ProductCamp DC January 2013 Meetup: Welcome slidesShardul Mehta
This document provides information about the January 2013 end-of-year meetup for ProductCamp DC, a community for people in product roles. The meetup was on January 22nd at the NLB Conference Center and included networking and an interactive presentation. ProductCamp DC is a volunteer-led organization that holds monthly meetups and an annual unconference to advance collaboration around building great products.
This document provides information about an upcoming ProductCamp event in Washington D.C. on August 28, 2010. ProductCamp is described as an unconference for product management and marketing professionals, where participants collaboratively determine sessions and agenda, share best practices, and network. The document outlines what ProductCamp is and is not, thanks sponsors, and provides details about the organizing committee and agenda for the upcoming event.
Employee Voice is the idea and innovation “engine” or maybe it’s better characterised as the oil that lubricates ideas and makes innovation become a habit!
The document discusses a leadership's approach to becoming "Digital First" and the challenges involved in that transition. It encourages sharing one way the staff has changed work to become more digital focused and one remaining challenge in that process. It then lists aspects of the "Digital First Journey" like meetings, examples, listening, and obstacles. It concludes by asking what is one more thing the staff should stop doing or do differently to prioritize this digital transition.
Arne Sigurd Rognan Nielsen is a senior social business advisor and evangelist at IBM. He has held many positions throughout his career, including photographer, journalist, and writer. Nielsen writes books on topics like sales, marketing, and key account management. He is also an active blogger and advocates for collaboration and social business.
When cookie-cutter SharePoint user adoption doesn't cut itspsnyc
The document discusses strategies for driving user adoption of SharePoint when a "cookie-cutter" approach does not work. It emphasizes that adoption depends on situational context and each organization's unique culture. Effective strategies include forming a center of excellence, hosting events like hackathons and lightning rounds to generate enthusiasm, and creating a continuum of initiatives across different adoption stages from initial formation to full maturation of usage. The key is understanding users, the company culture, and having executive support to make adoption an enterprise strategy rather than just a project.
This document discusses community panels and some of the challenges involved in setting them up and managing them. It covers topics like recruiting panelists, designing the online portal, engaging participants through activities and incentives, analyzing the large amounts of data generated, and addressing issues that can arise when expanding community panels globally. The overall premise is that while community panels provide a valuable way to gather insights, they also require addressing challenges in areas like design, recruitment, engagement, analysis and cross-cultural adaptation.
The document discusses three ideas to help with school-to-work transition: communicating community service needs online to find practical experience; creating challenges for students to solve to disrupt traditional approaches; and ranking colleges based on graduate performance to provide information on career preparation.
ProductCamp DC January 2013 Meetup: Welcome slidesShardul Mehta
This document provides information about the January 2013 end-of-year meetup for ProductCamp DC, a community for people in product roles. The meetup was on January 22nd at the NLB Conference Center and included networking and an interactive presentation. ProductCamp DC is a volunteer-led organization that holds monthly meetups and an annual unconference to advance collaboration around building great products.
This document provides information about an upcoming ProductCamp event in Washington D.C. on August 28, 2010. ProductCamp is described as an unconference for product management and marketing professionals, where participants collaboratively determine sessions and agenda, share best practices, and network. The document outlines what ProductCamp is and is not, thanks sponsors, and provides details about the organizing committee and agenda for the upcoming event.
Employee Voice is the idea and innovation “engine” or maybe it’s better characterised as the oil that lubricates ideas and makes innovation become a habit!
The document discusses a leadership's approach to becoming "Digital First" and the challenges involved in that transition. It encourages sharing one way the staff has changed work to become more digital focused and one remaining challenge in that process. It then lists aspects of the "Digital First Journey" like meetings, examples, listening, and obstacles. It concludes by asking what is one more thing the staff should stop doing or do differently to prioritize this digital transition.
Arne Sigurd Rognan Nielsen is a senior social business advisor and evangelist at IBM. He has held many positions throughout his career, including photographer, journalist, and writer. Nielsen writes books on topics like sales, marketing, and key account management. He is also an active blogger and advocates for collaboration and social business.
When cookie-cutter SharePoint user adoption doesn't cut itspsnyc
The document discusses strategies for driving user adoption of SharePoint when a "cookie-cutter" approach does not work. It emphasizes that adoption depends on situational context and each organization's unique culture. Effective strategies include forming a center of excellence, hosting events like hackathons and lightning rounds to generate enthusiasm, and creating a continuum of initiatives across different adoption stages from initial formation to full maturation of usage. The key is understanding users, the company culture, and having executive support to make adoption an enterprise strategy rather than just a project.
This document discusses community panels and some of the challenges involved in setting them up and managing them. It covers topics like recruiting panelists, designing the online portal, engaging participants through activities and incentives, analyzing the large amounts of data generated, and addressing issues that can arise when expanding community panels globally. The overall premise is that while community panels provide a valuable way to gather insights, they also require addressing challenges in areas like design, recruitment, engagement, analysis and cross-cultural adaptation.
The document discusses three ideas to help with school-to-work transition: communicating community service needs online to find practical experience; creating challenges for students to solve to disrupt traditional approaches; and ranking colleges based on graduate performance to provide information on career preparation.
The document discusses characteristics and recruitment of volunteers. It notes that today's volunteers are often interested in career development and constrained by time. They can be found through personal connections, existing relationships, and other volunteers. It is important to clearly define volunteer tasks and roles, set measurable goals, provide training and feedback, and recognize efforts and results. An example volunteer program from ISOC Bangalore aims to empower youth through computer and internet education.
This webinar discusses best practices for bringing an idea to implementation, including defining project cycles and audience, assembling a team, setting goals and metrics, developing product requirements, establishing milestones and schedules, engaging communities, and planning for sustainability and revenue generation. Key recommendations include persona building for audiences, using project management tools, conducting user testing, regularly reviewing metrics and making adjustments, and developing multiple revenue strategies. Resources like circuit riders and publications are also suggested for additional guidance.
This webinar discusses best practices for bringing an idea to implementation, including defining project cycles and audience, assembling a team, setting goals and metrics, developing product requirements, establishing milestones and schedules, engaging communities, and planning for sustainability and revenue generation. Key recommendations include persona building for audiences, using project management tools, conducting user testing, regularly reviewing metrics, and developing multiple revenue strategies. Resources like circuit riders and publications are also suggested for additional guidance.
Estuarians - Inspiring Social Innovators in ResidenceOgunte CIC
A global advisory group - inspiringsocial innovators in residence - made of high impact women social & environmental leaders with outstanding communication skills, producing and facilitating relevant, actionable business intelligence in the field of social and environmental innovation and leadership, for corporates, sme’s, ngo’s and public sector bodies.
You can get a fully curated conference - or up t a 1 year long programme - for your own company, or attend an inspiring residential in a beautiful urban environment.
www.ogunte.com
In 2010, Vancity credit union redesigned their intranet. The intranet incorporates many social features and now allows for two way communication. The intranet was built on the SharePoint 2010 platform.
Crash course - managing software people and teams (engineering leadership sig...Ron Lichty
Crash Course: Managing Software People and Teams (Engineering Leadership SIG of SVForum, 11.12), a talk by Ron Lichty, co-author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams.
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
The document discusses Design Thinking and its benefits. Design Thinking is helpful when the answer to a question depends on context. It is a structured trial and error process refined over years to include non-rational factors in decision making. Design Thinking iteratively hypothesizes and prototypes to help decision makers realize what they need to know, discover what they don't know, and validate what they do know. It addresses complex challenges by blending rational and non-rational factors and relying on understanding actions through framing, conceiving, making, evaluating and iterating.
The document outlines the journey of social collaboration at a company from 2010-2015, starting with pilots involving 1,000 and 5,000 employees and expanding to a mass launch with 20,000 employees. It discusses the value proposition of social collaboration for individuals, teams, managers and organizations, including benefits like faster information sharing, knowledge sharing, and productivity gains. Finally, it addresses challenges like adoption approaches and emphasizes that trust is critical for social collaboration.
Building B2B Communities in a Low Trust WorldLou Ordorica
B2B communities exist to help companies attract and retain customers, improve productivity, decrease costs, and more. Learn how to create a trusted business community environment where relationships and opportunities flourish.
Crash Course: Managing Software People and Teams (Code Camp '12, SV)Ron Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, just published in September and now available from Amazon and Barnes & Noble). In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
This document discusses enabling innovation through human capital management. It notes that the high rate of knowledge obsolescence is creating complex problems that require innovative, systems-based thinking to solve. Educational institutions need to test new models like student-centric learning to prepare students for this disruptive world. Both social factors like ideation processes and technical factors like data analytics play a role. Managing innovation requires making it a job for all, balancing conformity and creativity, using metrics to measure learning from innovation, and developing people's divergent and convergent thinking skills. Leadership must facilitate an organizational culture that encourages challenging norms and transparency to support innovative idea generation.
This document discusses enabling innovation through human capital management. It notes that the high rate of knowledge obsolescence has created interconnected problems requiring innovative, systems-based solutions. Educational institutions need new models like variable-duration programs and student-centric learning to deliver skills for a knowledge economy. Business schools should help students critically analyze theories. The document also outlines factors like ideation processes, skills, leadership, culture and values that enable innovation ecosystems. It proposes managing innovation as everyone's job and balancing conformity and creativity through new metrics and rewards.
Telligent - Spur Your Employees to InnovationTelligent
The document discusses how Mota-Engil and weListen harnessed community software to foster employee engagement and innovation. Mota-Engil's initial approach to innovation was bureaucratic and did not leverage employee potential or share information. weListen provided features like idea sharing and project management to address these issues. It also enabled challenges, collaboration, and rewards to motivate employees and increase productivity through their knowledge and ideas.
Innovation Foundations Course 102 - Idea Management ConceptsThink For A Change
This document outlines a training course on idea management concepts. The target audience has little experience with creative problem solving, idea management, suggestion schemes, or organized idea campaigns. The course objectives are to provide a working knowledge of the idea management process, idea sourcing strategies, and the differences between creative problem solving, idea management, and innovation management. The syllabus includes segments on introducing idea management, the idea management process, and tools/benefits/risks. It concludes with a quiz to demonstrate what was learned.
“companies are accelerating efforts to change their cultures, foster innovation, and serve customers more effectively. Innovation, or "design thinking," is, we believe, something truly important and enduring”
Mind Tree is an international IT consulting and services company headquartered in India and New Jersey. It operates through two units and was founded in 1999. Mind Tree has over 15 offices globally and focuses on product engineering and IT services. The company emphasizes a culture-led approach and places significant importance on its values, with culture comprising 40% of employee appraisals. Mind Tree utilizes various knowledge management practices like communities of practice, a knowledge portal called Konnect, and a holistic approach involving people, organizations and their interfaces to effectively manage knowledge.
This document discusses Design Operations (DesignOps) and its goals of amplifying the value of design investments and scaling design teams. It describes key aspects of DesignOps including human resources, community, communications, tools, infrastructure, workflow, governance, and culture. Elements like organizational structure, hiring processes, onboarding, and developing a design system are examined. The roles and qualifications for a DesignOps leader are also outlined. Overall, the document provides an overview of DesignOps and its various components for setting teams up for success and increasing an organization's design investment.
Gcsv2011 using career portfolios-anna graf williams and emily sellersServe Indiana
The document discusses using career portfolios to document community service experience and transferable skills. It describes the basic components of a career portfolio, including a professional bio, resume, work samples, references, and documentation of community service, degrees and awards. Employers are increasingly interested in soft skills gained through community service, such as leadership, customer service, and problem solving. The document provides suggestions for requesting documentation from community service organizations to include in a portfolio as evidence of skills and competencies. It also discusses using apps and social media to track community service hours and increase impact.
Design Operations aims to amplify the value of design and increase investment in design through establishing the right tools, processes, and culture. It focuses on setting teams up for success, increasing organizational value, and continuous improvement. Key aspects of Design Operations include establishing principles and goals aligned with organizational strategy, defining an organizational structure that scales with design's impact, developing teams through resources like training, using tools and workflows to streamline collaboration, and appointing a Design Operations Leader. The overall goal is to justify further investment in design by clearly communicating and measuring its value.
Signature thinkers. Thought leadership workshop. Dec 2012Quotabelle
This document discusses the evolution of thought leadership and the rise of visible experts. It notes that the digital revolution has changed how information is consumed, with people going online before consulting peers. It advocates developing visible experts within an organization who address timely business issues and have compelling insights to help decision-makers. These experts should have an online and real-world presence, demonstrate deep expertise, and protect their ideas. Measures of success should focus on how decision-makers engage rather than just distribution numbers. The goal is to get closer to revenue by targeting insights to individuals' decision processes.
This document discusses enabling self-service business intelligence through social and collaborative approaches. It describes how social BI can help business users work together to gain insights more quickly. Key elements include empowering users through rich data visualization, self-service analytics, social features like comments and tags, and collaborative workspaces. The document also provides examples of how social BI can help different user groups and business functions like sales, operations, and project teams.
The document discusses characteristics and recruitment of volunteers. It notes that today's volunteers are often interested in career development and constrained by time. They can be found through personal connections, existing relationships, and other volunteers. It is important to clearly define volunteer tasks and roles, set measurable goals, provide training and feedback, and recognize efforts and results. An example volunteer program from ISOC Bangalore aims to empower youth through computer and internet education.
This webinar discusses best practices for bringing an idea to implementation, including defining project cycles and audience, assembling a team, setting goals and metrics, developing product requirements, establishing milestones and schedules, engaging communities, and planning for sustainability and revenue generation. Key recommendations include persona building for audiences, using project management tools, conducting user testing, regularly reviewing metrics and making adjustments, and developing multiple revenue strategies. Resources like circuit riders and publications are also suggested for additional guidance.
This webinar discusses best practices for bringing an idea to implementation, including defining project cycles and audience, assembling a team, setting goals and metrics, developing product requirements, establishing milestones and schedules, engaging communities, and planning for sustainability and revenue generation. Key recommendations include persona building for audiences, using project management tools, conducting user testing, regularly reviewing metrics, and developing multiple revenue strategies. Resources like circuit riders and publications are also suggested for additional guidance.
Estuarians - Inspiring Social Innovators in ResidenceOgunte CIC
A global advisory group - inspiringsocial innovators in residence - made of high impact women social & environmental leaders with outstanding communication skills, producing and facilitating relevant, actionable business intelligence in the field of social and environmental innovation and leadership, for corporates, sme’s, ngo’s and public sector bodies.
You can get a fully curated conference - or up t a 1 year long programme - for your own company, or attend an inspiring residential in a beautiful urban environment.
www.ogunte.com
In 2010, Vancity credit union redesigned their intranet. The intranet incorporates many social features and now allows for two way communication. The intranet was built on the SharePoint 2010 platform.
Crash course - managing software people and teams (engineering leadership sig...Ron Lichty
Crash Course: Managing Software People and Teams (Engineering Leadership SIG of SVForum, 11.12), a talk by Ron Lichty, co-author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams.
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
The document discusses Design Thinking and its benefits. Design Thinking is helpful when the answer to a question depends on context. It is a structured trial and error process refined over years to include non-rational factors in decision making. Design Thinking iteratively hypothesizes and prototypes to help decision makers realize what they need to know, discover what they don't know, and validate what they do know. It addresses complex challenges by blending rational and non-rational factors and relying on understanding actions through framing, conceiving, making, evaluating and iterating.
The document outlines the journey of social collaboration at a company from 2010-2015, starting with pilots involving 1,000 and 5,000 employees and expanding to a mass launch with 20,000 employees. It discusses the value proposition of social collaboration for individuals, teams, managers and organizations, including benefits like faster information sharing, knowledge sharing, and productivity gains. Finally, it addresses challenges like adoption approaches and emphasizes that trust is critical for social collaboration.
Building B2B Communities in a Low Trust WorldLou Ordorica
B2B communities exist to help companies attract and retain customers, improve productivity, decrease costs, and more. Learn how to create a trusted business community environment where relationships and opportunities flourish.
Crash Course: Managing Software People and Teams (Code Camp '12, SV)Ron Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, just published in September and now available from Amazon and Barnes & Noble). In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
This document discusses enabling innovation through human capital management. It notes that the high rate of knowledge obsolescence is creating complex problems that require innovative, systems-based thinking to solve. Educational institutions need to test new models like student-centric learning to prepare students for this disruptive world. Both social factors like ideation processes and technical factors like data analytics play a role. Managing innovation requires making it a job for all, balancing conformity and creativity, using metrics to measure learning from innovation, and developing people's divergent and convergent thinking skills. Leadership must facilitate an organizational culture that encourages challenging norms and transparency to support innovative idea generation.
This document discusses enabling innovation through human capital management. It notes that the high rate of knowledge obsolescence has created interconnected problems requiring innovative, systems-based solutions. Educational institutions need new models like variable-duration programs and student-centric learning to deliver skills for a knowledge economy. Business schools should help students critically analyze theories. The document also outlines factors like ideation processes, skills, leadership, culture and values that enable innovation ecosystems. It proposes managing innovation as everyone's job and balancing conformity and creativity through new metrics and rewards.
Telligent - Spur Your Employees to InnovationTelligent
The document discusses how Mota-Engil and weListen harnessed community software to foster employee engagement and innovation. Mota-Engil's initial approach to innovation was bureaucratic and did not leverage employee potential or share information. weListen provided features like idea sharing and project management to address these issues. It also enabled challenges, collaboration, and rewards to motivate employees and increase productivity through their knowledge and ideas.
Innovation Foundations Course 102 - Idea Management ConceptsThink For A Change
This document outlines a training course on idea management concepts. The target audience has little experience with creative problem solving, idea management, suggestion schemes, or organized idea campaigns. The course objectives are to provide a working knowledge of the idea management process, idea sourcing strategies, and the differences between creative problem solving, idea management, and innovation management. The syllabus includes segments on introducing idea management, the idea management process, and tools/benefits/risks. It concludes with a quiz to demonstrate what was learned.
“companies are accelerating efforts to change their cultures, foster innovation, and serve customers more effectively. Innovation, or "design thinking," is, we believe, something truly important and enduring”
Mind Tree is an international IT consulting and services company headquartered in India and New Jersey. It operates through two units and was founded in 1999. Mind Tree has over 15 offices globally and focuses on product engineering and IT services. The company emphasizes a culture-led approach and places significant importance on its values, with culture comprising 40% of employee appraisals. Mind Tree utilizes various knowledge management practices like communities of practice, a knowledge portal called Konnect, and a holistic approach involving people, organizations and their interfaces to effectively manage knowledge.
This document discusses Design Operations (DesignOps) and its goals of amplifying the value of design investments and scaling design teams. It describes key aspects of DesignOps including human resources, community, communications, tools, infrastructure, workflow, governance, and culture. Elements like organizational structure, hiring processes, onboarding, and developing a design system are examined. The roles and qualifications for a DesignOps leader are also outlined. Overall, the document provides an overview of DesignOps and its various components for setting teams up for success and increasing an organization's design investment.
Gcsv2011 using career portfolios-anna graf williams and emily sellersServe Indiana
The document discusses using career portfolios to document community service experience and transferable skills. It describes the basic components of a career portfolio, including a professional bio, resume, work samples, references, and documentation of community service, degrees and awards. Employers are increasingly interested in soft skills gained through community service, such as leadership, customer service, and problem solving. The document provides suggestions for requesting documentation from community service organizations to include in a portfolio as evidence of skills and competencies. It also discusses using apps and social media to track community service hours and increase impact.
Design Operations aims to amplify the value of design and increase investment in design through establishing the right tools, processes, and culture. It focuses on setting teams up for success, increasing organizational value, and continuous improvement. Key aspects of Design Operations include establishing principles and goals aligned with organizational strategy, defining an organizational structure that scales with design's impact, developing teams through resources like training, using tools and workflows to streamline collaboration, and appointing a Design Operations Leader. The overall goal is to justify further investment in design by clearly communicating and measuring its value.
Signature thinkers. Thought leadership workshop. Dec 2012Quotabelle
This document discusses the evolution of thought leadership and the rise of visible experts. It notes that the digital revolution has changed how information is consumed, with people going online before consulting peers. It advocates developing visible experts within an organization who address timely business issues and have compelling insights to help decision-makers. These experts should have an online and real-world presence, demonstrate deep expertise, and protect their ideas. Measures of success should focus on how decision-makers engage rather than just distribution numbers. The goal is to get closer to revenue by targeting insights to individuals' decision processes.
This document discusses enabling self-service business intelligence through social and collaborative approaches. It describes how social BI can help business users work together to gain insights more quickly. Key elements include empowering users through rich data visualization, self-service analytics, social features like comments and tags, and collaborative workspaces. The document also provides examples of how social BI can help different user groups and business functions like sales, operations, and project teams.
SC9 - Strategies to overcome the Adoption DilemmaHenning Schmidt
Transforming from a traditional business into a social business is more than using social software. What does it take to become a social business? Is there a clear path or has every company to find its own way? There is no such thing as a general cookbook! Every company is different so every company has to find its own path. See what others did to take the steps towards a social business and pick the parts that might suit you.
Strategies to overcome the Adoption DilemmaLetsConnect
IBM Connections is a great piece of software. It is not designed to solve certain business cases though. As a matter of fact, people have to find ways to map their business cases to IBM Connections. Moreover IBM Connections is an empty shell and heavily relies on people to use the system. People only tend to use systems though if they find valuable content that helps solving daily problems. But that content has to be provided by people so it is like chasing one’s own tail. These are two crucial points that make IBM Connections adoption a difficult task.
One strategy to overcome this is to install Community Managers who work with users to find ways to map their business cases to IBM Connections. Another strategy is to automatically provide and migrate content from other systems into Connections in order to get and keep the system alive and kicking.
We will discuss this and show how to deal with it in order to make a Connections roll-out and the product life thereafter a success.
Adopting Education Strategy to Jump-Start Member EngagementEvent Garde LLC
Aaron delivered this presentation as part of The New World of Member Engagement Webinar Series sponsored by Young Association Professionals, Aggregage, Association Universe and Infinite Conferencing on Wednesday, Jan. 16, 2013.
The document discusses how an information development team at Platform Computing aims to innovate using social and collaborative media. The team wants to move from their current "Point A" of resource constraints and inconsistent processes, to "Point B" of taking better advantage of their skills through innovation. They define innovation as new ideas that create value, and see benefits like improved customer satisfaction. The team plans to use tools like Wikis, Google Docs, and Skype to collaborate on tasks like process analysis and visioning to naturally encourage innovation. Their goal is to discover gaps and opportunities to meet corporate objectives and innovate through implementing improvements identified in their collaboration.
Want to foster a culture of innovation at work? Here are 3 tips to be an effective agent of change. We will share a framework to assess your organizational readiness for innovation and offer strategies to help you in your journey.
Visit: http://fosterinnovationculture.com/
Wiseye responsible design for the workplaceSancharee Saha
Responsible Design for Competitive Advantage is a document that discusses strategic workplace design. It addresses current challenges such as high overhead costs and an imbalance between work and personal life. The authors propose a solution that encourages collaboration and sees work as a social activity to better fit corporate culture. Their design would feature calm and relaxing spaces to improve communication, and energetic areas to boost creativity. Responsible design considers service, collaboration, social media, and ensures work-life balance, efficient technology interaction, and identifying community needs.
Design Upstream: Advancing Strategic Design Without Going Against the Current
Delivered at MadPow's Heathcare Refactored conference on April 2 2015 in Boston MA
The document describes a Flexible Product Development Process (FPDP) that scales design thinking to oversee multiple design thinking teams and challenges within an organization. The FPDP uses a Kanban board to track design thinking challenges from understanding to testing. Key roles like a Strategy Board, Market Evaluation team, and Approach Engineer help oversee teams, prioritize ideas, and ensure alignment with corporate goals and metrics. The FPDP aims to balance autonomy for teams with oversight of ideas and coordination across teams to optimize investments and create synergy.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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