innovation. It defines innovation and describes different types. It emphasizes that innovation must span the entire business system, including products, business models, marketing and more. It discusses common gaps that companies face in corporate innovation efforts, such as lack of framework, focus on competition over differentiation, and restrictive culture and processes. It provides strategies for making corporate innovation more effective, including developing a clear strategy, using tools like blue ocean strategy and sweet spot analysis, and allowing time and space for creativity.
Open innovation is not a new phenomena. New online social tools increase the scope of opportunity and of potential contributions. A presentation by Jean-Yves Huwart, CEO of Global Enterprise.
Explore Talks on "Open Innovation" | Rome Edition - Open Innovability in Enel Coppa+Landini
In occasione della prima edizione romana degli Explore Talks - avvenuta mercoledì 24 febbraio grazie al sostegno di BNL Gruppo BNP Paribas -
Ernesto Ciorra, Head of Innovation & Sustainability ENEL ha presentato le iniziative di Open Innovation dell'azienda a livello mondo
Cos'è il media for equity e quando arriverà in Italia Coppa+Landini
Luca Mannucci, CEO di Media Digital Ventures, intervenuto all'Explore Talks on "Media Landscape" introducendo lo strumento del media for equity per le società in fase di startup.
Open innovation is not a new phenomena. New online social tools increase the scope of opportunity and of potential contributions. A presentation by Jean-Yves Huwart, CEO of Global Enterprise.
Explore Talks on "Open Innovation" | Rome Edition - Open Innovability in Enel Coppa+Landini
In occasione della prima edizione romana degli Explore Talks - avvenuta mercoledì 24 febbraio grazie al sostegno di BNL Gruppo BNP Paribas -
Ernesto Ciorra, Head of Innovation & Sustainability ENEL ha presentato le iniziative di Open Innovation dell'azienda a livello mondo
Cos'è il media for equity e quando arriverà in Italia Coppa+Landini
Luca Mannucci, CEO di Media Digital Ventures, intervenuto all'Explore Talks on "Media Landscape" introducendo lo strumento del media for equity per le società in fase di startup.
Procter & Gamble open innovation approach Ideon Open
Presented at the Hands On Open Innovation workshops, this presentation explains why such giant as P&G engages in open innovation. P&G shares its approach to open innovation called Connect & Develop and reveals lessons the company has learned from applying open innovation practices.
More info about the event at http://www.ideonopen.com/events
NUMA World Summit #1 - The future of innovation in fast growing marketsNUMA
A year ago, NUMA decided to expand its model and develop innovation ecosystems in emerging markets. Since then, we have opened NUMA in 5 countries: India, Russia, Morocco, Spain, and Mexico. On September 1st and 2nd 2016, NUMA organized its first NUMA World Summit: a gathering of all NUMA in Paris, to meet, and to exchange best practices.
Open Source and Open Innovation - Dr. Sabine Brunswicker - Red Hat Summit 2016Purdue RCODI
From Open Source Towards Open Innovation: Fostering Corporate Innovation with Open Source Software (OSS) Communities presented by Dr. Sabine Brunswicker.
Dr. Sabine Brunswicker presented the latest work on how firms and individuals collaborate in an open source software community in the Red Hat Summit 2016. In particular, she highlighted how firms, whether they are OSS vendors or OSS uses, and also the individual developer, can support each other in order to successfully integrating new features in the software. Red Hat Summit is the premier open source technology event to showcase the latest and greatest in cloud computing, platform, virtualization, middleware, storage, and systems management technologies.
Open source software (OSS) is booming. Working the OSS way has become the new standard of software development. This trend has also changed the nature of OSS communities. While originally the domain of hobbyists and hackers, OSS communities are now attracting the participation of firms, both small and large ones. Indeed, OSS communities offer firms the opportunities to engage in what experts call ‘open innovation’. They open up to OSS communities and participate in OSS communities in order to create direct and indirect corporate innovation benefits. This presentation will focus on open innovation for new ‘industrial’ OSS communities, which bring together OSS vendors, OSS customers, as well as independent developers. One of the prominent examples of these new OSS communities is the OpenStack community in the area of cloud computing. These communities create unique opportunities not only for vendor but also for OSS customers to actively shape the agenda of the development activities and also implement this agenda. At the same time, these communities also expose firms to new management challenges given the size and diversity of the actors involved. In my talk I will provide very recent insights gained from a big data analysis focused on the ‘inner working mechanism’ of the OpenStack community. A deep dive into the contribution behavior of different vendors and OSS customers suggest that firms need to align their open innovation strategy with their idiosyncratic innovation interest, the development capabilities of their own employees, and their role in the community. For example, firms that seek to drive more radical changes in the OSS software should behave differently than those firms that are more focused on immediate quality improvements. In sum, the presentation will give those firms, which already participate in new ‘industrial’ OSS communities, as well as those ones, that only use OSS products, practical guidelines in how to use open innovation for the new ‘breed’ of OSS communities. Concrete examples will depict what kinds of features contributors suggested and how OSS vendors, OSS customers and independent developers collaborate in implementing those features.
Open keynote presented 19 Sept 2013 at workshop “Strategizing open innovation: foundations for new approaches” at the University of Bath, School of Management.
Open Innovation: New Opportunities, New Challenges
Many companies are moving beyond the basics of open innovation making this new paradigm of innovation even more complex, challenging – and rewarding. This is the outset for this session with Stefan Lindegaard in which we get into these topics:
• the essentials: What open innovation is and why it matters?
• an overview of the mindset and skills needed to succeed with open innovation
• insights from companies on the leading edge of open innovation
In this presentation, based on his inaugural address upon receiving the International Francqui Chair 2015, Prof. dr. Stremersch discusses how to wire innovation in firms' DNA. The presentation discusses the merits of grassroots innovation and what makes it successful.
Why open innovation offers opportunities for startupsJean-Yves Huwart
Big corporations have no choices : they must open up their innovation process to startups. Startups can count on new opportunities. If a risk exists to be stolen one's ideas, some careful practices help to reduce it as much as possible.
Accelerate Now! Current trends and strategies for the futureNUMA
You liked our White Paper "Accelerate Now" ? Read this news and share it !
NUMA goes for equity crowdfunding ! Paris-based innovation space provider NUMA is going international. To provide capital for this development phase, it has decided to call on the community at large, with an equity crowdfunding campaign.
--------------------------------------------------------------------------------------------------------
Accelerate Now !
Proudly supported by L'Atelier BNP
Early December last year, NUMA, a leading tech and innovation hub in central Paris and home to France’s first accelerator program, held its first ever European Accelerator Summit.
The Summit brought 200+ leaders from accelerators from across Europe and beyond to discuss and debate the current state and future of acceleration. Using collaborative workshops and interactive talks, the purpose of the 2-day conference was really to identify the top trends and challenges facing the accelerator sector and viable models and ideas to reinforce the future of acceleration.
Leveraging the ideas and content generated from the Summit, we’ve developed this whitepaper which focuses on what the group identified as the top trends in acceleration as well as the challenges, opportunities, and models for each.
"Исток" – студенческая газета Воронежского государственного промышленно-гуманитарного колледжа, цель которой – отражать наиболее значимые и интересные события в жизни учебного заведения.
Газета "Исток" основана в 2006 году и неизменным остается то, что каждое мероприятие городского, областного и российского уровня с участием студентов и работников колледжа сопровождается корреспондентами, после чего освещается в газете.
В настоящее время электронные выпуски газеты "Исток", в информационно-рекламных целях, размещаются как на сайте колледжа, так и на других платформах: электронных библиотеках, информационных обменниках и т.д.
Главный редактор издания, заведующий редакционным отделом, к. пед. наук Р. И. Остапенко.
Перспективы науки и образования — рецензируемый международный электронный научный журнал с периодичностью выхода: 6 раз в год. Цель журнала: оперативно отражать актуальные проблемы, пути их решения и полученные результаты исследователей в сфере образования и смежных научных сферах: философии, психологии, биологии, социологии, истории, образовательной политики и права, экономики, математики, информатики и т.д.
Основные направления журнала: Философия образования, методология, информация; Общие вопросы образования; Проблемы профессиональной подготовки; Методика преподавания отдельных предметов; Вопросы школьного и дошкольного образования; Социальная педагогика; Педагогика и психология; История педагогической мысли; Экономика образования; Информационные и математические методы в педагогике
Procter & Gamble open innovation approach Ideon Open
Presented at the Hands On Open Innovation workshops, this presentation explains why such giant as P&G engages in open innovation. P&G shares its approach to open innovation called Connect & Develop and reveals lessons the company has learned from applying open innovation practices.
More info about the event at http://www.ideonopen.com/events
NUMA World Summit #1 - The future of innovation in fast growing marketsNUMA
A year ago, NUMA decided to expand its model and develop innovation ecosystems in emerging markets. Since then, we have opened NUMA in 5 countries: India, Russia, Morocco, Spain, and Mexico. On September 1st and 2nd 2016, NUMA organized its first NUMA World Summit: a gathering of all NUMA in Paris, to meet, and to exchange best practices.
Open Source and Open Innovation - Dr. Sabine Brunswicker - Red Hat Summit 2016Purdue RCODI
From Open Source Towards Open Innovation: Fostering Corporate Innovation with Open Source Software (OSS) Communities presented by Dr. Sabine Brunswicker.
Dr. Sabine Brunswicker presented the latest work on how firms and individuals collaborate in an open source software community in the Red Hat Summit 2016. In particular, she highlighted how firms, whether they are OSS vendors or OSS uses, and also the individual developer, can support each other in order to successfully integrating new features in the software. Red Hat Summit is the premier open source technology event to showcase the latest and greatest in cloud computing, platform, virtualization, middleware, storage, and systems management technologies.
Open source software (OSS) is booming. Working the OSS way has become the new standard of software development. This trend has also changed the nature of OSS communities. While originally the domain of hobbyists and hackers, OSS communities are now attracting the participation of firms, both small and large ones. Indeed, OSS communities offer firms the opportunities to engage in what experts call ‘open innovation’. They open up to OSS communities and participate in OSS communities in order to create direct and indirect corporate innovation benefits. This presentation will focus on open innovation for new ‘industrial’ OSS communities, which bring together OSS vendors, OSS customers, as well as independent developers. One of the prominent examples of these new OSS communities is the OpenStack community in the area of cloud computing. These communities create unique opportunities not only for vendor but also for OSS customers to actively shape the agenda of the development activities and also implement this agenda. At the same time, these communities also expose firms to new management challenges given the size and diversity of the actors involved. In my talk I will provide very recent insights gained from a big data analysis focused on the ‘inner working mechanism’ of the OpenStack community. A deep dive into the contribution behavior of different vendors and OSS customers suggest that firms need to align their open innovation strategy with their idiosyncratic innovation interest, the development capabilities of their own employees, and their role in the community. For example, firms that seek to drive more radical changes in the OSS software should behave differently than those firms that are more focused on immediate quality improvements. In sum, the presentation will give those firms, which already participate in new ‘industrial’ OSS communities, as well as those ones, that only use OSS products, practical guidelines in how to use open innovation for the new ‘breed’ of OSS communities. Concrete examples will depict what kinds of features contributors suggested and how OSS vendors, OSS customers and independent developers collaborate in implementing those features.
Open keynote presented 19 Sept 2013 at workshop “Strategizing open innovation: foundations for new approaches” at the University of Bath, School of Management.
Open Innovation: New Opportunities, New Challenges
Many companies are moving beyond the basics of open innovation making this new paradigm of innovation even more complex, challenging – and rewarding. This is the outset for this session with Stefan Lindegaard in which we get into these topics:
• the essentials: What open innovation is and why it matters?
• an overview of the mindset and skills needed to succeed with open innovation
• insights from companies on the leading edge of open innovation
In this presentation, based on his inaugural address upon receiving the International Francqui Chair 2015, Prof. dr. Stremersch discusses how to wire innovation in firms' DNA. The presentation discusses the merits of grassroots innovation and what makes it successful.
Why open innovation offers opportunities for startupsJean-Yves Huwart
Big corporations have no choices : they must open up their innovation process to startups. Startups can count on new opportunities. If a risk exists to be stolen one's ideas, some careful practices help to reduce it as much as possible.
Accelerate Now! Current trends and strategies for the futureNUMA
You liked our White Paper "Accelerate Now" ? Read this news and share it !
NUMA goes for equity crowdfunding ! Paris-based innovation space provider NUMA is going international. To provide capital for this development phase, it has decided to call on the community at large, with an equity crowdfunding campaign.
--------------------------------------------------------------------------------------------------------
Accelerate Now !
Proudly supported by L'Atelier BNP
Early December last year, NUMA, a leading tech and innovation hub in central Paris and home to France’s first accelerator program, held its first ever European Accelerator Summit.
The Summit brought 200+ leaders from accelerators from across Europe and beyond to discuss and debate the current state and future of acceleration. Using collaborative workshops and interactive talks, the purpose of the 2-day conference was really to identify the top trends and challenges facing the accelerator sector and viable models and ideas to reinforce the future of acceleration.
Leveraging the ideas and content generated from the Summit, we’ve developed this whitepaper which focuses on what the group identified as the top trends in acceleration as well as the challenges, opportunities, and models for each.
"Исток" – студенческая газета Воронежского государственного промышленно-гуманитарного колледжа, цель которой – отражать наиболее значимые и интересные события в жизни учебного заведения.
Газета "Исток" основана в 2006 году и неизменным остается то, что каждое мероприятие городского, областного и российского уровня с участием студентов и работников колледжа сопровождается корреспондентами, после чего освещается в газете.
В настоящее время электронные выпуски газеты "Исток", в информационно-рекламных целях, размещаются как на сайте колледжа, так и на других платформах: электронных библиотеках, информационных обменниках и т.д.
Главный редактор издания, заведующий редакционным отделом, к. пед. наук Р. И. Остапенко.
Перспективы науки и образования — рецензируемый международный электронный научный журнал с периодичностью выхода: 6 раз в год. Цель журнала: оперативно отражать актуальные проблемы, пути их решения и полученные результаты исследователей в сфере образования и смежных научных сферах: философии, психологии, биологии, социологии, истории, образовательной политики и права, экономики, математики, информатики и т.д.
Основные направления журнала: Философия образования, методология, информация; Общие вопросы образования; Проблемы профессиональной подготовки; Методика преподавания отдельных предметов; Вопросы школьного и дошкольного образования; Социальная педагогика; Педагогика и психология; История педагогической мысли; Экономика образования; Информационные и математические методы в педагогике
Статья посвящена изучению особенностей психологического пространства у лиц с разным уровнем
эмоциональной зрелости. Обозначены теоретические и прикладные аспекты изучаемой проблемы. Описаны
основные концепции эмоциональной зрелости личности. Изучен вопрос о влиянии родительской семьи
на становление важнейших структур психики человека. Обоснована адекватность применения субъектно-
средового подхода к рассмотрению личности как к психопространственному феномену, в рамках которого
основными являются категории «психологическое пространство» и «психологическая суверенность личности»
(С.К.Нартова-Бочавер).
Проведено эмпирическое исследование суверенности психологического пространства у лиц с разным
уровнем эмоциональной зрелости. Показано, что состояние и сохранность психологического пространства,
целостность его границ определяют и отражают эмоциональную зрелость личности, а его нарушения
могут быть причиной снижения уровня развития эмоциональной зрелости. Ранняя среда, депривирующая
психологическую суверенность личности является не только и не столько фактором, но источником развития
эмоциональной зрелости личности.
В статье анализируются современные общемировые, общецивилизационных тенденций, которые во
многом определяют направления развития непрерывного педагогического образования, характеризуются
особенности их проявления в Казахстане. Утверждается, что ключевой тенденцией модернизации
педагогического образования является постепенное снижение объемов теоретической подготовки и
ориентация на рост объемов практической подготовки и переподготовки учителей.
Предложены механизмы использования международного опыта педагогического образования для Республики
Казахстан. Материалы подготовлены в рамках проекта «Перспективные модели развития педагогического
образования в Республике Казахстан в условиях реализации Стратегии «Казахстан – 2050», утвержденного
решением Национального научного совета Министерства образования и науки Республики Казахстан
«Интеллектуальный потенциал страны».
В статье обосновывается необходимость антикризисного и антикоррупционного анализа отечественной системы образования, педагогической науки, всех сопряженных с ней отраслей. Показывается значение педагогической науки и практики для социального благополучия каждого человека, общества и национальной безопасности всего государства. Раскрываются механизмы кризисного и коррупционного проявления конфликтов интересов, оказывающих негативное влияние на Российскую систему образования
The article concerns the problems and prospects of development of competence-based vocational education as a
system in the context of the most significant relationships and dependencies. It is analyzed complex of integration
processes through the prism of forming a holistic, student-centered educational space as an optimal environment
for the harmonization of formal educational standards and student’s personal freedoms.
The article substantiates the necessity of forming a student as an active subject of personal, professional selfdevelopment,
analyzes the factors that contribute to the realization of this function. It offers a theoretically
grounded and partly tested approaches of optimizing the process of phase transition of information-reproductive
system of professional education for personally-oriented.
The article also raises issues of real and potential opportunities in forming the competitive educational space of
higher educational institutions, providing innovative standards of development.
Bearing presentation for upc executive mbi - 2013-05-24Jörgen Eriksson
Presentation on innovation and the dynamics of the market for the Executive MBA class at the Universitat Politecnica de Catalunya in Barcelona, 24 May 2013.
Most Impressive Leaders in Tech, Making Waves in the Industry 2023.pdfCIO Look Magazine
This edition features a handful of The Most Impressive Leaders in Tech, Making Waves in the Industry that are leading us to a better future
Read More: https://ciolook.com/most-impressive-leaders-in-tech-making-waves-in-the-industry-2023-november2023/
Presentatition for faculty members at Zagreb University, 2012-10-31, on place management and development, European integration, smart specialization and regional economic growth.
Assessing and Fostering a Culture of InnovationNaba Ahmed
Welcome to an interactive empowering session on how to sharpen your future through innovation management, which can help guide your company’s goals. During this webinar, Magnus Penker, international thought leader and author, will dive into how to assess and foster culture and capabilities for innovation.
Presentatition for faculty members at Zagreb University, 2012-10-31, on place management and development, European integration, smart specialization and regional economic growth.
100%Open is dedicated to open innovation. We have the specialist know-how that makes innovating with partners more successful. Our clients profit from better new products delivered quicker and more efficiently.
Slides which accompanied the Q2 2019 Quarterly Investment Briefing on 30th May. The event saw presentations from Shaw and Co. on their new Investment Academy, from Bristol and Bath Regional Capital on the City Funds and from Tom Bridges of ARUP who shared insights into what we can learn from Leeds. Slides 66-68 include information about those 24 companies that are actively raising investment in Q2 2019. Check out the disclaimer - these aren't recommendations, just information.
Bearing - Uppsala - Etableringsfokus 2014 - 2014-11-18Jörgen Eriksson
Inspirationsföreläsning vid Etableringsfokus 2014 - Handelskammaren i Uppsala län och Nordea bjöd in till en förmiddag med syfte att diskutera nästa steg i Uppsalas utveckling för att bli ett nationellt och internationellt känt etableringsalternativ.
Jörgen Eriksson presentation om marknadens dynamik vid Träslaget 2013 i NässjöJörgen Eriksson
Presentation on the dynamics of the market, globalisation, hyper competition and how to use innovation as a tool to achieve success in hyper competitive markets.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
2. This document is solely for the use of the receiver. No part of it may be circulated, quoted, or
reproduced for
distribution outside the receivers organisation without prior written approval from Bearing Consulting
Ltd.
Innovation driven competitive
advantages
March 13, 2013
“..because the execution of an idea is always more
important
than the brilliance of the thought..”
(Harvard Business Publishing – Morgan, Levitt & Maleck – INVEST model)
3. 3
Föreläsare
Jörgen Eriksson, Founding Partner in Bearing
and adjunct Professor of Innovation Management,
resides in France and works with consulting
internationally.
Has since 1995 led a large number of projects
related to innovation systems, business
development, restructuring and R&D across four
continents.
Presenting today
4. 4
We work with clients in three focus areas;
Bearing Consulting is a management consultancy incorporated in United
Kingdom with offices in London, Stockholm, Barcelona, and
Johannesburg
Places & Regions
Finance
Innovation
Over the past 12 years, we have been
engaged in projects across four
continents
About Bearing Consulting
Bearing develops methodology and
also
publish books
6. 6
1. Globalisation and Hyper Competition
2. Business in Hyper Competitive Markets
3. What do we mean with Innovation?
4. How can we work with Innovation?
5. Corporate Innovation and common gaps
6. How to make Corporate Innovation work
7. The Innovation Navigator
Agenda
7. This document is solely for the use of the receiver. No part of it may be circulated, quoted, or
reproduced for
distribution outside the receivers organisation without prior written approval from Bearing Consulting
Ltd.
Globalisation and Hyper Competition
8. 8
Why hyper competition?
Globalisation – less trade barriers and efficient transport (e.g. containers)
Speed of hyper connected communication and the pace of modern
business
Disruptive Technologies
A new technology that has a serious impact on the
status quo and changes the way people have been
dealing with something, perhaps for decades
Some drivers of hyper competition
9. Sub heading
9
The European Perspective
“Europe is facing a moment of transformation. The crises has
wiped out years of economic and social progress and exposed
structural weaknesses in Europe´s economy.
In the meantime, the world is moving fast and long-term challenges
such as globalisation, pressure on resources, population ageing,
are intensifying.”
- Quote from Europe 2020 Strategy
10. Sub heading
10
The European Perspective
The European Union has set out its vision for Europe´s economy in
the Europe 2020 Strategy, which aims at confronting structural
weaknesses through progress in three mutually reinforcing
priorities:
1. Smart Growth, based on
knowledge and innovation
2. Sustainable growth, promoting a
more resource efficient, greener
and competitive economy
3. Inclusive growth, fostering a high
employment economy delivering
economic, social and territorial
cohesion
11. Sub heading
11
Investing more in research, innovation and entrepreneurship is
at the heart of Europe 2020 and a crucial part of Europe´s response
to the economic crises.
So is having a strategic and integrated approach to innovation
that maximizes European, national and regional research and
innovation potential.
It is about enhancing Europe´s capacity to
deliver smart, sustainable and inclusive
growth, through the concept of smart
specialization.
The European Perspective
13. This document is solely for the use of the receiver. No part of it may be circulated, quoted, or
reproduced for
distribution outside the receivers organisation without prior written approval from Bearing Consulting
Ltd.
Business in hyper competitive markets
14. 14
Corporate world dominance
In the year 1994, Motorola was world leader in (analogue)
mobiles,
seven years later Nokia was world leader in (digital) mobiles
0%
10%
20%
30%
40%
50%
60%
Market shares 1994 Market Shares 2001
Motorola
Nokia
15. 15
From #1 to crises in less than three years…
Why ?
Nokia share price
17. 17
“Either you innovate or you’re in commodity hell. If you
do what everyone else does, you have a low-margin
business. That’s not where you want to be.”
Sam Palmisano, former CEO IBM
Hyper competition
18. 18
“Managing innovation better may be the only way out of
the abyss called commodity hell”
Jeffrey R. Immelt, CEO General Electric
Hyper competition
19. This document is solely for the use of the receiver. No part of it may be circulated, quoted, or
reproduced for
distribution outside the receivers organisation without prior written approval from Bearing Consulting
Ltd.
What do we mean with innovation?
21. 21
Innovation is creative destruction, where
entrepreneurs combine existing elements in
new ways…
After Joseph Schumpeter (1883 – 1950)
The definition
22. 22
Train Car Airplane
Innovation ?
”Invention” => Innovation => Effect (Globally)
What is Innovation?
Innovation can be incremental or disruptive / radical
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reproduced for
distribution outside the receivers organisation without prior written approval from Bearing Consulting
Ltd.
How can we work with innovation?
25. 25
Innovation across the business system
Product &
Services
Business
Model
Delivery &
Supply Chain
Operation
Sales &
Marketing
28. 28
Does Harley-Davidson sell motorcycles?
“…what we sell is the ability
for a 43-year-old accountant
to dress in black leather,
ride through small towns
and have people be afraid
of him“
– an HD executive
29. 29
The Lego Story
Y2000 "Toy of the
Century" by
Fortune magazine
and the British
Association of Toy
Retailers
Y2003 – 2004
Huge losses, close
to bankruptcy
Y2004-03, the
owner & CEO
Kjeld Kirk
Kristiansen decide
to go back to
basic!
Y2004-10, Jørgen
Vig Knudstorp
appointed as new
CEO
30. 30
The Lego Story
The situation 2004
Demand decreasing, competition from games,
movies, merchandising
Poor quality
Poor logistics
Slow in adoption
Simplistic leadership and laid-back culture
Sources: HBR, DN, Guardian, BBC, Handouts European Offshoring Summit, (2009, Copenhagen)
31. 31
The Lego Story
Improve the
business
Stabilize
operations
Organic
growth
Restore the
balance sheet
Define
Raison d'être
Value Creating
Partnership
Deliver what
we promise
Differentiated
Value Chain
Consumer Driven
Value Chain
Rigid Execution
Platform
-1800
-800
200
1200
2200
2003 2004 2005 2006 2007 2008
Operational
Profit
MDK
Year
Innovate Execute
Offshoring
32. 32
Lego – key achievements
Clear Raison d'être: “we help children learn systematic and creative
problem solving—a crucial twenty-first-century skill”
Gained consumer insights through “direct sales to consumers”
through BuiltByMe without competing with existing distribution
channel
Co-Branding with strong and selected partners such as Star wars
and Harry Potter
33. 33
Lego – key achievements
Reduced lead time, 45 to 3 days to
store
Cost saving through offshoring non-
core competencies
A new supplier interface
QA system in place
Open Innovation, 120,000 people
involved in external innovation work –
DesignByMe, DreamtByMe,
BuildByMe
Community driven approach; the open
platform Mindstorm encouraging
customers to design and develop their
34. 34
Lego total innovation makeover
Supply Chain
Business Model
Marketing
Customer
Engagement
Services
Brand
Product
Partner Model
...and LEGO continues to deliver exceptional profitable growth on
an oligopolistic/niche and international toy market...
Internal Innovation
External Innovation
35. This document is solely for the use of the receiver. No part of it may be circulated, quoted, or
reproduced for
distribution outside the receivers organisation without prior written approval from Bearing Consulting
Ltd.
Corporate Innovation
and common gaps
37. 37
The S-curve
Emergent Growth Mature
Performance
/
Value
offering
Effort / Time
Business of the future
(EXPLORATORY)
Ongoing business
(EXPLOITATIVE)
Source: Tovstiga (2007)
38. 40
En definition...
Common gaps
1. Framework of reference, lack of common terminology
2. Heads on competition in market. Limited focus on
differentiation
3. Corporate Culture
4. Not allow people time and space to be creative
5. Focus only on exploitative business, not exploratory
6. Creativity killed by process and procedure
7. Too long time to market
39. This document is solely for the use of the receiver. No part of it may be circulated, quoted, or
reproduced for
distribution outside the receivers organisation without prior written approval from Bearing Consulting
Ltd.
How to make corporate innovation work
40. 42
What successful development requires
Success with innovation does not require comparative resources.
The Ghaff tree grows in the desert virtually without water.
The key factors for success with innovation are knowledge and creativity
45. 47
Your Sweet Spot Defines Your Future Success
Customers’
needs
Competitors’
offerings
Company’s
capabilities
Sweet
Spot
Context (technology,
industry, regulatory, etc.)
Where your company
meets customers
needs in a way in
which your competitors
cannot
What?
Where?
Why?
How?
1
2
3
Sweet spot = unique spot
How to protect/define boundary 1,2,3
llis & Rukstad (2008). Can You Say What Your Strategy Is?, HBR (April 2008)
First
DIFFERENTIATE
from competitors
46. 48
Your Sweet Spot Defines Your Future Success
Customers’
needs
Competitors’
offerings
Company’s
capabilities
Sweet
Spot
Context (technology,
industry, regulatory, etc.)
Where your company
meets customers
needs in a way in
which your competitors
cannot
What?
Where?
Why?
How?
1
2
3
Sweet spot = unique spot
How to protect/define boundary 1,2,3
llis & Rukstad (2008). Can You Say What Your Strategy Is?, HBR (April 2008)
THEN expand border 3 north
toward customer needs
47. 49
Innovation Capabilities
Innovation Capabilities
- Determines how well you will succeed with your innovation efforts
Examples:
• Personas
• Knowledge
• Team structure
• Tools
• Processes.
The most successful companies are those that focus on
a particular, narrow set of common and distinct
capabilities that enable them to better execute their
chosen strategy.
48. 50
...the navigator
Bearing Innovation Navigator
Initiated by the work of Sawhney, M., Wolcott, R. C., & Arroniz, I. (2006). The 12 Differetnt Ways for Companies to
Innovate. MIT Sloan Management Review , 75-81.
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reproduced for
distribution outside the receivers organisation without prior written approval from Bearing Consulting
Ltd.
Case – African Frontier Holdings
51. 53
Client Involvement
•In-depth interviews interviews with key stakeholders
•Survey: Capturing imperatives of the business, scoping the
case
•Survey: Capture strategies, weaknesses, market structures,
key drivers
•Internal and external communication / enrolment
•Presentation with recommendations
Analysis process
•Hypothesis
•Internal and external data collection (survey)
•Generating relevant benchmark data and innovation
patterns
•Analysis
•Strategic options generation
•Evaluation and conclusions
•Recommendations
...the process
The Process
56. 58
Offerings
Offerings are a firm’s products and services.
Innovation along this dimension requires the creation of new products
and services that are valued by customers.
57. 59
Platform
A platform is a set of common components, assembly methods or
technologies that serve as building blocks for a portfolio of products or
services.
Platform innovation involves exploiting the “power of commonality” —
using modularity to create a diverse set of derivative offerings more
quickly and cheaply than if they were stand-alone items.
Innovations along this dimension are
frequently overlooked even though
their power to create value can be
considerable.
58. 60
Solutions
Solutions A solution is a customized, integrated combination of
products, services and information that solves a customer problem.
Solution innovation creates value for customers through the
breadth of assortment and the depth of integration of the different
elements.
59. 61
Customers
Customers are the individuals or organizations that use or consume
a company’s offerings to satisfy certain needs.
To innovate along this dimension, the company can discover new
customer segments or uncover unmet (and sometimes unarticulated)
needs.
Compare – Blue Ocean Strategy
60. 62
Customer Experience
Customer Experience This dimension considers everything a customer
sees, hears, feels and otherwise experiences while interacting
with a company at all moments.
To innovate here, the company needs to rethink the interface between
the organization and its customers.
61. 63
Value Capture
Value Capture refers to the mechanism that a company uses to
recapture the value it creates.
To innovate along this dimension, the company can discover untapped
revenue streams, develop novel pricing systems and otherwise expand
its ability to capture value from interactions with customers and partners.
62. 64
Processes
Processes are the configurations of business activities used to
conduct internal operations.
To innovate along this dimension, a company can redesign its processes
for greater efficiency, higher quality or faster cycle time. Such changes
might involve relocating a process or decoupling its front-end from its
backend.
63. 65
Organization
Organization is the way in which a company structures itself, its
partnerships and its employee roles and responsibilities.
Organizational innovation often involves rethinking the scope of the firm’s
activities as well as redefining the roles, responsibilities and incentives of
different business units and individuals.
64. 66
Supply Chain
Supply Chain A supply chain is the sequence of activities and
agents that moves goods, services and information from source
to delivery of products and services.
To innovate in this dimension, a company can streamline the flow of
information through the supply chain, change its structure or enhance the
collaboration of its participants.
65. 67
Presence
Presence Points of presence are the channels of distribution that
a company employs to take offerings to market and the places
where its offerings can be bought or used by customers.
Innovation in this dimension involves creating new points of presence or
using existing ones in creative ways.
66. 68
Networking
Networking A company and its products and services are connected
to customers through a network that can sometimes become part of the
firm’s competitive advantage.
Innovations in this dimension consist of enhancements to the network
that increase the value of the company’s offerings.
67. 69
Brand
Brand are the symbols, words or marks through which a company
communicates a promise to customers.
To innovate in this dimension, the company leverages or extends its
brand in creative ways.
69. 71
Innovation framework
Why
Strategic question
Profit / Market share
Company Strategy
•Incremental/
Disruptive
•Need seekers
•Market readers
•Technology drivers
What
Type of innovation
Product Innovation
Process Innovation
Organisational Innovation
Management Innovation
Production Innovation
Commercial/Marketing
Innovation
Service Innovation
How
Style
•Cauldron
•Spirale
•Fertile
•PacMan
•Explorer
People
•10 Faces of Innovation
Capability & Process
•Ideation
•Project selection
•Product development
•Commercialisation
Source: Penker (2011)
70. 72
Why – Strategic Question
?
Strategic
Question
Increase barriers to enter or copy
Differentiation and neutralization of
competitors
Focus on competitive advantages
Building the capabilities to increase
the internal efficiency
Cost savings
Disruptive opportunities
To keep competitors
out keeping/gaining
market shares?
To increase the profit ?
71. 73
How – Style & People
“The Devil´s Advocate may never go away, but on a good day, the ten
personas can keep him in place” (Kelly & Littman, 2005)
Source: Kelly & Littman (2005)
Learning
personas
Anthropologist
Experimenter
Cross-Pollinator
Organisational
personas
Hurdler
Collaborator
Director
Building
personas
Experience
Architect
Set Designer
Storyteller
Caregiver
72. 74
What – Types of Innovation
• Creating or reinventing the business in itself
Business model
• Changing the organisational structure, in its business
practice, workplace organisation or external relations
Organisational
structure
• Creation of better or more efficient internal processes
Processes
• Improve the production stream and business methods
Production
• Development of new or improved products
Products
• Development of new or improved services
Services
• Development or implementation of more efficient or
better management systems
Management
systems
73. 75
Innovation style
• An entrepreneurial
style where the
business model is
constantly challenging
and is frequently
challenged
The Cauldron
• A style where you are
constantly innovating
the existing business
and it over time
changes its nature.
While it seems to stay
in the same place.
The Spiral
Staircase
• A style where the
organisation tries to
use existing
capabilities and
resources in a new
way beyond the
company’s existing
operations.
The Fertile Field
• A style where you
invest in start ups that
have already done
the strategy
development and
R&D
The PacMan
• A style where you
explore possibilities
and invest time and
money in them
without demanding
short-term profit
The Explorer
Source: Loewe, Williamson and Wood
(2001)
74. 76
The Innovation Personas
Source: Kelly and Littman (2005)
The world is changing at an accelerating
speed and these personas are needed to
help teams from becoming too internally
focused.
Learning
Personas
• The Anthropologist
• The Experimenter
• The Cross-Pollinator
Enables the ideas to move forward in the
organisation as even the best ideas must
compete got time, attention and
resources.
The Organising
Personas
• The Hurdler
• The Collaborator
• The Director
The building roles apply insights from the
learning roles and channel the
empowerment from the organising roles
to make innovation happen.
The Building
Personas
• The Experience Architect
• The Set Designer
• The Storyteller
• The Caregiver
75. 77
How – Capabilities & Process
Ideation
Supplier and
distributor
engagement in
ideation process
Independent
competitive insights
from the marketplace
Open
innovation/capturing
ideas at any point in
the process
Detailed
understanding of
emerging
technologies and
trends
Deep consumer and
customer insights and
analytics
Project
Selection
Strategic disruption
decision making and
transition plan
Technical risk
assessment/manage
ment
Rigorous decision
making around
portfolio trade-offs
Project resource
requirement
forecasting and
planning
Ongoing assessment
of market potential
Product
Development
Reverse engineering
Supplier–partner
engagement in
product development
Design for specific
goals
Product platform
management
Engagement with
customers to prove
real-world feasibility
Commercializa
tion
Diverse user group
management
Production ramp-up
Regulatory/governme
nt relationship
management
Global, enterprise-
wide product launch
Product life-cycle
management
Pilot-user
selection/controlled
rollouts
Source: Jaruzelski & Dehoff (2010)
76. 78
Bearing on the web
Bearing has a blog with
an active debate
blog.bearing-consulting.com
Read more about what we
do on the Bearing homepage
www.bearing-consulting.com
Vi som är här är Magnus Penker, Jan Snygg och Jörgen Eriksson.Vi undervisar alla tre vid den tredagarskurs i innovation management som vi ger genom DFK. Datum för kursen är 12-13 oktober samt 27 oktober. Jan Snygg är huvudlärare.Jag vill även nämna att Jan sitter i den svenska kommittén för standardisering av Innovation Management i Europa och deltar i standardiseringen av Innovation Management som ISO-9000 liknande verktyg.
Litteraturen visar många vägar till att lyckas med innovation.In search of Excellence – inte samma företag tio år senare
Vi som är här är Magnus Penker, Jan Snygg och Jörgen Eriksson.Vi undervisar alla tre vid den tredagarskurs i innovation management som vi ger genom DFK. Datum för kursen är 12-13 oktober samt 27 oktober. Jan Snygg är huvudlärare.Jag vill även nämna att Jan sitter i den svenska kommittén för standardisering av Innovation Management i Europa och deltar i standardiseringen av Innovation Management som ISO-9000 liknande verktyg.