This document discusses change management and innovation. It begins by defining change as an event that occurs when something passes from one stage to another. It then discusses factors that can facilitate or resist cultural change, such as crises, leadership changes, organization size and culture strength. The document outlines Kotter's 8 step change management model and Lewin's 3 step change model of unfreezing, changing, and refreezing. It also discusses different types of innovation from incremental to radical and lists techniques for managing resistance to change.
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
The Oslo Manual is the international reference guide for collecting and using data on innovation. In this new 4th edition, published in October 2018, the manual has been updated to take into account a broader range of innovation-related phenomena as well as the experience gained from recent rounds of innovation surveys in OECD countries and partner economies and organisations.
Reasons for failure of innovation; Economics of innovation; Importance of innovation management; Innovations strategies for a nation and an organization; Traits of innovative organizations; Types of innovative organizations; Management of innovation
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
My IA Summit 2008 Pre-Con on Backcasting for Information Architects. Includes info on conducting the method and using the ORID facilitation framework to support the backcasting method.
A Strategic Approach to Open Innovation - Jeffrey Phillips★ Tony Karrer
In this session, Jeffrey Phillips examines the critical questions you should ask as you establish an open innovation framework: which technologies or ideas? Which partners and how many? Which methods? By taking a strategic approach to open innovation, you’ll find the right ideas or partners more effectively, and you’ll accelerate new products to market more quickly.
Our Communication and Control device is a great additional equipment for various range of work machines.
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The Oslo Manual is the international reference guide for collecting and using data on innovation. In this new 4th edition, published in October 2018, the manual has been updated to take into account a broader range of innovation-related phenomena as well as the experience gained from recent rounds of innovation surveys in OECD countries and partner economies and organisations.
Reasons for failure of innovation; Economics of innovation; Importance of innovation management; Innovations strategies for a nation and an organization; Traits of innovative organizations; Types of innovative organizations; Management of innovation
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
My IA Summit 2008 Pre-Con on Backcasting for Information Architects. Includes info on conducting the method and using the ORID facilitation framework to support the backcasting method.
A Strategic Approach to Open Innovation - Jeffrey Phillips★ Tony Karrer
In this session, Jeffrey Phillips examines the critical questions you should ask as you establish an open innovation framework: which technologies or ideas? Which partners and how many? Which methods? By taking a strategic approach to open innovation, you’ll find the right ideas or partners more effectively, and you’ll accelerate new products to market more quickly.
Our Communication and Control device is a great additional equipment for various range of work machines.
Having this unit installed you would be able to monitor your whole working process and optimize it.
Immediate benfet is reduction of operational cost.
Published on Mar 20, 2015
Tempo March 2015
Cover Story: WORD UP! The Magic of Poetry!
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Published in: Lifestyle
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The APICS Certified in Production and Inventory Management (CPIM) program provides you with the ability to understand and evaluate production and inventory activities within a company's global operations.
Reclutamiento Con Visión de 360 grados;
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Build – Measure – Learn is one of the most important mechanisms of agile software development. However, this mechanism is often crippled in nowadays projects, where traditional approaches of requirements gathering are bloating up product backlogs that cannot be prioritized anymore in a meaningful way. The results are customers not interested in iteration results, release to production that happens only at the end of the project, and feedback from customers when it is already too late and the budget is burned up.
Story mapping is a method that aligns user stories along desirable outcomes, so that customers can give sooner meaningful feedback, and release to production can happen earlier. The method helps slicing and prioritizing user stories, and addresses the product design aspect that is missing when just working with a product backlog. The method is highly visual and facilitates shared product ownership among product owner, team and customer.
This presentation provide an introduction to the concept of story mapping, with examples and experience gathered in own projects.
LAS16-402: ARM Trusted Firmware – from Enterprise to EmbeddedLinaro
LAS16-402: ARM Trusted Firmware – from Enterprise to Embedded
Speakers:
Date: September 29, 2016
★ Session Description ★
ARM Trusted Firmware has established itself as a key part of the ARMv8-A software stack. Broadening its applicability across all segments, from embedded to enterprise, is challenging. This session discusses the latest developments, including extension into the 32-bit space.
★ Resources ★
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Presentations & Videos: http://connect.linaro.org/resource/las16/las16-402/
★ Event Details ★
Linaro Connect Las Vegas 2016 – #LAS16
September 26-30, 2016
http://www.linaro.org
http://connect.linaro.org
A slide presentation on the solutions that Making Vision Reality can offer to customers. This includes Transformation, Innovation, Programme and Projects and workshops.
About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
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The scale of the challenges we currently face mean that we now need to go beyond incremental change. Only by influencing the nature of the systems in which they operate, either alone or in collaboration, can businesses create a context in which they can innovate for long-term success. This webinar explores how your brand and your business can become a system innovator – how to innovate your core business, products and services, understand your role in the wider system, as well as working to create the conditions you will succeed.
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Ponencia impartida por Melani Oliver, directora del programa Innovación en el Gobierno Local de Nesta, el 5 de julio de 2013 en la II European Summer School of Social Innovation
This was a workshop presentation for the ATS CFO conference November 19th to 21st, 2014 in San Antonio.
We reviewed the organizational culture survey summary (using the competing values framework) and discussed the acceptance of technology within the organization.
The big idea is that the expected outcomes has to match the culture and values of the organizations.
The organizational culture is soil.
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Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
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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.
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.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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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.
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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.
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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.
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3. People:
Attitudes
Expectations
Behaviors
Structure:
Organization’s structural components
Structural design
Technology:
New equipment or process
Automation & Computerization
Internet
4. “Cultures are naturally resistant to change”
Conditions that facilitate cultural change:
▪ The occurrence of a dramatic crisis
▪ Leadership changing hands
▪ A young, flexible, and small organization
▪ A weak organizational culture
5. Constant..…yet.…Varies in degree and direction
Uncertainty……yet……. Not Unpredictable
Threats……and…..Opportunities
13. The ambiguity and uncertainty that change introduces
The comfort of old habits
A concern over personal loss of status, money,
authority, friendships, and personal convenience
The perception that change is incompatible with the
goals and interest of the organization
14. Technique When used Advantage Disadvantage
Education &
Communication
Misinformation Clear up
misunderstanding
May not work when
lacking of trust
Participation Expertise make a
contribution
Increase involvement
& Acceptance
Time consuming
Facilitation &
Support
Resister’s fearful &
anxiety ridden
Can facilitate needed
adjustments
Expensive & no
guarantee of success
Negotiation Powerful group of
resisters
Can buy commitment Potentially high cost;
others might apply
pressure too
Manipulation &
Co-optation
Powerful group’s
endorsement is
needed
Inexpensive, easy
way to gain support
Can backfire, causing
change agent to lose
creditability
Coercion Powerful group’s
endorsement is
needed
Inexpensive, easy
way to gain support
May be illegal; may
undermine change
agent’s creditability
16. 1. Reactive Change
-Making changes in response to problems or
opportunities as they arise
2. Proactive Change
-Involves making carefully thought out changes in
anticipation of possible or expected problems or
opportunities.
-Also called Planned Change
20. Unfreezing Changing Refreezing
“Making the new ways normal”
• Anchor the change into the culture
• Develop ways to sustain the change
• Provide support & training
• Celebrate success!
21. Unfreezing Changing Refreezing
• Burning Platform:
“Create a crisis or hard data that is difficult to ignore.”
• Challenge: Inspire them to achieve remarkable things.
• Command: Just tell them to move!
• Education: Learn them to change.
• Management by Objectives: Tell them what to do, but not how.
• Restructuring: Redesign the organization to force changes.
• Rites of Passage: Hold a wake to help let go of the past.
• Whole-System Planning: Everyone planning together.
22. Unfreezing Changing Refreezing
• Boiling the Frog:
“Incremental changes may well not be noticed.”
• Facilitation : Use a facilitator to guide team meetings.
• First Steps or Quick Win: Make it easy to get going.
• Involvement: Give them an important role.
• Re-education: Train the people you have in new
knowledge.
• Shift-and-Sync: Change a bit then pause restabilize.
23. Unfreezing Changing Refreezing
• Burning Bridges:
“Ensure there is no way back.”
• Evidence Stream: Show them that the change is real.
• Institutionalization: Building change into the formal systems.
• New Challenge: Get them looking to the future.
• Rationalization Trap: Get them into changing process.
• Reward Alignment: Align rewards with desired behaviors.
• Socializing: Build it into the social fabric.
24. Dr. Kotter observed that…
“The rate at which our world is changing is increasing,
But
Our Ability to keep up with it is not!”
25.
26. 1: Create Sense of Urgency
“creating a compelling reason for
why change is needed”
2: Form a powerful coalition
“Assemble a group with the power and
energy to lead and support a
collaborative change effort.”
27. 3: Create a strategic vision and initiatives
“Shape a vision to help steer the change effort
and develop strategic initiatives to achieve that
vision.”
4: Enlist a volunteer army
“Raise a large force of people who
are ready, willing and urgent to
drive change.”
28. 5: Removing barriers
“Remove obstacles to
change.”
6: Generate short term win
“Consistently produce, track,
evaluate and celebrate volumes
of small and large
accomplishments.”
29. 7: Sustain acceleration
“Change leaders must
strategically adapt to any
situation.”
8: Institute change
“To ensure new behaviors are
repeated over the long-term
30. • Planning
• Budgeting
• Organizing
• Staffing
• Problem solving
• Measuring
• Doing what we know
how to do
• Producing dependable
reliable results
• Establishing direction
• Aligning people
• Motivating
• Inspiring
• Mobilizing people to
achieve astonishing
results
• Propelling us to the
future
Management Leadership
31. 1. Diagnosis
-What is the
Problem?
2. Intervention
-What should
we do about it?
3. Evaluation
- How well has
the intervention
worked?
4. Feedback
-How can the
diagnosis be
further refined?
32. According to Oxford English Dictionary…
Innovation means “Introduction of something new”
So Innovation can be defined as…
“The introduction of a new product, service or
process into the market.”
33. Creativity - the ability to combine ideas in a unique way
or to make an unusual association.
Innovation - turning the outcomes of the creative
process into useful products, services, or work methods.
Idea Champions - individuals who actively and
enthusiastically support new ideas, overcome resistance,
and ensure that innovations are implemented.
34. Management Innovation
Strategic Innovation
Business Model Innovation
Value Innovation
Product Innovation
Service InnovationMarket Innovation
Process Innovation
Technological Innovation
Disruptive Innovation
Application Innovation
Experiential Innovation
Marketing Innovation
Structural Innovation
Brand Innovation
User Lead Innovation
Supply Chain Innovation
Evolutionary Innovation
Revolutionary Innovation
Innovation
“Innovation comes in many flavors”
35. Incremental Innovation
Improvements of an existing design
Modular Innovation
Complete redesign of core components, while leaving linkages
between the components unchanged
Architectural Innovation
Changes the nature of interactions between core components,
while reinforcing the core design concepts
Radical Innovation
A whole new design, potentially a paradigm shift
37. Cassette-tape Sony Walkman sold an astonishing
186 million unit in its first 20 years of existence
iPod, a digital music player weighed 6.5 ounces and
held 1000 songs with cost $400 (much more than
existing digital players)
iPod skeptically might be acronym for “Idiots Price
Our Devices”
1.4 million iPods have been sold (claimed No 1 in Jul
and Aug)
it's harder to nail down whether the
key is what's inside it, the external appearance or even
the way these work together
41. www.innovationlab.com
Why innovate
The link between innovation & organization’s
strategy
What portfolio
The right innovation project
How to innovate
The effective innovation process
Who innovate
The engagement of people in the innovation process
Where we innovate
The right tools in place to support innovation
42.
43.
44.
45. Supplier Producer Customer
• Raw material
• Components
• Services
• Products
• Services
• Retailer
• Wholesaler
• Distributor
• End user
Logistics and Supply Chain Management:
• To have the Right Product
• In the Right Quantity
• At the Right Place
• At the Right Time
• With the Right Cost
Quali
ty
Cost
Basic Supply Chain Structure
46. Information flow
Specs, Orders, Invoices, Receipts, Rules and Regulation etc.
Product/Service flow
incl. Return, Repair, Replacement, Recycling & Disposal
Cash flow
Payment for supplies, product & service
Supplier Producer Customer
• Raw material
• Components
• Services
• Products
• Services
• Retailer
• Wholesaler
• Distributor
• End user
52. “Start from the fundamental & compulsory activities
with consistency, efficiency and seamless execution”
Spend management: Targeting price and finance
Direct contracting: Securing contracts for all spend
Logistics services: Optimizing product flows
Inventory management: Establishing efficient
inventory deployment
Information management: Fully deploying IT
53. “Extended services build on the fundamentals and
penetrate deeper within the organization's supply chain
activities.”
Industry data standards: Adopting standards
Enterprise value analysis: Broadening the value
analysis to all enterprise spend
Enterprise sourcing & procurement: Centralizing all
sourcing and procurement
Utilization: Targeting the significant products
efficiency and effectiveness of use
54. “Continuing the advancement in providing supply chain
competencies”
Supplier synchronization: Implementing strategic
programs to lower total cost for both parties
Product assembly: Exploring the self-assembly
Regional cooperatives: Affiliating with other entities
in supply chain
Procure-to-pay: Consolidating the cycle management
from purchase order to payables
Shared services: establishing a central operation for
all enterprise supply chain activities
55.
56. Initiatives to improve the supply chain process
take one or more of the following paths:
Product/service category management
Beginning with end-user clinical requirements
Departmental point solutions
Focusing on a specific department issues
Supply chain functional efforts
Evaluating specific supply-chain-oriented operations
57. Approach Goal
•Reduce costs of products and
services
Pricing
Standardization
Utilization
Goal: A 5%–10% reduction in
annual non-labor expenses,
annual spend compression and
containment; optimized
utilization and consumption
Market maturity: Mature,
ongoing, mandatory to control
spend
Time to goal: 4–15 months
58. Approach Goal
•Reduce costs of supply chain
operations
Processes and service levels
Technology development
Total costs-to-serve
Control procedures
Mentoring and development
Goal: A 5%–10% reduction in
annual supply chain
management operating
expenses, enhancing
management control and supply
chain operation performance
Market maturity: Mature; a
must-have to ensure efficiency
Time to goal: 3–12 months
59. Approach Goal
•Take a strategic approach to
supply chain management
Sourcing and procurement
Consolidated support
service operations
Outsourcing
Goal: A 5%–15% reduction in
annual non-labor spend,
enhanced compliance, reduced
duplication of services, greater
control of total supply and
service spend
Market maturity: Emerging
leaders are adopting now
Time to goal: 6–18 months
60. “an organization’s obligation to consider the interests
of their customers, employees, shareholders,
communities, and the ecology and to consider the
social and environmental consequences of their
business activities.”
Integrating CSR into
Core business
Ultimate
Goal
Social
Value
Corporate
Value
Corporate Social Responsibility (CSR)
61. Defensive CSR
Charitable CSR
Promotional CSR
Strategic CSR
Transformative CSR
STAGE of CSR
Age of Greed
Age of Philanthropy
Age of Marketing
Age of Management
Age of Responsibility
Tackling Root
causes of our
present
unsustainability
and
irresponsibility
Relating CSR
activities to
the
company’s
core business
Enhancing
the brand,
image and
reputation of
the company
Supporting
various social
and
environmental
causes
through
donations and
sponsorships
Only for
shareholder
value
68. Adopt an organic structure
Make available plentiful resources
Engage in frequent inter-unit communication
Minimize extreme time pressures on creative
activities
Provide explicit support for creativity
69. Accept ambiguity
Tolerate the impractical
Have low external controls
Tolerate risk taking
Tolerate conflict
Focus on ends rather than means
Develop an open-system focus
Provide positive feedback
70. Actively promote training and development to
keep employees’ skills current
Offer high job security to encourage risk taking
Encourage individuals to be “champions” of
change
72. Creative work
environments “Flow”
The psychological
state of
effortlessness in
which you
become absorbed
in your work and
time quickly
Expanding Sources
of Innovation
Give credit,
don’t take it!
80. Embrace change—become a change-capable
organization.
Create a simple, compelling message explaining why
change is necessary.
Communicate constantly and honestly.
Foster as much employee participation as possible—
get all employees committed
Encourage employees to be flexible
Remove those who resist and cannot be changed
81. Tel 0 2202 3618 Fax 0 2644 4355
Email jutharat.ahcha@hotmail.com
www.logistics.go.th
Thank you