Think about your Bright Spots for growth...
Are you ready to innovate and want your organization to get smarter?
Most successful innovation programs start with some sort of formal or informal assessment. An assessment provides an objective view that can be used to put together an action plan to make innovation happen.
Our innovation assessment benchmark now includes over 300 companies.
Learn more in this presentation and then go to
www.fast-bridge.et/innovready/
To get your free Innovation Readiness Assessment.
The Science of Innovation (Facts, Systems, Best practices)Bryan Cassady
Get the key learnings of a 1 year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the last year we interviewed and researched innovation practices at over 120 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentations you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
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?
Business performance measurements have evolved from simply tracking outcomes to also measuring activities, inputs, and supply chains. Recent decades have seen great improvements using methods like Six Sigma and TQM, though now most gains require cost cutting. Three effective measurements for ensuring steady improvement are: 1) Measuring improvement initiatives' effectiveness in achieving their objectives, rather than just headcount reductions or financial targets, 2) Distinguishing between performance and improvement measurements, with improvement focusing on rates of change rather than levels, and 3) Establishing measurements linked to a clear strategy of sustained profitable growth through benchmarking, scorecards, improvement initiatives, innovation, and process management.
Making Innovation An On Going Process Praveen Dec 09Praveen Gupta
The document discusses making innovation an ongoing process. It outlines understanding innovation, deploying innovation, and a portfolio of innovation programs. It emphasizes sustaining profitable growth through innovation efforts like capturing growth ideas, allocating resources, developing solutions, and instituting an organizational structure with roles like an executive officer of innovation and growth officer. Training programs are offered to help companies innovate.
This document summarizes Praveen Gupta's article about adapting John Kotter's model of leading change to managing innovation in organizations. The key points are:
1. Kotter's eight-stage process for leading change is adapted to driving innovation in corporations by establishing urgency for innovation, creating a guiding coalition, developing a vision and strategy, and communicating the change vision.
2. A new "Brinnovation" framework is presented that builds on employees' talents and simplifies the innovation process with strategies, rules, and a methodology.
3. Creating a culture of innovation requires changing organizational practices to inspire, implement, and reward innovations, such as emphasizing growth over short-term profits and inspiring employee
This document discusses the future of management and the need for management innovation. It outlines an agenda for building companies that are adaptive to change, make innovation everyone's job, and allow everyone to perform at their best. Barriers to these agendas like old mental models and too much hierarchy are also discussed. The presentation uses the case study of Whole Foods to illustrate principles of management innovation in action, like creating a purpose-driven community, empowering teams, and resolving trade-offs through novel management approaches. The overall message is that reinventing management systems is needed to inspire human potential and create competitive advantage.
Operational Excellence and Organisational Mission Vision and ValuesTB DANIŞMANLIK
This document provides an overview of operational excellence and how it relates to organizational values, strategy, vision, and mission. It is part of an educational series from Simple and Pragmatic Consultancy that aims to explain operational excellence in simple terms. The document discusses how defining an organization's reason for existence, identity, and goals can help align improvement efforts. It also covers assessing the current state using tools like SWOT analysis to identify areas for improvement and defining a future vision. The next steps involve determining how to achieve this vision through operational excellence and innovation programs and principles.
The Science of Innovation (Facts, Systems, Best practices)Bryan Cassady
Get the key learnings of a 1 year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the last year we interviewed and researched innovation practices at over 120 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentations you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
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?
Business performance measurements have evolved from simply tracking outcomes to also measuring activities, inputs, and supply chains. Recent decades have seen great improvements using methods like Six Sigma and TQM, though now most gains require cost cutting. Three effective measurements for ensuring steady improvement are: 1) Measuring improvement initiatives' effectiveness in achieving their objectives, rather than just headcount reductions or financial targets, 2) Distinguishing between performance and improvement measurements, with improvement focusing on rates of change rather than levels, and 3) Establishing measurements linked to a clear strategy of sustained profitable growth through benchmarking, scorecards, improvement initiatives, innovation, and process management.
Making Innovation An On Going Process Praveen Dec 09Praveen Gupta
The document discusses making innovation an ongoing process. It outlines understanding innovation, deploying innovation, and a portfolio of innovation programs. It emphasizes sustaining profitable growth through innovation efforts like capturing growth ideas, allocating resources, developing solutions, and instituting an organizational structure with roles like an executive officer of innovation and growth officer. Training programs are offered to help companies innovate.
This document summarizes Praveen Gupta's article about adapting John Kotter's model of leading change to managing innovation in organizations. The key points are:
1. Kotter's eight-stage process for leading change is adapted to driving innovation in corporations by establishing urgency for innovation, creating a guiding coalition, developing a vision and strategy, and communicating the change vision.
2. A new "Brinnovation" framework is presented that builds on employees' talents and simplifies the innovation process with strategies, rules, and a methodology.
3. Creating a culture of innovation requires changing organizational practices to inspire, implement, and reward innovations, such as emphasizing growth over short-term profits and inspiring employee
This document discusses the future of management and the need for management innovation. It outlines an agenda for building companies that are adaptive to change, make innovation everyone's job, and allow everyone to perform at their best. Barriers to these agendas like old mental models and too much hierarchy are also discussed. The presentation uses the case study of Whole Foods to illustrate principles of management innovation in action, like creating a purpose-driven community, empowering teams, and resolving trade-offs through novel management approaches. The overall message is that reinventing management systems is needed to inspire human potential and create competitive advantage.
Operational Excellence and Organisational Mission Vision and ValuesTB DANIŞMANLIK
This document provides an overview of operational excellence and how it relates to organizational values, strategy, vision, and mission. It is part of an educational series from Simple and Pragmatic Consultancy that aims to explain operational excellence in simple terms. The document discusses how defining an organization's reason for existence, identity, and goals can help align improvement efforts. It also covers assessing the current state using tools like SWOT analysis to identify areas for improvement and defining a future vision. The next steps involve determining how to achieve this vision through operational excellence and innovation programs and principles.
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Taly Weiss
In this review we collects insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture, innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization.
The 130 page PPT report “Organizational Innovation: Implementing innovation in organizations” is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation.
This is a sample report.
The document provides an overview of innovation management and collaboration strategies. It discusses the advantages and disadvantages of collaborating versus going solo. Different forms of collaboration are examined, including strategic alliances, joint ventures, licensing, outsourcing, and collective research organizations. Choosing and monitoring partners is also addressed, highlighting the importance of partner selection, contracts, and governance to collaboration success. Key factors for collaborative failure are outlined.
This document summarizes a presentation by Michael de Paauw of Gartner on how to get innovation started in an organization. It discusses establishing an innovation culture with executive support, generating ideas, evaluating ideas, and developing the most promising ideas into innovations. It also covers organizing for innovation through teams and offices, and using tools to support the innovation process and track metrics. The key challenges addressed are setting the stage for innovation, organizing innovation in an existing business, and tools to support the process.
The document describes a program called "Driving Innovation" which is designed to help businesses increase the rate and value of their innovation efforts. The 12-month program embeds agile principles and establishes world-leading innovation disciplines. It delivers up to 200 hours of in-business support for $40,000, with 50% funding provided by Callaghan Innovation. The program involves four phases - Discovery, Challenge, Consolidate, and Integrate - to benchmark practices, challenge the status quo, institutionalize new practices, and create ongoing engagement opportunities.
Operational Excellence Series III Continues Improvement Deployement Erdem Dursun
In the previous chapter of our OPEX approach, we emphasized the importance of continuous improvement. In this chapter we will go deeper in CI and study how to deploy it successfully.
Business Innovation Report by TrendsSpotting: Innovation Strategy, Performanc...Taly Weiss
This document provides a summary of a business innovation report that covers various topics related to innovation including definitions of innovation, innovation strategies, measuring innovation performance, and case studies. The report is intended to provide an in-depth understanding of innovation and its link to business success. It introduces definitions of innovation, explores common forms of innovation with examples, and discusses disruptive innovation and innovation strategies. It also looks at rankings of innovative companies, measuring innovation, and concludes with a case study and references.
The document discusses key insights from management expert Peter Drucker on innovation and entrepreneurship in existing large organizations. Some of the main points discussed include:
- Existing operations can be obstacles to innovation due to daily crises that demand attention, but large companies can overcome this easier than small companies with more resources.
- Organizations must be proactive about innovating or they will inevitably decline, especially in periods of rapid change.
- Innovation is work that requires specific policies around measuring performance, organizational structures, staffing, and incentives to encourage innovation.
- New innovative efforts should be organized separately from existing operations to avoid being burdened by existing metrics, rules, and priorities.
The document discusses the key characteristics of corporate entrepreneurship. It notes that corporate entrepreneurship involves operating on the frontiers of new technologies, encouraging new ideas and trial and error. It also emphasizes allowing failures, providing resources and long-term horizons. Establishing corporate entrepreneurship requires top management commitment, developing an appropriate culture and support structure. The document also discusses how companies like 3M, HP and IBM have successfully supported corporate entrepreneurship despite potential problems like lack of autonomy. It concludes by explaining how learning from failures involves oscillating between focusing on the failure and restoring orientation by addressing new problems.
Innovation A Core Business Concept Part2Arun Kottolli
The document discusses the importance of innovation and strategic experimentation for businesses. It outlines how firms can institute an innovation process through trial and error experiments to test new business ideas and learn from the outcomes. Several alterations are suggested to the conventional planning process to support strategic experimentation, such as focusing on critical unknowns, communicating expectations, reviewing outcomes frequently, and measuring lead indicators rather than numerical targets. The goal is to explore future strategies and learn from experiments given the unpredictability of an emerging industry.
Implementing Innovation in Organizations: TrendsSpotting's Innovation Assessm...Taly Weiss
The document describes an innovation assessment methodology used by TrendsSpotting Research to help organizations implement innovation. The methodology involves two stages: 1) Exploratory research through interviews with senior executives to understand perceptions of innovation challenges. 2) An employee innovation survey to analyze perceptions of innovation implementation, identify opportunities for improvement, and form a basis for ongoing success measurement. The survey examines factors like leadership, culture, and performance across idea generation, selection, development and commercialization stages. TrendsSpotting uses this research to provide organizations with recommendations to improve innovation readiness.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
This document discusses the role of business process management in operational innovation. It begins with background on operational innovation, using examples from Walmart and Progressive Insurance. It then outlines four key roles of business process management: business strategy, process architecture, performance measurement, and organizational alignment. The document identifies four barriers that prevent companies from taking advantage of operational innovation: undervaluing operations, operations being out of sight and out of mind, lack of ownership over innovation, and prioritizing improvement over innovation. It argues that overcoming these barriers requires changes like senior leadership involvement in operations and dedicating resources to driving innovation.
At a recent Stanford GSB "Nuts & Bolts" talk, Lecturer Robert Siegel (MBA '94) shared insights on hiring and compensating employees at a startup.
Follow Lecturer Siegel on Twitter: @RobSiegel
The Cookbook for Successful Internal StartupsHarri Kiljander
Over the past several years, companies have had to change to meet the threat of accelerating competition coming from startups and other global industry players. Digitalization is the name of the times, and many companies are evaluating what to do in order to stay in the game.
Our answer to this question is to use internal startups as an innovation accelerator mechanism to better select and execute the correct innovations. This mechanism brings cheaper innovation execution and faster time to market, which eventually transforms the company into a growth company.
Internal startups should have freedom from the rest of the organization but still be integrated into the corporation. Freedom is needed for quick execution and market trials, as well as for refocusing based on the feedback. Still, corporations have many assets and competencies, which will come handy during the process. For example, legal and pre-production services are just a call away.
organisational innovation is concerned with the progress of management in an innovative way.here are some facts which says the importance of innovation in every organisation
Innovation for CFOs and COOs (Course Ideas + Course introduction)Bryan Cassady
Ideas for an executive education course in Innovation for CFOs and CXOs.
Why an Innovation course for CFOs and COOs ?
Less than 4% of board members have experience in marketing or innovation. I believe CFOs and COOs would be best people to lead a systems driven approach to Innovation at the board level
What is in this presentation
1. A brief description of the course and course objectives
2. An outline for the first 3 hours of a 3 day course
3. The last slide is a summary of the course and how value can be captured
For clarity, notes have been added to several slides that would not be in the course slides.
Keywords
CFO, CXO, Innovation, Executive Education, Bryan Cassady, Deming, Agile, Design Thinking, Scrum, Innovation Engineering
Challenges of corporate entrepreneurshipFahad Abbasi
Corporate entrepreneurship refers to companies engaging in internal diversification through developing new business ventures. This allows companies to gain stability from existing business lines while pursuing innovation through new ventures. However, balancing the needs of established and new business units within a company is challenging. Corporations often fail because responsibilities are too diffuse or the new ventures become too separated from the parent company. To succeed, companies must develop strategic exploration of opportunities, rely on customer feedback, use prototypes, set non-financial milestones, and integrate new ventures with autonomy at the right time. IBM's model of using "mature turks" to lead new ventures and separate but aligned review processes is provided as a successful example.
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
Intro of doctoral research abac dec19,2010hawaiiscott
The document discusses a study on corporate social responsibility (CSR) initiatives along the hotel supply chain in Thailand. It provides background on Pinnacle Resorts, which has 5 properties in Thailand and is involved in several CSR programs, including a youth leadership development foundation. It notes that international hotel guests at Pinnacle Resorts properties are automatically charged 1 Euro per visit, which goes to the foundation, and over half ask to have the charge removed. The document then discusses measuring the impact of CSR on areas like brand, loyalty, employee recruitment and satisfaction based on prior studies and statistics. It outlines the research methodology which will examine CSR initiatives along the supply chain through supplier focus groups, customer surveys, and manager interviews between 2009-2012.
We created an assessment to measure a company's innovation readiness. ttp://www.fast-bridge.net/innovready/
This presentation shows some of the results included in a standard report
Get the key learnings of a 4-year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the 4 years, we interviewed and researched innovation practices at over 400 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentation you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
Organizational Innovation Report by TrendsSpotting: Implementing innovation i...Taly Weiss
In this review we collects insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture, innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization.
The 130 page PPT report “Organizational Innovation: Implementing innovation in organizations” is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation.
This is a sample report.
The document provides an overview of innovation management and collaboration strategies. It discusses the advantages and disadvantages of collaborating versus going solo. Different forms of collaboration are examined, including strategic alliances, joint ventures, licensing, outsourcing, and collective research organizations. Choosing and monitoring partners is also addressed, highlighting the importance of partner selection, contracts, and governance to collaboration success. Key factors for collaborative failure are outlined.
This document summarizes a presentation by Michael de Paauw of Gartner on how to get innovation started in an organization. It discusses establishing an innovation culture with executive support, generating ideas, evaluating ideas, and developing the most promising ideas into innovations. It also covers organizing for innovation through teams and offices, and using tools to support the innovation process and track metrics. The key challenges addressed are setting the stage for innovation, organizing innovation in an existing business, and tools to support the process.
The document describes a program called "Driving Innovation" which is designed to help businesses increase the rate and value of their innovation efforts. The 12-month program embeds agile principles and establishes world-leading innovation disciplines. It delivers up to 200 hours of in-business support for $40,000, with 50% funding provided by Callaghan Innovation. The program involves four phases - Discovery, Challenge, Consolidate, and Integrate - to benchmark practices, challenge the status quo, institutionalize new practices, and create ongoing engagement opportunities.
Operational Excellence Series III Continues Improvement Deployement Erdem Dursun
In the previous chapter of our OPEX approach, we emphasized the importance of continuous improvement. In this chapter we will go deeper in CI and study how to deploy it successfully.
Business Innovation Report by TrendsSpotting: Innovation Strategy, Performanc...Taly Weiss
This document provides a summary of a business innovation report that covers various topics related to innovation including definitions of innovation, innovation strategies, measuring innovation performance, and case studies. The report is intended to provide an in-depth understanding of innovation and its link to business success. It introduces definitions of innovation, explores common forms of innovation with examples, and discusses disruptive innovation and innovation strategies. It also looks at rankings of innovative companies, measuring innovation, and concludes with a case study and references.
The document discusses key insights from management expert Peter Drucker on innovation and entrepreneurship in existing large organizations. Some of the main points discussed include:
- Existing operations can be obstacles to innovation due to daily crises that demand attention, but large companies can overcome this easier than small companies with more resources.
- Organizations must be proactive about innovating or they will inevitably decline, especially in periods of rapid change.
- Innovation is work that requires specific policies around measuring performance, organizational structures, staffing, and incentives to encourage innovation.
- New innovative efforts should be organized separately from existing operations to avoid being burdened by existing metrics, rules, and priorities.
The document discusses the key characteristics of corporate entrepreneurship. It notes that corporate entrepreneurship involves operating on the frontiers of new technologies, encouraging new ideas and trial and error. It also emphasizes allowing failures, providing resources and long-term horizons. Establishing corporate entrepreneurship requires top management commitment, developing an appropriate culture and support structure. The document also discusses how companies like 3M, HP and IBM have successfully supported corporate entrepreneurship despite potential problems like lack of autonomy. It concludes by explaining how learning from failures involves oscillating between focusing on the failure and restoring orientation by addressing new problems.
Innovation A Core Business Concept Part2Arun Kottolli
The document discusses the importance of innovation and strategic experimentation for businesses. It outlines how firms can institute an innovation process through trial and error experiments to test new business ideas and learn from the outcomes. Several alterations are suggested to the conventional planning process to support strategic experimentation, such as focusing on critical unknowns, communicating expectations, reviewing outcomes frequently, and measuring lead indicators rather than numerical targets. The goal is to explore future strategies and learn from experiments given the unpredictability of an emerging industry.
Implementing Innovation in Organizations: TrendsSpotting's Innovation Assessm...Taly Weiss
The document describes an innovation assessment methodology used by TrendsSpotting Research to help organizations implement innovation. The methodology involves two stages: 1) Exploratory research through interviews with senior executives to understand perceptions of innovation challenges. 2) An employee innovation survey to analyze perceptions of innovation implementation, identify opportunities for improvement, and form a basis for ongoing success measurement. The survey examines factors like leadership, culture, and performance across idea generation, selection, development and commercialization stages. TrendsSpotting uses this research to provide organizations with recommendations to improve innovation readiness.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
This document discusses the role of business process management in operational innovation. It begins with background on operational innovation, using examples from Walmart and Progressive Insurance. It then outlines four key roles of business process management: business strategy, process architecture, performance measurement, and organizational alignment. The document identifies four barriers that prevent companies from taking advantage of operational innovation: undervaluing operations, operations being out of sight and out of mind, lack of ownership over innovation, and prioritizing improvement over innovation. It argues that overcoming these barriers requires changes like senior leadership involvement in operations and dedicating resources to driving innovation.
At a recent Stanford GSB "Nuts & Bolts" talk, Lecturer Robert Siegel (MBA '94) shared insights on hiring and compensating employees at a startup.
Follow Lecturer Siegel on Twitter: @RobSiegel
The Cookbook for Successful Internal StartupsHarri Kiljander
Over the past several years, companies have had to change to meet the threat of accelerating competition coming from startups and other global industry players. Digitalization is the name of the times, and many companies are evaluating what to do in order to stay in the game.
Our answer to this question is to use internal startups as an innovation accelerator mechanism to better select and execute the correct innovations. This mechanism brings cheaper innovation execution and faster time to market, which eventually transforms the company into a growth company.
Internal startups should have freedom from the rest of the organization but still be integrated into the corporation. Freedom is needed for quick execution and market trials, as well as for refocusing based on the feedback. Still, corporations have many assets and competencies, which will come handy during the process. For example, legal and pre-production services are just a call away.
organisational innovation is concerned with the progress of management in an innovative way.here are some facts which says the importance of innovation in every organisation
Innovation for CFOs and COOs (Course Ideas + Course introduction)Bryan Cassady
Ideas for an executive education course in Innovation for CFOs and CXOs.
Why an Innovation course for CFOs and COOs ?
Less than 4% of board members have experience in marketing or innovation. I believe CFOs and COOs would be best people to lead a systems driven approach to Innovation at the board level
What is in this presentation
1. A brief description of the course and course objectives
2. An outline for the first 3 hours of a 3 day course
3. The last slide is a summary of the course and how value can be captured
For clarity, notes have been added to several slides that would not be in the course slides.
Keywords
CFO, CXO, Innovation, Executive Education, Bryan Cassady, Deming, Agile, Design Thinking, Scrum, Innovation Engineering
Challenges of corporate entrepreneurshipFahad Abbasi
Corporate entrepreneurship refers to companies engaging in internal diversification through developing new business ventures. This allows companies to gain stability from existing business lines while pursuing innovation through new ventures. However, balancing the needs of established and new business units within a company is challenging. Corporations often fail because responsibilities are too diffuse or the new ventures become too separated from the parent company. To succeed, companies must develop strategic exploration of opportunities, rely on customer feedback, use prototypes, set non-financial milestones, and integrate new ventures with autonomy at the right time. IBM's model of using "mature turks" to lead new ventures and separate but aligned review processes is provided as a successful example.
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
Intro of doctoral research abac dec19,2010hawaiiscott
The document discusses a study on corporate social responsibility (CSR) initiatives along the hotel supply chain in Thailand. It provides background on Pinnacle Resorts, which has 5 properties in Thailand and is involved in several CSR programs, including a youth leadership development foundation. It notes that international hotel guests at Pinnacle Resorts properties are automatically charged 1 Euro per visit, which goes to the foundation, and over half ask to have the charge removed. The document then discusses measuring the impact of CSR on areas like brand, loyalty, employee recruitment and satisfaction based on prior studies and statistics. It outlines the research methodology which will examine CSR initiatives along the supply chain through supplier focus groups, customer surveys, and manager interviews between 2009-2012.
We created an assessment to measure a company's innovation readiness. ttp://www.fast-bridge.net/innovready/
This presentation shows some of the results included in a standard report
Get the key learnings of a 4-year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the 4 years, we interviewed and researched innovation practices at over 400 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentation you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
Developing a best-in-class innovation enterpriseMichael Wolfe
This document discusses developing an innovation-driven enterprise and assessing innovation performance. It outlines ten critical factors for innovation success, including organizational vision, metrics, hiring practices, and culture support. An online survey called the "Innovation Assessor" measures these factors. Comparing department and group scores to norms reveals innovation strengths and gaps. The "Innovation Promoter Score" tracks progress over time. The goal is to discover opportunities and develop plans to continuously improve innovation performance towards best-in-class.
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
Large, established companies face significant challenges with continuous innovation because their structures, processes, policies and incentives are designed for efficient execution, not innovation. While companies understand the need for innovation, their traditional management tools like KPIs, strategies, organizational structures, product management processes and HR policies are set up in a way that actually inhibits innovation. For companies to truly foster innovation, they need to develop new innovation-focused tools including metrics, processes and incentives that support innovation in parallel to execution, not just through occasional incubators or initiatives.
This document discusses strategic HR practices that drive organization growth. It begins with an overview of the contents which include background, processes and tools, and critical success factors. It then discusses a sustainable growth model involving business profit, strategy, leadership development, productivity, execution, innovation, and people development. Key HR processes and tools are then outlined, including talent development, organization development, strategy management, corporate culture, effective organization structure, and more. Critical factors for strategy, execution, culture, structure, talent, leadership, innovation, and mergers and acquisitions are also summarized. The document concludes with developmental phases for implementing these practices over a 24 month period.
This document outlines 5 levers that can be used to structure a corporate entrepreneurship program: strategy, capabilities, governance, communications, and impact. Each lever is described in 1-3 sentences. For example, for strategy it states that clear strategic objectives around innovation must be made explicit at the business unit level and key themes where the business unit has an unfair advantage need to be identified. For capabilities, it states that the right approach modeled on best practices from high growth companies is needed to build skillsets and mindsets.
1. A study of over 200 companies over 10 years found that those who consistently followed a formula of focusing on 4 key factors (strategy, execution, culture, structure) and 2 secondary factors had a 90% chance of sustained business success.
2. The 4 key factors are having a clear strategy, flawless operational execution, a performance-oriented culture, and a flexible and efficient organizational structure.
3. The secondary factors that contributed to success were talent management, innovation, strong leadership, and effective mergers and acquisitions.
In this playbook, we outline the innovation challenge that leaders must overcome, and share our approach to embedding innovation into organisations. This includes an explanation of our Innovation Management Framework and a step-by-step guide to running a sprint that will quickly create a minimum viable innovation operating model. We based both these tools on our experience as heads of innovation and industry leaders, and honed them through our work with organisations around the world, from global financial institutions to market-leading drinks companies. Once on this transformative journey, leaders will instil an experimental culture across their organisations, something that’s necessary for achieving sustainable results. They’ll be able to respond to disruption in their industry, drive measurable returns from their innovation investments and become more efficient at responding to the needs of society and the environment.
Leadership, Business Process Improvement, & Process Mapping!Ben Wann
Learn the leadership, communication, and process mapping skills to accelarate your career.
When was the last time that someone wanted to pay you more for doing the same thing? Never.
The problem with being someone who maintains the status quo is that you aren't delivering value to your organization. If you want to earn more and grow faster, you need to find ways to identify problems and then lead teams to implement solutions.
This course will transform your role and teach you how to identify opportunities, understand them fully, work together with your team to create solutions, and then implement them.
This course will teach you how to deliver value to your organization so that your company will be thrilled to pay you even more.
Business Process Improvement (BPI) is a critical skill that is always in demand.
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
This case study describes how an HR department partnered with a business to improve productivity through lean manufacturing techniques while also developing leadership talent. Consultants conducted a diagnosis of the organization, implemented projects to eliminate waste with employees, and provided training. This combined business process improvement with leadership development. Key activities included a 30% productivity gain, lean culture promotion through councils and rewards, and talent management through selection, reviews, and training.
“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives”.
William A. Foster
The document discusses the process of generating ideas. It states that generating ideas is the creative process of developing new solutions to problems and improving products and services. Big ideas can help companies grow faster than competitors. The document provides tips for generating ideas, such as building an idea management system, dedicating time for innovation, and acknowledging all ideas. It lists numerous sources and techniques for generating new ideas, such as customers, research and development, brainstorming, and market gap analysis. The document emphasizes that a business idea only becomes an opportunity if it is attractive to customers and has the potential for profitability.
The document provides an overview of organizational structure and strategy concepts. It discusses departmentalization approaches, authority structures, job design methods, and ways companies are redesigning internal and external organizational processes. It also describes the components of competitive advantage and the strategy making process, including different corporate, industry, and firm-level strategies.
Launching a Viable Innovation Lab–A panel proposal for SXSW 2016Zachary Paradis
It seems like every corporation or agency of note has recently invested in an “innovation lab”. While many tech-inspired companies like Edison’s General Electric have had R&D facilities for a century or more, this latest incarnation is different. While still leveraging technology, today’s labs are often more focused on experience and business models than material science or raw capability development. This shift has made them appeal to a wider range of companies including retail, healthcare and financial services. This panel brings together leaders shaping and working in innovation labs within major companies and agencies to discuss their intent, best practices, and potential futures.
This document outlines a seven-step process for organizations to foster innovation through learning, engagement, and continuous improvement. The process focuses teams on key value drivers to maintain a competitive advantage. It involves training, team briefings, assignments, and impact assessments to turn knowledge and creativity into measurable results. The goal is to create an adaptive organization capable of reinventing itself through systematic opportunity seeking across multiple dimensions of innovation.
The document summarizes the results of an organizational culture and performance index (OCPI) survey conducted by an organization. The survey assessed four major categories of organizational strength across different parts of the organization. Some key findings included differences in how senior management and other employees perceived organizational strengths and weaknesses. Areas for improvement were identified based on the survey results.
It is difficult it is to identify companies that have scalable business models AND equally important will they be able to execute their business plans. We have been working on this challenge now for over 4 years.In the past, a few interviews and some financial analysis might have been enough. Today, markets are more complex, and businesses are harder to evaluate. To solve this challenge have recently combined over 10 years of research on more than 10,000 companies to create an assessment that objectively measures: 1/. Scalability of the business 2/. And their ability to deliver innovation consistently.
The accuracy of our assessments are very good. Right now, with a 1-hour assessment, we are able to correctly classify businesses by scalability and able to predict just under 80% of their variance of innovation success
- The document contains reviews from participants in the CYCLES Remote Innovation Certification Program led by Bryan Cassady.
- The reviews praise Bryan's teaching abilities and the structure of the intensive 5-day program, saying it taught valuable skills and lessons that exceeded expectations of what could be learned in such a short time.
- Participants enjoyed collaborating with an internationally diverse group, and would recommend the program to others.
It takes a village..,.
The hardest part of writing this book and the courses that go with it was not finding more to say and share, but to clarify and simplify. All the people list here helped.
This document describes Sprintz.Work, a 5-week program that provides trained remote teams and coaching to help companies innovate. It addresses challenges like getting innovation teams to focus remotely. The program applies design sprint methodology over 5 weeks instead of just 5 days. Managers work 10-15 hours per week with certified global talent on real projects and learn skills like managing remote workers. They receive lifelong access to innovation tools and training in methods from fields like Agile and design thinking. The goal is to achieve more innovation results in 5 weeks than with traditional shorter sprints alone.
This document outlines suggestions for improving a workshop/course based on lessons learned. It discusses simplifying the process without mentors by providing pre-readings, systematically allowing questions, and cutting content. Technical training for using tools like Slack, Google docs, and running programs on Zoom and Meet is suggested. The document also proposes structuring the program and deliverables in one place, using more active participation such as group work, and allowing structural breaks in long courses. Next steps proposed include localizing content, training volunteers, running company programs, and certifying based on innovation management standards.
This document provides an agenda and overview for a 5-day online entrepreneurship education workshop. Participants will work in groups to address challenges in entrepreneurship education. Each day will include introductions, learning sessions, breakout group work, and delivering a daily task. Tools like Zoom, Mural, and Slack will be used to foster interaction and collaboration between remote participants. The goal is to generate ideas to solve big challenges like integrating entrepreneurship education into core curriculums and making programs scalable worldwide.
The program aims to teach entrepreneurship essentials and mindset to 1 million students by 2026 through fast 5-day programs that have students work on real local challenges under local mentors' guidance using a proven learning by doing approach and simplified content from top schools, with the goal of making entrepreneurship education accessible locally for under €50 per student.
Venture boss a program to coach train 1 million entrepreneurs by 2026Bryan Cassady
At venture-boss our mission is to help train and coach 1 million young entrepreneurs by 2026.
But for billions of people around the world, Entrepreneurship is just a dream. It is something other people do.
Venture-boss will change this by offering a simple, but powerful, 5-day learning by doing program that can be run in any language, for almost any type of business, online or in-person by thousands of trainers worldwide.
Our business model is inspired by Innovation engineering taught at 26 US universities. And the Founder Institute run in 182 cities. Our program and their programs are based on independent local programs that are easy to scale AND collaboration for continual improvement.
We’ve already taught students as young as 17 from 22 countries. Based on these successes, we have started new programs in Nigeria, Angola, India and Malaysia.
The document contains testimonials from participants in Cycles Remote's 5-day innovation certification program led by Bryan Cassady in July 2020. The participants praised the program for exceeding expectations and learning more in 5 days than they thought possible. They appreciated working with an international group and gaining new skills and tools to apply innovation principles. The program pushed them but was worth the effort. They highly recommended the certification to others.
This document advertises a 5-day remote certification program to teach the essentials of innovation. The program will provide tools and methods to help students work effectively on remote innovation teams, including frameworks for aligning ideas, building concepts, communicating/testing solutions, applying systems thinking, and pitching ideas. Each day focuses on a different step of the innovation process and includes lectures, group work on real problems, and feedback opportunities. The goal is to help students stand out and get hired for remote innovation internships.
This document describes Sprintz.Work, a 5-week program that provides trained remote teams and coaching to help companies innovate. It addresses challenges like getting innovation teams to focus remotely. The program is based on design sprints but lasts 5 weeks instead of 5 days, allowing more time to develop ideas. Managers work with a certified team for 10-15 hours per week and receive training, tools and lifetime access to innovation resources. The goal is to achieve more innovation results in 5 weeks than traditional short sprints through this structured remote process.
You can have the greatest idea in the world, but it you can’t get other people excited about your idea it won’t go far.
A perfect pitch takes time to prepare. yYu'll learn about the 5Ps of any good pitch (problem, promise, proof, profit and passion) and 7 easy ways to make your next pitch better...
Deliverable: A pitch that people will understand and will inspire them to take action
1. The document discusses systems thinking and applying it to business and innovation.
2. It emphasizes understanding how all parts of a system work together and influence each other, as well as identifying high-leverage opportunities to improve the system.
3. The key lessons are to take a holistic view of the system, understand how different elements impact each other through feedback loops, and use an active learning approach of testing ideas in small cycles to drive iterative improvement of the overall system.
f you’re looking to build bigger and better ideas, you need to get feedback.
To get effective feedback you need to be able to explain your ideas clearly, really listen (listening is not just hearing!), slow down to make sure you are on the right path and most importantly be ready to kill bad ideas.
Deliverable: Do people understand the idea, what do they think of the idea, are we making progress. If there is no good hope of progress, kill the idea
Once you know what you want to do it is time to build ideas that have a chance to deliver on your objectives. Contrary to the belief that the ability to build ideas is limited to a select few, there are tools, techniques that can help any team build better ideas.
Better problem formulation
Effectuation (looking for ideas at home with the resources you have)
Systematic search for stimulus and diversity
Techniques to continue building ideas
With these tools and techniques the process is clear, but clear does not mean easy. Removal of fear and an ongoing action focus is the “secret sauce” that can pull everything together.
Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
Based on 4 years of research with over 400 companies - there are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This lecture introduces the ABCs of Innovation
A = Alignment
B = Build ideas
C = Communicate and Check
S = Learning Systems
And explains why a systematic application of these stages of development can help you build ideas faster while reducing the risks of failure.
Speed Dating + TRUE NORTH tool to simplify your challengesBryan Cassady
You’re often alone trying to shape and define your innovation challenges. The reality is that if you start in the wrong direction, it is unlikely you’ll get where you want to go.
Background:
We developed this speed dating technique while running our remote innovation certification program. It is not a webinar where you sit and listen. It is an opportunity to interact with people all over the world through a series of break-out sessions. Participants are split-out into groups of 4 or 5 and later gets feedback for their ideas/challenges.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
2. ABOUT THE
ASSESSMENT
YOU GET
MORE OF
WHAT YOU
MEASURE…
The goal of this
assessment is to give
you an
objective/structured view
on your organization's
Innovation potential and
opportunities for
improvement.
3. THEORETICAL
BACKGROUND
The audit is based on work presented in
over 200 academic articles.
Research has linked significantly higher
levels of innovation and business
performance to business philosophies,
strategic alignment, business processes
and organizational learning
Culture and process are the drivers of
innovation success. Our audit will help you
assess your strengths / weaknesses…
Strategic Alignment
Attitudes Processes
Learning
Innovation
Performance
Firm
Performance
4. OUR RESEARCH
DATABASE
• Over 40 one to one company interviews to
validate questions and test questions found in
over 200 academic articles
• A survey with 50 test companies Testing of
initial questions and validation of the links to
innovation performance.
• Benchmarks scores created through surveys
run in over 200 companies
• April 2015 we updated the full research survey
to better analyze disruptive and ongoing
innovation success.
HOW WE VALIDATED THE SYSTEM
COMPARE YOUR COMPANY TO
OVER 200 COMPANIES ACROSS
EUROPE
5. INTERPRETING
RESULTS
It is important to note that correcting weaknesses is
not always the best strategy. A lot of research on
personal and corporate development shows
companies can often achieve more by building on
Strengths and Opportunities than by correcting
Weaknesses....
BUILDING ON STRENGTHS:
LOOK FOR
TRENDS
COMPARE VS.
BENCHMARKS
Some questions everyone scores
low. Look at benchmarks
Some questions everyone
scores low. Look at
benchmarks
7. Innovation can (rarely) happen by accident, but it
usually doesn't. It can be a one-time event or a
systemic process.
Companies that invest in creating Innovation
systems are usually driven by a hunger to do things
better and differently. They are often led by people
that are intellectually curious and have a desire to
change the world. Innovation can also just be in a
company's soul.
A low score here is a warning sign. Possible
solutions are to visualize the benefits of Innovation
and look for quick wins to build confidence that your
company can be innovative but also work on a
diversification of the workforce in terms of
skills/experience...
DO YOU REALLY WANT
TO INNOVATE ?
CHART # 1: ATTITUDE,
LEADERSHIP & CULTURE
2.0 0
2.50
3.0 0
3.50
4.0 0
4.50
5.0 0
5.50
6.00
Desire / Hunger Philosophies
Benchmark TEST
8. Entrepreneurial Orientation represents the processes, practices
and decision-making which are embodied in the entrepreneurial
process, closely linked at the level of an innovative business setup.
We call it “Inno-Preneurship”.
A high measure of Entrepreneurial Orientation reflects the ability of
a company to quickly and effectively identify opportunities to build
its business in an innovative way, and to take advantage of these
business opportunities. This is an important complement to the
Innovation Readiness because it is not sufficient to be good at
innovating - a company needs to be run in an entrepreneurial way
to identify the business opportunities that are the triggers for
innovation, and in particular for developing concretely , on an
SMTM (Show Me The Money) way, new areas of business.
This chart shows how your company compares with all of the
companies with a similar profile to yours, with regard to
Entrepreneurial Orientation.
IS YOUR ORGANIZATION BE
DRIVEN BY AN
ENTREPRENEURIAL
MINDSET?
CHART #2:
ENTREPRENEURIAL
ORIENTATION
A utonomy
Com petitive
Creativity
Proact ivit y
Risk Taking
Struct ure
Benchmark
TEST
9. Innovation activities need to fit in the context of
the longer term direction of your company.
A high score on this factor indicates that you have
a very clear vision of the future of the business,
you are continually planning to develop the
business, and you are continually looking for ways
to balance activities across the different areas of
your company and, last but not least, innovation is
concretely handled on the field as a strategic long
term initiative. Board and C-Level executives
should clearly be involved herewith.
ARE YOU ALIGNED
FOR SUCCESS ?
CHART #3: STRATEGIC
ALIGNMENT
3.0 0 4.0 0 5.0 0 6.00 7.0 0 8.00
Strategy alignm ent (OVERALL)
A lign Target s
Top Support Innovat ion
Mat ch Innovation overall strat .
Clear priorities
A ct ion = values
Shared vision
Clear w hat business we are in
Future focus
TEST Benchmark
10. The habits OF INNOVATION SUCCESS are anchored in the
DNA of a company. Successful innovators almost always have
the right systems and processes in place to make innovation
happen.
The most important habits are :
• Organizational Design
• People Processes
• Systems to select ideas
• Customer Focus
• Co-Creation
• Eco-system management
• Speed/results focus
JUST TALKING ABOUT
INNOVATION IS NOT
ENOUGH...
CHART # 4: OPERATING
PROCEDURES
YOU NEED TO DEVELOP THE HABITS OF
INNOVATION SUCCESS
-
1.00
2.0 0
3.0 0
4.0 0
5.0 0
6.00
7.0 0
People processes
Organizational Design
Customer Focus
Co-creationEcosystem Management
Syst ems to select ideas
Speed / Results focus
Benchmark TEST
11. IS YOUR ORGANIZATION
GETTING SMARTER?
CHART #5: LEARNING
ORIENTATION
Learning Orientation refers to organization-wide
activity of creating and using knowledge to enhance
competitive advantage. This includes obtaining and
sharing information about customer needs, market
changes, and competitor actions, as well as
development of new technologies to create new
highly competitive products that are by essence
superior to those of competitors.
Your Learning Orientation influences what kind of
information is gathered and how it is interpreted,
evaluated, and shared. The 3 key components of
learning orientation are 1/ Commitment to Learning 2/
Open-mindedness and 3/ Intra-organizational
Knowledge Sharing.
2.00
2.50
3.00
3.50
4.00
4.50
5.00
5.50
6.00
Commitment to Learning Knowledge Sharing Open Minded
Benchmark TEST
12. PEOPLE AND
ORGANIZATIONS
BEHAVE LIKE THEY ARE
MANAGED AND
MEASURED …
Investments in Innovation and Innovation success
are key to your long-term business viability
Companies need to Innovate to stay competitive.
If your company is not creating value through
innovation, your days are numbered.
The key to business success is usually built on
the right balance of innovation and operational
excellence.
CHART #6:
INNOVATION & BUSINESS
PERFORMANCE
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
InnovationResults Business Results
Benchmark TEST
19. WHERE TO START…?
Analyzing the results of hundreds
of companies we have seen the
process of building successful
innovation is done step by step
Starting at step 1, look for issues.
If there are issues at any stage
work on fixing these first then
(only then) move on to the next
step.
STEP 1 The Basics OK
Strategy First 37 STEP 2 Build processes/ procedures
Hunger 32
Philosophy 37 Speed 33
Learning Orientation * 23 Proactivity 43 STEP 3 Entrepreneurial Orientation
General systems 41
If Issues, Fix Customer focus 11 Risk Taking 27
Strategy alignment Ecosystem Management 27
Innovation training If Issues, Fix Structure 79
(For management and workers) All Stage 1 activities Creativity 60
Innovation Events Moments of truth
Invite Speakers Ask for ideas If Issues, Fix
Lean Start-up (learning training) Set up systems All Stage 1/ 2 activities
External Events Accleration programs Ask for more ideas
Reward Proactivity Create Sessions Hackathons
Coaching Ecosystem development
Tell them it is important and Innovation Sprints Celebrate risk taking
get them to believe … Reward Innovation Bring in Entrepreneurs
----------- Reward Innopreneurship
* learning orientation is a complied score of Ask for ideas, push for speed
Build ideas and systems to test Expect Entrepreneurship, bring in
entrepreneurs/ partners to shake things up
Look At Strengths To Build On:
Commitment to Learning, Know ledge Sharing and
Open Minded
Pay Particular Attention To
Pay particular attention to
Pay particular attention to
Creativity, Structure, Co-creation,
20. MOVING FOWARD
Key Learnings Hypotheses To Test
Not in the individual trial
Report
Not in the individual trial
Report
22. APARTIAL LIST OF COMPANIES IN THE RESEARCH BENCHMARK
AAVO Crown Advice IBA Openway Europe Smartsearch
Access Business Group DDCOutsourcing Solutions Inacademy Orange Solvyns
Action Mind Dima Center Incopro Bvba Packo Inox Spleen Creation
Aenbv DMSSWE Incorporated Angels Panos Shop Start it@KBC
Agc Glass Europe Donaldson ING Partena Strategia Group
Agoko Dts Insites Peps Synthetron
Alaska Group Eastman Chemicals Interexport Ltd Peruse Sytorus
Aliseos Ecoteda iText Group Peter Koestenbaum Inc Taminco
All Things Talk Edf Luminus KBC Pipol Tav
Amadeus Editions De L'Avenir Kimoto Consultancy Ltd Plethon TBC-Post
AMG Efarmz Kluwer Poczta Polska TEConnectivity
Aramark Elavon Koestenbaum Pollet Water Group Teach For Belgium
Architempo Elearning Company Leaseplan Prayon Telenet
BEA Electrabel Les Editions De L'Avenir Procter And Gamble Terra Venture Partners
Before The Hype Engie Linea Coaching Province Of Flemish Brabant Test-Achats
Bekaert Essensium L'Oreal Proximus The Conference Board
Bekaert Textiles Eurekaranch Lotus Bakeries PWCconsulting The Founders Institute
Belgacom Euro Consumers Lowagie PWG These Days / Y&R
Bisnode Belgium European Innovation Academy Make Sense Media QAP Thrombogenics
Bleckom Consulting Factor-X Meessen De Clercq Reader Stage Oy Tijian Teda Committee- Eco Center
BMS Fern Valley Megamitch Financial Rexprom TVH
BNPParibas FHPL Mercuri Urval Rightsource Global U-Sentric
Bpost Fiberplanit Metis Ripple Aerospace Vacancesweb
Breosla Final Metis Instruments Robert Walters Valassis Ltd
Brussels Airport Company Flemish Government Microsoft Sabic Valesta
Carrières Du Hainaut Fountain Mitel Saraco VBN
CGK-Group Fundrazr Mobistar Sayang Wines Vulev
Cityplug GDF Suez Msmg SD Worx Westartup
Clear Channel GETIndustries M-Team Sebeco Wits
Clicpublic Good Morning Asia Ltd N-Allo Sibelco Wolters Kluwer
Colruyt Group Grant Thornton Newfin Pharmaceuticals Pvt Ltd Sioen Industries World Line
Conference-Board HEI Niko Group Siveco Worldvu Llc
Connectionpoint Howest Octopux Skryv Xintec
CoRe Hudson Open Way Group Swing Guru Zentrick
23. Overall Score 38
Desire / Hunger 32
Philosophies 37
Autonomy 11
Competitive 52
Creativity 60
Proactivity 43
Risk Taking 27
Structure 79
More Information Strategy alignment 37
People processes 54
Organizational Design 43
Customer Focus 11
Co-creation 93
Ecosystem Management 27
Speed / Results focus 33
Systems to select ideas 15
Commitment to Learning 10
Knowledge Sharing 49
Open Minded 10
This report was developed via a collaboration between many experts in Innovation.
For more information on the study, please contact
Bryan Cassady : + 32 475 860 757 / bryan@fast-bridge.com
LEARNING ORIENTATION INNOVATION & BUSINESS PERFORMANCE
Percentile
Score Strengths Creativity, Structure, Co-creation,
38 Weaknesses
Autonomy, Risk Taking, Customer Focus,
Ecosystem Management, Systems to select
ideas, Commitment to Learning, Open Minded,
INNOVATION READINESS ASSESSMENT
TEST
ATTITUDE, LEADERSHIP & CULTURE ENTREPRENEURIAL ORIENTATION
STRATEGIC ALIGNMENT OPERATING PROCEDURES
2.00
2.50
3.00
3.50
4.00
4.50
5.00
5.50
6.00
Desire / Hunger Philosophies
Benchmark TEST
- 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00
Strategy alignment (OVERALL)
Align Targets
Top Support Innovation
Match Innovation overall strat.
Clear priorities
Action = values
Shared vision
Clear what business we are in
Future focus
TEST Benchmark
2.00
2.50
3.00
3.50
4.00
4.50
5.00
5.50
6.00
Commitment to Learning Knowledge Sharing Open Minded
Benchmark TEST
2.00
3.00
4.00
5.00
6.00
7.00
People processes
Organizational
Design
Customer Focus
Co-creation
Ecosystem
Management
Systems to select
ideas
Speed / Results
focus
Benchmark
TEST
-
1.00
2.00
3.00
4.00
5.00
Autonomy
Competitive
Creativity
Proactivity
Risk Taking
Structure
Benchmark
TEST
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
InnovationResults Business Results
Benchmark TEST
STEP 1 The Basics OK
Strategy First 37 STEP 2 Build processes/ procedures
Hunger 32
Philosophy 37 Speed 33
Learning Orientation * 23 Proactivity 43 STEP 3 Entrepreneurial Orientation
General systems 41
If Issues, Fix Customer focus 11 Risk Taking 27
Strategy alignment Ecosystem Management 27
Innovation training If Issues, Fix Structure 79
(For management and workers) All Stage 1 activities Creativity 60
Innovation Events Moments of truth
Invite Speakers Ask for ideas If Issues, Fix
Lean Start-up (learning training) Set up systems All Stage 1/ 2 activities
External Events Accleration programs Ask for more ideas
Reward Proactivity Create Sessions Hackathons
Coaching Ecosystem development
Tell them it is important and Innovation Sprints Celebrate risk taking
get them to believe … Reward Innovation Bring in Entrepreneurs
----------- Reward Innopreneurship
* learning orientation is a complied score of Ask for ideas, push for speed
Build ideas and systems to test Expect Entrepreneurship, bring in
entrepreneurs/ partners to shake things up
Look At Strengths To Build On:
Commitment to Learning, Know ledge Sharing and
Open Minded
Pay Particular Attention To
Pay particular attention to
Pay particular attention to
Creativity, Structure, Co-creation,
One page summary