I presented this deck during the TW away day at Goa in 2011. Meant for a general audience interested in the topic of innovation, this deck breaks down the concept of innovation to key ingredients, key influencers etc and identified how companies can be more innovative.
4th annual process driven innovation conference 9 16-13Gerald A. Myers
4th Annual Process Driven Innovation Conference
September 18, 2013
Presenter: Gerry Myers, Vice President, Global Innovation, Chubb & Son
Presentation: The Integrated Enterprise: Innovation In The Knowledge Economy
Abstract:
What is the imperative for innovation in a knowledge economy where employees are strategic assets and a company’s value proposition is becoming more and more defined by its ability to connect, understand and build trust among its employees, customers and suppliers?
Gerry Myers, Vice President Global Innovation at Chubb & Son, a leading Fortune 500 P&C insurance company, will provide insights into this question as he discusses Chubb’s innovation model and practical experience gained over the last five years. In doing so, Gerry introduces the concept of the Big I vs. little i in innovation in describing how Chubb is using new social business platforms to build an “always on” innovation ecosystem that leverages the intellectual capital of its enterprise to deliver value to its customers and distribution partners.
THNK vision on corporate innovation.
We believe that corporations can build industry leadership through innovation; and a corporation’s ability to innovate can be deliberately orchestrated.
http://www.thnk.org/program-landing/corporate-programs/
Here you will find more information on our Corporate Programs, and our Creative Leadership Program: http://www.thnk.org/program-landing/
I presented this deck during the TW away day at Goa in 2011. Meant for a general audience interested in the topic of innovation, this deck breaks down the concept of innovation to key ingredients, key influencers etc and identified how companies can be more innovative.
4th annual process driven innovation conference 9 16-13Gerald A. Myers
4th Annual Process Driven Innovation Conference
September 18, 2013
Presenter: Gerry Myers, Vice President, Global Innovation, Chubb & Son
Presentation: The Integrated Enterprise: Innovation In The Knowledge Economy
Abstract:
What is the imperative for innovation in a knowledge economy where employees are strategic assets and a company’s value proposition is becoming more and more defined by its ability to connect, understand and build trust among its employees, customers and suppliers?
Gerry Myers, Vice President Global Innovation at Chubb & Son, a leading Fortune 500 P&C insurance company, will provide insights into this question as he discusses Chubb’s innovation model and practical experience gained over the last five years. In doing so, Gerry introduces the concept of the Big I vs. little i in innovation in describing how Chubb is using new social business platforms to build an “always on” innovation ecosystem that leverages the intellectual capital of its enterprise to deliver value to its customers and distribution partners.
THNK vision on corporate innovation.
We believe that corporations can build industry leadership through innovation; and a corporation’s ability to innovate can be deliberately orchestrated.
http://www.thnk.org/program-landing/corporate-programs/
Here you will find more information on our Corporate Programs, and our Creative Leadership Program: http://www.thnk.org/program-landing/
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...Michel Duchateau
Corporate Innovation : developing a lean & curious culture : Michel Duchateau CreaDelta - Tech Startup Day 2015 - startups.be
How to use hackathons to develop corporate innovation and intrapreneruship ?
What Coca-Cola and Groupe Auchan have learned with hackathons ?
What lean aspects can we focus in corporate innovation ?
When to develop a lean culture ?
What are the differences with a non lean culture ?
What are the trends of 2015 in corporate innovation in a nutshell ?
Meet the 95 entries to the 2015 North American Corporate Entrepreneur Awards. Split into 5 categories - Best New Product, Best New Service, Best New Venture, Best Innovation Program and Social Impact.
Including winners from Adobe, Alaska Airlines, Pearson, Western Union, Xerox, New York City Football Club and NBC News.
ARC's Dick Slansky Culture of Innovation Presentation @ ARC Industry Forum 2010ARC Advisory Group
ARC's Dick Slansky Culture of Innovation Presentation @ ARC Industry Forum 2010 in Orlando, FL.
The Culture of Innovation: Strategies for Survival in the Post-Recession Economy
Innovation Will Be the Differentiator.
For Companies to Survive and The Largest Pool of New
Prosper in a Slow to Moderate
Growth Reset Economy, Innovation
Cost Reduction and Process Optimization Remain Important and Ultimately Enable Profitability, but Companies Must First Capture the Market Through Innovative Products and Services
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.
Open Innovation And strategy includes the Long term growth of the company in which industries/technologies a firm wants to be active – new business development
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.
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.
The Market for Open Innovation Platforms: Deciding If and Where to Invest - J...Jose Briones
Open innovation became a key success factor for many companies today. But which is the right method for open innovation? Which are the criteria to plan an open innovation project? Which intermediary or service provider has specific knowledge and expertise in, e.g., crowdsourcing, the lead user method, Netnography, idea contests, technology scouting, or broadcast search? This interactive debate will analyze different platforms that are meant to accelerate innovation. You will leave with a better understanding of the options that are out there and whether it makes sense for you to invest in a certain platform. In reaching their conclusion, innovation professionals must:
Weigh the pros and cons of turning to a technology provider to help solve your OI needs
Understand the landscape of open innovation intermediaries and platforms
Make the most of your investment in an OI platform
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...Michel Duchateau
Corporate Innovation : developing a lean & curious culture : Michel Duchateau CreaDelta - Tech Startup Day 2015 - startups.be
How to use hackathons to develop corporate innovation and intrapreneruship ?
What Coca-Cola and Groupe Auchan have learned with hackathons ?
What lean aspects can we focus in corporate innovation ?
When to develop a lean culture ?
What are the differences with a non lean culture ?
What are the trends of 2015 in corporate innovation in a nutshell ?
Meet the 95 entries to the 2015 North American Corporate Entrepreneur Awards. Split into 5 categories - Best New Product, Best New Service, Best New Venture, Best Innovation Program and Social Impact.
Including winners from Adobe, Alaska Airlines, Pearson, Western Union, Xerox, New York City Football Club and NBC News.
ARC's Dick Slansky Culture of Innovation Presentation @ ARC Industry Forum 2010ARC Advisory Group
ARC's Dick Slansky Culture of Innovation Presentation @ ARC Industry Forum 2010 in Orlando, FL.
The Culture of Innovation: Strategies for Survival in the Post-Recession Economy
Innovation Will Be the Differentiator.
For Companies to Survive and The Largest Pool of New
Prosper in a Slow to Moderate
Growth Reset Economy, Innovation
Cost Reduction and Process Optimization Remain Important and Ultimately Enable Profitability, but Companies Must First Capture the Market Through Innovative Products and Services
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.
Open Innovation And strategy includes the Long term growth of the company in which industries/technologies a firm wants to be active – new business development
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.
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.
The Market for Open Innovation Platforms: Deciding If and Where to Invest - J...Jose Briones
Open innovation became a key success factor for many companies today. But which is the right method for open innovation? Which are the criteria to plan an open innovation project? Which intermediary or service provider has specific knowledge and expertise in, e.g., crowdsourcing, the lead user method, Netnography, idea contests, technology scouting, or broadcast search? This interactive debate will analyze different platforms that are meant to accelerate innovation. You will leave with a better understanding of the options that are out there and whether it makes sense for you to invest in a certain platform. In reaching their conclusion, innovation professionals must:
Weigh the pros and cons of turning to a technology provider to help solve your OI needs
Understand the landscape of open innovation intermediaries and platforms
Make the most of your investment in an OI platform
A 3.5 hour workshop introducing Presumptive Design, situating it within design thinking and research methods, and providing hands-on exercises to internalize the technique
For organisations that need to keep up with the velocity of change in their markets, customers and technology, Digital Agility is an end-to-end concept to market approach that enables you to deliver innovation faster and with less risk.
Unlike traditional product development and delivery models, Digital Agility is a lean, insight driven technique that helps you become more nimble, innovative, and responsive.
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra
Getting ‘BOLD INNOVATION’ Right
By Neelima Joseph & Lokesh Venkataswamy
The element ‘SUPPORT’ finds relevance in the innovation management system. To manage innovation effectively, the organization should jump in and facilitate the required resources for establishing, implementing, maintaining, and continual improvement of the innovation management system. The resources come in different forms such as Time, Knowledge, Financial resources, Infrastructure, and Human resources. For effective implementation of the standard, organizations are responsible for determining, providing, and managing the right people. Organizations must identify and develop teams with diverse backgrounds, to enhance cross-pollination and leverage the collective competence of the organization (ISO 56002:2019).
The element 'SUPPORT' encompasses the following sub-clauses, which are the different ways in which support could be extended:
How any organisation can drive culture and design systems to pursue practical...Toby Farren
This whitepaper will provide an insight into the different elements of modern innovation fostering,
including the various factors determining the capability of organisations to innovate internally;
the differences between frontend and backend innovation; and a focus on the relatively new
‘open’ innovation methods (including the advantages of utilizing sandboxes in the frontend
innovation process as well as collaborating with external bodies).
A Playbook for Corporate Innovation - Explorium HKYangie Chung
Are you an innovator about to start a new innovation hub or join one?
We were in the same shoes not too long ago. We started Explorium in Hong Kong in 2018 and over the past two years we've tried, failed, hit brick walls, and succeed (on occasion) in helping the businesses of the Fung Group innovate following an ecosystem approach.
We learned a lot along the way and now are sharing back our reflections and suggestions in a Playbook for Ecosystem Innovation - this is the guide we wish we had at the beginning of our journey. Read it, and maybe you can avoid some of our mistakes.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
The COVID-19 economy changed everything, did it not? The future business environment is not going be the same as it was prior to the pandemic. As a result, your future company can’t be the same either. It will be facing unique challenges. But it also offers you unprecedented new opportunities.
As always, those who anticipate and prepare for that future will have the advantage.
To that end, watch the recorded presentation to learn five ways you can leverage your ability to succeed in the new economy. In this webinar, we will share high impact insights that will help your company thrive regardless of the conditions that lie ahead.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
Achieving Innovation through Outcome EngineeringCognizant
In today's rapidly changing technical and competitive environment, the onus is on organizations to continuously develop innovative digital products. But, first they must ensure that both their design and digital product engineering teams are aligned from the beginning -- using an approach called outcome engineering.
Innovating in Good Times & in Bad: Best Practices in Innovationfuturethink
In the current economic climate, the discipline of innovation is taking a different form. Leading organizations recognize the importance of investing in their future to be in a stronger competitive position in a post-economic crisis world. But what exactly are companies doing to stay ahead of the curve and how are they building their innovation programs to accomplish this?
Implementing innovation frameworks within facilities management contractschrisdpayne
An in-depth introduction to innovation within facilities management. This presentation is an extract from our training sessions on innovation and is focused on providing some guidance on how to implement a meaningful innovation framework within a facilities management contract. Supporting documents can be accessed at fminnovation.com.
Innovation Crowdsourcing is a business practice that demands the company to engage its internal and external networks to generate ideas and innovative solutions to solve a problem within an end-to-end innovation process.
For more details, visit : https://mitidinnovation.com/recreation/what-is-innovation-crowdsourcing/
Similar to Book Review Strategic Innovation Embedding Innovation As A Core Competency In Your Organization (20)
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Book Review Strategic Innovation Embedding Innovation As A Core Competency In Your Organization
1. K6201 Scholarly Paper Presentation By Group #16: GU QIQI (RACHEL) MAO YANLAN (ELAINE) ANG HUN BEET (ELVIN) Strategic Innovation: Embedding Innovation as a Core Competency in Your Organization
2. Defining Innovation Innovation is a complex series of activities beginning at “first conception”, when the original idea is conceived; proceeding through a succession of interwoven steps of research, development, engineering, design, market analysis, management decisions making, etc.; and ending at “first realization”, when an industrially successful “product”, which may actually be a thing, a technique, or a process, is accepted in the market place. Battelle, 1973, p. 1 2
3. Defining Innovation Benefits of Innovation Cost reduction for goods in widespread use. Development of entirely new goods and services. Powell & Snellman, 2004, p. 202 3
6. Innovation Embedment The concept of embedment is analogous to the institutionalization of a core competency. Prahalad and Hamel (1990) wrote about core competency creation especially stress that sustaining core competencies for the long run is critical to creating value. 6
8. Innovation Embedment What does that mean to Whirlpool? Embedment refers to a wide range of actions that assimilate, incorporate, internalize, and imbue the entire fabric or lifeblood of an organization with the mind-set and skills of innovation. 8
9. Introduction End of Era … At the end of 20th century New levels of expectations to create share holders value Whirlpool’s CEO & Executive Committee vision Through long-term strategy focusing on customer loyalty 9
10. Introduction Removing Barriers with Innovation Barriers to address: Barrier 1: Long product life cycles. Barrier 2: Indirect customers. Barrier 3: The mental of customers. 10
11. Introduction What is Innovation? Any product or service that creates unique compelling solutions valued by their customers, real and sustainable competitive advantages, and extraordinary value for their shareholders. Innovation should create a clear linkage to their customer loyalty mission, drive breakthrough levels of thinking, and include a wide scope of work from core products to new-to-the-world offerings. Must drive a reallocation of their resources to be more focused on their strategic objectives. 11
12. Introduction The Beginning of Innovation at Whirlpool Seeking Models and Partners With no models among other organizations, they sought a consultant. Concepts categorized from suggested consultants are, Great Man Theory Skunkworks Creativity and Games Technology Strategy (re)Formulation Product Bells and Whistles Training and More Training 12
13. Introduction To Take their Own Journey Lack of literature to support the need for innovation embedment. Strategos was the consultant They did not want a long-term relationship with Whirlpool and would not create consultant dependency. They admitted that they did not have all the answers. They wanted to work with Whirlpool to discover new ways to embed innovation. Strategos' Approach Refreshing approach put the emphasis on learning for ourselves (Whirlpool). Creating a systemic approach to embedment that would become self-sustaining. 13
14. Introduction The Whirlpool’s Organizational Structure Chairman and CEO Global VP of Innovation Strategos (external consultants to VP and I-Teams) Global Director, KM Latin America Regional VP/GM of Innovation Latin America Regional VP/GM of Innovation Latin America Regional VP/GM of Innovation KM Manager KM Manager KM Manager I-Board Senior Leaders from Latin America I-Board Senior Leaders from Latin America I-Board Senior Leaders from Latin America 14
16. Vision and Goals Whirlpool's Enterprise-Wide and Innovation Visions 16
17. Vision and Goals The Five CFPM Whirlpool Statements Enterprise-Wide Vision Every Home . . . Everywhere Our vision proposes a higher order of purpose: Every home is our domain . . . every consumer and consumer activity our opportunity. This vision will fuel the passion that we will develop for our consumers. This means not just building white boxes . . . but rather providing a wide range of innovative solutions that uniquely meet our customers' needs. Innovation Value Ideas from Everyone and Everywhere Innovation will become a core competency of the enterprise. Innovation will come from everyone, from everywhere, and in everything that we do. Our heroes will be the people who seize opportunities, not just the people who solve internal problems. We will rid ourselves of processes and practices that hamper risk-taking and innovation. We will view falling short of risk-taking goals as learning, not failure. All of this will allow us to continuously win consumer loyalty. We will value the diversity of our people and their ideas, as only significant diversity at our company will lead to great innovation. Innovation will allow us to win customer loyalty and create value. 17
18. Vision and Goals The Five CFPM Whirlpool Statements Strategy Branded Solutions That Build Consumer Loyalty Branded solutions represent an immense transformation for our company. These strategies will change our jobs and how we work with each other and it will force a personal connection with the consumer. They will create mindset changes, actions and outcomes that will build exceptional consumer loyalty to our brands . . . thus continually expanding our opportunities. This will lead to the growth and performance that we must deliver. Resource Creation Investments in Great Ideas We will understand that the focus and beneficiaries of our resource decisions must be the consumer and shareholder. This will require us to look at all of our activities with a new perspective. We will create purposeful investments around great ideas. We will stop feeding the status quo and underperforming activities and fund those activities that contribute to our success with our consumers and value for our shareholders. We will put our money and talent behind innovative consumer solutions and invest in doing this faster than anyone else. 18
19. Vision and Goals The Five CFPM Whirlpool Statements Organization Structure and Decision Making Open. Flat. Fast. We will organize around our brands as our key connection to the consumer. We will be open, flat and consumer-centered. We will drive decision-making close to the markets and at the appropriate level. We will spell out clear accountabilities for every job that, in turn, will propel us to have a sense of urgency for what is important. We will create great jobs that challenge our spirit. We will create well-defined “decision space” where people know their decision-making accountabilities, and then we will get out of the way and let our people do their jobs. We will move faster internally than the external world. 19
21. Vision and Goals Result Goals The amount of new revenue generated from innovation The number of projects in the innovation pipeline The number of intellectual property rights generated The number of people in the process The number of new customers as a result of innovation The number of new methods of distribution and doing business 21
22. Vision and Goals Embedment Goals The amount in seed funds set aside and used to fund innovation projects The number of or diversity of people certified in levels of innovation expertise The number of change management projects defined to drive innovation The number of key barriers removed to allow innovation to thrive The number of jobs changed due to innovation 22
23. Vision and Goals Individual Goals Number or percentage of people in your work group who can describe how innovation has changed their job Number of job descriptions rewritten to include innovation Ways in which people use innovation in their day-to-day job Identification and removal of barriers to innovation in your work group Written statements about how each person has used innovation tools Number of performance appraisals that have listed innovation goals for individuals 23
25. Leader Accountability & Development Leaders' Behavior and Cultural Change Co-Creation Time and Space for Involvement Out-of-the-Box Thinking Balancing Day-to-Day Pressures An Innovation-Rich Environment 25
26. Leader Accountability & Development Developing Leaders' Innovation Skills Leadership Education and Training Embedment Immersion Workshops Regular Leadership Events Leadership Exchange Programmes (with other Companies) Leadership Training On-the-Job Experience I-Boards I-Teams and Projects Development Feedback 360-Degree Feedback and Development Planning One-on-One Coaching 26
27. Culture and Values Edward Schein (1992), defined organizational culture “a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems” 27
30. Culture and Values Cultural Change and the Embedment Wheel Vision Leader Systems Resources Knowledge Management and Learning Systems Change Management and Strategic Communications Rewards and Recognition Measurement and Reporting Systems and System Alignment 30
35. Knowledge Mgmt & Learning Systems Developing Knowledge Management Knowledge Management Team Knowledge Management Primer Common Knowledge Management Definitions Knowledge Management Vision Whirlpool will create a knowledge-rich culture with the ability to transform knowledge and expertise into a superior market value. KM Mission Build a global knowledge-driven environment which will enable all Whirlpool HR people to spontaneously create, easily capture, and share their knowledge, expertise and skills. This will be accomplished so that we exploit scalable and sustainable innovative opportunities, support faster and effective customer solutions, and ensure a unique competitive advantage that is hard to duplicate. 35
39. How it is distributed, shared and re-used to create leverage or new knowledge?
40.
41. Tacit information is what people cannot easily tell you. Tacit knowledge includes: know-how, judgment, routines, experiences and lessons learned. For customer knowledge this comes from direct experience with the customer such as service technicians, people in the call center and trade partner sales people. This type of information is harder to collect and share widely than explicit knowledge.36
42. Knowledge Mgmt & Learning Systems Common Knowledge Management Definitions Experts People in the organization who have a unique set of skills or knowledge-set in the practice area. These were the people we mentioned earlier that have specific customer information such as people in market research, strategic planning, product development and product design. Community of Interest Groups of people who, on an ongoing basis, create and share know-how and knowledge and then put that knowledge into practice. Communities of interest may not even think of themselves as a community or as a formal group, and often the group is not chartered or formally organized. For us, the community of practice for customer knowledge was almost anyone in Whirlpool who had a strong interest in the customer and using data and knowledge for innovation or other purposes. 37
45. Strat. Communications & Change Mgmt Path of Change Management Change at Individual Level Formal Dimension Psychological Dimension Social Dimension 40
46. Strat. Communications & Change Mgmt Path to Strategic Communications Corporate Communications Innovation Days and Road Shows 41
47. Rewards & Recognition The Power of Intrinsic Rewards Individual Reward Programs Getting Asked to the Party Becoming a Strategic Thinker Increased Marketability and Job Potential Expanding their Networks Being Free to Think Outside the Box Running Their Own Business External Recognition Leaders at the Middle Manager Level 42
48. Rewards & Recognition Team Reward Programs Part of an Innovation Team and Strategy Visibility with Senior Leadership New Friends and Diverse Views New Ways of Working as a Team Organizational Reward Programs Balanced Scorecard Measures Financial Systems Communications 43
49. Measurement & Reporting Systems Measuring Embedment Business Measures Embedment Measures Measuring Embedment by Going Around the Wheel Measuring by Executive Committee Measures Measuring by Innovation Board Measures Individual Measures System and Process Alignment Human Resource Product Development Finance Systems Other Systems 44