Vodafone's co-creation process involves partnering with large multinational customers to drive innovation. It begins with workshops to understand customer needs and identify areas for collaboration. Vodafone and the customer then work together in an innovation "Studio" to rapidly develop prototypes through practices like design thinking and lean startup. Their goal is to generate disruptive ideas that create new markets and value for both companies.
This document provides a checklist and overview for conducting due diligence for buy-side mergers and acquisitions (M&A). It discusses common M&A pitfalls such as improper target identification, overpaying, unrealistic synergies expectations, and failure to integrate. The checklist covers understanding corporate strategy, performing due diligence, post-acquisition integration considerations, valuation approaches, acquisition financing terms, engaging potential targets, and post-merger success factors. Financial due diligence areas are also outlined. The document aims to help practitioners avoid common M&A failures by taking a logical approach and thorough due diligence.
Gear slippage with strategic execution is a universal norm—but, it does not have to be
Limitations of the traditional Project Management Office (PMO)
Establishing ‘force multiplication’ for PE Operating Partners
Best practices for post-merger integration can be applied across the enterprise
Creating a “Culture of Execution” where managers embrace getting things done
Building healthier companies by teaching companies to execute rather than “taking over”
There is a better way: the ‘Change Management Acceleration Process’
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Quality strategic planning and strategy delivery is increasing in importance as a process and set of tools that guide the development of a municipality. In times when resources are tight, effective and efficient resource allocation is gaining even more importance. This publication will therefore suggest a practical four-stage process to strategic planning at the municipal level, including the setting up of effective structures for managing the strategy process (1), preparing a good strategic analysis of the municipality (2), strategy formulation (3) and strategy implementation (4). A key concept throughout this process is partnership: partnerships within the municipality, as well as with others outside the municipal building, with whom these four steps are undertaken together. Partnerships help make the municipal development process more transparent and accountable, thereby increasing the likelihood of the municipal development strategy to deliver the expected results and contribute to the improved quality of life of citizens.
This document provides an overview of a new Guideline on Chief Financial Officer (CFO) Attestation for Cabinet Submissions. The guideline establishes expectations for CFOs to conduct due diligence when reviewing financial information in Cabinet submissions and provide an attestation with six assertions. It discusses the process for CFOs to be involved early, challenges they should take, and the three conclusions they can make in their attestation letter.
McCracken Alliance Partners (MAP) is a partnership of experienced CFOs and finance executives that provides a range of financial leadership services to companies. This includes interim or full-time CFOs, board membership, mergers and acquisitions advisory roles, and special projects. Founder Bob Dickson is a partner at MAP and Dickson Consulting. The presentation summarizes MAP's services and partnerships with other professional services firms that help support clients' needs. It also discusses how the COVID-19 pandemic has changed work environments and increased the ability to provide services virtually from anywhere.
Michael Porter identified three generic strategies that businesses can pursue to achieve competitive advantage: cost leadership, differentiation, and focus (niche). Cost leadership involves having the lowest costs in the industry, differentiation means offering unique product features that customers value, and focus means targeting a specific market segment. Porter also identified a "middle of the road" strategy that tries to do all three, which rarely leads to competitive advantage. Businesses should analyze their strengths to select the most appropriate generic strategy.
PEX Week 2016 - Operating Model Imperative for Operational ExcellenceScott Stallbaum
Making a step-change improvement in operations and achieving operational excellence requires looking at how your company does its work (what is done, who does it, where is it done), or the operating model.
This document provides a checklist and overview for conducting due diligence for buy-side mergers and acquisitions (M&A). It discusses common M&A pitfalls such as improper target identification, overpaying, unrealistic synergies expectations, and failure to integrate. The checklist covers understanding corporate strategy, performing due diligence, post-acquisition integration considerations, valuation approaches, acquisition financing terms, engaging potential targets, and post-merger success factors. Financial due diligence areas are also outlined. The document aims to help practitioners avoid common M&A failures by taking a logical approach and thorough due diligence.
Gear slippage with strategic execution is a universal norm—but, it does not have to be
Limitations of the traditional Project Management Office (PMO)
Establishing ‘force multiplication’ for PE Operating Partners
Best practices for post-merger integration can be applied across the enterprise
Creating a “Culture of Execution” where managers embrace getting things done
Building healthier companies by teaching companies to execute rather than “taking over”
There is a better way: the ‘Change Management Acceleration Process’
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Quality strategic planning and strategy delivery is increasing in importance as a process and set of tools that guide the development of a municipality. In times when resources are tight, effective and efficient resource allocation is gaining even more importance. This publication will therefore suggest a practical four-stage process to strategic planning at the municipal level, including the setting up of effective structures for managing the strategy process (1), preparing a good strategic analysis of the municipality (2), strategy formulation (3) and strategy implementation (4). A key concept throughout this process is partnership: partnerships within the municipality, as well as with others outside the municipal building, with whom these four steps are undertaken together. Partnerships help make the municipal development process more transparent and accountable, thereby increasing the likelihood of the municipal development strategy to deliver the expected results and contribute to the improved quality of life of citizens.
This document provides an overview of a new Guideline on Chief Financial Officer (CFO) Attestation for Cabinet Submissions. The guideline establishes expectations for CFOs to conduct due diligence when reviewing financial information in Cabinet submissions and provide an attestation with six assertions. It discusses the process for CFOs to be involved early, challenges they should take, and the three conclusions they can make in their attestation letter.
McCracken Alliance Partners (MAP) is a partnership of experienced CFOs and finance executives that provides a range of financial leadership services to companies. This includes interim or full-time CFOs, board membership, mergers and acquisitions advisory roles, and special projects. Founder Bob Dickson is a partner at MAP and Dickson Consulting. The presentation summarizes MAP's services and partnerships with other professional services firms that help support clients' needs. It also discusses how the COVID-19 pandemic has changed work environments and increased the ability to provide services virtually from anywhere.
Michael Porter identified three generic strategies that businesses can pursue to achieve competitive advantage: cost leadership, differentiation, and focus (niche). Cost leadership involves having the lowest costs in the industry, differentiation means offering unique product features that customers value, and focus means targeting a specific market segment. Porter also identified a "middle of the road" strategy that tries to do all three, which rarely leads to competitive advantage. Businesses should analyze their strengths to select the most appropriate generic strategy.
PEX Week 2016 - Operating Model Imperative for Operational ExcellenceScott Stallbaum
Making a step-change improvement in operations and achieving operational excellence requires looking at how your company does its work (what is done, who does it, where is it done), or the operating model.
This course is designed to develop your skills as a strategy consultant. It provides a practical toolkit and gives opportunities to practice new skills in an inspiring yet safe environment. It leads to the following professional qualifications: The Certificate in Management Consulting Essentials (CMCE) and Diploma in Management Consultancy (DMC). We are fully approved to deliver these qualifications by the Chartered Management Institute, Institute of Business Consulting and Institute of Value Management.
This is a vocational, hands-on training that is rarely seen in the Middle East. Participants spend 2 days full of role playing and hands on practice. They get exposed to sales situations, call on customers, do needs analysis, present their solutions and finally get their customer commitment to close the sale.
Portfolio Management is widely viewed as the high point of the project management ladder. Our presentation provides more clarity on its benefits including supporting strategic goals for organisations, while also monitoring and managing multiple portfolios successfully.
This Toolkit was created after 1,100+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. It is considered the world's best & most comprehensive Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Project Management Capability of your organization & excel as a Project Manager. Powerpoint and Excel version Downloadable at www.slidebooks.com
The document discusses strategies for building a capable organization to execute strategy. It emphasizes assembling a strong management team, recruiting and retaining talented employees, and building core competencies and competitive capabilities. Developing competencies is a three-stage process that involves first developing an ability, then evolving it into a competence through experience, and finally refining it into a distinctive competence that provides a competitive advantage. Managing this process effectively requires concentrating more effort than rivals on strengthening competencies.
This document provides information about an upcoming edited book on strategic management during the COVID-19 pandemic. The book will be published in early 2021 by Routledge: Taylor & Francis Group. It will include around 15 chapters from researchers and practitioners around the world on topics such as business strategies and supply chain management during lockdowns. Potential contributors are invited to submit 1-page chapter proposals by July 31, 2020 or complete chapters by specified deadlines in 2020. The book aims to provide insights on business challenges, opportunities, and practices during the pandemic.
Just imagine that in a world which is fast today and even faster tomorrow, you are the CEO of a 5,000 FTE organization
with 200 product teams under your wing. And, nonetheless, you are still relaxed because you are confident enough
that - at any moment in time - your teams will take the right decisions and successfully follow through with them. Many
CEOs, CIOs and portfolio managers are struggling to cope with this complex reality. As a possible perspective, agile
portfolio management provides a global view on resources and their distribution across individual projects, based on
strategic choices.
Keynote UQAM 26 november 2013 Program ManagementMichel Thiry
Keynote delivered by Michel Thiry, PhD, PMI Fellow, Adjunct Professor University of Technology Sydney, to a group of senior managers and post graduate students at the Université du Québec à Montréal on 26 November 2013.
Majority of the M&As are a failure due to issues encountered in the post-merger integration. This is a detailed report on some of the salient features of integration that need to be considered during Mergers & Acquisitions.
Michel Thiry - CSVA 2013 Keynote - Strategic Value ManagementMichel Thiry
Keynote presentation delivered by Michel Thiry, PhD, PMI Fellow on the 25 November 2013 to the 20th Anniversary Conference of the Canadian Society for Value Analysis in Montreal, Canada.
The document discusses how change management can enable value realization through adoption. It argues that the "finish line" or realizing intended outcomes and benefits is important. Change management can partner with value management by catalyzing individual transitions to deliver organizational results. The document provides frameworks and tools that connect change management to business results and drive adoption and usage, which impacts value realization.
New developments in program managementMichel Thiry
Since the first edition of my book "Program Management" was published 6 years ago, program management has evolved both as a distinct discipline and as an organisational capability as described in the second edition of the book. As a discipline it has reached a point where, today, the main program management standards and writers agree that it is meant to deal with complex and turbulent situations and to deliver benefits, not products. It is also becoming more of an organisational capability and practice focuses more and more on its integration within the business, from strategy formulation to sustainability of benefits.
All these developments could be encapsulated in the maturing of the program culture. In this paper, I will examine five aspects of this cultural evolution:
1. The rise of agility and its effect on program management
2. The alignment of the main program management standards
3. The integration of program management in the organisation
4. The distinction between projects and programs
5. The management of change as a key aspect of program management
The document announces summer term workshops exclusively for PMI UK members. It describes three upcoming workshops:
1) A May 4th workshop by Rod Willis on online collaboration tools and methods for understanding effective collaboration.
2) Two May and June workshops by Mark White on using LinkedIn effectively and professionally, covering topics like creating an effective profile and using privacy settings.
3) A July 20th workshop by George Diakonikolaou on conscious alignment for success, discussing the Neurological Levels Model of NLP as a tool for influencing learning, communication, and change.
Nick Wensley, Business Adviser, Young Enterprise Programme who will cover business cases past, present and future and consider what the future holds for developing business cases.
Are executives looking to you as a PMO leader to drive business value? Learn the keys to delivering real business value through your project management office and how to become a PMO hero in your organization.
Downloadable Slide Presentation from the Innovation Portfolio Management WebinarThink For A Change
The document introduces the Innovation Portfolio Management Model as an alternative to traditional linear phase-gate models for innovation management. The model aims to address three pain points: aligning innovation with organizational strategy, managing a portfolio of ideas, and executing individual initiatives. It presents a new "value chain" with functions for strategy development, concept development, building an innovation portfolio across sustaining, incremental, breakthrough and disruptive categories, and execution with a feedback loop to ensure alignment. The full report is available on the American Institute for Innovation Excellence website.
The Agile Strategy Planner is a brand new tool that enables you to create a dynamic strategy.
It acts as a bridge between strategic intent—that is, your vision, strategic priorities and core objectives—and detailed implementation. It allows you to take your intentions and to rapidly prototype what these might look like in reality. As you visualise how one objective impacts another, you'll quickly be able to see whether your strategy is realistic and if you need to scale back your plans or can in fact afford to be even more ambitious.
The Agile Strategy Planner works for all kinds of organisations—from software to services, corporates to charities, and everything in-between.
As a tool, it is agile, flexible, collaborative, transparent, easy to use and visual. Using it creates focus, clarifies direction, aids leadership, improves communication, increases engagement and ensures action.
Free downloads for both the 3-year and 5-year planner are included in the presentation, so why not get started today?
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
The document outlines a 4-step process for implementing a merger: 1) Establish a management structure, 2) Conduct an inventory of products, systems and operations, 3) Plan the implementation in phases, selecting products and sequencing changes, and 4) Implement the plan in stages, addressing change management and testing elements thoroughly. The goal is to minimize costs and disruption while retaining customers and employees.
Gill Timbers is a Canada-based importer of timber products to India that has over 10 years of experience. They offer high quality timber species like Douglas Fir and Hemlock that are harvested sustainably and processed using modern technology to ensure proper drying and treatment. This leads to more durable and cost-effective products compared to traditional suppliers in India. Gill Timbers sells directly to end users in India and can arrange direct shipping to reduce costs and improve quality control over the supply chain.
0p3np0ng is a single-player pong game for DIY gamers that provides additional features by using open data and Twilio. It displays the weather forecast using LED lights and sends a text message when the player levels up. Programming 0p3np0ng on an Arduino deepened the understanding of programming and running games on Arduino kits which use the Arduino IDE for development.
This course is designed to develop your skills as a strategy consultant. It provides a practical toolkit and gives opportunities to practice new skills in an inspiring yet safe environment. It leads to the following professional qualifications: The Certificate in Management Consulting Essentials (CMCE) and Diploma in Management Consultancy (DMC). We are fully approved to deliver these qualifications by the Chartered Management Institute, Institute of Business Consulting and Institute of Value Management.
This is a vocational, hands-on training that is rarely seen in the Middle East. Participants spend 2 days full of role playing and hands on practice. They get exposed to sales situations, call on customers, do needs analysis, present their solutions and finally get their customer commitment to close the sale.
Portfolio Management is widely viewed as the high point of the project management ladder. Our presentation provides more clarity on its benefits including supporting strategic goals for organisations, while also monitoring and managing multiple portfolios successfully.
This Toolkit was created after 1,100+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. It is considered the world's best & most comprehensive Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Project Management Capability of your organization & excel as a Project Manager. Powerpoint and Excel version Downloadable at www.slidebooks.com
The document discusses strategies for building a capable organization to execute strategy. It emphasizes assembling a strong management team, recruiting and retaining talented employees, and building core competencies and competitive capabilities. Developing competencies is a three-stage process that involves first developing an ability, then evolving it into a competence through experience, and finally refining it into a distinctive competence that provides a competitive advantage. Managing this process effectively requires concentrating more effort than rivals on strengthening competencies.
This document provides information about an upcoming edited book on strategic management during the COVID-19 pandemic. The book will be published in early 2021 by Routledge: Taylor & Francis Group. It will include around 15 chapters from researchers and practitioners around the world on topics such as business strategies and supply chain management during lockdowns. Potential contributors are invited to submit 1-page chapter proposals by July 31, 2020 or complete chapters by specified deadlines in 2020. The book aims to provide insights on business challenges, opportunities, and practices during the pandemic.
Just imagine that in a world which is fast today and even faster tomorrow, you are the CEO of a 5,000 FTE organization
with 200 product teams under your wing. And, nonetheless, you are still relaxed because you are confident enough
that - at any moment in time - your teams will take the right decisions and successfully follow through with them. Many
CEOs, CIOs and portfolio managers are struggling to cope with this complex reality. As a possible perspective, agile
portfolio management provides a global view on resources and their distribution across individual projects, based on
strategic choices.
Keynote UQAM 26 november 2013 Program ManagementMichel Thiry
Keynote delivered by Michel Thiry, PhD, PMI Fellow, Adjunct Professor University of Technology Sydney, to a group of senior managers and post graduate students at the Université du Québec à Montréal on 26 November 2013.
Majority of the M&As are a failure due to issues encountered in the post-merger integration. This is a detailed report on some of the salient features of integration that need to be considered during Mergers & Acquisitions.
Michel Thiry - CSVA 2013 Keynote - Strategic Value ManagementMichel Thiry
Keynote presentation delivered by Michel Thiry, PhD, PMI Fellow on the 25 November 2013 to the 20th Anniversary Conference of the Canadian Society for Value Analysis in Montreal, Canada.
The document discusses how change management can enable value realization through adoption. It argues that the "finish line" or realizing intended outcomes and benefits is important. Change management can partner with value management by catalyzing individual transitions to deliver organizational results. The document provides frameworks and tools that connect change management to business results and drive adoption and usage, which impacts value realization.
New developments in program managementMichel Thiry
Since the first edition of my book "Program Management" was published 6 years ago, program management has evolved both as a distinct discipline and as an organisational capability as described in the second edition of the book. As a discipline it has reached a point where, today, the main program management standards and writers agree that it is meant to deal with complex and turbulent situations and to deliver benefits, not products. It is also becoming more of an organisational capability and practice focuses more and more on its integration within the business, from strategy formulation to sustainability of benefits.
All these developments could be encapsulated in the maturing of the program culture. In this paper, I will examine five aspects of this cultural evolution:
1. The rise of agility and its effect on program management
2. The alignment of the main program management standards
3. The integration of program management in the organisation
4. The distinction between projects and programs
5. The management of change as a key aspect of program management
The document announces summer term workshops exclusively for PMI UK members. It describes three upcoming workshops:
1) A May 4th workshop by Rod Willis on online collaboration tools and methods for understanding effective collaboration.
2) Two May and June workshops by Mark White on using LinkedIn effectively and professionally, covering topics like creating an effective profile and using privacy settings.
3) A July 20th workshop by George Diakonikolaou on conscious alignment for success, discussing the Neurological Levels Model of NLP as a tool for influencing learning, communication, and change.
Nick Wensley, Business Adviser, Young Enterprise Programme who will cover business cases past, present and future and consider what the future holds for developing business cases.
Are executives looking to you as a PMO leader to drive business value? Learn the keys to delivering real business value through your project management office and how to become a PMO hero in your organization.
Downloadable Slide Presentation from the Innovation Portfolio Management WebinarThink For A Change
The document introduces the Innovation Portfolio Management Model as an alternative to traditional linear phase-gate models for innovation management. The model aims to address three pain points: aligning innovation with organizational strategy, managing a portfolio of ideas, and executing individual initiatives. It presents a new "value chain" with functions for strategy development, concept development, building an innovation portfolio across sustaining, incremental, breakthrough and disruptive categories, and execution with a feedback loop to ensure alignment. The full report is available on the American Institute for Innovation Excellence website.
The Agile Strategy Planner is a brand new tool that enables you to create a dynamic strategy.
It acts as a bridge between strategic intent—that is, your vision, strategic priorities and core objectives—and detailed implementation. It allows you to take your intentions and to rapidly prototype what these might look like in reality. As you visualise how one objective impacts another, you'll quickly be able to see whether your strategy is realistic and if you need to scale back your plans or can in fact afford to be even more ambitious.
The Agile Strategy Planner works for all kinds of organisations—from software to services, corporates to charities, and everything in-between.
As a tool, it is agile, flexible, collaborative, transparent, easy to use and visual. Using it creates focus, clarifies direction, aids leadership, improves communication, increases engagement and ensures action.
Free downloads for both the 3-year and 5-year planner are included in the presentation, so why not get started today?
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
The document outlines a 4-step process for implementing a merger: 1) Establish a management structure, 2) Conduct an inventory of products, systems and operations, 3) Plan the implementation in phases, selecting products and sequencing changes, and 4) Implement the plan in stages, addressing change management and testing elements thoroughly. The goal is to minimize costs and disruption while retaining customers and employees.
Gill Timbers is a Canada-based importer of timber products to India that has over 10 years of experience. They offer high quality timber species like Douglas Fir and Hemlock that are harvested sustainably and processed using modern technology to ensure proper drying and treatment. This leads to more durable and cost-effective products compared to traditional suppliers in India. Gill Timbers sells directly to end users in India and can arrange direct shipping to reduce costs and improve quality control over the supply chain.
0p3np0ng is a single-player pong game for DIY gamers that provides additional features by using open data and Twilio. It displays the weather forecast using LED lights and sends a text message when the player levels up. Programming 0p3np0ng on an Arduino deepened the understanding of programming and running games on Arduino kits which use the Arduino IDE for development.
The document discusses compelling content and focuses on three key elements: focus, credibility, and consistency. It emphasizes understanding the audience, medium, and network before writing to shape how the content is written. Achieving compelling content in all writing is difficult but can be done by prioritizing the written word and integrating content into design and development processes. The document encourages considering one ideal person as the audience and writing directly to them to make the content easier to write.
The document provides information about visiting an Egyptian exhibit at a museum, including instructions to check strollers, not bring food or drink inside, and notices about related events at the museum and library on Wednesdays and Fridays at 10:30am, including viewing works in the Egyptian Galleries and a reading of Tales From Egypt at the Nolen Library.
0p3np0ng is a single-player pong video game designed for DIY gamer kits that uses an Arduino board. It displays the weather using LED lights and sends a text message when the player levels up. The game was created for amateur game developers using DIY kits to help deepen their understanding of programming on Arduino boards.
Gill Timbers is importing international quality woods. We are importers and suppliers of Douglas Fir, hemlock, Syp, Spf, Pine logs and hardwoods from Canada, USA, S.America, NZ and India
The slides from a talk I gave on March 12, 2011, at SXSWi, in which I promote the three elements of compelling content that can help non-writers (by trade) create content to more successfully engage users.
0p3np0ng is a single-player game built for DIY gamer kits that combines a basic pong game with additional features like displaying the weather using LED lights and sending a text message when the player reaches a new level. It was created by a team of three students - Joseph age 13, Matthew age 9, and Skye age 10 - who programmed it using Arduino to take advantage of the kit's capabilities while deepening their understanding of programming.
This document lists timber applications of Douglas fir wood from Gill Timbers. It provides dimensions of wood pieces used for bungalow framing and designs in Ludhiana, Punjab and applications in Nasik and surrounding areas of Maharashtra including dimensions. It also lists the main features of Douglas fir like being friendly for ordinary tools, ability to cut into any shape or angle and accepting any type of polish, stain or oil treatment. Finally it lists common applications of Douglas fir like doors, windows, paneling, roofing, flooring and light furniture.
The document discusses lean content and tactics for creating effective content. It advocates using behavioral research and metrics to measure success. Ten tactics are provided for content creation, including using specific language focused on behavior, testing hypotheses with small budgets, designing email MVPs focused on subject lines, capturing emerging principles, reading content aloud and cutting unnecessary information, focusing on outcomes rather than features, removing trigger words, leading with meat rather than fluffy headlines, and choosing either a "we" or "you" perspective. The overall goal is to validate relevance with low-cost, low-risk testing before full-scale development.
NO BORING CONTENT ALLOWED!
Since designers and developers have been busy creating standards-based work, it’s understandable that they haven’t necessarily kept sharp on their written word. But are we so focused on conceiving, designing, developing, and marketing the most mind-blowing ideas that we’re apathetic to (correctly) adding a space between “log” and “in?”
<a>Steph Hay</a> says, no way José! (The question is, do you? And who is José, anyway?)
In this talk, she discusses ways in which web folks can write compelling, credible content that piques interest and encourages action from readers. Refreshees will leave with tips to elevate their content game -- whether they're aiming to more successfully write dynamic résumés and cover letters, describe their work in creative portfolios, or convey value to gain one more paying subscriber.
The document describes techniques for designing digital experiences using a "content-first" approach focused on language and conversation. It discusses mapping out conversations that customers have to understand their needs and language. It also demonstrates prototyping an experience by filling in a "mad libs"-style template to capture details and designing the flow of responses and confirmations using example language. The goal is to design experiences by focusing first on the words, language and conversations customers use rather than interfaces or features.
Like at SXSWi, this is the talk describing (what I consider to be) the 3 characteristics of compelling content -- except this presentation includes a slide with a picture of me dressed as Hermione.
Content-first UX Design: What video games teach us about UXSteph Hay
Great UX design influences one video game becoming a cultural icon while another lands in the $5 bin at GameStop. So what cues can we take from these popular games—and from this technology-driven industry that so closely parallels our own?
Steph is going to teach us about two: Content-first UX Design and Contextual Learning.
See popular video games whose character stories form the backbone of design, and whose flow teaches players to use the game while they’re playing it.
Then hear how Steph translated these two concepts to her work with Ben & Jerry’s, the Annie E. Casey Foundation, and FastCustomer.com—which resulted in fewer design iterations, more cohesive content, and higher levels of user engagement.
This document provides a guide for corporate executives on successful collaborations between corporations and startups. It discusses why corporations should engage with startups despite seeing them as threats, as partnerships can create value for both parties. It presents a three-step approach for corporations to define objectives and select suitable startup engagement programs. Case studies illustrate transformative benefits like rejuvenating culture, innovating brands, and solving business problems. The guide concludes with lessons for designing, measuring, and implementing effective startup programs.
The innovation game: Why and how business are investing in innovation centersRick Bouter
The document discusses why companies are increasingly launching innovation centers. It notes that 52% of Fortune 500 companies have been disrupted since 2000, so companies need to innovate or risk being disrupted themselves. Innovation centers are teams and sometimes physical spaces located in tech hubs that allow companies to leverage local startups, investors, and academics to accelerate innovation. They pursue goals like developing new products/services, designing business models, connecting with startups, and understanding customers. The document outlines different types of innovation centers and how they can speed up innovation processes.
The document discusses why companies are establishing innovation centers. It notes that 52% of Fortune 500 companies have been disrupted since 2000, so companies need to innovate or risk failure. Innovation centers are teams or physical spaces located in tech hubs that leverage local startups and ecosystems to accelerate innovation. Their goals include developing new products/services, designing business models, connecting with startups, and understanding customers. They provide benefits like speeding innovation and attracting talent. Common models include in-house labs, university residences, community anchors, and outposts.
The Innovation Game: Why & How Businesses are Investing in Innovation Centers Capgemini
With tech startups rapidly eating into traditional sectors, large organizations face an increased pressure to innovate. The challenge is that traditional innovation approaches are broken. A recent study revealed that only 5% of R&D staff feel highly motivated to innovate. In certain sectors, more than 85% of new products fail and an overwhelming 90% of companies consider they are too slow in launching new products and services.
The weaknesses of traditional innovation approaches have led some organizations to explore different avenues and seek new inspiration. These organizations have launched innovation centers in major technology hubs with the explicit mandate to accelerate digital innovations. These innovation centers, comprising teams of people and often physical sites, are established in a global tech hub. The goal is to leverage the ecosystem of startups, venture capitalists, accelerators, vendors, and academic institutions that these hubs provide.
We interviewed leaders of innovation centers and conducted an extensive research study of the 200 largest companies in the world to identify best practices and critical success factors.
Global technology hubs are the preferred destinations for setting up innovation centers. 60% of companies that have set up these centers have a presence in the Silicon Valley but many more hubs are emerging – the top 10 cities in our analysis represent only 33% of total innovation centers. The US had the largest share with 31% of total innovation centers closely followed by Europe at 30% & Asia at 22%. Penetration varies significantly between sectors; manufacturing is a clear leader at 58%, but despite facing increasing pressures from digital disruptions, Financial Services lags at only 28%.
Innovation centers offer a range of benefits. They:
• Accelerate the speed of innovation
• Provide a fresh source of ideas
• Enhance risk-taking ability
• Attract talent
• Drive employee engagement
• Build a culture of innovation.
It is extremely challenging to make a success of innovation centers. The long list of critical success factors is a testimony to the size of the challenge. These factors range from clarity on the role of the innovation center to governance for innovation implementation. For example, innovation centers should not peer so far out into the future that it becomes disconnected from current realities. But, it should not confine itself too closely to the parent’s current operations to make breakthrough innovation impossible.
The advent of thriving technology hubs has created an innovation ecosystem that traditional organizations can tap into. By combining the culture and approach of innovation centers with their budget firepower and access to markets and customers, traditional organizations have an excellent opportunity to re-energize their innovation capability.
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.
Product Management in London - A Recruiters view...Will Boulton
This document discusses career options and considerations for product managers. It outlines three main career paths: joining a startup, working on a digital transformation program, or working for a product-centric organization. For each path, it identifies potential opportunities but also risks and important questions to ask to ensure it is a good fit for strengthening one's experience as a product manager.
The document discusses innovation leadership and managing innovation. It argues that innovation can be managed and measured, despite common beliefs otherwise. Successful companies actively measure innovation through metrics like revenue from new products, ideas generated, and time to market. The document also discusses how innovation can provide competitive advantage, with studies finding the most innovative firms deliver higher shareholder returns. It presents examples of companies that have used continuous innovation to drive growth and dominate their industries over decades.
The document discusses various aspects of service innovation including:
1) Service innovation involves developing new services or modifying existing services to create added value for customers through new technologies or competencies.
2) Companies must learn to tap into service innovation by addressing higher customer expectations, the rise of mobile internet, big data, and the internet of things.
3) Successful service innovation focuses on relieving what customers do not like, enabling what they cannot do without the service, and making it easier for customers to get what they need.
Why every company needs a Chief Consumer Officer: 5 steps towards becoming a ...InSites Consulting
Have you ever heard of the Chief Consumer Officer, the new board member every company should get in the near future? In the new paper of our Head of Consumer Consulting Boards Tom De Ruyck, you'll discover five steps to become a consumer-centric thinking company, where the Chief Consumer Officer plays a central role.
Why every company needs a Chief Consumer OfficerNatalie Mas
Have you ever heard of the Chief Consumer Officer, the new board member every company should get in the near future? In the new paper of our Head of Consumer Consulting Boards Tom De Ruyck, you'll discover five steps to become a consumer-centric thinking company, where the Chief Consumer Officer plays a central role.
Why Every Company Needs a Chief Consumer OfficerTom De Ruyck
1) The document discusses how companies can become more "consumer-centric" by structurally collaborating with consumers at all stages of decision-making. It emphasizes starting small with pilot projects to demonstrate value and build support before implementing more wide-ranging collaborations.
2) Successful pilot projects that involve confronting employees with consumer insights can help build understanding of consumer collaboration and establish a more consumer-centric culture.
3) Creating a chief consumer officer role can help lead the transformation to an outside-in, consumer-driven culture and ensure collaboration efforts are coordinated across departments.
This document discusses design thinking as a human-centered approach to innovation that integrates user needs, technology possibilities, and business requirements. It provides three key principles of design thinking: 1) conceptualizing ideas and testing solutions, 2) focusing on end users, and 3) staying adaptable through reinvention. Design thinking introduces empathy and creativity into the innovation process. It needs to be embraced by the whole organization through training and by shortening the gap between product design and marketing teams. Innovation requires considering emerging technologies, business processes, and planning purposefully to have impact for clients rather than just doing something cool. It allows industries to better understand changing consumer needs in a rapidly evolving technology landscape.
1) The document discusses the importance of prioritizing speed to learning over speed to market when developing new products and services. It argues that taking the time to conduct consumer research and understand trends allows companies to time product launches for maximum success.
2) It uses the example of the iPhone, which was not the first smartphone but benefited from Apple leveraging ecosystem trends and technology to meet consumers' unmet needs for sharing content.
3) The document outlines several practices that companies can use to effectively manage innovation projects, including conducting consumer research, managing a balanced innovation portfolio, and scanning interrelated trends and technologies.
1) Innovation transformation drives organizational growth by fostering creativity, agility, and continuous improvement. It plays an important role in digital transformation by identifying new opportunities and optimizing business operations.
2) Examples of innovation include disruptive products from Apple, LG, Amazon, Salesforce, and Zara. Innovation can enhance customer experience, drive business growth, and foster collaboration.
3) Digital innovation focuses on creating new products and services using digital technologies, while digital transformation reimagines an organization's use of digital technologies. Innovation is critical for digital transformation and helps address challenges like resistance to change.
Disrupt or be disrupted by leaner startups rewriting industry rules. Internal ossification also threatens innovation. Most executives acknowledge the threat but achieving real innovation is difficult against organizational inertia, resulting in "innovation theatre." To survive in the 21st century, companies must master continuous, collaborative, and comprehensive (3C) innovation. The 3C model requires a new mindset with continuous integration of internal and external competencies; collaborative strategies with potential competitors; and fully committing to transforming culture and investing in expertise. The document proposes that innomine can help companies develop and implement a customized 3C innovation strategy through transatlantic advising, partner matching, and project management.
Eleven lessons on achieving the broad deployment of collaboration technologie...SMART Technologies
Collaboration technologies are a tantalising prospect for today’s businesses. Not only can
they deliver marked improvements to existing business processes, they also hold the key to
unlocking completely new ways of working. They can drive up productivity and creativity.
They can save time, whether in the office, through remote working or by reducing travel
time. They can cut the carbon footprint of a business. They can deliver the most effective
and exciting collaboration experiences ever seen, irrespective of location, particularly as part
of a complete visual collaboration solution.
The document discusses success and impact in innovation programs. It outlines the key phases of innovation - ideation, evaluation, incubation, and transformation - and what success looks like for each phase. For ideation, success is generating novel ideas, while for evaluation it is demonstrating an idea's potential benefits. Incubation requires showing an idea is feasible through prototypes, and transformation means operationalizing an idea through standard business metrics like revenue. The document stresses the importance of aligning innovation work with business goals and partnering across functions to ensure successful handoffs between phases.
At idealabs we believe that there's a new innovation era coming, where big corporations and startups blend. We dive into the corporate innovation boom, showing you some examples of big corporations working together with startups.
Want to know the detailed dimensions of the Open Innovation Strategy? MIT ID Innovation offers several courses in Innovation that address its benefits and future aspects.
For more details, visit : https://mitidinnovation.com/recreation/introduction-to-open-innovation-strategy/
2. 2
The Power of Co-Creation:
Inside Innovation at Vodafone
Businesses need to continually innovate or risk becoming obsolete. The scope and speed
of change is accelerating and corporations recognize that innovation is often the answer
to dealing with this uncertainty. But increasingly the question for many corporations is,
“How?” In the face of short-term quarterly earning pressures, reduced spending, and
increased competitive pressures, how can a large multinationals create the space to drive
real innovation?
For Vodafone, the answer is co-creation.
At Vodafone Global Enterprise, the Vodafone business unit which focuses on global
multinational enterprises, we help enable our customers’ success by providing total
communications solutions. As mobility is the heartbeat of today’s innovation, Vodafone
has a unique role to play in co-creating market changing solutions with our customers.
There is increasing buzz about co-creation, but much of the literature about enterprise
co-creation focuses on crowd-sharing platforms, going direct to consumers, or partnering
with startups. Our innovation program starts and ends with customers. Our goal is to
enable businesses to lead their industry.
3. ThePowerofCo-Creation:InsideInnovationatVodafone 3
Starting the Journey
The beginning of the Vodafone co-creation journey starts with a conversation – an
innovation workshop. Over the past few years we have been developing (and continuing to
iterate upon and improve) our workshop model. The goal is to develop an understanding
of our customer and their environment, which enables us to support their business
transformation. We host five to eight top executives from a customer’s different business
units including a unique configuration of people such as Chief Marketing Officer, VP of
Facilities, Director of HR, Chief Strategy Officer, Head of Supply Chain, Director of Digital
Engagement, etc. Having a 360° view of the business with an eye on how communications
technology can align and accelerate objectives leads to powerful outcomes.
Vodafone’s approach to innovation workshops rests on the time-honored tradition of
having a conversation and intently listening. These workshops are not driven by product or
solution pitches but are aimed at having an open and honest dialogue where both
companies share their vision of the future and current innovation initiatives. We invite the
customer attendees to start by sharing their view of the ideal state for their business in
three years. We listen and ask questions until we see the underlying trends or
opportunities.
A customer has the best insights about their business. Our goal is to help connect-
the-dots between the trends and stories of business transformation that we are seeing,
back to the challenges and opportunities facing their business and industry.
4. ThePowerofCo-Creation:InsideInnovationatVodafone 4
We usually emerge from these day-long sessions with three to five areas to pursue
together, a combination of short-, mid- and long-term projects that will benefit both
companies. Vodafone has run hundreds of workshops over the past few years and they
have had profound impact on business.
Vodafone’s global leadership in
telecommunications means that our
business-as-usual propositions can
help customers transform their
business by unlocking new value
propositions, tapping into new market segments, streamlining operations, or providing
best places to work. But sometimes, what emerges from the workshops is something
completely new - an idea that is radical, potentially disruptive. In the fast-paced global
environment and changing markets, companies, including Vodafone, are increasingly
looking for new growth areas.
Co-creationopportunitiesare
awaytobringnewdisruptive
ideastomarketwithlessrisk.
Changeintheworld
isaccelerating.
What?
The Vodafone co-creation process is business focused - partnering with the world’s
largest multinationals. It’s is not a normal business development effort. It’s more than
the sum of two companies’ combined assets. Co-creation generates disruption, moving
both organizations into new and unexpected areas. It builds on the core DNA of both
companies and then builds in partnership, something new and unexpected. There are
multiple potential routes to market provided through the partnership of two global
organizations. A key part of the co-creation process is rapid prototyping. We want to get
the initial idea to a go/no-go within a few months, not the traditional months or years.
Why?
Vodafone
Business models that remained dominant for
decades or even a century are increasingly being
challenged. All businesses need to be able to
rapidly respond to these changes, often by
creating disruptive new solutions, new revenue streams. Vodafone is both looking to
develop new solutions and empower our customers to transform their own businesses.
As mobility is increasingly enabling (and causing) so much change in the world,
Vodafone has a unique role to play with our customers, shifting our relationship from
that of customer/vendor to that of strategic partners.
5. ThePowerofCo-Creation:InsideInnovationatVodafone 5
Customers
Global enterprises know that digital transformation is an essential component for
survival. They are looking for best of breed partners with global scale and technologies
that can support new business models and new consumer engagement practices.
By building on their own core competencies and combining total communications
solutions like mobility, cloud and analytics, global enterprises can differentiate their
competitive position, even create entire new markets. By co-creating, prototyping, and
following lean methodologies, we can collectively de-risk and accelerate new market
entry ideas.
Some of the world’s largest, most innovative brands have chosen Vodafone as their
co-creation partner of choice because of our tool set, global presence, and forward
thinking approach.
Who?
Our customers are the world’s largest corporations, and they are at the center of our
co-creation program. We work with multi-nationals across all sectors and focus on
identifying transformational opportunities to create new markets.
Having a senior sponsor from both companies that are passionate about co-creation is
key to the success of the program. Innovation and disruption is never easy. These people
have strategic vision and the ability to commit corporate resources in partnership.
6. ThePowerofCo-Creation:InsideInnovationatVodafone 6
We have identified the need for two specific roles to support the co-creation process:
Concept Owners and Studio Lead.
Concept Owners
Concept Owners are the two strategic leads, one from each company, that own the
success of the prototype. They have a strong understanding of the business, current
challenges and opportunities and see areas for disruption and growth. They have the
political relationships within their specific organizations to get the mindshare, resources,
and space to pursue a prototype. They must be able to work well together and
communicate openly as roadblocks and political challenges are bound to arise and
these two individuals need to feel like they are on the same team moving their concept
forward. Concept Owners are the visionaries that manage and protect the disruptive
idea.
Studio Lead
The Studio Lead is responsible for executing the idea. In our co-creation center,
solutions are often technological but they could just as easily be new business
processes, etc. The Studio Lead may have different skill sets depending on the project.
For every project, the Studio Lead is responsible for helping the concept owners refine
the idea down to something tangible, measureable and executable. They are then
tasked with developing the team that will be able to create the prototype. This person
needs to also be personally passionate about the project, as they will be charged with
making decisions on a daily basis without constant feedback from the Concept Owners.
We leverage practices of Lean Startup and Agile development for rapid iteration. It’s key
that both the Concept Owners and the Studio Lead can work in this fast-paced, dynamic
environment, where pivoting is a normal course of action.
Our goal is to create a prototype that brings to life the initial co-creation concept in a
way that the business can touch and feel the impact and then respond with a go/no-go
decision.
How?
Initial Idea
The co-creation process starts with an idea that is generated during a Vodafone
Innovation Workshop. But often because this Workshop was intended to look at all areas
for transformation across the business, we might not have the right people in the room
to fully develop an area for co-creation exploration…or the time.
7. ThePowerofCo-Creation:InsideInnovationatVodafone 7
Co-Creation Workshop Preparation
The next step is a co-creation workshop to ensure that all the necessary stakeholders
are engaged and appropriate time is dedicated to flushing out the idea. In advance of
this second gathering, we may do some more hands on exploration of the customer
needs. For example,
• We have gone to the rural healthcare clinics in Africa side by side with our co-
creation partner to examine current practices, speak with clinicians and patients to
gain deeper insight about the area we are starting to explore.
• We have interviewed over 100 consumers via mobile forums, asking them about
their experience with banks and mobile banking.
• We have run innovation workshops with our co-creation partners inviting other
enterprises into the conversation to get a better understanding of ways we can
collectively improve their businesses or industry.
Refining the idea is an important step. What capabilities and differentiators is each
organization bringing to the partnership? What is the untapped market potential? What is
the scope of the prototype?
We don’t rely on crowd-sourcing (though we listen to customers) or idea management
platforms (though we have them and use them). We rely on the strength of partnerships
and the power of a good idea.
8. ThePowerofCo-Creation:InsideInnovationatVodafone 8
Co-creation Workshop Methodology
The co-creation workshop is about bringing together the executive sponsors, and
business owners from both organizations in combination with the user focused/
problem statement investigation that was done between the Innovation Workshop and
the Co-creation workshop. Data regarding the two companies’ capabilities is also
surfaced before the workshop. The morning of the workshop is focused on exploring the
data and problem statement feedback, identifying the building blocks each company is
bringing to the table, and ideating solutions around the initial challenge or high-level
idea.
During the Co-creation workshop we leverage the practices of Design Thinking and Lean
Startup (Lean Design Thinking).
Studio Validation
Once funding is secured, it’s time to start developing the idea in The Studio. We assign a
Studio Lead who becomes the “COO” of the project. They are responsible for delivering
the prototype by taking the Lean Business Canvas and pitch deck, identifying all the key
stakeholders, creating a process flow with interdependencies, additional market sizing
detail, and a schedule of releases for hypothesis test. Here we draw from Lean Startup to
develop initial prototypes in weeks or months to validate the idea. As the prototype
progresses, the Studio Lead will identify and then overcome the technical, commercial,
regulatory, legal unknowns or hurdles.
Validation starts with problem fit. Today because of the technology we have available
the right question is no longer can we build it but should we build it? Problem fit takes
care of this question making sure we are only building a solution to a problem or
opportunity that really exists.
Before we build anything we make falsifiable hypothesis and test these with real
customers through methodical interviews. This allows us to test that the
problem/opportunity we have identified exists in the way we think it does and how
acute the problem is.
The aim at the end of the workshop is to produce
a lean canvas and a pitch deck that can be used
to tell the story of the idea and pitch for funding
from both organizations.
9. ThePowerofCo-Creation:InsideInnovationatVodafone 9 8
When we have a hypothesis that we know resonates and has value, the next step is start
experimenting as quickly and cheaply as possible with solutions. Making a prototype and
going back to the customer to test that the proposed solution meets the needs of the
problem. This may start off with a Styrofoam mockup of a sensor or a clickable
presentation instead of an application. The more the idea can be brought to life,
the easier it is to overcome the inevitable hurdles of innovating in complex corporate
environments.
Where?
Vodafone Global Enterprise has launched the Enterprise Studio in our Silicon Valley
office. But co-creation happens everywhere. The Studio is focused on creating best
practices, through our own iterative process, from learning and doing, from research,
from our partners, and distilling that down to a methodology that the rest of the
business can leverage. We run several projects at once in the Studio while providing the
methodology for executing solutions around the world.
To learn more about Vodafone Innovation visit:
www.vodafone.com/business/global-enterprise/innovation
VodafoneGlobalEnterprisehas
launchedtheEnterpriseStudioinourSilicon
Valleyoffice.Butco-creationhappenseverywhere.
TheStudioisfocusedoncreatingbestpractices,
throughourowniterativeprocess,fromlearning
anddoing,fromresearch,fromourpartners,and
distillingthatdowntoamethodologythattherestof
thebusinesscanleverage.Werunseveralprojectsat
onceintheStudiowhileprovidingthemethodology
forexecutingsolutionsaroundtheworld.