This presentation is based on work I have been doing with libraries and some businesses in the library & information sector.I look at framework to explore business models that I believe is helpful for all kinds of organizations and businesses
Time for strategy: Ken was the keynote speaker at the 2011 National Acquisitions Group (NAG) conference in Manchester on 7th September. Libraries in all sectors face the challenge of relentless, disruptive, technology-driven change and tough economic times. Libraries are under pressure and there is a risk that decisions are made without an appreciation of their strategic importance. This is a good time then to look at some approaches to strategy, differentiating it from ‘mission’ and looking at business models.
Innovation organizational learning driven business modelC.C. Dr. Tan
Unique innovation and organizational learning approach to business model. Also provided simple quantitative and qualitative analysis approaches that become the fundamental innovation and creation process model for business performance.
Connecting Design Thinking with the Future Value Generation Framework @daniel...Daniel Egger
The presentation explores a high level introduction how Design Thinking integrates with the Future Value Generation Framework and thinking. Both share a human and context centric approach to understand, analyze and create value opportunities that engage.
Creating the Culture of Innovation through an Innovation Program that encourages employee to contribute ideas to grow the business, create operational efficiencies and improve customer satisfaction - Based on the Innovation Program I created at my company
Time for strategy: Ken was the keynote speaker at the 2011 National Acquisitions Group (NAG) conference in Manchester on 7th September. Libraries in all sectors face the challenge of relentless, disruptive, technology-driven change and tough economic times. Libraries are under pressure and there is a risk that decisions are made without an appreciation of their strategic importance. This is a good time then to look at some approaches to strategy, differentiating it from ‘mission’ and looking at business models.
Innovation organizational learning driven business modelC.C. Dr. Tan
Unique innovation and organizational learning approach to business model. Also provided simple quantitative and qualitative analysis approaches that become the fundamental innovation and creation process model for business performance.
Connecting Design Thinking with the Future Value Generation Framework @daniel...Daniel Egger
The presentation explores a high level introduction how Design Thinking integrates with the Future Value Generation Framework and thinking. Both share a human and context centric approach to understand, analyze and create value opportunities that engage.
Creating the Culture of Innovation through an Innovation Program that encourages employee to contribute ideas to grow the business, create operational efficiencies and improve customer satisfaction - Based on the Innovation Program I created at my company
Since attending Frost and Sullivan's 4th Annual Innovations in New Product Development & Marketing Executive MindXchange in June of 2008, MedPlus has taken a journey from creating a portfolio with incremental development projects to driving organic growth through innovation. In order to transition toward innovation, MedPlus built a ground-up Innovation Strategy aligned toward growth, including modifying its investment methodology, creating an innovation portfolio and monitoring innovation processes; these strategies cultivated a corporate mindset focused on both near and long-term value, and put in operation a fluid and focused team.
Key Take Aways:
1. Insight on building pragmatic innovation practices that are effective at creating ROI
2. Tools & methods to “change the engine while the airplane is in flight”
3. Successful factors for creating a corporate culture of innovation
4. Best practices gleaned from the 2008 Frost and Sullivan Executive MindXchange applied toward innovation excellence
Co-Creation : Consolidating the field and high-lighting new frontiersRex Degnegaard
Presentation on co-creation based on a peer reviewed paper presented at the 2012 IFSAM conference, International Federation of Scholarly Associations of Management.
The paper aims to build an overview of the literature on co-creation to explore what the existing literature relate to and indeed to pinpoint if any patterns or streams can be identified. The paper illustrates how the use of the concept of co-creation suggests a necessity for focusing further on specific co-creation related issues and challenges of significance to business and society. Thus, the paper highlights new co-creation related issues, challenges, and an emerging design trajectory in practice and research.
These are slides from my talk at Founder Institute's opening session in Finland. They don't work well w/o speech. Quick and dirty. Perhaps the most interesting part is the quick-and-dirty opportunity evaluation framework ... or not. Enjoy!
We live in an increasingly social world, where advancements in
technology are changing how we buy, how we work and how
we connect with others. Expanding and overlapping social
networks are enabling individuals to express opinions, share
expertise with a greater audience and shape decision-making
processes on a global scale. Can an organization that chooses
to ignore the insights of employees, customers and business
partners expect to thrive?
Office of Naval Research Innovation Newsletter | June 2010johnohab
The Spring 2010 edition of the Office of Naval Research's Innovation Newsletter explores the increasingly important paradigm of "open innovation," which is based on the idea that organizations can and should innovate by drawing from external sources of knowledge.
In the newsletter below, you'll find an article capturing the entrepreneurial spirit that drives Open Innovation forward co-authored by three professors from the Naval Postgraduate School of Business; an article focused on core social technologies and their role in crowd sourcing, intra-government collaboration, and citizen science; an article on massive multiplayer games and insight generation; and an article on Open Innovation and lessons learned within a specific Naval science and technology community of interest.
The Innovation Newsletter is published quarterly and covers a variety of exciting topics. It include articles from scientists, engineers, warfighters, professors, program officers, and others, all sharing their insights and research on a particular field of interest.
Abstract
Purpose – The purpose of this paper is to describe the main obstacles for innovation in Dutch
consultancy firms by focusing on the strength of informal knowledge sharing as an avenue for innovation.
Design/methodology/approach – This paper is the result of an empirical study based on in-depth
interviews with 29 consultants in the Netherlands.
Findings – The process of innovation can be problematic in consultancy firms. Consultants do simply
not find the time to innovate, since they are mainly rewarded for client related work (billable hours). In
order to innovate consultants need to share knowledge with clients, colleague consultants and their
experienced superiors. The knowledge sharing routes the consultant can use, as described in this
paper, are: codified, formal knowledge and informal knowledge sharing. This paper claims that the most
fruitful route to innovation is informal knowledge sharing.
Originality/value – The importance of informal knowledge is supported by Hofstede’s description of the
Dutch business culture as being feminine, cultivating low power distance (low degree of inequality) and
being highly individualistic. However, despite the support of the Dutch cultural setting, which supports
informal knowledge sharing, this research describes the lack of management support in the innovation
process as one of the main barriers to innovation.
Keywords Innovation, Management consultancy, Knowledge sharing
Paper type: Research paper
Ron Clink - Chief Policy Analyst, Education System Strategy, Ministry of Educ...SmartNet
Innovating for Skills-Skills for Innovation
Examining the learning environment and why certain skills and resilient leadership matter to innovation and prosperity for New Zealand.
Vivaldi UK Capabilities | Financial ServicesRichard Rolka
Consumers’ rising expectations, disruptive new entrants and new possibilities with consumer data are only some of the trends currently transforming the financial services industry.
For organisations that need to keep up with the velocity of change in their markets, customers and technology, Digital Agility is an end-to-end concept to market approach that enables you to deliver innovation faster and with less risk.
Unlike traditional product development and delivery models, Digital Agility is a lean, insight driven technique that helps you become more nimble, innovative, and responsive.
A white paper from The Inovo Group - Opportunities are central to innovation. Read Inovo's latest white paper to learn more or visit theinovogroup.com.
Building a better mousetrap does guarantee success anymore. Products and services are increasingly interconnected. Ecosystems are the new competitive advantage. The winners will be determined by how well their offerings fit with each other and how well they fit into people’s lives.
The use of systematic, visual representations exposes previously unseen opportunities for improvement and for growth across channels and touchpoints. Broadly, the term “mapping experiences” describes a range of such visualizations. You’ve probably already encountered one of the many approaches already in practice – customer journey mapping, service blueprints, experience maps, mental model diagrams, etc.
For sure, IAs are well-suited for architecting such complex diagrams. Creating them requires empathy, organization, and visual storytelling skills.
But our job as IAs goes beyond mapmaking. We have to also assume the role of facilitator and aspire to become grassroots strategic players. Engaging others in conversation and gaining strategic alignment are the ultimate goals. It’s not about the “map,” rather the activity of “mapping” that’s important.
Since attending Frost and Sullivan's 4th Annual Innovations in New Product Development & Marketing Executive MindXchange in June of 2008, MedPlus has taken a journey from creating a portfolio with incremental development projects to driving organic growth through innovation. In order to transition toward innovation, MedPlus built a ground-up Innovation Strategy aligned toward growth, including modifying its investment methodology, creating an innovation portfolio and monitoring innovation processes; these strategies cultivated a corporate mindset focused on both near and long-term value, and put in operation a fluid and focused team.
Key Take Aways:
1. Insight on building pragmatic innovation practices that are effective at creating ROI
2. Tools & methods to “change the engine while the airplane is in flight”
3. Successful factors for creating a corporate culture of innovation
4. Best practices gleaned from the 2008 Frost and Sullivan Executive MindXchange applied toward innovation excellence
Co-Creation : Consolidating the field and high-lighting new frontiersRex Degnegaard
Presentation on co-creation based on a peer reviewed paper presented at the 2012 IFSAM conference, International Federation of Scholarly Associations of Management.
The paper aims to build an overview of the literature on co-creation to explore what the existing literature relate to and indeed to pinpoint if any patterns or streams can be identified. The paper illustrates how the use of the concept of co-creation suggests a necessity for focusing further on specific co-creation related issues and challenges of significance to business and society. Thus, the paper highlights new co-creation related issues, challenges, and an emerging design trajectory in practice and research.
These are slides from my talk at Founder Institute's opening session in Finland. They don't work well w/o speech. Quick and dirty. Perhaps the most interesting part is the quick-and-dirty opportunity evaluation framework ... or not. Enjoy!
We live in an increasingly social world, where advancements in
technology are changing how we buy, how we work and how
we connect with others. Expanding and overlapping social
networks are enabling individuals to express opinions, share
expertise with a greater audience and shape decision-making
processes on a global scale. Can an organization that chooses
to ignore the insights of employees, customers and business
partners expect to thrive?
Office of Naval Research Innovation Newsletter | June 2010johnohab
The Spring 2010 edition of the Office of Naval Research's Innovation Newsletter explores the increasingly important paradigm of "open innovation," which is based on the idea that organizations can and should innovate by drawing from external sources of knowledge.
In the newsletter below, you'll find an article capturing the entrepreneurial spirit that drives Open Innovation forward co-authored by three professors from the Naval Postgraduate School of Business; an article focused on core social technologies and their role in crowd sourcing, intra-government collaboration, and citizen science; an article on massive multiplayer games and insight generation; and an article on Open Innovation and lessons learned within a specific Naval science and technology community of interest.
The Innovation Newsletter is published quarterly and covers a variety of exciting topics. It include articles from scientists, engineers, warfighters, professors, program officers, and others, all sharing their insights and research on a particular field of interest.
Abstract
Purpose – The purpose of this paper is to describe the main obstacles for innovation in Dutch
consultancy firms by focusing on the strength of informal knowledge sharing as an avenue for innovation.
Design/methodology/approach – This paper is the result of an empirical study based on in-depth
interviews with 29 consultants in the Netherlands.
Findings – The process of innovation can be problematic in consultancy firms. Consultants do simply
not find the time to innovate, since they are mainly rewarded for client related work (billable hours). In
order to innovate consultants need to share knowledge with clients, colleague consultants and their
experienced superiors. The knowledge sharing routes the consultant can use, as described in this
paper, are: codified, formal knowledge and informal knowledge sharing. This paper claims that the most
fruitful route to innovation is informal knowledge sharing.
Originality/value – The importance of informal knowledge is supported by Hofstede’s description of the
Dutch business culture as being feminine, cultivating low power distance (low degree of inequality) and
being highly individualistic. However, despite the support of the Dutch cultural setting, which supports
informal knowledge sharing, this research describes the lack of management support in the innovation
process as one of the main barriers to innovation.
Keywords Innovation, Management consultancy, Knowledge sharing
Paper type: Research paper
Ron Clink - Chief Policy Analyst, Education System Strategy, Ministry of Educ...SmartNet
Innovating for Skills-Skills for Innovation
Examining the learning environment and why certain skills and resilient leadership matter to innovation and prosperity for New Zealand.
Vivaldi UK Capabilities | Financial ServicesRichard Rolka
Consumers’ rising expectations, disruptive new entrants and new possibilities with consumer data are only some of the trends currently transforming the financial services industry.
For organisations that need to keep up with the velocity of change in their markets, customers and technology, Digital Agility is an end-to-end concept to market approach that enables you to deliver innovation faster and with less risk.
Unlike traditional product development and delivery models, Digital Agility is a lean, insight driven technique that helps you become more nimble, innovative, and responsive.
A white paper from The Inovo Group - Opportunities are central to innovation. Read Inovo's latest white paper to learn more or visit theinovogroup.com.
Building a better mousetrap does guarantee success anymore. Products and services are increasingly interconnected. Ecosystems are the new competitive advantage. The winners will be determined by how well their offerings fit with each other and how well they fit into people’s lives.
The use of systematic, visual representations exposes previously unseen opportunities for improvement and for growth across channels and touchpoints. Broadly, the term “mapping experiences” describes a range of such visualizations. You’ve probably already encountered one of the many approaches already in practice – customer journey mapping, service blueprints, experience maps, mental model diagrams, etc.
For sure, IAs are well-suited for architecting such complex diagrams. Creating them requires empathy, organization, and visual storytelling skills.
But our job as IAs goes beyond mapmaking. We have to also assume the role of facilitator and aspire to become grassroots strategic players. Engaging others in conversation and gaining strategic alignment are the ultimate goals. It’s not about the “map,” rather the activity of “mapping” that’s important.
Value Propositions Where People and Planet MatterHolonomics
In executing any profound transformational strategies or implementing change programmes, before we can introduce new business models we require a systems view of the organisation. However, this systems view can not be mechanistic or Cartesian, since any attempt to introduce the new business model (and value proposition) will still be articulated and understood using the old logic, and therefore are likely to fail.
Holonomic Thinking inspires new strategies by helping executives to upgrade their mental operating systems and developing a dynamic new way of seeing the whole organisation:
Systemic – Understanding the organisation as an organic and dynamic system of interrelated organs.
Experiential – Understanding the lived experience of each person – employees, management, leadership, stakeholders and the community.
Meaning – Understanding how shared meaning emerges in the organisation over time, allowing the organisation to be able to become agile, efficient and transparent – an authentic whole.
Ethical – Understanding how human values are the foundation of authenticity, agility and change
These four components – systemic, experiential, meaning and values – are exactly what is required to develop future sustainable business propositions.
VidenDanmark holdt den 23. marts 2010 møde hos MillionBrains om åben innovation og videndeling. Sam Kondo Steffensen fra MillionBrains fortalte deltagerne fra VidenDanmark om baggrunden for MillionBrains-projektet - og om hvad idéen er med platformen. MillionBrains er rigtig åben innovation - man kan lægge Challenges ud - og alle kan melde sig ind som Brains. På sigt vil man nok være lidt kritiske ift. hvilke challenges, der kan lægges ud. MillionBrains bygger på en teknoligi - der arbejder semantisk - i stedet for søgeteknologi ønskes det modsatte - at informationen kommer til dig - på baggrund af opsamlede data.
One Africa Network Webinar: Design Thinking and Innovation - Staying Ahead o...SSCG Consulting
On Thursday 30 July 2020, One Africa Network (OAN) live discussion webcast on Design Thinking and Innovation: Staying Ahead of the Curve to discuss and share thoughts, experiences, perspectives and solutions on innovative ways to transform for growth, design thinking application, new innovative way to problems solving and generating innovative ideas.
Panel speakers included:
- Dr Chloe Sharp - Marketing Director at Combine AI
- Alae Ismail - Innovation and Entrepreneurship Manager at Imperial College London
- Genevieve Leveille - Principal Founder and CEO of AgriLedger, Innovative Entrepreneur and 2019 FT Top 100 BAME in Technology in UK
- Nick Jankel - Founder and CEO of Switch On: The Transformational Leadership and Life Enterprise, Co-Founder and Chairperson, FutureMakers and Visiting Lecturer at Yale University, Sciences Po, UC Berkeley, LBS, Oxford University, UCL
- Dr William Murithi FHEA. - Lecturer in Entrepreneurship at De Montfort University
- Georgie Manly - Senior Innovation Consultant at Human Innovation
We are proud to announce our fifteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Presented May 2019 at the SVIA Insurtech Consortium in Mountain View CA
- SVIA Silicon Valley Insurance Accelerator
- Josh Levine (CEO, Founder) and Lisa McGee (Senior Experience Designer)
Visualizing Value with Alignment DiagramsJim Kalbach
We are witnessing a fundamental shift in the way businesses create and capture value. Competing today requires a whole new mental model of how the world works. But we are stuck in obsolete practices of management that optimise short term gains to maximise shareholder prices at the expense of long term value shared by employees and society as whole.
Visualisations are a key tool that help organisations change their perspective and assume an outside-in view of their enterprise. Though no silver bullet, diagrams of various kinds seek to align people’s experiences with how businesses create and capture value.
Such visualisations are already an implicit part of design practices. Thus my position seeks to reframe the existing contributions of designers in a new and constructive way, highlighting their strategic value. Visualising value leverages our design skills to give us more awareness, competency, and that proverbial seat at the table.
This talk discusses some of the core principles of value alignment through visualisation, with examples from the field and practical advice offered throughout.
A focus on the themes especially relevant to libraries - Data; Curation, Ethics.Collections, Research Teaching and Learning/ Student Success & Student Wellbeing
Presented at Internet Librarian International on 15th October 2019
In 2017 the Economist magazine, in a much quoted article said, ‘the world’s most valuable resource is no longer oil, but data. Smartphones and the internet have made data abundant, ubiquitous and far more valuable”. While data may be abundant, in the world of libraries, publishers and intermediaries it is typically siloed and the value and potential to improve services has barely begun to be realised. On their own, data from libraries, publishers or conventional intermediaries will not be enough to deliver the kinds of predictive analytics and Artificial Intelligence (AI) solutions that emerging. Commercial companies and sector bodies like Jisc have begun to develop platforms that make use of data from a variety of sources. This will be an intensely competitive environment and it is not yet clear who the winners will be for, as Indian Prime Minister Narendra Modi said at the world economic
Ken spoke at the University College London (UCL) and Ciber research event ‘Digital textbooks: where are we?’ in May 2018. He outlined some of the drivers and themes that are influencing the future of e-textbooks and digital learning resources. He focused on the student as consumer, the user experience, digital platforms and the importance of data and analytics.
Ken Chad presented the keynote at the EDS (Ebsco Discovery Services) conference at Regents University, London in July 2016. He reviewed future trends for Google and enterprise search including factors such as voice (‘conversational’) search, the ‘ultimate assistant’, entities (‘things not strings’), visual search and the role of big data, context and intention. He then looked and some trends in library discovery services. There will continue to be a multiplicity of approaches open to users and Ken recommended that libraries do more to focus on the needs of users– the ‘jobs’ they were trying to do– in order to acquire and/or innovate new approaches to library discovery services.
Emerging technologies and the future of libraries (and library systems). Keyn...Ken Chad Consulting Ltd
Global technology trends and new directions in Higher Education will clearly affect the future of academic libraries and the nature of library technology. A common thread is the increasing focus on the user/consumer in an increasingly digital economy. For example a leading information technology research and advisory company, Gartner states ('Top 10 strategic predictions for 2015') that: "Renovating the customer experience is a digital priority." What should libraries and library tech companies do? Ken argues that the first step is looking again at user needs and suggests an innovative and practical methodology to help
Entrepreneurial library article_emerging_trends_conference_ken_chad_december2014Ken Chad Consulting Ltd
Writing in Library Journal in August 2010, Eric Hellman noted: “Libraries are so valuable that they attract voracious new competition with every technological advance.” The failure of libraries and library vendors to successfully create systems that meet the full range of legitimate user needs is a major concern. Ken Chad reviews the competitive and strategic imperatives that should lead libraries to a more user focussed approach. Fortunately there are some pragmatic and useful tools that libraries, working with vendors and/or developers, can use to help them develop or acquire better products services. Ken Chad briefly outlines the 'Jobs-To-Be-Done' (JTBD) method which is widely used in business and he has adapted for use in libraries
Re-awakening the 'Peoples University' - the learning agenda opportunity to reinvigorate public libraries. Community, informal (outside formal academic institutions) and online learning is a growing, disruptive opportunity. Learning happens best where there is a ‘community’ of support and good learning spaces. Public libraries have an opportunity to thrive if they develop the right capabilities to deliver a compelling learning offer. Presented at the CILIP "Re-imaging Learning" Executive Briefing on 13th November 2014
The public library and the 21st century ‘People’s University’
Back in 1938 Alvin Johnson argued that we should: “develop the public library into a permanent centre of adult education, informally a people's university” . In the 21st century new winds of change are blowing through learning. Social economic and technology factors combine to create new challenges and opportunities. Public libraries have a huge opportunity to revitalise their long standing commitment to learning and reinvigorate themselves at the heart of the process. Access to Research, CORE and others initiatives now provide public libraries with free access to millions of journal articles. The question is how, in the 21st century, public libraries will galvanise these resources and develop communities of learners.
Are you a visionary ‘early adopter’ or a laggard in terms of ‘next generation’ Library Services Platforms? Ken is presenting at the 2014 UKSG conference on 14th and 15th April. There has been much interest and some hype about a new generation of ‘Library Services Platforms’ that are replacing library management systems (LMS) (or, in US parlance, ILS). Ken looks at library systems in terms of the technology adoption life cycle described and analysed by Geoffrey Moore in his book ‘Crossing the chasm’.
Research process and research data management. Many universities are looking at how they can better serve the needs of researchers. Ken Chad Consulting worked with the University of Westminster to look the needs and attitudes of researchers and admin staff in terms of research data management (RDM). The result led the University to look first at the whole lifecycle and workflows of research administration. This in turn led to the innovative, rapid development of a system to support researchers and admin staff. Presented by Suzanne Enright (University of Westminster) and Ken Chad at the annual UKSG conference in April 2014
What are ebooks for? As libraries struggle with issues around ebook platforms, digital rights management (DRM), business models, and ebook formats it is worth stepping back and revisiting the fundamental issue of what ebooks are for. Keynote Presentation at the “Ebooks 2014: Are we nearly there yet?” Conference. University of the West of England 7 April 2014 #ebooksuwe2014
In increasingly complex information landscapes, is it time to stop thinking in terms of the library management system (LMS) or integrated library system (ILS), or even a ‘library services platform’ – and instead start talking about an ‘ecosystem’.
Library infrastructure: value for money? Ken gave a short presentation at the Jisc Library System Programme Workshop on 15th July 2013. It looked at the value and business case for making changes to library technology infrastructure. The workshop was a chance for the projects that made up the programme to talk about the work they had done and the tools and resources they have created, and a chance for the community to discuss some of the issues and challenges that the sector currently faces. The workshop had three main strands that explored:
Collaborative Systems and Services;
Transforming workflows and practices
Tools and Techniques for Systems Change
Library systems are no longer ‘stand alone’. Global technology influences are driving the market more than ever. There is a risk that the solutions libraries provide remain detached from truly meeting the real needs of many users - staff , academics, researchers and students.
Instead of library systems.or even 'next generation' library services platforms we need to think in terms of the wider library technology ‘ecosystem’. That changes how make our decisions about the products we buy and the services libraries deliver
‘Trends in, and reflections on, library discovery services’. Ken was the keynote speaker at the JIBS event: ‘New dawn: the changing resource discovery landscape’ in February 2013.
The library & teaching & learning: reading list systems. Reading lists appear to be the new 'must have' for UK academic libraries and a raft of new systems has entered the market. Ken's presentation at a seminar at the University of Staffordshire in December 2012 looked at some of the underlying trends in Higher Education and the current reading list offerings
The application of strategy methodologies to libraries. What is strategy? It's not Mission or vision. The key elements. Also a brief discussion of business models
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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Business models: UKSG presentation 2012
1. Business Models
UKSG breakout session
March 2012
k enc ha dconsulting
Ken Chad
Ken Chad Consulting Ltd
Twitter @kenchad
ken@kenchadconsulting.com
Te: +44 (0)7788 727 845
www.kenchadconsulting.com
2. k enc ha dconsulting
Organisations involved in scholarly
communication face the challenge of relentless,
disruptive, technology-driven change and tough
economic times
3. this presentation is based on work I have been doing with libraries
and some businesses in the library & information sector.
I'll be looking at framework to explore business models that I
believe is helpful for all kinds of organizations and businesses
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Navigational instruments: sextant, ship's log, marine compass and telescope.
Source: Museum Victoria Australia
6. mission: why the organization exists
the motivation for being in the business
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7. mission…for example you'll know this
one......
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“… to organize the world’s information and
make it universally accessible and useful”
8. strategy
is not goal setting
it is….
‘a cohesive response to an important challenge…. good
strategy includes a set of coherent actions..’
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'Good Strategy/Bad Strategy: The difference and why it matters'. Richard Rumelt . Profile Books 2011
9. strategy
‘a good strategy has…a kernel [that] contains three
elements: a diagnosis, a guiding policy and coherent
actions
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'Good Strategy/Bad Strategy: The difference and why it matters'. Richard Rumelt . Profile Books 2011
10. where should we be heading?
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strategic sweet spot
Adapted from: 'Can you say what your strategy is'. By David J Collis and Michael G Rukstad. Harvard Business Review. April 2008
11. ….and you’ll have thought hard
about the context in which your
organisation operates
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12. context: what’s going on?
..and more importantly why is it
relevant….what threats are posed; what
opportunities open up? - what's your diagnosis
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13. context: what’s going on?
‘continuous environmental scanning is more important than ever
because of the growing complexity of the economic landscape…
greater uncertainty…and sever market disruption. ..understanding
changes in the environment helps you adapt your model more
effectively to shifting external forces’
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‘Business model generation.’ By Alexander Osterwalder and Yves Pigneur. John Wiley. 2010
14.
15. context: themes
digital
content, cheap, virtually error free copying
network
neutral, global, permissive
social
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participation
innovation
disruptive, low barriers to entry, millions have the ‘means of
production’
commoditization
cheaper, faster, better
17. ….and you’ll have thought about
your present and potential
competitors and their offerings…..
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18. ….and you’ll have thought about
your organisation’s
present and potential ‘customers’
(users, patrons, beneficiaries)…. and
their needs.
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19. ….and you’ll have thought about
your organisation’s capabilities…
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20. a capabilities approach
capability: the ability to reliably and
consistently deliver a specified outcome,
relevant to your business
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'The essential advantage. How to win with a capabilities driven strategy' Paul Leinwand and Cesare Mianardi.
Harvard Business Review Press. 2011
21. a capabilities approach
what are the three to six capabilities that
describe what we do uniquely better than
anyone else?
can everyone in the organization articulate our
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differentiating capabilities?
is our leadership reinforcing these capabilities?
'The essential advantage. How to win with a capabilities driven strategy' Paul Leinwand and Cesare Mianardi.
Harvard Business Review Press. 2011
22. a capabilities approach
‘way to play’ (in the market)..means.....
a considered approach for creating and capturing value in a
particular market..it means...
having those capabilities that set the organization apart from
competitors, or be superior to those rivals.
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having not just great capabilities but the right capabilities
knowing your organization has what it takes to genuinely satisfy
customers in that market and beat the competition
your capabilities have to be stronger than competitors’ and
based on the long, not short, term
23. a capabilities approach
essential advantage
an ingrained ability to succeed...sustained over
time, and is almost impossible to copy
(i.e. as opposed to a transitory advantage)
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basically, it means taking what you do well and putting it
into practice in your chosen market
24. at the heart of this is the issue of
value
what’s valuable/special about what we
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do.
why should people use our
products/services instead of
alternatives?
25. business model
‘a business model is the foundational
architecture of a business describing
in sum how a number of key pieces
of the business system fit together.’
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26. business model
at the most basic level a business model
consists of four interlocking
interdependent components:
the customer value proposition that defines the products and or services(s)
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the profit system or value proposition that an enterprise employs to deliver value to its stakeholders
the key resources deployed to create value
the critical processes that guide and shape operation: how the company organizes and acts
27. business model
‘a business model describes the rationale of how an
organization creates, delivers and captures value'
‘Business model generation.’ By Alexander Osterwalder and Yves Pigneur. John
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Wiley. 2010
28. business model
applies as much to a public sector organisation and
not-for-profit, social ventures as much as a
commercial company
‘to survive every organization that creates and
delivers value must generate enough revenue to
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cover its expenses, hence it has a business model’
‘Business model generation.’ By Alexander Osterwalder and Yves Pigneur. John
Wiley. 2010
29. business model
-it’s about sustainability
“‘Sustainability’ is a pressing topic for many funders,
but we found that this can mean different things to
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different people.....We observed that funders articulate
a range of desirable outcomes under the umbrella term
of ‘sustainability.’
[there is a need to] ‘think deeply about the financial
and other resources needed post-grant to reach these
outcomes’ Ithaka report produced andLfunded by JISC through theJune 2011 Content Alliance: ‘Funding
for sustainability. By Nancy Maron and Matthew Loy.
Strategic
http://www.ithaka.org/about-ithaka/announcements/looking-for-long-term-impact/
30. business model
-it’s about sustainability
‘all too often funders and project leaders alike rely heavily on a
university or other host institution as a back-up plan for long-term
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sustainability.’
“The need for guidance around this subject has never been so
stark,” stated Stuart Dempster, Director of the Strategic Content
Alliance. “As many of our peers in the funding community can
attest, the path from initial funding to long-term sustainability has
been a long and rocky road
Ithaka report produced and funded by JISC through the Strategic Content Alliance: ‘Funding for sustainability. By Nancy L Maron and
Matthew Loy. June 2011 http://www.ithaka.org/about-ithaka/announcements/looking-for-long-term-impact/
31. finding the right business
model may take time
[founded in 1998] ‘the truth is the company lacked a viable plan
for making money until early 2001.....”we couldn't really figure out
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the business model...there was a period where things were
looking bleak.”’
Quoted in ‘The search’. How Google and its rival rewrote the rules of business and transformed our culture’ By John Battelle. Nicholas
Brealey Publishing . 2005 ISBN 1-85788-361-6
32. have you changed your
business model?
‘While CEOs still believe that product, service and operational
innovations are important, they feel that innovation must also be
applied to a company’s very core — to the way it does business
and drives revenue. CEOs deemed these business model
innovations vital to creating new and differentiating value
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for their companies. Companies that can substantially change how
they add value to their own or other industries can differentiate
themselves and gain a competitive edge.’
33. business model building blocks
Business model ‘building block’ Brief Description
Customer segments The customer group(s) the
organisation serves.
Value propositions What value is the organisation
delivering? Which customer ‘problems’
(JTBD) is it helping with?
Channels What is the ‘interface’ with customers.
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How are they reached? How does the
organisation enable customers to
evaluate its value proposition? How
does it provide support?
Customer relationships What kind of relationship with existing
customers. Are relationships driven by
need to get new customers? How
costly are these relationships to
maintain?
34. business model building blocks
Revenue Streams Where does the organisation get its
cash from? What are the options?
Subscriptions, asset sale? Licensing.
Pricing options?
Key Resources Physical, financial, intellectual or
human
Key activities The most important actions an
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organisation must take to operate
successfully
Key Partnerships Who are the key partners? Key
suppliers? Which key resources are
acquired from partners? Which key
activities do partners perform?
Cost structure Where do the costs come from? Is
the organisation a ‘cost driven’
model or a value driven model.
43. building blocks…...
cost structure
cost driven –minimise costs
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value driven-premium value
fixed costs -eg salaries
variable costs-vary with volume
economies of scale-bulk purchase
44. two key building blocks…...
value propositions seek to
solve customer problems
and satisfy needs
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revenue streams result
from value propositions
successfully offered to
customers
45. so (to repeat) it all comes back to
value
what’s valuable/special about what we
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do.
why should people use our
products/services instead of
alternatives?
46. Business Models
UKSG breakout session
March 2012
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Ken Chad
Ken Chad Consulting Ltd
Twitter @kenchad
ken@kenchadconsulting.com
Te: +44 (0)7788 727 845
www.kenchadconsulting.com