New and futuristic ways for companies to collaborate and maximize deployment of resources in open and transparent ways. Stanford scholars Raymond Miles, Grant Miles and Charles Snow wrote the book.
Learn about why the small business market is the next best thing for developers.
See update from 2016 at: https://www.slideshare.net/secret/Bgk1gGQHNFIjIq
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Meghan Daily
Organizations need innovation to survive and thrive. Thus, they need leaders who excel at driving innovation. But many leaders fall short when it comes to fostering ideas. This report doesn’t question if leaders themselves will be the source of your next great idea. Rather, when that idea arises—from a team member, a customer, or some other source—will leaders be able to foster it an bring it to fruition?
Over the past few years, DDI has worked with the LUMA Institute to teach leaders to foster innovation. We found to be effective, leaders must:
Inspire Curiosity
Challenge Current Perspectives
Create Freedom
Drive Discipline.
DeStefano, Extrapreneurs, Interdependence, & a Law Without WallsMichele DeStefano
Today, two questions are commonly asked by professionals in the United States law market: 1) When are legal educators going to start training our law students with the skills to be the global 21st Century lawyers of tomorrow? and 2) When is legal practice going to innovate to tackle the challenges of our “new” global marketplace? At the heart of these two questions is the assumption that it is not legal education’s responsibility to change the way law is practiced and that it is not practicing lawyers’ responsibility to change the way future lawyers are educated in law school. It is this assumption that I intend to challenge here.
Specifically, I will argue that although there has been recent innovation in legal education and practice, the answer to law’s problems lies, in part, in changing the relationship between legal education and practice. I will argue that the relationship between legal education and practice should be based on a model of extrapreneurship, interdependence, and collaboration. The relationship should be an iterative partnership with a mentality of law without walls
Market Expansion Services: Taking Outsourcing to a New DimensionDKSH
The report introduces the new industry of Market Expansion Services (MES), highlighting the megatrends driving the demand and growth of this industry, why multinationals and small and medium-sized enterprises need and use MES, as well as its impact on the major industries of consumer goods, healthcare, specialty chemicals, and engineered products. There is also a special focus in the report on the rising middle class in emerging markets. The findings are based on Roland Berger’s systematic analysis of extensive market data and over 100 interviews with senior executives, academics, and industry experts. For further information, please visit
www.marketexpansion.com.
Infographic: Sharing is the New Buying (How to Win in the Collaborative Economy)Vision Critical
Who are the people sharing in the collaborative economy, and what can businesses do to win in this emergent market?
These questions are the focus "Sharing is the New Buying: How to Win in the Collaborative Economy," a report released by Vision Critical in partnership with Jeremiah Owyang of Crowd Companies. This infographic summarizes the report's key findings.
Read the 2015 updated report: http://ow.ly/T2vuw
Learn about why the small business market is the next best thing for developers.
See update from 2016 at: https://www.slideshare.net/secret/Bgk1gGQHNFIjIq
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Meghan Daily
Organizations need innovation to survive and thrive. Thus, they need leaders who excel at driving innovation. But many leaders fall short when it comes to fostering ideas. This report doesn’t question if leaders themselves will be the source of your next great idea. Rather, when that idea arises—from a team member, a customer, or some other source—will leaders be able to foster it an bring it to fruition?
Over the past few years, DDI has worked with the LUMA Institute to teach leaders to foster innovation. We found to be effective, leaders must:
Inspire Curiosity
Challenge Current Perspectives
Create Freedom
Drive Discipline.
DeStefano, Extrapreneurs, Interdependence, & a Law Without WallsMichele DeStefano
Today, two questions are commonly asked by professionals in the United States law market: 1) When are legal educators going to start training our law students with the skills to be the global 21st Century lawyers of tomorrow? and 2) When is legal practice going to innovate to tackle the challenges of our “new” global marketplace? At the heart of these two questions is the assumption that it is not legal education’s responsibility to change the way law is practiced and that it is not practicing lawyers’ responsibility to change the way future lawyers are educated in law school. It is this assumption that I intend to challenge here.
Specifically, I will argue that although there has been recent innovation in legal education and practice, the answer to law’s problems lies, in part, in changing the relationship between legal education and practice. I will argue that the relationship between legal education and practice should be based on a model of extrapreneurship, interdependence, and collaboration. The relationship should be an iterative partnership with a mentality of law without walls
Market Expansion Services: Taking Outsourcing to a New DimensionDKSH
The report introduces the new industry of Market Expansion Services (MES), highlighting the megatrends driving the demand and growth of this industry, why multinationals and small and medium-sized enterprises need and use MES, as well as its impact on the major industries of consumer goods, healthcare, specialty chemicals, and engineered products. There is also a special focus in the report on the rising middle class in emerging markets. The findings are based on Roland Berger’s systematic analysis of extensive market data and over 100 interviews with senior executives, academics, and industry experts. For further information, please visit
www.marketexpansion.com.
Infographic: Sharing is the New Buying (How to Win in the Collaborative Economy)Vision Critical
Who are the people sharing in the collaborative economy, and what can businesses do to win in this emergent market?
These questions are the focus "Sharing is the New Buying: How to Win in the Collaborative Economy," a report released by Vision Critical in partnership with Jeremiah Owyang of Crowd Companies. This infographic summarizes the report's key findings.
Read the 2015 updated report: http://ow.ly/T2vuw
Developing a Coherent Social Strategy for Enterprise InnovationMilind Pansare
Social Business applications for the enterprise have long promised innovation as one of the desired use cases. In this Webinar, Charlene Li, Founder, Altimeter Group, and Milind Pansare, V.P. Product Marketing, Mindjet (Spigit), present customer use cases and strategies to enable repeatable business innovation with people, process and technology (enterprise innovation management software platforms).
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Only a handful of communities actively drive innovation at the municipal level. Innovation requires risk and risk plus public funds generally costs people their jobs. It's time to move beyond job security and look at the role innovation can play to foster systemic change. St. Louis, MO is positioned to capitalize on this opportunity and become a national leader in the area of government supported innovation efforts.
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...Michel Duchateau
Corporate Innovation : developing a lean & curious culture : Michel Duchateau CreaDelta - Tech Startup Day 2015 - startups.be
How to use hackathons to develop corporate innovation and intrapreneruship ?
What Coca-Cola and Groupe Auchan have learned with hackathons ?
What lean aspects can we focus in corporate innovation ?
When to develop a lean culture ?
What are the differences with a non lean culture ?
What are the trends of 2015 in corporate innovation in a nutshell ?
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.Rob Munro
Driving sustainable growth comes from embracing a systems perspective to our innovation activities.
Because studies show that how you organize can make the difference between average performance from stand out performance.
I’ve found that innovation is not an event and that businesses who create an innovation habit get better results.
You will discover that How you innovate is as important as What you innovate.
Getting elephants to dance - Wie etablierte Unternehmen erfolgreiche Accelera...Corporate Startup Summit
Das Duo Andreas Harting und Oliver Kempkens wird aufzeigen, warum es neben einigen positiven Beispielen von Corporate Accelerators auch schlecht funktionierende Projekte gibt, die oftmals auch an kulturellen Barrieren zwischen etablierten Unternehmen und jungen Startups scheitern. Weiterhin gehen sie darauf ein, wie etablierte Unternehmen sich mit „Co-Creation“ die Innovationskraft der Startups zu nutze machen und Talente an sich binden können.
Best Practices for an Effective Innovation Process: Mindjet Webinar with gues...Milind Pansare
This webinar, dated November 13, 2013, featured guest speaker Chip Gliedman of Forrester, and myself from Mindjet, exploring best practices for repeatable business Innovation processes/programs based on actual customer cast studies and interviews.
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
2014.01.30 Innovation overview by Glenn WintrichNUI Galway
Glenn Wintrich, Innovation Leader at Dell, presented this seminar entitled Innovation Overview on 30th January 2014 at the Whitaker Institute, NUI Galway.
PowerPoint about collective intelligence and collaborative dialogue and thinking together at scale. Extracted and developed from the book "Collective Intelligence: Creating a Prosperous World at Peace" (2008, Earth Intelligence Network), Edited by Mark Tovey.
The significant concepts of Walter Kaufmann's book "Without Guilt and Justice." The New Integrity as a way to live one's life. Hopefully in an interesting and readable format.
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Developing a Coherent Social Strategy for Enterprise InnovationMilind Pansare
Social Business applications for the enterprise have long promised innovation as one of the desired use cases. In this Webinar, Charlene Li, Founder, Altimeter Group, and Milind Pansare, V.P. Product Marketing, Mindjet (Spigit), present customer use cases and strategies to enable repeatable business innovation with people, process and technology (enterprise innovation management software platforms).
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Only a handful of communities actively drive innovation at the municipal level. Innovation requires risk and risk plus public funds generally costs people their jobs. It's time to move beyond job security and look at the role innovation can play to foster systemic change. St. Louis, MO is positioned to capitalize on this opportunity and become a national leader in the area of government supported innovation efforts.
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...Michel Duchateau
Corporate Innovation : developing a lean & curious culture : Michel Duchateau CreaDelta - Tech Startup Day 2015 - startups.be
How to use hackathons to develop corporate innovation and intrapreneruship ?
What Coca-Cola and Groupe Auchan have learned with hackathons ?
What lean aspects can we focus in corporate innovation ?
When to develop a lean culture ?
What are the differences with a non lean culture ?
What are the trends of 2015 in corporate innovation in a nutshell ?
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.Rob Munro
Driving sustainable growth comes from embracing a systems perspective to our innovation activities.
Because studies show that how you organize can make the difference between average performance from stand out performance.
I’ve found that innovation is not an event and that businesses who create an innovation habit get better results.
You will discover that How you innovate is as important as What you innovate.
Getting elephants to dance - Wie etablierte Unternehmen erfolgreiche Accelera...Corporate Startup Summit
Das Duo Andreas Harting und Oliver Kempkens wird aufzeigen, warum es neben einigen positiven Beispielen von Corporate Accelerators auch schlecht funktionierende Projekte gibt, die oftmals auch an kulturellen Barrieren zwischen etablierten Unternehmen und jungen Startups scheitern. Weiterhin gehen sie darauf ein, wie etablierte Unternehmen sich mit „Co-Creation“ die Innovationskraft der Startups zu nutze machen und Talente an sich binden können.
Best Practices for an Effective Innovation Process: Mindjet Webinar with gues...Milind Pansare
This webinar, dated November 13, 2013, featured guest speaker Chip Gliedman of Forrester, and myself from Mindjet, exploring best practices for repeatable business Innovation processes/programs based on actual customer cast studies and interviews.
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
2014.01.30 Innovation overview by Glenn WintrichNUI Galway
Glenn Wintrich, Innovation Leader at Dell, presented this seminar entitled Innovation Overview on 30th January 2014 at the Whitaker Institute, NUI Galway.
PowerPoint about collective intelligence and collaborative dialogue and thinking together at scale. Extracted and developed from the book "Collective Intelligence: Creating a Prosperous World at Peace" (2008, Earth Intelligence Network), Edited by Mark Tovey.
The significant concepts of Walter Kaufmann's book "Without Guilt and Justice." The New Integrity as a way to live one's life. Hopefully in an interesting and readable format.
Part three coaching_j_flaherty_09102105John Gillis
“This is heavy reading, but well worth it. Remember your college philosophy classes and associated textbooks? Well, Flaherty takes the beauty and probing questions of philosophy and creates practical use of them by applying them to the art of coaching. Flaherty relies heavily on a few of his favorite modern philosophers, and takes their discoveries and theories and converts them into assessment models, enrollment techniques, etc. What you end up with is a very lucid, free flowing book that allows the coach to see the client as a human being with varying motivations, competencies, agendas, etc., and frees us from the trap of attempting to coach our clients into becoming ourselves (someone with our values, motivations, etc.); instead allowing them to grow into their own self-correcting, self-generating person.” Amazon Customer "Child of the World.” She says it in a nutshell. Those philosophers include Fernando Flores, Humberto Maturana, and William Barrett, whom you might not have heard of; and several you probably have. But Flaherty simplifies into practicality and usability. If you coach, or want to be one, his work is stunningly necessary.
“This is heavy reading, but well worth it. Remember your college philosophy classes and associated textbooks? Well, Flaherty takes the beauty and probing questions of philosophy and creates practical use of them by applying them to the art of coaching. Flaherty relies heavily on a few of his favorite modern philosophers, and takes their discoveries and theories and converts them into assessment models, enrollment techniques, etc. What you end up with is a very lucid, free flowing book that allows the coach to see the client as a human being with varying motivations, competencies, agendas, etc., and frees us from the trap of attempting to coach our clients into becoming ourselves (someone with our values, motivations, etc.); instead allowing them to grow into their own self-correcting, self-generating person.” Amazon Customer "Child of the World.” She says it in a nutshell. Those philosophers include Fernando Flores, Humberto Maturana, and William Barrett, whom you might not have heard of; and several you probably have. But Flaherty simplifies into practicality and usability. If you coach, or want to be one, his work is stunningly necessary.
“This is heavy reading, but well worth it. Remember your college philosophy classes and associated textbooks? Well, Flaherty takes the beauty and probing questions of philosophy and creates practical use of them by applying them to the art of coaching. Flaherty relies heavily on a few of his favorite modern philosophers, and takes their discoveries and theories and converts them into assessment models, enrollment techniques, etc. What you end up with is a very lucid, free flowing book that allows the coach to see the client as a human being with varying motivations, competencies, agendas, etc., and frees us from the trap of attempting to coach our clients into becoming ourselves (someone with our values, motivations, etc.); instead allowing them to grow into their own self-correcting, self-generating person.” Amazon Customer "Child of the World.” She says it in a nutshell. Those philosophers include Fernando Flores, Humberto Maturana, and William Barrett, whom you might not have heard of; and several you probably have. But Flaherty simplifies into practicality and usability. If you coach, or want to be one, his work is stunningly necessary.
William Isaacs is a Senior Lecturer in the MIT Leadership Center at the MIT Sloan School of Management. His work builds on the roots of Lewin, Argyris, Senge, Bohm, et al. "…neither the enormous challenges human beings face today, nor the wonderful promise of the future on whose threshold we seem to be poised, can be reached unless human beings learn to think together in a very new way." http://www.ideaconnection.com/open-innovation-articles/00172-Thinking-Together-Part-1.html
William Isaacs is a Senior Lecturer in the MIT Leadership Center at the MIT Sloan School of Management. His work builds on the roots of Lewin, Argyris, Senge, Bohm, et al. "…neither the enormous challenges human beings face today, nor the wonderful promise of the future on whose threshold we seem to be poised, can be reached unless human beings learn to think together in a very new way." http://www.ideaconnection.com/open-innovation-articles/00172-Thinking-Together-Part-1.html
William Isaacs is a Senior Lecturer in the MIT Leadership Center at the MIT Sloan School of Management. His work builds on the roots of Lewin, Argyris, Senge, Bohm, et al. "…neither the enormous challenges human beings face today, nor the wonderful promise of the future on whose threshold we seem to be poised, can be reached unless human beings learn to think together in a very new way." http://www.ideaconnection.com/open-innovation-articles/00172-Thinking-Together-Part-1.html
William Isaacs is a Senior Lecturer in the MIT Leadership Center at the MIT Sloan School of Management. His work builds on the roots of Lewin, Argyris, Senge, Bohm, et al. "…neither the enormous challenges human beings face today, nor the wonderful promise of the future on whose threshold we seem to be poised, can be reached unless human beings learn to think together in a very new way." http://www.ideaconnection.com/open-innovation-articles/00172-Thinking-Together-Part-1.html
William Isaacs is a Senior Lecturer in the MIT Leadership Center at the MIT Sloan School of Management. His work builds on the roots of Lewin, Argyris, Senge, Bohm, et al. "…neither the enormous challenges human beings face today, nor the wonderful promise of the future on whose threshold we seem to be poised, can be reached unless human beings learn to think together in a very new way." http://www.ideaconnection.com/open-innovation-articles/00172-Thinking-Together-Part-1.html
Fragments of a real live analysis of a patient, Joseph Wortis, by Sigmund Freud, near the end of Freud's life. It captures Freud's words and opinions on key elements of psychoanalysis.
How the original migration of people from Europe to North America occurred. From 1500 AD through the 19th century, the displacement and migration of 50 million people.
Great book about leadership and management by the captain of a nuclear submarine, L. David Marquet. Modern, interesting, classic, tangible, and demonstrated effectiveness. Very interactive with applicable questions to your people and your organizations.
This is a great book about how to get your ideas across, how to communicate, what to do and what not to do. An important book that will only grow in importance as future communications will have to be in nanoseconds and nanobytes. Great for presentations.
Quantum Leap - The Future of TechnologyJohn Gillis
Quantum physics and digital computing merge. A quantum computer would be vastly more powerful than the computers of today. Excerpted from TIME magazine, 2-17-2014.
Exerpts of concepts from Michael E. Porter. From the books: Competitive Strategy; Competitive Advantage; and a bit of Competitive Advantage of Nations. From the Course XIV.
Michael E. Porter, Jay W. Lorsch, and Nitin Nohria (Dean of the Harvard Business School) offer some surprising thoughts for new and about to be new CEOs.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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2. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
March 15, 2007 First Light L.L.C. jgillis767@aol.com 2
COMMUNITIES OF
NETWORKED
FIRMS
USE
CONTINUOUS INNOVATION
TO CREATE
ECONOMIC WEALTH
CollaborativeEntrepreneurship
HOW
3. OPEN WINDOW
Member Firms
Affiliated Firms
Project Management &
Accounting Infrastructure
Continuing Education
Central Services
Innovation Catalogue
Venturing
Advisor Council
Leader Council
Facilitators
Innovation Teams
CONTINUOUS INNOVATION
4. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
OpenWindow
March 15, 2007 First Light L.L.C. jgillis767@aol.com 4
Open Window as a whole does not have clearly
defined product or service lines (though its individual
member firms do), and it has even more vaguely
defined industries and markets.
Open Window is a theoretical concept that will in
time redefine the concept of the firm. For now,
think of Open Window as a company of companies
based on the idea of continuous entrepreneurship
as a deliberate strategy.
Open Window cannot be centrally directed or
controlled. It depends on the widespread ability
to collaborate – vertically and laterally within a
particular firm and horizontally across firms in the
Open Window network.
5. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
OpenWindow
5
Open Window cannot support its business strategy
of market exploration with a traditional structure.
Instead, the widespread use of collaboration
requires a self-managing organization that relies
heavily on the competence of member firms as
well as ad hoc organization structures specifically
developed for each entrepreneurial initiative.
The basic notion that Open Window member firms
are willing to share their ideas freely in an effort to
generate new knowledge and products without
carefully calculating in advance the distribution of
returns is contrary to the motivational assumptions
of existing economic and management theory.
6. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
March 15, 2007 First Light L.L.C. jgillis767@aol.com
6
Meta-Capability
Each time in business history that a truly new
strategy has been invented, it has required a
new structure and a new capability essential to
its operation.
The Open Window model requires appropriate
investments in collaborative capability at several
levels – within the firm, within the network of member
firms, and even in society itself.
As we know from earlier meta-capabilities, the
wealth creating impact of each new capability is
multiplied as it pervades firms and economies. We
foresee a meta-capability of collaboration – a widely
distributed social asset that will drive continuous
innovation.
7. OPEN WINDOW
Member Firms
Affiliated Firms
Project Management &
Accounting Infrastructure
Continuing Education
Central Services
Innovation Catalogue
Venturing
Advisor Council
Leader Council
Facilitators
Innovation Teams
CONTINUOUS INNOVATION
8. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
March 15, 2007 First Light L.L.C. jgillis767@aol.com 8
BusinessModels
Relationship to
Market
Penetrate or
Segment
Explore
Type of Innovation Planned, Periodic Planned/Unplanned,
Continuous
Growth Direction Vertically, Laterally Horizontal
(within a given industry) (across several industries)
Old Models New Model
9. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
March 15, 2007 First Light L.L.C. jgillis767@aol.com 9
OrganizationModels
Type of Structure Functional, Matrix,
Divisional
Network
Number of
Associated Firms
One or Few Several or Many
Management System Hierarchical Self-Managed
(rules, planning, control) (based on market factors,
protocols)
Old Models New Model
10. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
March 15, 2007 First Light L.L.C. jgillis767@aol.com 10
BusinessStrategies
Market
Penetration
Market
Segmentation
Market
Exploration
Coordination Delegation Collaboration
•Forecasting
•Planning
•Budgeting
•Controlling
•Joint Goal Setting
•Decentralization
•Employee
Development
• Trust Building
• Protocol Building
• Project Team
Development
Old Models New Model
11. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
March 15, 2007 First Light L.L.C. jgillis767@aol.com
11
CompetitiveStandards
Open Window member firms share information
and knowledge that may be used by any other
member firm without specific permission, and they
often commit resources to inter-firm projects whose
full returns cannot be calculated until after the fact.
This is not how most managers have been taught
to behave, either in their formal educations or in
their everyday experience.
12. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
March 15, 2007 First Light L.L.C. jgillis767@aol.com 12
Knowledge-SharingPotential
Competition
Cooperation
Coopetition
Collaboration
low high
low
high
Motivation
Trust
13. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
March 15, 2007 First Light L.L.C. jgillis767@aol.com 13
CollaborativeEntrepreneurship
o Open Window Transparency
o Market Exploration Workshops
o Pay for Time
o Competence and Trustworthiness
o Continuous Stream of Innovative
Products and Services
o Open Ended vs. Special Purpose
o Provider Equity and Satisfaction
CONTINUOUS INNOVATION
14. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
March 15, 2007 First Light L.L.C. jgillis767@aol.com 14
CommunityofCreation
o A common interest
o A sense of belonging
o An explicit economic purpose
o A sponsor
o A shared language
o Ground rules for participation
o Mechanisms to manage intellectual
property rights
o Physical support of the sponsor
o Cooperation as a
key success factor CONTINUOUS INNOVATION
A WORKABLE
BALANCE BETWEEN ORDER
AND CHAOS
OPEN WINDOW
15. OPEN WINDOW
Member Firms
Affiliated Firms
Project Management &
Accounting Infrastructure
Continuing Education
Central Services
Innovation Catalogue
Venturing
Advisor Council
Leader Council
Facilitators
Innovation Teams
CONTINUOUS INNOVATION
16. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
o Central Services
• Continuing Education
• Collaborative skills
• Collaborative process
• Inter-firm collaboration
• Continuing process analysis
• Write-up of successes and failures
• Innovation Catalogue
• Usable ideas, processes, products,
templates
• Electronic Project Management
• Linking a virtual community that crosses
company lines
17. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
o Central Services
• Accounting Infrastructure
• Linking a virtual community that crosses
company lines
• Venturing
• Finding companies
• Acquiring capital
• Venture process
• Venture education
o Input like Cisco
• Search for Innovative Firms
o Output like Intel
• Search for Innovative Applications
18. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
o Operating Protocols
• Like Johnson & Johnson “Credo”
• Like Ritz Carleton “Gold Standard”
• Demonstrate trust by immediately
sharing something valuable.
• Stimulate equitable reciprocity by
volunteering a generous distribution
of jointly created returns.
• Publicly give credit to collaborators
for their contributions to innovative
projects.
• Positive (Principles) vs. Negative (Rules)
19. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
o Advisor Council
• Twelve members
• Two-year staggered terms
• Approval of all practices
• Represent all services (for firm approval)
• Represent all systems (for firm approval)
• Positive (principles) vs. negative (rules)
• Operating protocol principle
• Minimal organization principle
• Self-management principle
20. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
o Leader Council
• Works for its member firms, not the other
way around.
• Executive level
• Appointed by Advisor Council
• Technical / market knowledge
• Collaborative skills
• Meets periodically
• Assess all ongoing projects
• Offer assistance as appropriate
• Informed by Facilitators of progress, spin-off
ventures, needs
21. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
o Facilitators
• Middle-level managers at member firms
• Facilitate operations
• Assess their projects
• Inform Leader council of project progress
• Work with Innovation Teams
• Enter materials in the Innovation Catalog
• Offer assistance as appropriate
• Participate in innovation discussions
with facilitators of other Innovation
teams
22. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
o Innovation Teams
• Self-managing work teams, across firms and with
customers and suppliers
• Maintain customer satisfaction data
• Record all costs
• Maintain minimum profit margin of 12%
• Think about member firms as they develop their own
technologies, products, or markets
• Self-schedule to customer needs
• Their various bosses assist them in meeting their own
goals and objectives.
24. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
CollaborativeEntrepreneurship
This sounds good, but it won’t work. First you’re going to
have to write another book to explain how to put this thing
together legally. Second, it’s way too complex. How can
anyone manage an organization like this? Putting together
even a temporary alliance with two or three firms requires
an huge amount of effort and usually doesn’t generate
much in the way of results.
At least one of the firms will try to take advantage of you.
When you keep innovation inside your own firm, you can
control the process, prevent information leaks and make
certain that any returns go straight to your own bottom line.
Even if, as you claim, firms waste as much as 80% of their
potential to innovate, I still say a firm should go it alone.
In fact, I’d rather waste the 80% than run the risk that
someone else will take advantage of me or my firm.
25. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
o Organizational Barriers
• Tight departmentalization
• Unit boundaries
• Information flows
• Performance evaluations
• Reward allocation
• Existing leadership & planning
• Control & reward systems
• Decision-making processes
26. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
March 15, 2007 First Light L.L.C. jgillis767@aol.com 26
CollaborativeEntrepreneurship
o Institutional Barriers
• Current accounting conventions
• G & A tight controls / cost reduction
• Lack of investment in collaborative
capabilities and trust-building activities
• Lack of knowledge-management
systems
• Lack of valuing and accounting for
intellectual capital
• Lack of sharing of knowledge assets
• Common ownership and commitment
of key resources to joint activities
27. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
o Societal Barriers
• Childhood education and training
• Large and continuing investments
• Collective will
• Change traditional economic measures
• Wealth generated from innovation
• Knowledge and learning skills
• Measures of human capital
• Benchmarks of meta-capability
• Internal (corporate governance) and
external (stock ownership) opportunism
28. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
o Philosophical Barriers
• Self-determination and self-reliance
• Free markets and liberal individualism
• How wealth is created and allocated
• Focus on distribution of societal wealth
vs. generation of societal wealth
• Legal concept of ownership rights vs.
common ownership of key resources
• Commitment without precise prior
agreement
• State ownership and control of infra-
structure mechanisms
29. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
o Conceptual Barriers
• Familiar components / Unfamiliar
package
• No critical mass conception or
justification
• Organization = many independent firms
vs. organization = one firm
• Nonstop product and service innovation
• Open sharing of information
• Self-management governance vs.
hierarchy and control
• Non-traditional theory
• No “practice-to-theory-and-back-to-practice”
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CollaborativeEntrepreneurship
The old theory of the firm focuses on the behavior
of a single firm rather than groups of firms.
The new strategy of continuous innovation relies
on resources and capabilities jointly owned by
multiple firms.
The theory of the firm needs to mentally expand its
unit of analysis to incorporate joint ownership of
assets and resources.
32. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
Given that the current concept of the firm is that
of a mechanism for accumulating and employing
commonly held resources, the idea of extending
this view to include networks of independent firms
sharing a common resource would seem to be a
logical extension.
33. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
In a trust-supported organization of independent
firms, one could expect knowledge resources to be
exchanged with low cost and high returns.
34. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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CollaborativeEntrepreneurship
End of
Part I
35. Raymond E. Miles + Grant Miles + Charles C. Snow Stanford University Press, 2005
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BusinessIntelligence
highlow
highAdvantage
Intelligence
Standard Reports
Ad Hoc Reports
Queries
Alerts
Statistical Analysis
Forecasting/Extrapolation
Predictive modeling
Optimization
Thomas H. Davenport + Jeanne G. Harris Competing on Analytics – Harvard Business School Press, 2007
What’s the best that can happen?
What will happen next?
What if these trends continue?
Why is this happening?
What actions are needed?
Where exactly is the problem?
How many, how often, where?
What happened?