Japan leads the automobile industry today due to its reputation for producing fuel-efficient, reliable, well-made vehicles across different types. Japanese automakers like Toyota and Honda have become global brands synonymous with quality, outproducing countries like the US and Germany. Japan's focus on continuous improvement and adapting to market demands has allowed it to become the world's largest vehicle producer.
This document discusses the history of industrial revolutions and innovation. It notes that the four industrial revolutions - characterized by increasing automation and connectivity - have been driven by technological innovations. The first revolution was propelled by innovations in Britain that increased machine automation. Subsequent revolutions introduced mass production, electricity, and advanced digitization and internet connectivity. The current fourth revolution is bringing extreme automation through artificial intelligence. The document argues that for African businesses to compete globally, more investment in research and development is needed to support local innovation.
This document discusses the globalization of Chinese enterprises. Some key points:
- Globalization has become necessary for Chinese enterprises as China integrates further into the global economy and a multi-polar world emerges with new opportunities for emerging market multinationals.
- For Chinese companies to develop further, they must globalize their operations beyond China's borders. This involves gradually becoming more reliant on overseas markets and improving global operations management.
- Few Chinese enterprises have reached an advanced stage of truly global operations unbound by national borders. Most are in the initial or intermediate stages of some global market interaction or optimizing their value chains for exports. However, since the 2008 financial crisis, Chinese firms have accelerated their globalization
This document provides an overview of innovation, including definitions of innovation, a brief history of innovation, and the infrastructural needs to support innovation. It discusses innovation at the individual, collaborative, and enterprise levels. It also outlines the innovation process and applications of innovation to business, including marketing, organizational, and process innovation. Finally, it discusses the role of innovation in services and countries.
Reverse innovation is developing products and services in emerging markets first before introducing them to developed markets. General Electric's Vijay Govindarajan coined the term. Products tailored for emerging markets can form platforms for new global products. Typically companies start by removing expensive features from existing products for emerging markets. Reverse innovation leads to locally-created products in emerging markets that are later upgraded for developed markets if successful. Examples include Tata's low-cost Nano car and a cheaper electrocardiogram machine developed in India and now sold globally. Limitations include income, infrastructure, and sustainability gaps between emerging and developed markets.
China's next chapter by McKinsey Quarterly Q3 2013Peerasak C.
Read the full issue, which examines everything from China’s new upper middle class to manufacturing, innovation, and talent in the coming era, as well as interviews with the leaders of Lenovo and one of China’s leading business schools.
Essential of Technology Entrep & Innovation- Course introductionMotaz Agamawi
This is the introduction presentation of my course, the essential of Technology entrepreneurship and innovation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
The document introduces the Critical Factor Assessment (CFA) and Critical Factor Assessment Snapshot (CFA Snapshot) tools. The CFA is a diagnostic tool that identifies 42 critical risks that could lead to business failure. The CFA Snapshot analyzes these 42 factors according to 8 underlying risk categories. Both tools help entrepreneurs identify high risks and develop mitigation strategies to improve chances of success or decide not to proceed.
Indian MNCs Going Global: The Road Ahead for the Indian ManagerAchal Raghavan
This document discusses the challenges facing Indian managers as Indian companies expand globally through mergers and acquisitions. It provides 3 key points:
1) Indian managers must develop a "global mindset" to understand diverse customer needs, global competition, and manage culturally diverse teams across borders. Elements of a global mindset include open-mindedness, comfort with diversity, and cultural sensitivity.
2) Cultural differences between countries create challenges for global collaboration. Models by Hofstede and Trompenaars/Hampden-Turner provide frameworks to understand differences in areas like power distance, individualism, and views of time.
3) Indian managers typically come from a culture with clear hierarchies and structures,
This document discusses the history of industrial revolutions and innovation. It notes that the four industrial revolutions - characterized by increasing automation and connectivity - have been driven by technological innovations. The first revolution was propelled by innovations in Britain that increased machine automation. Subsequent revolutions introduced mass production, electricity, and advanced digitization and internet connectivity. The current fourth revolution is bringing extreme automation through artificial intelligence. The document argues that for African businesses to compete globally, more investment in research and development is needed to support local innovation.
This document discusses the globalization of Chinese enterprises. Some key points:
- Globalization has become necessary for Chinese enterprises as China integrates further into the global economy and a multi-polar world emerges with new opportunities for emerging market multinationals.
- For Chinese companies to develop further, they must globalize their operations beyond China's borders. This involves gradually becoming more reliant on overseas markets and improving global operations management.
- Few Chinese enterprises have reached an advanced stage of truly global operations unbound by national borders. Most are in the initial or intermediate stages of some global market interaction or optimizing their value chains for exports. However, since the 2008 financial crisis, Chinese firms have accelerated their globalization
This document provides an overview of innovation, including definitions of innovation, a brief history of innovation, and the infrastructural needs to support innovation. It discusses innovation at the individual, collaborative, and enterprise levels. It also outlines the innovation process and applications of innovation to business, including marketing, organizational, and process innovation. Finally, it discusses the role of innovation in services and countries.
Reverse innovation is developing products and services in emerging markets first before introducing them to developed markets. General Electric's Vijay Govindarajan coined the term. Products tailored for emerging markets can form platforms for new global products. Typically companies start by removing expensive features from existing products for emerging markets. Reverse innovation leads to locally-created products in emerging markets that are later upgraded for developed markets if successful. Examples include Tata's low-cost Nano car and a cheaper electrocardiogram machine developed in India and now sold globally. Limitations include income, infrastructure, and sustainability gaps between emerging and developed markets.
China's next chapter by McKinsey Quarterly Q3 2013Peerasak C.
Read the full issue, which examines everything from China’s new upper middle class to manufacturing, innovation, and talent in the coming era, as well as interviews with the leaders of Lenovo and one of China’s leading business schools.
Essential of Technology Entrep & Innovation- Course introductionMotaz Agamawi
This is the introduction presentation of my course, the essential of Technology entrepreneurship and innovation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
The document introduces the Critical Factor Assessment (CFA) and Critical Factor Assessment Snapshot (CFA Snapshot) tools. The CFA is a diagnostic tool that identifies 42 critical risks that could lead to business failure. The CFA Snapshot analyzes these 42 factors according to 8 underlying risk categories. Both tools help entrepreneurs identify high risks and develop mitigation strategies to improve chances of success or decide not to proceed.
Indian MNCs Going Global: The Road Ahead for the Indian ManagerAchal Raghavan
This document discusses the challenges facing Indian managers as Indian companies expand globally through mergers and acquisitions. It provides 3 key points:
1) Indian managers must develop a "global mindset" to understand diverse customer needs, global competition, and manage culturally diverse teams across borders. Elements of a global mindset include open-mindedness, comfort with diversity, and cultural sensitivity.
2) Cultural differences between countries create challenges for global collaboration. Models by Hofstede and Trompenaars/Hampden-Turner provide frameworks to understand differences in areas like power distance, individualism, and views of time.
3) Indian managers typically come from a culture with clear hierarchies and structures,
The document is a research paper that aims to identify key drivers of disruptive innovation in products and services. It provides a literature review on disruptive innovation and identifies 20 potential drivers to be tested, such as competition, shifting consumer tastes, technology changes, and mass customization. Surveys were administered to academics, IT professionals, and manufacturers to rate the drivers. Factor analysis was conducted on the responses and regression analysis showed that competition, changes in market trends, and sustainability were the most commonly identified drivers of disruptive innovation across the surveyed industries.
This document is an EarthEnterprise tool kit published in 1994 by the International Institute for Sustainable Development. It provides information and guidance for small businesses on pursuing opportunities in sustainable markets, technologies, financing, and business practices. The tool kit covers topics like understanding green consumers and procurement, identifying business opportunities in sustainable technologies, raising money for sustainable enterprises, and adopting new sustainable business models and relationships. It also includes directories of relevant organizations and resources. The overall aim is to help small companies succeed financially by engaging with sustainable development.
Technology and innovation for competitivenessMotaz Agamawi
The document discusses technology and its role in creating wealth and competitiveness. It defines technology as the knowledge applied in products, processes, tools, methods and systems used to meet objectives. Technology has four components: hardware, software, brainware, and know-how. The document states that technology creates wealth when it connects technological development with market needs and customer satisfaction. Technological breakthroughs open opportunities for economic growth, but competitiveness in the global market requires integrating product technology, production technology, and market demands.
The Future of India report illustrates how India can accelerate its growth to 9% CAGR to become to create a 10 trillion USD economy over the next two decades.
Ces 20 dernières années, le PIB de l’Inde a enregistré une hausse de plus de 1 000 milliards de dollars. Cette hausse s’explique notamment par l’émergence d’une nouvelle classe moyenne rassemblant plusieurs millions d’individus. Dans son analyse « Future of India », le cabinet d’audit et de conseil PwC appréhende les efforts que le pays doit déployer pour afficher une croissance annuelle du PIB de 9% et devenir ainsi une économie pesant 10 000 milliards d’USD en 2034.
Méthodologie
PwC a étudié les opportunités et défis de l’Inde en menant des entretiens avec près de 80 dirigeants en Inde et à l’étranger, et organisé des ateliers avec des leaders des différents secteurs. PwC a également recueilli les avis de chercheurs universitaires, d’analystes économiques et réalisé une enquête en ligne auprès de plus de 1500 collaborateurs de PwC. D’autres pays ayant entrepris une quête de croissance tout aussi ambitieuse ont été observés, parmi lesquels des pays d’Asie et d’Amérique latine à revenu moyen.
There is a powerful change under way in how innovation happens. This new approach is transforming how intellectual capital connects with financial capital, knocking down ivory towers along the way. Thanks to the globalisation and Googalisation of the world economy, clever ideas from every corner of the world now have the chance to be taken seriously—even if they come from people without fancy credentials. Governments, charities and corporations alike are increasingly turning to open and networked models of innovation, such as the use of incentive prizes, to solve difficult problems.
In future, the difference between success and failure will often be determined not by lack of access to capital, markets, talent, or other conventional obstacles. In the age
of disruptive innovation, resourcefulness will matter more than resources—and success or failure will be determined inside the mind of the innovator.
Are you ready for the revolution?
The document discusses various topics related to innovation including open innovation, business model innovation, different levels of innovation, knowledge creation and leadership, dynamic capabilities, platforms and innovation, social communities, and measuring the success of a business model. It provides examples and definitions for concepts like open innovation, dynamic capabilities, and the role of business models in connecting technical and economic domains.
The document summarizes the key discussions and conclusions from a conference on merging innovation cultures and leveraging creativity. Several workshops examined topics like stimulating creativity in organizations, managing creative processes, government policy, education, and business strategy. Overall, the conference highlighted the importance of creativity for competitiveness and concluded that governments and organizations need to do more to nurture creativity across industries and society through actions like awareness campaigns, education reform, and special funding programs.
In this presentation, we will discuss role of MNCs in global economy, their merits and demerits, how to globalize a business by transforming the organizational structures according to international standards.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Presentación en power point en inglés de la herramienta de la herramienta "The Inclusive Business Challenge: Identifying opportunities to engage low-income communities across the value chain // (El desafío de los negocios inclusivos: Identificando oportunidades para involucrar comunidades de bajos ingresos a través de la cadena de valor), desarrollada por el WBCSD. Para descargar la herramienta completa en http://www.wbcsd.org
The document discusses various topics related to social commerce including:
I. Definitions of key concepts
II. Three generations of marketing approaches from traditional to more personalized experiences
III. The importance of focusing on customer experiences and conversations rather than just products
The document then provides several case studies as examples.
The entrepreneurship course is divided into three segments covering innovation and design thinking, business models, and actual entrepreneurship. The course aims to provide tools for experience in developing innovative business ideas for profit or non-profit ventures. Students will work in teams to develop a business plan which they will present for evaluation. The course covers topics like innovation, creativity, business models, and case studies of successful entrepreneurs.
In June 2007, CEOs and presidents of Ontario's high performance firms gathered at the Wisdom Exchange to expand their business network, share best practices, benchmark growth strategies and gain advice and insights critical to success.
The document discusses innovation and research. It defines innovation as something original and new that breaks into the market or society. Research is defined as a process used to collect and analyze information to increase understanding of a topic. The document then discusses barriers to innovation in India such as poor intellectual property laws, low research funding, and issues with the education system. It provides examples of past innovations in India like the Green Revolution and white revolution. Finally, it proposes solutions like reforming education, increasing collaboration between industry and research, and public-private partnerships to drive innovation.
Reverse innovation, emerging market and global strategy v3Kurnia Rosyada
Reverse innovation is a new phenomenon where innovations are first adapted in poor, emerging countries and then diffuse to rich countries. The paper examines this phenomenon across four research areas: 1) the types of innovations emerging from developing countries and why they may spread globally, 2) how internationalization processes are changing, 3) how multinational enterprise strategies and management must adapt, and 4) the effects on foreign direct investment spillovers. The rise of emerging markets is challenging traditional views of innovation originating solely in wealthy nations.
The document describes the activities and services provided by the Canadian Innovation Centre related to new product and business development. It discusses three main activities: education, tools, and development. Under education, it shares knowledge about commercialization best practices. Its tools involve pre-commercialization research and evaluation. For development, it works on new strategies and methods to help innovators commercialize technologies. It outlines various studies it conducts at different stages from evaluation to launch to address issues innovators may face.
1) An educational institution and software company are collaborating on a project where a video of a design discussion is shared with students and posted online.
2) Feedback is received from multiple stakeholders and incorporated into the project. Students analyze the information and provide conclusions to the software team.
3) The software team makes a final decision incorporating industry practices and feedback, and all contributors are acknowledged. Students and professionals gain valuable experience through this collaborative process.
The document discusses the Six Thinking Hats framework for optimizing thought processes. It describes using a sequence of colored hats to address different aspects of a problem. The hats represent distinct thinking directions: white for facts, red for emotions, black for risks/concerns, yellow for positives, green for creative alternatives, and blue for managing the process. Applying this parallel thinking approach systematically considers all perspectives and can lead to more innovative solutions.
The document discusses statistics related to internet and technology usage every 60 seconds. Some key facts include that over 690,000 status updates are posted to Facebook, 98,000 tweets are sent on Twitter, 168 million emails are sent, 694,445 search queries are made on Google, and 710 computers are sold worldwide with 555 containing Intel processors. The information highlights how much digital activity and sharing occurs online in a single minute.
This document discusses productivity standards and process flows. It begins by asking the reader to study their organization's productivity standards and identify whether the current process flow is optimal or could be improved. It then asks the reader to identify and describe three types of data process flows, including their advantages and disadvantages. The document proceeds to outline some example productivity norms for sales, support, and implementation functions. It also includes diagrams illustrating examples of order fulfillment and billing process flows, noting some manual steps and limitations of the current approaches.
The document is a research paper that aims to identify key drivers of disruptive innovation in products and services. It provides a literature review on disruptive innovation and identifies 20 potential drivers to be tested, such as competition, shifting consumer tastes, technology changes, and mass customization. Surveys were administered to academics, IT professionals, and manufacturers to rate the drivers. Factor analysis was conducted on the responses and regression analysis showed that competition, changes in market trends, and sustainability were the most commonly identified drivers of disruptive innovation across the surveyed industries.
This document is an EarthEnterprise tool kit published in 1994 by the International Institute for Sustainable Development. It provides information and guidance for small businesses on pursuing opportunities in sustainable markets, technologies, financing, and business practices. The tool kit covers topics like understanding green consumers and procurement, identifying business opportunities in sustainable technologies, raising money for sustainable enterprises, and adopting new sustainable business models and relationships. It also includes directories of relevant organizations and resources. The overall aim is to help small companies succeed financially by engaging with sustainable development.
Technology and innovation for competitivenessMotaz Agamawi
The document discusses technology and its role in creating wealth and competitiveness. It defines technology as the knowledge applied in products, processes, tools, methods and systems used to meet objectives. Technology has four components: hardware, software, brainware, and know-how. The document states that technology creates wealth when it connects technological development with market needs and customer satisfaction. Technological breakthroughs open opportunities for economic growth, but competitiveness in the global market requires integrating product technology, production technology, and market demands.
The Future of India report illustrates how India can accelerate its growth to 9% CAGR to become to create a 10 trillion USD economy over the next two decades.
Ces 20 dernières années, le PIB de l’Inde a enregistré une hausse de plus de 1 000 milliards de dollars. Cette hausse s’explique notamment par l’émergence d’une nouvelle classe moyenne rassemblant plusieurs millions d’individus. Dans son analyse « Future of India », le cabinet d’audit et de conseil PwC appréhende les efforts que le pays doit déployer pour afficher une croissance annuelle du PIB de 9% et devenir ainsi une économie pesant 10 000 milliards d’USD en 2034.
Méthodologie
PwC a étudié les opportunités et défis de l’Inde en menant des entretiens avec près de 80 dirigeants en Inde et à l’étranger, et organisé des ateliers avec des leaders des différents secteurs. PwC a également recueilli les avis de chercheurs universitaires, d’analystes économiques et réalisé une enquête en ligne auprès de plus de 1500 collaborateurs de PwC. D’autres pays ayant entrepris une quête de croissance tout aussi ambitieuse ont été observés, parmi lesquels des pays d’Asie et d’Amérique latine à revenu moyen.
There is a powerful change under way in how innovation happens. This new approach is transforming how intellectual capital connects with financial capital, knocking down ivory towers along the way. Thanks to the globalisation and Googalisation of the world economy, clever ideas from every corner of the world now have the chance to be taken seriously—even if they come from people without fancy credentials. Governments, charities and corporations alike are increasingly turning to open and networked models of innovation, such as the use of incentive prizes, to solve difficult problems.
In future, the difference between success and failure will often be determined not by lack of access to capital, markets, talent, or other conventional obstacles. In the age
of disruptive innovation, resourcefulness will matter more than resources—and success or failure will be determined inside the mind of the innovator.
Are you ready for the revolution?
The document discusses various topics related to innovation including open innovation, business model innovation, different levels of innovation, knowledge creation and leadership, dynamic capabilities, platforms and innovation, social communities, and measuring the success of a business model. It provides examples and definitions for concepts like open innovation, dynamic capabilities, and the role of business models in connecting technical and economic domains.
The document summarizes the key discussions and conclusions from a conference on merging innovation cultures and leveraging creativity. Several workshops examined topics like stimulating creativity in organizations, managing creative processes, government policy, education, and business strategy. Overall, the conference highlighted the importance of creativity for competitiveness and concluded that governments and organizations need to do more to nurture creativity across industries and society through actions like awareness campaigns, education reform, and special funding programs.
In this presentation, we will discuss role of MNCs in global economy, their merits and demerits, how to globalize a business by transforming the organizational structures according to international standards.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Presentación en power point en inglés de la herramienta de la herramienta "The Inclusive Business Challenge: Identifying opportunities to engage low-income communities across the value chain // (El desafío de los negocios inclusivos: Identificando oportunidades para involucrar comunidades de bajos ingresos a través de la cadena de valor), desarrollada por el WBCSD. Para descargar la herramienta completa en http://www.wbcsd.org
The document discusses various topics related to social commerce including:
I. Definitions of key concepts
II. Three generations of marketing approaches from traditional to more personalized experiences
III. The importance of focusing on customer experiences and conversations rather than just products
The document then provides several case studies as examples.
The entrepreneurship course is divided into three segments covering innovation and design thinking, business models, and actual entrepreneurship. The course aims to provide tools for experience in developing innovative business ideas for profit or non-profit ventures. Students will work in teams to develop a business plan which they will present for evaluation. The course covers topics like innovation, creativity, business models, and case studies of successful entrepreneurs.
In June 2007, CEOs and presidents of Ontario's high performance firms gathered at the Wisdom Exchange to expand their business network, share best practices, benchmark growth strategies and gain advice and insights critical to success.
The document discusses innovation and research. It defines innovation as something original and new that breaks into the market or society. Research is defined as a process used to collect and analyze information to increase understanding of a topic. The document then discusses barriers to innovation in India such as poor intellectual property laws, low research funding, and issues with the education system. It provides examples of past innovations in India like the Green Revolution and white revolution. Finally, it proposes solutions like reforming education, increasing collaboration between industry and research, and public-private partnerships to drive innovation.
Reverse innovation, emerging market and global strategy v3Kurnia Rosyada
Reverse innovation is a new phenomenon where innovations are first adapted in poor, emerging countries and then diffuse to rich countries. The paper examines this phenomenon across four research areas: 1) the types of innovations emerging from developing countries and why they may spread globally, 2) how internationalization processes are changing, 3) how multinational enterprise strategies and management must adapt, and 4) the effects on foreign direct investment spillovers. The rise of emerging markets is challenging traditional views of innovation originating solely in wealthy nations.
The document describes the activities and services provided by the Canadian Innovation Centre related to new product and business development. It discusses three main activities: education, tools, and development. Under education, it shares knowledge about commercialization best practices. Its tools involve pre-commercialization research and evaluation. For development, it works on new strategies and methods to help innovators commercialize technologies. It outlines various studies it conducts at different stages from evaluation to launch to address issues innovators may face.
1) An educational institution and software company are collaborating on a project where a video of a design discussion is shared with students and posted online.
2) Feedback is received from multiple stakeholders and incorporated into the project. Students analyze the information and provide conclusions to the software team.
3) The software team makes a final decision incorporating industry practices and feedback, and all contributors are acknowledged. Students and professionals gain valuable experience through this collaborative process.
The document discusses the Six Thinking Hats framework for optimizing thought processes. It describes using a sequence of colored hats to address different aspects of a problem. The hats represent distinct thinking directions: white for facts, red for emotions, black for risks/concerns, yellow for positives, green for creative alternatives, and blue for managing the process. Applying this parallel thinking approach systematically considers all perspectives and can lead to more innovative solutions.
The document discusses statistics related to internet and technology usage every 60 seconds. Some key facts include that over 690,000 status updates are posted to Facebook, 98,000 tweets are sent on Twitter, 168 million emails are sent, 694,445 search queries are made on Google, and 710 computers are sold worldwide with 555 containing Intel processors. The information highlights how much digital activity and sharing occurs online in a single minute.
This document discusses productivity standards and process flows. It begins by asking the reader to study their organization's productivity standards and identify whether the current process flow is optimal or could be improved. It then asks the reader to identify and describe three types of data process flows, including their advantages and disadvantages. The document proceeds to outline some example productivity norms for sales, support, and implementation functions. It also includes diagrams illustrating examples of order fulfillment and billing process flows, noting some manual steps and limitations of the current approaches.
This document discusses learning analytics and its potential applications in education. It outlines the learning ecosystem and notes that learning occurs both inside and outside formal educational institutions. It then discusses how analytics can help educational institutions increase efficiencies, expand, and strategize. Learning analytics can go beyond business metrics to assess learning processes, objectives, outcomes, and interventions. The document also explores how learning analytics could work for online learning platforms, developer communities, behavioral sciences, and combining learning analytics with behavioral data to improve educational effectiveness. Overall, it presents learning analytics as an ongoing process to enhance the learning cycle.
The document discusses critiquing a productivity tool used in the workplace. It asks the reader to determine if the tool uses enabling-centric, control-centric, or a combination of principles in its design. The reader is also asked to recommend changes to the tool, aspects that should stay the same, and which principles the tool should follow given the organization's context. Specifically, it recommends decentralizing decision making, facilitating effective cross-functional workflows, and ensuring all processes meet compliance parameters.
The document discusses the importance and benefits of storytelling for children's development. It describes the author's experience telling stories to her daughters every night before bed from infancy. Storytelling helps develop language skills, attention span, social skills, and transmits cultural values. It also strengthens the parent-child bond. The author believes storytelling can be therapeutic by helping children process emotions. Overall, regular storytelling is presented as a valuable tradition that aids child development in many ways.
Diary Writing on Role of Story Telling in LearningSusmita Pruthi
Susmita Pruthi discusses the benefits of storytelling for children in their development. She shares that storytelling is a nightly ritual for her daughters and has been integral to their growth from infancy. Storytelling helps develop communication skills, curiosity, and bonds between parents and children. It also aids in transmitting socio-cultural values and communicating life lessons. Storytelling exercises help with public speaking and allow children to practice their learning and display personality traits.
The document discusses the integration of technology in classrooms and how it can expand learning effectiveness. It touches on issues like teacher training and development being important for successful technology integration.
It also discusses how companies like Kodak and Amazon adapted to technological changes by innovating and expanding, proving that learning and change are necessary for survival.
Finally, it discusses how businesses like NIIT diversified into new learning and business areas to grow, showing the importance of adapting to new opportunities.
What Do Investors Look for Before InvestingEquityMatchco
- Investors look for entrepreneurs and startups that have the right fit and team, a well-defined business plan and model, and valuable technology. They want to see an experienced team that can execute on new, innovative ideas to solve real problems.
- For a startup to be considered a "unicorn" from the beginning, it needs to have groundbreaking innovations that solve major issues simply, operate using high-level technology, and create products that are easily integrated into consumers' daily lives.
- What differentiates startups that raise millions versus hundreds of thousands comes down to the team's skills and experience, the product's scalability and scarcity in the market, and whether the risk versus reward is appropriately balanced
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
The document discusses common myths about innovation that discourage companies from innovating. It addresses five main myths: 1) that innovation does not impact profits, 2) that innovation only applies to new products not services, 3) that innovation is only relevant for certain industries, 4) that innovation requires large investments in new technologies, and 5) that only small companies can innovate. The document argues that these are false beliefs and provides examples of how large companies from many industries successfully innovate to gain competitive advantages and improve financial performance.
Despite Group and Koko King are case studies of innovation around product systems. Despite Group innovated by developing a system of complementary products around its flagship mattress brand. It expanded into bed frames, bedding, and furniture to provide customers with full bedroom solutions. Similarly, Koko King innovated its snack product line. It launched new flavors, formats like mini packs for on-the-go consumption, and introduced cooking ingredients to create a system around its flagship coconut product. Both companies enhanced customer value and stickiness through innovative product systems that bundled complementary offerings around their core products.
Let the Innovators Innovate - How rethinking the engineering support model ca...Kelly Services
The document discusses how engineering firms can achieve sustainable product innovation through rethinking their workforce models. It argues that companies must embrace innovation to survive in today's competitive global market. However, many organizations face barriers to innovation such as risk aversion, low trust cultures, and a lack of focus on implementation. Additionally, engineering talent is often not utilized effectively as engineers are asked to manage products after launch rather than focusing on new ideas. The document suggests that for innovation to truly succeed, organizational leaders must make it a top priority through establishing formal programs, cultivating a culture of collaboration and creativity, and ensuring engineers can focus on innovation throughout the development process.
Innovation and change management are important topics that impact economic growth and business survival. New ideas, approaches, and products are critical to organizational strategy. While innovation is difficult to define, it generally refers to coming up with new solutions. Organizational change can also be hard to specify but focuses on formally planned changes to an organization's direction, structure, and capabilities to meet changing needs. There are different types of organizational change such as incremental, radical, smooth, and discontinuous. Managing innovation and change is vital for companies to adapt and thrive.
Knowledge Innovation Policy (Federal KM - DC)Debra M. Amidon
This closing panel with Dr. Ramon Barquin provides the rationale and vision for a US Knowledge Innovation Policy within a global context. Session includes and inventory of innovation initiatives within the US and abroad. Knowledge Innovation is the strategy beyond KM or strategic planning; and ‘collaborative advantage’ is the name of the new game.
Quest for organizational innovation strategy Dr Oliver Ho
1) The document discusses the importance of organizational innovation, especially in turbulent times like the current Covid-19 pandemic. It notes that innovation and creativity are critical but challenging to nurture within teams.
2) It provides an overview of innovation, creativity, and how to form effective innovation teams. Key aspects include diversity of members, cross-department collaboration, and support from top management.
3) Assessment tools like Creatrix can help teams understand their innovative capacity and behaviors that encourage or inhibit innovation like recognition, eliminating negative behaviors, and regular brainstorming sessions. With the right focus, all organizations can nurture innovation.
Innovation in Financial Institutions: a World TourVince Ghossoub
The document discusses innovation in the financial services industry. It provides examples of business model innovations like Prosper and Grameen Bank that connect borrowers and lenders online. It also discusses product innovations like identity theft protection services and mobile banking services innovations that allow transactions via text message. The document advocates that technology enablers and an innovation roadmap can help drive innovation strategies within organizations.
Innovation Report World Tour Of The Financial Services Industry Brant R C...Vince Ghossoub
The document discusses innovation in the financial services industry. It provides examples of business model innovations like Prosper and Grameen Bank that connect borrowers and lenders online. It also gives examples of product innovations like Manulife consolidating debts and services innovations like mobile banking from Citibank Philippines. The document advocates that technology and collaboration are important enablers of innovation.
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Meghan Daily
Leaders are not actively engaged in driving innovation according to a study of leadership behaviors that support innovation. The study found that leaders more frequently demonstrated passive behaviors that accept ideas rather than active behaviors that challenge the status quo, prioritize time for ideation, or encourage information gathering over daily tasks. This indicates that leaders are not personally invested in innovation and do not make it a priority through their own active engagement.
This document provides an overview of a lecture on innovation and change in the consumer goods industry. It will examine what innovation is, different types of innovation, challenges to innovation, and approaches to managing change. The learning outcomes are to understand models of innovation, discuss challenges and evaluate models for creating organizational change. The lecture will look at innovation in firms, disruptive innovation, and examples of innovation approaches used in Western firms compared to emerging markets.
A minimum of 100 words each question and References (IF NEEDED)(Re.docxsleeperharwell
A minimum of 100 words each question and References (IF NEEDED)(Response #1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1) Innovation plays a large part when it pertains to nations, leaders and individual employees, and companies. Many factors come into play such as research and development spending, manufacturing capability, and concentration of high-tech public companies (Jamrisko, 2019).
South Korea is currently ranked as the world’s most innovative country (Jamrisko, 2019). It is imperative for a country to be innovative to support their population. Being innovative as a country allows for better control and planning for its future (Nicholas, 2015). This is important when looking at future budget planning and educational improvements throughout their population (Jamrisko, 2019).
Being innovative can be considered a requirement to be successful when it pertains to being competitive amongst other companies and organizations. As our textbook states, General Motors has spent more on R&D than any other company in the world (Gibson & Skarzynski, 2008). Utilizing innovation as a tool in their company allowed them to be ranked as the world’s third largest automaker (Schmitt, 2017). Repetitiveness in the workplace has the potential of demotivating employees, therefore negatively effecting production. Having leaders that can stimulate their employees by providing innovative ideas can help in maintaining the employment of employees, and improving their productivity. Employees that apply innovation in the workplace allows them to stand out amongst their peers. Showing innovation and a will to improve their organization sets not only themselves, but also the organization up for success.
2) Innovation is the leading way to stay ahead in the modern world that is constantly in a fast pace forward movement. The following definition has been used by businessdictionary.com
The process of translating an idea or invention into a good or service that creates value or for which customers will pay.To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves deliberate application of information, imagination and initiative in deriving greater or different values from resources, and includes all processes by which new ideas are generated and converted into useful products. In business, innovation often results when ideas are applied by the company in order to further satisfy the needs and expectations of the customers. For an employee the use of innovation can bring a task into simpler form of completing the task, this can also be an open door for someone who has a skill set to see things in a new light and who has an innovated mind that could possibly change things i.
Lecture 8 industry studies student (1)moduledesign
This document provides an overview of a lecture on innovation and change in the consumer goods industry. It begins by defining innovation and discussing the different types, including product and process innovation. It also covers challenges to innovation implementation and different approaches to managing organizational change. The learning outcomes are to understand models of innovation, challenges to innovation, and how to evaluate change models. The document then explores topics like disruptive innovation, innovation in Western firms versus emerging markets, and dealing with innovation failures.
BUS 499, Week 10 Lecture Strategic EntrepreneurshipSlide #Top.docxRAHUL126667
BUS 499, Week 10 Lecture: Strategic Entrepreneurship
Slide #
Topic
Narration
1
Introduction
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Strategic Entrepreneurship.
Please go to the next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Analyze strategic entrepreneurship and corporate entrepreneurship.
Please go to the next slide.
3
Supporting Topics
In order to achieve this objective, the following supporting topics will be covered:
Entrepreneurship and entrepreneurial opportunities;
Innovation;
Entrepreneurs;
International entrepreneurship;
Internal innovation;
Implementing internal innovation;
Innovation through cooperative strategies;
Innovation through acquisitions; and
Creating value through strategic entrepreneurship.
Please go to the next slide.
4
Entrepreneurship and Entrepreneurial Opportunities
Entrepreneurship is the process by which individuals or groups identify and pursue entrepreneurial opportunities without being immediately constrained by the resources they currently control.
Entrepreneurial opportunities are conditions in which new goods or services can satisfy a need in the market. These opportunities exist because of competitive imperfections in markets and among the factors of production used to produce them or because they were independently developed by entrepreneurs. Entrepreneurial opportunities come in a host of forms such in a new market. Firms should be receptive to pursuing entrepreneurial opportunities whenever and wherever they may surface.
The essence of entrepreneurship is to identify and exploit entrepreneurial opportunities; that is, opportunities others do not see or for which they do not recognize the commercial potential.
Please go to the next slide.
5
Innovation
Innovation is a key outcome firms seek through entrepreneurship and is often the source of competitive success, especially in turbulent, highly competitive environments.
Firms engage in three types of innovative activity:
Invention is the act of creating or developing a new product or process.
Innovation is the process of creating a commercial product from an invention. Innovation begins after an invention is chosen for development. Thus, an invention brings something new into being, while an innovation brings something new into use. Accordingly, technical criteria are used to determine the success of an innovation.
Finally, imitation is the adoption of a similar innovation by different firms. Imitation usually leads to product or process standardization, and products based on imitation often are offered at lower prices, but without as many features. Entrepreneurship is critical to innovative activity in that it acts as the linchpin between invention and innovation.
Please go to the next slide.
6
Check Your Understanding
7
Entrepreneurs
Entrepreneurs are individuals, acting independently or as part of an organization, who see an entrepreneurial opportunity a ...
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.
What makes one industry more innovative in terms of quotient in Nigeria is on the extent to which they differ on various steps and actions needed to make innovation happens and performing.
The document discusses innovation leadership and managing innovation. It argues that innovation can be managed and measured, despite common beliefs otherwise. Successful companies actively measure innovation through metrics like revenue from new products, ideas generated, and time to market. The document also discusses how innovation can provide competitive advantage, with studies finding the most innovative firms deliver higher shareholder returns. It presents examples of companies that have used continuous innovation to drive growth and dominate their industries over decades.
Design Thinking for Advanced Manufacturing _ Industry Recommendations_Dec 2014 Jane Cockburn
The document summarizes recommendations from an industry roundtable on scaling design-led innovation (DLI) to enhance Australian manufacturers' competitiveness. The roundtable identified priorities to introduce, advance, and broadly adopt DLI. Key recommendations include developing a common language and branding for DLI; engaging government support through existing programs; integrating DLI education into business and academic training; and establishing mentoring programs and a community of practice to share knowledge. The overall priority is to make DLI a mainstream management approach within Australian advanced manufacturing.
The document discusses the author's experience taking an introductory computer science course on building a search engine on Udacity. It analyzes how the course covered declarative, procedural, and conditional knowledge through lessons, exercises, and problem sets. Strategies like step-by-step videos with audio, interactive exercises, and review questions helped convert information to long-term memory. While video and narration engaged students, additional materials and instructor comments could have enhanced learning. The author practiced metacognition by cross-referencing information and applying prior knowledge. Such an online course could translate well to workplace training through role-playing videos, quizzes, and discussion forums.
This document outlines a research project that aims to analyze the effects of integrating technology into the curriculum using project-based learning on teaching and learning outcomes in Indian private schools. The research will involve identifying a school, subject, and concept to focus the project-based learning activity on. Students will be divided into a research group that uses project-based learning and a control group that uses traditional teaching methods. Both groups will take a pre-test and post-test to measure learning outcomes before and after the 2-week project period. Teacher and student focus groups will also provide feedback. The timeline details contacting schools in November, designing assessments in December, implementing the project in January, and submitting the results for analysis and publication by February.
The document outlines a proposed framework for implementing mobile learning for a middle school science curriculum. Key elements of the framework include:
1. Using a flipped classroom model where students learn science concepts through short video lessons on their mobile devices before and after class.
2. In-class time would be used for discussion, activities, and experiments to reinforce concepts. Formative assessments would track student understanding.
3. A business model is proposed where students purchase mobile devices for learning, the school negotiates affordable internet access, and students pay an annual fee for the mobile learning program content and platform.
The document describes creating a software development lifecycle (SDLC) using the waterfall model and data flow diagram principles, with the goal of optimizing the SDLC for measurement and analysis. It instructs taking the initial SDLC and adding phases/stages to reach a second level of productivity in analysis. Requirements include creating a workflow, adding assumptions, and structuring phases to optimize the SDLC.
The document discusses an ICT business process automation tool used by an organization to streamline their order fulfillment process. It consists of 3 stages - order approval, order processing, and implementation. The tool aimed to reduce processing time from 16 days to less. While it provided benefits like reduced approval layers and empowered field teams, challenges included change management and accommodating exceptions. The recommendations were to revisit design assumptions, provide training to users, and conduct alignment sessions for stakeholders.
George A. Miller made two major theoretical contributions to cognitive psychology: (1) the idea that short-term memory can only hold about 7 items of information, known as "chunks", and (2) the concept of Test-Operate-Test-Exit (TOTE) units as the basic model of behavior. Miller also founded the WordNet project, a large lexical database of English that groups words into sets of synonyms expressing concepts. WordNet has been influential in natural language processing.
The document discusses statistics related to internet and technology that occur every 60 seconds. Some key facts mentioned are that 710 computers are sold worldwide, 232 computers get infected by malware, 925 iPhone 4s and 85 iPads are sold, 103 Blackberries are sold worldwide, 12 websites get hacked, and $75,000 is added to Google's revenue every minute. The document also contains infographics illustrating these statistics and references additional resources on trends occurring online within a 60 second timeframe.
This document is a self-profile created by Susmita Pruthi for a course on self-awareness and self-regulation. The profile outlines her values, beliefs, family background, educational and professional experiences. It describes her journey from childhood through different life stages and roles as a student, athlete, professional, wife and mother. It also addresses how she learns from experiences and seeks to improve her learning abilities through discussions with others.
Japan's success in the automobile industry can be attributed to their focus on quality, reliability, efficiency and technological innovation over many decades. Japanese automakers like Toyota and Honda gained a reputation for building fuel-efficient, well-made small cars and have become global leaders through continuous improvement and adaptation to market needs.
The document discusses several topics related to the changing world of work:
1. Companies are focusing on hiring and retaining top talent while using strategies like outsourcing to reduce costs. The availability of qualified workers is decreasing while lifetimes in the workforce are increasing.
2. Individuals must continuously upgrade their skills to survive in the changing job market where short-term jobs are replacing long-term jobs and job-hopping is common. New opportunities are emerging due to social and business changes.
3. The document explains that unemployment is high even as skilled talent is in short supply, showing an imbalance in available jobs according to Bishop.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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2. Susmita Pruthi
My Questions from the Pre-read
1. In your opinion, give the two most critical positive impacts and
two reverse impacts of migration in the current changing
market scenarios. Give your justifications for being ‘critical’.
2. What are the different dimensions of ‘frugality in business’
that can generate value in businesses?
3. What is making emerging world to lead in business
innovations rivaling the rich countries?
4. “Talent retention strategies are helping emerging markets
manage innovations.” –Justify the statement.
5. What is the difference ‘scaling out’ brings versus ‘scaling up’?
6. What does Sandwich theory mean?
7. What has shazhai got to do with innovation?
8. Does reverse M&A make sense in emerging world?
NU 522 | Assignment 4 | Business Innovations
3. Susmita Pruthi
Questions for Me to Answer
1. “Application of mass-production techniques to sophisticated services” - Do
you think this has been a successful innovation . Justify.
2. Adapt and survive policy is applicable for developed and developing
countries - Comment
3. “Concept innovation leads to innovation in management” – Explain
4. “The West is ripe for frugal innovation” - Justify
5. Why are countries that were until recently associated with cheap hands now
becoming leaders in innovation?
6. According to you which country is leading in the emerging market. Justify
with an example.
7. Why do you think Japan is leading the automobile industry today?
8. Innovation have made medical treatment cheaper across the world – Justify
9. “ Adapt and survive” or “innovate and survive” – which approach is more
applicable in today’s market environment.
NU 522 | Assignment 4 | Business Innovations
4. “Application of mass-production techniques to
sophisticated services” - Do you think this has been a
successful innovation . Justify.
I believe it has been a successful innovation considering the
benefits it derives to the business – lower costs and equitable if
not better service.
In many cases, it has turned out to be better also as the skills
were of higher level. Take the example of the BPO sector in India
which is still seeing a growth inspite of US President and
Congress taking negative stand to the same. It is further being
extended to many other services that are IT based like tech
support, back office support to other services like tele
marketing, customer care, medical transcription, legal
services, medical consult services etc. While these are supported
by technology backbone, there are additional areas like medical
tourism, affordable domestic healthcare system.
NU 522 | Assignment 4 | Business Innovations
5. Adapt and survive policy is applicable for developed
and developing countries - Comment.
Whether it is the State-owned or private, both types of businesses are
facing the dire need to adapt to be able to survive in these challenging
times. And it is applying to all types of markets and countries. For
example, the energy sector is primarily controlled by
governments, while many tech companies in China are state-backed.
But there are private companies that are getting a pie of their share by
leveraging their connects and getting a big share of these resources.
These private companies are diversifying to adapt to the market
scenario – lack or emerging needs. They also have the capability to
hone additional resources, entrepreneurs, talent, trained manpower
and capital to manage themselves.
It is a necessary evolutionary change for any company to compete in the
global marketplace and succeed. Western multinationals would find
them the easiest way to enter markets that were difficult to penetrate.
While China has State backed companies like the China Telecom and
Lenovo, they are active in other areas also.
NU 522 | Assignment 4 | Business Innovations
6. “Concept innovation leads to innovation in
management” – Explain
Innovation is not mechanics, it is a theory that a human being evolves. As
innovation is human driven, talent management has become a major HR
focus area in most of the leading companies. A variety of tools, and
techniques are being used by the management to encourage concept
innovation.
Recruitment and retention thus have an overriding HR principle – Talent
Development. For simple productivity, there have been many carrot and
stick policies rolled out by companies. For retention, there are HR policies
that give more to the person, for example Dating allowance, Anniversary
allowance, Wedding allowance, paternity leave and so on. But for
innovation to happen, there has to be the right encouraging environment
for the people to innovate – and get rewarded accordingly.
Innovations could be generated for existing problems or unforeseen risks
or new trends in the market. Companies are giving opportunities for
employees to develop by trying different strategies – creating and
educational ‘ecosystems’, opportunities to show case their talent outside
the company and treating them to scholarships or exposure to
Workshops/seminars etc.
It is a continuous investment in human capital.
NU 522 | Assignment 4 | Business Innovations
7. “The West is ripe for frugal innovation “- Justify
Given the current scenario backed up with their earlier economic
policies, Western world has no choice but to embark on frugal innovation.
Emerging markets have been aggressively growing with business
innovations like a spray. Their economies are more stable than the Western
world primarily due to the stringent way it has been controlled till now.
The Western world has been riddled with debts as they have been fuelled
by a debt- ridden spending without any focus on debt realization. A rise of
an American household debt from 65% to 95% in itself is alarming.
Recession had to happen.
If these markets need to grow and come out of the recession, frugal
innovations with lesser or no cost driving higher volumes in business is the
only model to take forward. Austerity is one measure but that only lowers
growth, which may lead to retrenchments. Cutbacks in public spends are a
given. But “cost innovation”—redesigning both products and processes
from scratch to take out costs—is a much more productive strategy for the
Western world.
For example, GE has started focusing on the ‘cheap’ China market ultra
sound device. Hair is into cheap fridges. Nano has influenced car makers to
produce small, inexpensive vehicles.
NU 522 | Assignment 4 | Business Innovations
8. Why are countries that were until recently associated
with cheap hands now becoming leaders in
innovation?
In the changing hard times, the emerging markets’ product
and service lines are far more lucrative – cheap and better
services = value for money. The local business
entrepreneurs have re-invented business models, systems
of production and distribution, supply-chain
management, recruitment and retention policies to ensure
mass distribution and service to derive the economies of
scale. They are now dreaming big – going pan India, going
global.
NU 522 | Assignment 4 | Business Innovations
9. According to you which country is leading in the
emerging market. Justify with an example.
There seems to a tug of war between China and India in the
emerging markets with 40% of the world’s growth being
expected form these two countries due to economic growth
and high quality brain power. I would rate China as the
current leader due to the following reasons:
higher numbers of people graduating with degrees in
engineering and computer science every year – 75,000 – versus
India’s 60,000
98 R & D facilities by Fortune 500 companies versus India’s 63
Microsoft’s largest R&D center outside US – in Beijing
NU 522 | Assignment 4 | Business Innovations
10. Why do you think Japan is leading the automobile
industry today?
Japan now makes more cars than both Germany, where the horseless carriage was
invented, and America, where mass production of the automobile began.
Moreover, Japan even outsells American cars on their home turf, which happens to
be the largest car market in the world.
Japanese automakers earned their reputation making fuel- efficient, reliable well-
made, small cars. As the Japanese automobile industry grew they began producing
all kinds of vehicles, including some gas guzzlers. By the 2000s, fuel-
efficient, reliable well-made was not sexy enough and there was more emphasis on
making cars with flashy designs and lots of horsepower.
Brands such as Toyota and Honda have become household names, synonymous
with quality.
Japan became the world’s largest vehicle producers in 2007, surpassing the United
States by producing 11.48 million vehicles, compared to 11.36 million in the United
States.
As of 2005, Japanese automakers had 95.8 percent of the market in Japan, 33.8
percent of the market in the United States, 13.7 percent of the market in Europe.
Sources:
http://www.autoracingdaily.com/news/industry-news/japan-leading-the-world-in-
automotive-industry/
http://factsanddetails.com/japan.php?itemid=930
NU 522 | Assignment 4 | Business Innovations
11. Innovation have made medical treatment cheaper
across the world – Justify
Innovative Business models have made medical treatment certainly cheaper. To begin
with, medical tourism has now become so popular that India and some of the other South
Asian countries have started benefiting from that – Thailand, Malaysia, Indonesia and
Phillipines. The reverse benefit is perceived by the consumer from the Western world who ends
up paying lesser for the same or even better quality and service. Even emerging markets are
looking at these medical tourism benefits rather than rushing to the Western world for
treatment which would anyway be costlier. Many companies are encouraging their employees
to seek these benefits as it reduces their burden.
Case Study:
Howard Staab, a 53-year-old carpenter living in Carborro, North Carolina, learned that he needed heart
surgery to replace a flailing mitral valve. He had no health insurance. They were told the total cost of the
procedure would be around $200,000. With an expected hospital stay of five days to a week, the hospital
bill alone was estimated to be $100,000. Fees for the
surgeon, cardiologist, anaesthesiologist, replacement mitral valve and other expenses would double the
cost of care. If complications occurred they would lengthen the period of hospitalization and increase
the total price tag. According to the CFO, the hospital required a $50,000 down-payment prior to
surgery. The remainder of the bill could be paid in installments after the operation.
At the Escorts Heart Institute and Research Center in New Delhi, Dr Naresh Trehan replaced the mitral
valve. There were postoperative complications and a second visit to the operating room, but after a
month in India Howard and Maggie returned home. The total cost for the procedure and all related
expenses including a three-week stay in the hospital and airfare was just under $10,000.
Many a times, the complete package is arranged from stay to operations, medicines to other medical
support required. Sometimes, a little bit of real tourism is also packed with it, if the nature of ailment
allows.
Our own stalwarts – Dr Shetty and Dr Aravind - have added another dimension of cheaper domestic
medical care system which talks of generic medicines against brands, volumes based specialized medical
care – assembly like fashion – ensuring quantity and quality service & care.
NU 522 | Assignment 4 | Business Innovations
12. Innovation have made medical treatment cheaper
across the world – Justify
Innovative Business models have made medical treatment certainly
cheaper. To begin with, medical tourism has now become so popular
that India and some of the other South Asian countries have started
benefiting from that – Thailand, Malaysia, Indonesia and Phillipines.
The reverse benefit is perceived by the consumer from the Western
world who ends up paying lesser for the same or even better quality and
service. Even emerging markets are looking at these medical tourism
benefits rather than rushing to the Western world for treatment which
would anyway be costlier. Many companies are encouraging their
employees to seek these benefits as it reduces their burden.
Case Study: Refer next slide
NU 522 | Assignment 4 | Business Innovations
13. Innovation have made medical treatment cheaper
across the world – Justify
Case Study:
Howard Staab, a 53-year-old carpenter living in Carborro, North Carolina, learned
that he needed heart surgery to replace a flailing mitral valve. He had no health
insurance. They were told the total cost of the procedure would be around $200,000.
With an expected hospital stay of five days to a week, the hospital bill alone was
estimated to be $100,000. Fees for the
surgeon, cardiologist, anaesthesiologist, replacement mitral valve and other expenses
would double the cost of care. If complications occurred they would lengthen the
period of hospitalization and increase the total price tag. According to the CFO, the
hospital required a $50,000 down-payment prior to surgery. The remainder of the bill
could be paid in installments after the operation.
At the Escorts Heart Institute and Research Center in New Delhi, Dr Naresh Trehan
replaced the mitral valve. There were postoperative complications and a second visit
to the operating room, but after a month in India Howard and Maggie returned
home. The total cost for the procedure and all related expenses including a three-
week stay in the hospital and airfare was just under $10,000.
Many a times, the complete package is arranged from stay to operations, medicines
to other medical support required. Sometimes, a little bit of real tourism is also
packed with it, if the nature of ailment allows.
Our own stalwarts – Dr Shetty and Dr Aravind - have added another dimension of
cheaper domestic medical care system which talks of generic medicines against
brands, volumes based specialized medical care – assembly like fashion – ensuring
quantity and quality service & care.
NU 522 | Assignment 4 | Business Innovations
14. “ Adapt and survive” or “innovate and survive” – which
approach is more applicable in today’s market
environment.
The game today has moved from “Adapt and survive” to
“Innovate and survive”. The demand on adaptation is so
high that it is not a standard adaptation but unique
innovations that will make the company survive.
Adaptation is over a time period but Innovations demands
radical shift in stance, attitude, behaviorism business
modeling and market.
NU 522 | Assignment 4 | Business Innovations