This document discusses barriers to innovation and strategies for overcoming them. It summarizes that as companies grow larger, they become more specialized and complex machines that are difficult to change. An innovative idea may require destroying the existing wiring of the business. The document also discusses three myths about innovation: that it is mostly accidental, can be achieved through strategic planning, and is about being first to market. It argues that recognizing valuable accidents and being correctly positioned are more important. The document provides an overview of different types of innovation including business models, experiences, services, processes, products, and technology. It concludes with a discussion of intellectual property management for innovation.
This is the first session (Sep 4) of our Free Open Advanced Branding Masterclass at www.mootee.typepad.com. Pls rememebr no books are needed. We will forward additional reading material for all registered participants.
Lean Branding: Positioning your early-stage company for success - MaRS Best P...MaRS Discovery District
Mary Jane Braide will highlight branding essentials for start-ups and social enterprises in the early stages of development. It’s never too soon to establish a clear value proposition and your positioning—even if it feels like everything is in a state of flux!
This is the first session (Sep 4) of our Free Open Advanced Branding Masterclass at www.mootee.typepad.com. Pls rememebr no books are needed. We will forward additional reading material for all registered participants.
Lean Branding: Positioning your early-stage company for success - MaRS Best P...MaRS Discovery District
Mary Jane Braide will highlight branding essentials for start-ups and social enterprises in the early stages of development. It’s never too soon to establish a clear value proposition and your positioning—even if it feels like everything is in a state of flux!
Under this heading we presented the Leanius approach for a full house Monday December 7, 2015. The venue was Symbion, which meant 23 slides in five minutes.
We are very pleased with the result, which we are now sharing with you. And don’t worry. You don’t have to sit through five minutes. You can run through the presentation as quickly as your fingers allow.
Got comments or questions? Drop us a line at hello@leanius.com.
Cheers,
Leanius
Fronteer Strategy Whitepaper - 9 Ways To Get Your Team Ready for Co-creation ...Fronteer Strategy
9 Practical ways to overcome the organisational, social & psychological barriers to co-creation within your organisation by giving direction, motivating your team and leading change
Explanation of our expert co-creation methodology Treehouse: explorative co-creation tool to create a wealth of ideas. Together with experts, find opportunities & feasible Business Models.
Rebranding Your A/E/C Firm: What, When, HowDavid Lecours
Your firm should be continually growing its expertise and capabilities. In the last 5-10 years, you probably added new markets and new services. You may have an entirely new strategic direction. Is the public perception of your firm keeping up, or is it stuck in the past? It could be time for a rebrand.
Rebranding is not a panacea. But done well, it can energize a tired brand. All A/E/C firm brands go through a life cycle. So it's nearly guaranteed that, at some point in your career as a firm owner or marketer, your firm will go through a rebrand. From gaining Board of Directors' approval, to budgeting, managing the process, managing expectations, and rolling it out, this can be a delicate process. Just ask Yahoo, The Gap, and UPS.
This slide deck is from a webinar designed to help you navigate the process of what, when, and how to complete a successful A/E/C firm rebranding.
Online Co-Creation to Accelerate Marketing & Innovationeÿeka
Online Co-creation to Accelerate Marketing and Innovation, a whitepaper written by eYeka with renown experts in the field of marketing and innovation.
Download this document (as well as other whitepapers and case studies) for free at http://en.eyeka.net/our-works
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
Invention and innovation are totally different. To redefine a category, the innovation needs a brutal assessment of what business you are currently in, your target customer, studying the business from the outside-in to develop a sophisticated 6Ps business model, checking regulatory conditions, and yielding a strong leadership team to frame the financial and strategic objectives of the business and rally the magnetic core inside the firm that will draw together the company. Phew.
The fittest win in the struggle for survival because they succeed in adapting themselves best to their environment. That's the law of evolution. In the case of present day organizations, the ones that are adaptable have a better shot at making it than the ones that are merely strong or profitable
At Straightline, we are dedicated to creating brands that transform businesses. That's why we've compiled the most compelling research on the impact brand architecture can have on business strategy.
Under this heading we presented the Leanius approach for a full house Monday December 7, 2015. The venue was Symbion, which meant 23 slides in five minutes.
We are very pleased with the result, which we are now sharing with you. And don’t worry. You don’t have to sit through five minutes. You can run through the presentation as quickly as your fingers allow.
Got comments or questions? Drop us a line at hello@leanius.com.
Cheers,
Leanius
Fronteer Strategy Whitepaper - 9 Ways To Get Your Team Ready for Co-creation ...Fronteer Strategy
9 Practical ways to overcome the organisational, social & psychological barriers to co-creation within your organisation by giving direction, motivating your team and leading change
Explanation of our expert co-creation methodology Treehouse: explorative co-creation tool to create a wealth of ideas. Together with experts, find opportunities & feasible Business Models.
Rebranding Your A/E/C Firm: What, When, HowDavid Lecours
Your firm should be continually growing its expertise and capabilities. In the last 5-10 years, you probably added new markets and new services. You may have an entirely new strategic direction. Is the public perception of your firm keeping up, or is it stuck in the past? It could be time for a rebrand.
Rebranding is not a panacea. But done well, it can energize a tired brand. All A/E/C firm brands go through a life cycle. So it's nearly guaranteed that, at some point in your career as a firm owner or marketer, your firm will go through a rebrand. From gaining Board of Directors' approval, to budgeting, managing the process, managing expectations, and rolling it out, this can be a delicate process. Just ask Yahoo, The Gap, and UPS.
This slide deck is from a webinar designed to help you navigate the process of what, when, and how to complete a successful A/E/C firm rebranding.
Online Co-Creation to Accelerate Marketing & Innovationeÿeka
Online Co-creation to Accelerate Marketing and Innovation, a whitepaper written by eYeka with renown experts in the field of marketing and innovation.
Download this document (as well as other whitepapers and case studies) for free at http://en.eyeka.net/our-works
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
Invention and innovation are totally different. To redefine a category, the innovation needs a brutal assessment of what business you are currently in, your target customer, studying the business from the outside-in to develop a sophisticated 6Ps business model, checking regulatory conditions, and yielding a strong leadership team to frame the financial and strategic objectives of the business and rally the magnetic core inside the firm that will draw together the company. Phew.
The fittest win in the struggle for survival because they succeed in adapting themselves best to their environment. That's the law of evolution. In the case of present day organizations, the ones that are adaptable have a better shot at making it than the ones that are merely strong or profitable
At Straightline, we are dedicated to creating brands that transform businesses. That's why we've compiled the most compelling research on the impact brand architecture can have on business strategy.
This is the second session (Sep 8) of our Free Open Advanced Branding Masterclass at www.mootee.typepad.com. Pls rememebr no books are needed. We will forward additional reading material for all registered participants.
60 Minute Brand Strategist: Extended and updated hard cover NOW available.Idris Mootee
This book includes the very latest thinking on branding and brand strategy. It has been published in different many languages and use by top global brands to train their brand managers. New updated hard cover version is not available from Amazon May 2013
Pls view in full screen mode. Published in more than 5 languages.
Sarah e Caterina!.
La customer co-creation è il coinvolgimento diretto dei clienti (user e rivenditori) nella progettazione di nuovi prodotti. Qui sono stati riportati gli effetti dell'impiego della Customer co-creation su indesit
What is Co-Creation and Why is it a Competitive Advantage?VoiceBoxer
The language services and technologies industry is both highly competitive and rich in stakeholders. Doing business is not just about making your customer happy, but also your language resources, staff, investors, management, and more. VoiceBoxer is a Danish start-up offering a novel technology in the remote interpreting world: a multilingual web platform that allows presentations and webinars anywhere, in any language. The company’s recipe for success relies on the concept of co-creation, an approach that serves the interests of all stakeholders, and results in a real competitive advantage. In this session, we’ll discuss the notion of co-creation and explore how it has led to success for VoiceBoxer.
This presentation was given by Andrea Baccenetti, Co-Founder and COO of VoiceBoxer at GALA Sevilla on March 23rd 2015
Why Enterprise Companies Need a New Marketing PlaybookHubSpot
Chief marketers are more accountable for revenue generation than ever before. Increasing sales-ready leads and ROI - all while aligning sales and marketing functions - is crucial for today's enterprise CMO. One of the most promising new approaches is Enterprise Inbound Marketing – digital marketing techniques and strategies to attract more qualified prospects and convert them into sales-ready opportunities.
Achieving Innovation through Outcome EngineeringCognizant
In today's rapidly changing technical and competitive environment, the onus is on organizations to continuously develop innovative digital products. But, first they must ensure that both their design and digital product engineering teams are aligned from the beginning -- using an approach called outcome engineering.
The "Genesis: Idea Stage" ebook explains the phase where the journey starts for every startup: the idea stage. This eBook is the first part of the "Startup Master Class" series covering the idea, problem/solution fit, product/market fit and scaling stages.
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...Cognizant
It’s time to shift to an evolved, technology-empowered design mindset. As technology informs design, and good design arms technology to become most effective by engaging with users, the two now sit at the top of the product development pyramid to co-create success.
Opportunities for young creative practioners and creative entrepreneurs to acquire and broaden first-hand knowledge and skills for the future business initiatives.
In order to support to the growth of the Creative Economy in Vietnam, British Council collaborates with Vietnam Chamber of Commerce and Industry and the Investment & Trade Promotion Centre of Ho Chi Minh City to organize a four-day Training Programme for Creative Entrepreneurs in Hanoi and Ho Chi Minh City. The programme has been successfully implemented in various countries worldwide by the leading innovation organization Nesta from the United Kingdom.
Attending the Training Programme, creative entrepreneurs are defined as young people with creative idea/initiatives who start their business and young creative entrepreneurs trading up to 24 months. They should work in any of creative industries, including advertising, architecture, arts and antiques, crafts, design, designer fashion, film and video, leisure software, music, performing arts, publishing, software and computer services, television and radio.
Percy Emmett, a highly experienced specialist trainer and strategist in all areas of creative and cultural industries from the United Kingdom, will be the trainer in the Programme. With the extensive experience with setting up and running creative businesses building annual income of £1.7m, he is an expert in business development and mentoring from idea to setup, as well as change management covering all aspects of personal and professional skills, business diagnostics, business planning and finance.
During four days, participants have a chance to enroll on four sessions:
1. Listening and Values Modelling
2. Customer profiling & Future Evidence Modelling
3. Financial and Relationship Modelling
4. Drivers, Business as a Promise and Blueprinting
These aims will enable them to explore their idea and its viability and to enhance leadership, business planning, relation building, resources managing, marketing and financial skills.
Test Your Innovation IQ Holly Green, Contributor Origina.docxtodd191
Test Your Innovation IQ
Holly Green, Contributor
Original Source
Everyone knows that innovation means coming up with the next great idea in your
industry, right? Actually, there’s a lot more to it than that. Test your ability to separate
innovation fact from fiction by answering the following questions true or false:
1. Innovation is the act of coming up with new and creative ideas.
2. Innovation is a random process.
3. Innovation is the exclusive realm of a few naturally talented people.
4. The biggest obstacle to innovation is a lack of organizational resources and
know-how.
5. The most important type of innovation involves bringing new products and
services to market.
6. Teaching employees to think creatively will guarantee innovation.
7. The most powerful way to trigger your brain is to simply ask it a question.
8. Most companies pursue incremental rather than disruptive innovation.
9. Most companies are not structured to innovate.
10. Listening to your customers is a great way to innovate.
Answers:
1. False. In business, innovation is the act of applying knowledge, new or old, to the
creation of new processes, products, and services that have value for at least one of
your stakeholder groups. The key word here is applying. Generating creative ideas is
certainly part of the process. But in order to produce true innovation, you have to
actually do something different that has value.
2. False. Innovation is a discipline that can (and should) be planned, measured, and
managed. If left to chance, it won’t happen.
3. False. Everyone has the power to innovate by letting their brain wander, explore,
connect, and see the world differently. The problem is that we’re all running so fast that
we fail to make time for the activities that allow our brains to see patterns and make
connections. Such as pausing and wondering….what if?
4. False. In most organizations, the biggest obstacle to innovation is what people
already know to be true about their customers, markets, and business. Whenever you’re
absolutely, positively sure you’re right, any chance at meaningful innovation goes out
the window.
https://www.forbes.com/sites/work-in-progress/2011/12/06/test-your-innovation-iq/#3133e7f0395b
5. False. It’s certainly important to bring new products and services to market. But the
most important form of innovation, and the #1 challenge for today’s business leaders
may really be reinventing the way we manage ourselves and our companies.
6. False. New ideas are a dime a dozen. The hard part is turning those ideas into new
products and services that customers value and are willing to pay for -- a process that
requires knowledge about what your customers want and need, coupled with
implementation.
7. True. Ask a question and the brain responds instinctually to get closure. The key with
innovation is to ask questions that open people to possibilities, new ways of looking at
the same data, and new interpre.
Google's guide to innovation: How to unlock strategy, resources and technologyrun_frictionless
Organizations are facing unprecedented change and challenges stemming from a confluence of natural and artificial conditions. These forces are driving many to rethink the tools and technologies they use, and the places they need to be, to grow, and to innovate.
https://runfrictionless.com/b2b-white-paper-service/
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...Cognizant
It’s time to shift to an evolved, technology-empowered design mindset. As technology informs design, and good design arms technology to become most effective by engaging with users, the two now sit at the top of the product development pyramid to co-create success.
How to invent and innovate as an individual, employee, or corporationTal Lavian Ph.D.
In a given company, ~1% of employees produce 99% of patents.
Thus, individuals who have mastered the skill of inventing and patenting are incredibly valuable!
Regardless of the myths, innovation is a learn-able skill.
How can we become inventors?
How can we produce inventions as employees?
How can we encourage inventions as business owners?
I address each of these questions in this presentation, referencing useful books on the subject as well as my own experience as Technical Chair of the Patent Committee for Nortel Networks’ EDN as well as being named inventor on over 80 patents issued and pending.
In the quest for innovation, companies all over the world are embracing the need for customer insight to drive product development, with many corporates investing in innovation labs with user testing facilities, and embarking on large scale customer research.
These kinds of undertakings do not come cheap - so when you do choose to invest in customer research, how do you make sure you get the most out of your spend?
Here's Wilson Fletcher's view on getting the most out of user research and the best way of implementing it to consistently drive successful innovation.
As presented by Lauren Argenta at Wilson Fletcher's Sydney event on 7th April 2016.
Learn the key things a successful startup needseTailing India
Starting a business is hard. There are many reasons why small businesses fail, even if they have a great product or service and plenty of funding. According to a study by ShikharGhosh, a senior lecturer at Harvard Business School, as many as 95% of startup companies never see their projected returns on investment. So, what are the keys to startup success and how can you know if a startup is likely to succeed?
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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.
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.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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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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.
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.
Attending a job Interview for B1 and B2 Englsih learners
CEO Innovation Playbook Public Short Version Part Two
1. Part 2 of 2
The
CEO’s Innovation
Playbook
Idris Mootee
CEO idea couture inc.
1
2. Copyright 2007 by Idris Mootee All rights reserved.
Without limiting the right under copyright reserved above, no part of this publication may be
reproduced, stored in or introduced into a retrieval system, or transmitted in any form or
any means, without the prior written permission of the author. This book is for limited
circulation only and is not available for sale. A version of this book is available as special
order for corporate training and executive education. This is written to provide general
guidance in regard to the subject matter, it is consumed with the understanding that the
author is not engaged in rendering professional services. If legal advice or other expert
assistance is required, the service of a professional should be sought.
2
3. Barriers to innovation
It’s a mistake to underestimate just
how hard it is for an organization to
shake itself loose from its past.
Understandably, businesses
become very complex machines
over time. Machines that are hard-
wired to excel in the current game.
3
4. Barriers to innovation
As a company gets bigger and
bigger, employees get more and
more specialized. And the number
of people who understand how the
big machine works as a whole
gets smaller and smaller.
4
5. And then along comes an
innovative idea that turns
everything on its head.
6. The first step in putting this idea into
practice is to destroy the hard-wiring.
This is absolutely critical. A successful
innovator must question every
assumption about the way the core
business works.
6
9. Successful innovations are mostly accidents
Although many successful
innovations started out as accidents,
it’s not fair to call them ‘accidental’.
After all, most accidents get mopped
up and forgotten. The real science of
innovation lies in recognizing,
nurturing and building upon
something that would otherwise be
missed.
9
10. And if valuable accidents don’t
happen often enough, your first
mission is do more to allow them
to happen. And when they do, be
ready. Don’t hesitate to seize on
them and fully explore their
commercial applications.
10
11. Radical innovations can be achieved by good strategic
planning?
There is no template for re-
invention. Conventional methods
cannot yield radical innovations.
The best radical innovation
projects leave templates behind
and concentrate instead on
finding ways to increase strategic
thinking and stakeholder
commitment.
11
12. And they make their own timetables.
They do things based on the demands of
the idea, not based on a ponderous
annual planning process. In most cases,
the time and effort required to move a
truly innovative idea through an annual
planning process—especially given the
difficulty of measuring the costs and
returns of such ideas—is enough to kill it.
By the time the funding is approved (if it’s even approved at all)
it’s too late. The moment is gone and your more agile competitors
have had time to gain the upper hand.
12
13. Innovation is about being first in the market
For innovative products, it’s more important to
be correctly positioned and differentiated than
to arrive on the market first.
True, first movers have an advantage. Their
very existence earns them a higher level of
differentiation, especially when new
technologies are involved.
But arriving first also increases the chance of
weak market adoption. Most innovations fail
due to an inability to drive adoption.
13
14. The key is to minimize consumer
disruption. The less your new product
requires consumers to disrupt their
habits and adopt new behaviors, the
greater the likelihood of rapid
adoption. The best strategy is to
make the technology as invisible as
possible. And as simple as possible
to use.
16. Business
model
innovation
Marketing Experience Service
innovation innovation innovation
Application
innovation
Process Product Technological
innovation innovation innovation
16
17. Business model innovation
Business model innovation is about reframing the
role of the company within the value chain. Re-
defining how the company meets unmet or
unarticulated customer needs.
It might also involve adding a “second bottom
line” to the mix—a focus on social impact
alongside the convention fiscal measures. This is
potentially a powerful dimension of business
model innovation.
17
18. Experience innovation
Experience innovation is about making
meaningful changes in the product or
adding a service layer that drastically
improves the customer’s experience—
creating delight, greater satisfaction, or
reassurance. It’s often enabled by a
combination of emerging technology and
interface design.
The service design component of experience innovation is different from
creating products in a many important ways:
18
20. Two kinds of innovation
Disruptive
– No market or little market exists
– Legal or other changes required to enable adoption
– Early stage innovation, where outcomes
undetermined
Incremental
– Improves an existing product/technology
• Is improvement substantial enough to be
implemented?
– Impact on any existing standards must be examined
21. What can you do with innovation via IP rights?
• Throw it away
• Give it away free
• Use it to make some money
• Hide it and you may need it later
• Use it to create business relationships
22. After deciding to make innovation publicly available
What is the best way to have
the sharing make the impact
you want?
– Product model (sales)
– Service model (use it)
– Rights model (licensing)
– Affiliation model (use of brand)
23. What is IP?
– Copyright – protects expression
• Exclude others from copying, performing, displaying,
creating derivatives, distributing
– Patent – protects idea itself (if new, novel,
nonobvious)
• Exclude others from making, using, selling, offering to sell
etc
– Design Patent- nonfunctional design (icons)
– Trademark – protects the quality of a good or
service
• Prevent confusion of consumer
– Trade secret – protects process, information, etc.
• If kept secret and of economic value
24. Why does IP matter?
It is the means to allow and control
the relationships which surround the
research, results, and adopters. It is a
way for you to capture value if what
will be generated.
25. IP rights management
Two stages
– Employment & Obligation sense
• Get rights necessary first, in order to enable strategic
management
– Strategic Management
• What rights are being created?
• Who can & should control the rights?
• What rights are necessary? What rights should be assigned,
versus permission gained?
26. What are invention rights?
Ownership of a patent generally remains with
the inventor unless she:
– agrees to assign or assigns her inventions to an
employer in writing and that writing is enforceable; or
– is hired or assigned specifically to invent or to
exercise inventive skill
United States v. Dubilier Condenser Corp., 289 U.S. 178, 53 S.Ct. 554, 77
L.Ed. 1114 (1933)
Standard Parts Co. v. Peck, 264 U.S. 52, (1924)
(Exceptions can include CEOs and some senior executives etc.
with fiduciary obligations to the company)
27. What are invention shop rights?
Where the company’s resources have been
used, the company may have a shop right in the
invention.
A “shop right” is a non-exclusive, largely non-
transferable right to use the invention, free of the
requirement to pay royalties. Shop right can be
viewed as an implied-contract or equitable under
estoppel.
28. How does invention assignment work?
Requiring assignment of employee's rights to inventions -- Conditions.
(1) A provision in an employment agreement which provides that an
employee shall assign or offer to assign any of the employee's rights
in an invention to the employer does not apply to an invention for
which no equipment, supplies, facilities, or trade secret information
of the employer was used and which was developed entirely on the
employee's own time, unless (a) the invention relates (i) directly to
the business of the employer, or (ii) to the employer's actual or
demonstrably anticipated research or development, or (b) the
invention results from any work performed by the employee for the
employer. Any provision which purports to apply to such an
invention is to that extent against the public policy of this state and is
to that extent void and unenforceable.
29. How does invention assignment work(cont’d)?
(2) An employer shall not require a provision made void and
unenforceable by subsection (1) of this section as a condition of
employment or continuing employment.
(3) If an employment agreement entered into after September 1, 1979,
contains a provision requiring the employee to assign any of the
employee's rights in any invention to the employer, the employer
must also, at the time the agreement is made, provide a written
notification to the employee that the agreement does not apply to an
invention for which no equipment, supplies, facility, or trade secret
information of the employer was used and which was developed
entirely on the employee's own time, unless (a) the invention relates
(i) directly to the business of the employer, or (ii) to the employer's
actual or demonstrably anticipated research or development, or (b)
the invention results from any work performed by the employee for
the employer.
30. What are considered trade secrets?
Usually managed via Non-competition agreements:
In many states a non-competition agreement must be:
1) Supported by consideration
Example, in Oregon only a bona fide advancement
or hiring will constitute consideration.
2) Supported by a protectable interest
a. Trade Secrets
b. Customer Relationships
3) Reasonable in duration and geographic scope
31. What is copyright ownership?
“Work for Hire” = work prepared by an employee
within scope of his or her employment OR
specially ordered or commissioned work (from a
discrete list in Section 101).
If by assignment remember 35 year recapture!
32. Part 2 of 2.
Idris Mootee
www.mootee.typepad.com
32
Copyright 2007 by Idris Mootee All rights reserved.
Without limiting the right under copyright reserved above, no part of this publication may be reproduced, stored in or introduced
into a retrieval system, or transmitted in any form or any means, without the prior written permission of the author. This book is for
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