The document discusses opportunities arising from the migration of work and knowledge globally. It identifies the migration of talent as a major driver of change, offering opportunities to attract, share, develop and sell talent solutions. Specific opportunities mentioned include managing migrant labor, enabling expertise sharing worldwide, and creating new work environments using technology. The document urges readers to consider how they can capitalize on and develop solutions for the business opportunities presented by global talent mobility.
International companies need to find a way to maintain creative complexity without the difficulties of co-location. They can do this in three ways: redesigning their global footprint, optimizing communication, and developing opportunities for collaboration around the world.
Simon Roberts' UKUPA Ethnography PresentationUXPA UK
This document discusses the use of anthropology in business strategy. It describes how anthropology has been repeatedly discovered by major corporations as a useful tool for understanding customers and markets. While initially the focus was on ethnographic methods, increasingly bold claims are being made about anthropology's power to provide insights into complexity and consumer behavior. The speaker's company, ReD Associates, uses anthropology and other social sciences to identify gaps between customer needs and what companies provide. They conduct open-ended discovery projects to explore new markets and strategic problem-solving to address business issues. Their approach aims to apply abductive thinking from design to challenge assumptions and envision new possibilities for growth.
Every Consumer is a Business user is a ConsumerMichael Kogeler
Presentation on “Every consumer is a business user is a consumer”. Audience was a large group of CIO’s of large Belgian companies and my mission was to convince them of the fact that Consumers (and especially the Gen-Y people entering their companies) will drive their IT infrastructure innovation over the next years. And also make them realize they play a key role in the success or failure of their company the next years to come.
The document discusses overcoming barriers to innovation in the Caribbean. It outlines that the Caribbean must shift from relying on traditional resources like land and labor to focusing on knowledge, innovation, and creativity (KIC) to gain competitive advantage. Currently, Caribbean firms have low capacity for innovation. The document recommends unleashing human talent potential through training in creativity and supportive work environments. It also advocates for a "triple helix" approach involving collaboration between businesses, policymakers, and academia to build consensus and improve regional innovation outcomes.
The document summarizes Korn/Ferry's services for attracting, developing, and retaining talent at all levels of an organization. It helps companies engage top talent, integrate new hires, develop high performers, and keep valuable employees. Korn/Ferry uses assessments and programs to cultivate talent throughout a company and drive business performance through an integrated talent management approach.
The document introduces the concept of the "Human Age," a new era where optimizing human potential will be the single most important factor for business success and growth. Business and government leaders will need to re-examine how they unleash and leverage human potential in an increasingly volatile world. The papers in this collection from Manpower offer insights on how to best navigate the changing world of work in the Human Age.
This document provides an introduction by Jeffrey A. Joerres, Chairman and CEO of Manpower Inc., on the concept of entering the "Human Age." The key points are:
1) The world is entering a new era called the "Human Age" where unleashing human potential will be the major driver of economic growth.
2) In this new era, talent/human potential will replace capital as the most important resource for business success.
3) Technologies like mobile devices and social media have empowered individuals and changed how and where people work, allowing human potential to be accessed from anywhere.
4) To thrive in this new age, companies must adapt their strategies and structures to attract, develop
This document discusses various topics related to innovation including open innovation, business model innovation, dynamic capabilities, knowledge creation, and platforms and innovation. It provides examples and definitions for these innovation-related concepts. The document also addresses identifying new opportunities, defining innovation strategies, and renewing organizational capabilities to support innovation efforts.
International companies need to find a way to maintain creative complexity without the difficulties of co-location. They can do this in three ways: redesigning their global footprint, optimizing communication, and developing opportunities for collaboration around the world.
Simon Roberts' UKUPA Ethnography PresentationUXPA UK
This document discusses the use of anthropology in business strategy. It describes how anthropology has been repeatedly discovered by major corporations as a useful tool for understanding customers and markets. While initially the focus was on ethnographic methods, increasingly bold claims are being made about anthropology's power to provide insights into complexity and consumer behavior. The speaker's company, ReD Associates, uses anthropology and other social sciences to identify gaps between customer needs and what companies provide. They conduct open-ended discovery projects to explore new markets and strategic problem-solving to address business issues. Their approach aims to apply abductive thinking from design to challenge assumptions and envision new possibilities for growth.
Every Consumer is a Business user is a ConsumerMichael Kogeler
Presentation on “Every consumer is a business user is a consumer”. Audience was a large group of CIO’s of large Belgian companies and my mission was to convince them of the fact that Consumers (and especially the Gen-Y people entering their companies) will drive their IT infrastructure innovation over the next years. And also make them realize they play a key role in the success or failure of their company the next years to come.
The document discusses overcoming barriers to innovation in the Caribbean. It outlines that the Caribbean must shift from relying on traditional resources like land and labor to focusing on knowledge, innovation, and creativity (KIC) to gain competitive advantage. Currently, Caribbean firms have low capacity for innovation. The document recommends unleashing human talent potential through training in creativity and supportive work environments. It also advocates for a "triple helix" approach involving collaboration between businesses, policymakers, and academia to build consensus and improve regional innovation outcomes.
The document summarizes Korn/Ferry's services for attracting, developing, and retaining talent at all levels of an organization. It helps companies engage top talent, integrate new hires, develop high performers, and keep valuable employees. Korn/Ferry uses assessments and programs to cultivate talent throughout a company and drive business performance through an integrated talent management approach.
The document introduces the concept of the "Human Age," a new era where optimizing human potential will be the single most important factor for business success and growth. Business and government leaders will need to re-examine how they unleash and leverage human potential in an increasingly volatile world. The papers in this collection from Manpower offer insights on how to best navigate the changing world of work in the Human Age.
This document provides an introduction by Jeffrey A. Joerres, Chairman and CEO of Manpower Inc., on the concept of entering the "Human Age." The key points are:
1) The world is entering a new era called the "Human Age" where unleashing human potential will be the major driver of economic growth.
2) In this new era, talent/human potential will replace capital as the most important resource for business success.
3) Technologies like mobile devices and social media have empowered individuals and changed how and where people work, allowing human potential to be accessed from anywhere.
4) To thrive in this new age, companies must adapt their strategies and structures to attract, develop
This document discusses various topics related to innovation including open innovation, business model innovation, dynamic capabilities, knowledge creation, and platforms and innovation. It provides examples and definitions for these innovation-related concepts. The document also addresses identifying new opportunities, defining innovation strategies, and renewing organizational capabilities to support innovation efforts.
Special town hall / Professional Issues Update to discuss results of CPA Horizons 2025 Project. This interactive format included the results from CPA Horizons future forums facilitated by Tom Hood and the Business Learning Institute during the spring and summer of 2011. Over 1,000 CPAs were engaged in conversations about the future.
This document discusses corporate entrepreneurship and creating new businesses within existing companies. It covers:
1) The importance of corporate entrepreneurship in helping companies renew, regenerate and stay competitive in a globalized world with disruptive technologies.
2) Key fundamentals of corporate entrepreneurship including creating new revenue streams, developing talent, and increasing a company's portfolio.
3) The need for companies to establish processes to identify opportunities and vet new business ideas through pitching, planning, and proof of concept phases.
Tetuan Valley Startup School 6 w2 - Spring 2012Luis Rivera
The document outlines an agenda for Startup Finance 101 sessions at Tetuan Valley Startup School Spring 2012, which will cover key topics like business planning, pricing models, business modeling, and other financial tools. The sessions are designed to help non-business founders understand important financial concepts and indicators to set up models and criteria for startup valuation and investor presentations. Various charts and examples are provided to illustrate financial metrics and pricing strategies that investors typically look for in evaluating investment opportunities.
Twenty Recruitment is a fast-growing independent recruitment business founded in 2009 during the recession. It has expanded rapidly to include eleven business streams across three industry sectors in Europe and the US. The founders, Paul Marsden and Adrian Kinnersley, previously founded and sold another successful recruitment business. Twenty aims to be an industry-defining brand by focusing on professional recruitment across multiple sectors rather than job boards. It has experienced strong growth, with 2010 revenue up 350% and net fee income up 250% compared to 2009. Twenty is seeking ambitious recruiters who see recruitment as a profession rather than just a process.
Alcatel-Lucent introduced an initiative to accelerate innovation by empowering employees. They created an Innovation Board and Task Force to connect talent and ideas across the company. An Entrepreneurial Boot Camp was launched to support innovative ideas and business plans from employees. The best plans receive funding and support. The program has expanded globally while accounting for cultural differences. It has successfully broken down silos and created new networks to foster collaboration and innovation.
This presentation was accompanying a keynote at COFES 2011 -- the Conference for the Future of Engineering -- Scottsdale, April 2011. A more compact version of the same presentation was given to a group of Israeli engineers & entrepreneurs in Tel Aviv, during COFES Israel, December 2010. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
The Rise of the Accelerators, Dec 14th SETSI/ICEX/ADDigitalLuis Rivera
The document discusses the rise of accelerator funds in Europe. It notes that traditional models of product development are no longer valid for high-tech startups due to a lack of iteration and flexibility. A new approach is needed that focuses on customer discovery, validation of the business model and customer needs, and creation of products based on validated hypotheses rather than untested assumptions. This new approach involves an iterative 4-step process of monitoring customer needs, understanding customer behaviors, and obtaining customer affiliation in order to build strong companies.
BBVA Innovation Edge. Simple Bank (English)Hugo Najera
Simple bank is the way the world calls our customer centric bank. In this issue we sum up the best social business case study using simple bank and we analyze future opportunities around it. 'BBVA InnovationEdge' is the first corporate multiplatform magazine focused on innovation. Each edition featuresarticles, analysis and huge information about a particular theme. The mainpurpose of the magazine is to express the new trends and the upcomingtechnologies that may impact to the financial industry.
This document discusses global outsourcing trends, focusing on how Indian IT companies like Tata Consultancy Services are now globalizing their operations to source talent from emerging markets around the world. It describes how TCS opened centers in places like Budapest and Hangzhou to employ local workers, and now operates in 47 countries with over 8% of its 83,500 employees being foreign. The document also discusses how this trend represents a new phase of outsourcing, with companies able to access niche talent globally. It predicts continued strong growth in outsourcing to emerging markets driven by demographic pressures in developed countries.
Craig Rispin, Futurist presents to the Institute of Management Consultants - ...Craig Rispin
The Business, People & Technology Trends Driving Change in the Consulting Industry Globally. Craig Rispin presented this keynote speech to the Institute of Management Consultants (IMC.org.au) on 9 April 2013
Global professionals are increasingly mobile, with many choosing to relocate abroad to advance their careers. International experience is seen as important by both professionals and employers. While relocating presents challenges, most who move abroad have a positive experience and see benefits to their personal and professional development. Common destinations for relocating professionals include Australia, Germany, Hong Kong, Singapore, and the United Kingdom. Recruitment specialists can help professionals find new roles when relocating.
Global professionals are increasingly gaining international experience earlier in their careers to advance professionally. The survey found that international experience is seen as important or very important by 59% of employers and 57% see it as an important factor when evaluating candidates. While the US, UK, and Australia remained the most popular destinations, migration is spreading more widely with growth in Africa. Visa restrictions were cited as preventing relocation, particularly to the US and Australia. Working abroad is no longer just for the young, with most respondents being in their 30s or older, reflecting increased mobility at senior levels. Additionally, women were found to work abroad earlier than men, in their 30s rather than 40s.
Global professionals are increasingly gaining international experience earlier in their careers to advance professionally. The survey found that 42% of respondents had already relocated abroad, with the top destinations being the US, UK, Australia, and Singapore. However, visa restrictions were preventing some talented individuals from relocating to countries like the US and Australia. Working abroad was no longer just for the young, as the majority of respondents were in their 30s or older, reflecting increased global mobility among senior professionals. Additionally, women were found to work abroad earlier in their careers than men.
Hydrogen Global Professionals On The Move 2012omitchf
The document discusses global professionals working abroad. Some key points:
1) International experience is increasingly seen as important for career success, with over 90% of respondents saying it accelerated their personal development and improved career prospects.
2) Migration patterns are more widely spread than ever before, with top destinations like the US, UK, and Australia seeing reduced dominance. Emerging destinations include countries in Africa.
3) Visa restrictions, particularly for the US and Australia, are preventing some professionals from relocating where opportunities exist. This is causing some talent to go elsewhere.
Global Professionals On The Move Report 2012carldarwinpark
Global professionals are increasingly gaining international experience earlier in their careers to advance professionally. The survey found that international experience is seen as important or very important by 59% of employers and 57% see it as an important factor when evaluating candidates. While the US, UK, and Australia remained the most popular destinations, migration is spreading more widely with growth in Africa. However, visa restrictions present a challenge for moving to the US or Australia. Working abroad is no longer just for the young, with most respondents being in their 30s or 40s. Additionally, women are working abroad earlier in their careers than men. Recruitment specialists are playing a key role in helping professionals find jobs abroad.
Resurgent Ventures is an experienced housing development firm that has successfully transferred its entrepreneurial skills to the current market. The firm works independently on various projects, including single-family homes, multi-family units, land development, and homeowners associations. Project executives like Tim Crawford help develop new projects from distressed assets and work out challenging existing projects using their problem-solving skills and funding relationships.
The document discusses entrepreneurship and its importance to job creation. It presents data showing that between 2000-2010, new firms in the United States created 33 million net new jobs, while established firms lost 25 million jobs, resulting in a net job creation of 8 million from all firms. The document also outlines several factors that contribute to a country's entrepreneurial competitiveness, including specialized human assets, innovation, and entrepreneurship. Additionally, it discusses how policies can be measured based on their ability to support high-impact entrepreneurs.
This whitepaper discusses the challenges and opportunities for companies related to corporate sustainability. It argues that companies are now measured not just by traditional metrics like profits, but also by their relationships with employees, communities, customers, and the environment. To succeed, sustainability needs to be integrated into a company's overall strategy. While this presents risks, it also provides opportunities for new products/services, differentiation, improved efficiency and marketing. The whitepaper examines the particular challenges facing Finnish companies which often internationalize early due to Finland's small domestic market.
Tekes Business Opportunities related to migration of work & knowledgeMarc Borremans
How to take advantage of the business opportunities related to the migration of work & knowledge. Workshop related to Tekes BRIC in Design Factory, Aalto University, Otaniemi, Helsinki, Finland on June 16, 2009
This document discusses the concept of "co-doing," which refers to doing business through networking with external partners like customers, specialists, and suppliers. Some key benefits of co-doing include increasing innovative power, actively engaging in brand conversations, responding flexibly to changes, and solving challenges with limited resources. While co-doing is gaining attention, the document argues it is not a passing fad but rather a necessity as consumer demands and technology enable more flexible partnerships and value creation beyond traditional supply chains. Challenges like leadership, intellectual property protection, and change management are also discussed.
Special town hall / Professional Issues Update to discuss results of CPA Horizons 2025 Project. This interactive format included the results from CPA Horizons future forums facilitated by Tom Hood and the Business Learning Institute during the spring and summer of 2011. Over 1,000 CPAs were engaged in conversations about the future.
This document discusses corporate entrepreneurship and creating new businesses within existing companies. It covers:
1) The importance of corporate entrepreneurship in helping companies renew, regenerate and stay competitive in a globalized world with disruptive technologies.
2) Key fundamentals of corporate entrepreneurship including creating new revenue streams, developing talent, and increasing a company's portfolio.
3) The need for companies to establish processes to identify opportunities and vet new business ideas through pitching, planning, and proof of concept phases.
Tetuan Valley Startup School 6 w2 - Spring 2012Luis Rivera
The document outlines an agenda for Startup Finance 101 sessions at Tetuan Valley Startup School Spring 2012, which will cover key topics like business planning, pricing models, business modeling, and other financial tools. The sessions are designed to help non-business founders understand important financial concepts and indicators to set up models and criteria for startup valuation and investor presentations. Various charts and examples are provided to illustrate financial metrics and pricing strategies that investors typically look for in evaluating investment opportunities.
Twenty Recruitment is a fast-growing independent recruitment business founded in 2009 during the recession. It has expanded rapidly to include eleven business streams across three industry sectors in Europe and the US. The founders, Paul Marsden and Adrian Kinnersley, previously founded and sold another successful recruitment business. Twenty aims to be an industry-defining brand by focusing on professional recruitment across multiple sectors rather than job boards. It has experienced strong growth, with 2010 revenue up 350% and net fee income up 250% compared to 2009. Twenty is seeking ambitious recruiters who see recruitment as a profession rather than just a process.
Alcatel-Lucent introduced an initiative to accelerate innovation by empowering employees. They created an Innovation Board and Task Force to connect talent and ideas across the company. An Entrepreneurial Boot Camp was launched to support innovative ideas and business plans from employees. The best plans receive funding and support. The program has expanded globally while accounting for cultural differences. It has successfully broken down silos and created new networks to foster collaboration and innovation.
This presentation was accompanying a keynote at COFES 2011 -- the Conference for the Future of Engineering -- Scottsdale, April 2011. A more compact version of the same presentation was given to a group of Israeli engineers & entrepreneurs in Tel Aviv, during COFES Israel, December 2010. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
The Rise of the Accelerators, Dec 14th SETSI/ICEX/ADDigitalLuis Rivera
The document discusses the rise of accelerator funds in Europe. It notes that traditional models of product development are no longer valid for high-tech startups due to a lack of iteration and flexibility. A new approach is needed that focuses on customer discovery, validation of the business model and customer needs, and creation of products based on validated hypotheses rather than untested assumptions. This new approach involves an iterative 4-step process of monitoring customer needs, understanding customer behaviors, and obtaining customer affiliation in order to build strong companies.
BBVA Innovation Edge. Simple Bank (English)Hugo Najera
Simple bank is the way the world calls our customer centric bank. In this issue we sum up the best social business case study using simple bank and we analyze future opportunities around it. 'BBVA InnovationEdge' is the first corporate multiplatform magazine focused on innovation. Each edition featuresarticles, analysis and huge information about a particular theme. The mainpurpose of the magazine is to express the new trends and the upcomingtechnologies that may impact to the financial industry.
This document discusses global outsourcing trends, focusing on how Indian IT companies like Tata Consultancy Services are now globalizing their operations to source talent from emerging markets around the world. It describes how TCS opened centers in places like Budapest and Hangzhou to employ local workers, and now operates in 47 countries with over 8% of its 83,500 employees being foreign. The document also discusses how this trend represents a new phase of outsourcing, with companies able to access niche talent globally. It predicts continued strong growth in outsourcing to emerging markets driven by demographic pressures in developed countries.
Craig Rispin, Futurist presents to the Institute of Management Consultants - ...Craig Rispin
The Business, People & Technology Trends Driving Change in the Consulting Industry Globally. Craig Rispin presented this keynote speech to the Institute of Management Consultants (IMC.org.au) on 9 April 2013
Global professionals are increasingly mobile, with many choosing to relocate abroad to advance their careers. International experience is seen as important by both professionals and employers. While relocating presents challenges, most who move abroad have a positive experience and see benefits to their personal and professional development. Common destinations for relocating professionals include Australia, Germany, Hong Kong, Singapore, and the United Kingdom. Recruitment specialists can help professionals find new roles when relocating.
Global professionals are increasingly gaining international experience earlier in their careers to advance professionally. The survey found that international experience is seen as important or very important by 59% of employers and 57% see it as an important factor when evaluating candidates. While the US, UK, and Australia remained the most popular destinations, migration is spreading more widely with growth in Africa. Visa restrictions were cited as preventing relocation, particularly to the US and Australia. Working abroad is no longer just for the young, with most respondents being in their 30s or older, reflecting increased mobility at senior levels. Additionally, women were found to work abroad earlier than men, in their 30s rather than 40s.
Global professionals are increasingly gaining international experience earlier in their careers to advance professionally. The survey found that 42% of respondents had already relocated abroad, with the top destinations being the US, UK, Australia, and Singapore. However, visa restrictions were preventing some talented individuals from relocating to countries like the US and Australia. Working abroad was no longer just for the young, as the majority of respondents were in their 30s or older, reflecting increased global mobility among senior professionals. Additionally, women were found to work abroad earlier in their careers than men.
Hydrogen Global Professionals On The Move 2012omitchf
The document discusses global professionals working abroad. Some key points:
1) International experience is increasingly seen as important for career success, with over 90% of respondents saying it accelerated their personal development and improved career prospects.
2) Migration patterns are more widely spread than ever before, with top destinations like the US, UK, and Australia seeing reduced dominance. Emerging destinations include countries in Africa.
3) Visa restrictions, particularly for the US and Australia, are preventing some professionals from relocating where opportunities exist. This is causing some talent to go elsewhere.
Global Professionals On The Move Report 2012carldarwinpark
Global professionals are increasingly gaining international experience earlier in their careers to advance professionally. The survey found that international experience is seen as important or very important by 59% of employers and 57% see it as an important factor when evaluating candidates. While the US, UK, and Australia remained the most popular destinations, migration is spreading more widely with growth in Africa. However, visa restrictions present a challenge for moving to the US or Australia. Working abroad is no longer just for the young, with most respondents being in their 30s or 40s. Additionally, women are working abroad earlier in their careers than men. Recruitment specialists are playing a key role in helping professionals find jobs abroad.
Resurgent Ventures is an experienced housing development firm that has successfully transferred its entrepreneurial skills to the current market. The firm works independently on various projects, including single-family homes, multi-family units, land development, and homeowners associations. Project executives like Tim Crawford help develop new projects from distressed assets and work out challenging existing projects using their problem-solving skills and funding relationships.
The document discusses entrepreneurship and its importance to job creation. It presents data showing that between 2000-2010, new firms in the United States created 33 million net new jobs, while established firms lost 25 million jobs, resulting in a net job creation of 8 million from all firms. The document also outlines several factors that contribute to a country's entrepreneurial competitiveness, including specialized human assets, innovation, and entrepreneurship. Additionally, it discusses how policies can be measured based on their ability to support high-impact entrepreneurs.
This whitepaper discusses the challenges and opportunities for companies related to corporate sustainability. It argues that companies are now measured not just by traditional metrics like profits, but also by their relationships with employees, communities, customers, and the environment. To succeed, sustainability needs to be integrated into a company's overall strategy. While this presents risks, it also provides opportunities for new products/services, differentiation, improved efficiency and marketing. The whitepaper examines the particular challenges facing Finnish companies which often internationalize early due to Finland's small domestic market.
Tekes Business Opportunities related to migration of work & knowledgeMarc Borremans
How to take advantage of the business opportunities related to the migration of work & knowledge. Workshop related to Tekes BRIC in Design Factory, Aalto University, Otaniemi, Helsinki, Finland on June 16, 2009
This document discusses the concept of "co-doing," which refers to doing business through networking with external partners like customers, specialists, and suppliers. Some key benefits of co-doing include increasing innovative power, actively engaging in brand conversations, responding flexibly to changes, and solving challenges with limited resources. While co-doing is gaining attention, the document argues it is not a passing fad but rather a necessity as consumer demands and technology enable more flexible partnerships and value creation beyond traditional supply chains. Challenges like leadership, intellectual property protection, and change management are also discussed.
Development Of Freight Transport And Logistics After The Economic CrisisMarc Borremans
The document summarizes how the economic crisis will lead to structural changes in freight transport and logistics, including greater integration with manufacturing, more reverse logistics activities, and increased collaborative logistics. Collaborative logistics, where companies bundle logistics flows, is seen as an important way to reduce costs through more efficient operations. Large companies driving collaborative logistics will require logistics providers to also adopt collaborative models.
Co-Doing - A Networked Approach to Doing BusinessInes Seidel
Co-Doing (Co-Creation, Collaboration) challenges the way business has been done so far, opens up new possibilitities, and, well, also another set of challenges.
(White Paper)
This document summarizes a study of CEO succession events among the largest 100 U.S. corporations between 2005-2015. The study analyzed executives who were passed over for the CEO role ("succession losers") and their subsequent careers. It found that 74% of passed over executives left their companies, with 30% eventually becoming CEOs elsewhere. However, companies led by succession losers saw average stock price declines of 13% over 3 years, compared to gains for companies whose CEO selections remained unchanged. The findings suggest that boards generally identify the most qualified CEO candidates, though differences between internal and external hires complicate comparisons.
Lightning Talk #9: How UX and Data Storytelling Can Shape Policy by Mika Aldabaux singapore
How can we take UX and Data Storytelling out of the tech context and use them to change the way government behaves?
Showcasing the truth is the highest goal of data storytelling. Because the design of a chart can affect the interpretation of data in a major way, one must wield visual tools with care and deliberation. Using quantitative facts to evoke an emotional response is best achieved with the combination of UX and data storytelling.
The document announces the 9th annual Melcrum Summit on competing on the curve and re-engineering internal communication for agility, productivity and impact. It will take place on October 17-18, 2012 at the Pullman Hotel in Sydney, Australia. Day 1 will include sessions on global visions for 2020 on organizational communication, communication and change, digital channels, and capturing the business impact of internal communication. Day 2 will begin with a leadership breakfast and include keynotes on transforming business through communication strategy and competing on the curve by delivering agility, productivity and impact through internal communication.
Igniting growth through innovation: highlights from retreatEY
The document summarizes key points from a retreat hosted by EY for corporate executives and entrepreneurs to discuss innovation strategies. The main ideas discussed were:
1) Disruptive trends like digitalization, sustainability, and changing workforce demands require companies to act urgently to adapt or risk being disrupted.
2) Innovation thrives when it has a clear purpose beyond just technology.
3) An entrepreneurial mindset is important for any organization to foster innovation across the entire company.
4) Collaborating with external partners increases the chances of success with innovation initiatives.
This document discusses how changes in the workforce are driving changes in workplace strategies. Gen Y workers, who will make up nearly half the workforce by 2020, prefer flexible work arrangements and accessible central locations. They also value connectivity and collaboration. As a result, companies are relocating to central locations, offering flexible work arrangements, and designing offices to foster collaboration through shared workspaces and technology. This allows companies to attract and retain top talent while boosting productivity and reducing costs through less individual workspace per employee.
The document discusses the evolution of innovation models from closed to open. It explains that in the past, companies relied solely on internal research and development, but that open innovation has become more important. Open innovation involves collaborating with external partners such as suppliers, customers, universities and more. This allows companies to access a wider range of ideas and expertise beyond their own walls. Some challenges of open innovation mentioned include changing company culture, managing partnerships and intellectual property issues. Overall open innovation is seen as key to innovation in many industries like food and drink where collaborations with suppliers, customers and consumers dominate the ecosystem.
Based on, and including, interviews with a global panel of experts from world-leading institutions, Capitalising on the Digital Age outlines future revenue models and strategies that media and telecoms firms should consider adopting in order to prosper in a world where the value of traditional business models is slowly being eroded.
Mike Walsh is a leading global authority on consumer innovation and the digital future. He provides keynote presentations, workshops, and webinars to help business leaders prepare for emerging technologies and changes in consumer behavior. His presentations are tailored for specific industries and provide insights on trends relating to areas such as media, marketing, social media, and emerging markets. Testimonials praise his presentations as insightful, fascinating, highly relevant, and providing unique perspectives and ideas for audiences to apply to their businesses.
This corporate presentation is for Tomorrow Group, a global innovation platform headquartered in Brussels. It has over 400 partners, 3 million visitors, and operates a 5th generation innovation platform. It has hosted numerous "Living Tomorrow" events since 1995 exploring future concepts. Its facilities include an innovation center opening in 2013 near Brussels incorporating a living lab and testing centers. It assists customers in areas like smart cities, future concepts for industries like hotels and healthcare, and provides open innovation services to help companies innovate and envision the future.
Don Duval: Fostering and Managing Innovation in your OrganizationDon Duval
This presentation was given at the Gearing Up for Growth conference in London, Ontario on March 27th, 2012. The presentation highlighted and discussed key human resource strategies and policies to enable and foster a culture of innovation in any organization.
Lehigh Valley Business_Digital TransformationGene Ferro
Digital transformation is the integration of digital technologies to change business processes and provide a better customer experience. Some companies like Netflix, AirBnB, and Uber have successfully transformed their industries by leveraging technologies like mobile apps, websites, and video. While many executives see digital transformation as critical, implementing meaningful changes can be challenging due to legacy systems, siloed organizations, and risk-averse cultures. To start a digital transformation process, companies should educate leadership, understand the customer journey, identify business objectives, and focus on incremental improvements rather than trying to transform everything at once. Those that embrace digital evolution will be poised for growth.
Lotusphere Id601 - Understanding the marketplace advantages for IBM Lotus sol...Ed Brill
The document discusses IBM Lotus collaboration software solutions and their advantages over competitors. It highlights IBM's leadership position across key collaboration categories like enterprise email, portals, and business process management. The document also summarizes IBM's product strategy, roadmap, and focus on open standards and integration. It addresses questions customers may have around migration costs when evaluating switching from existing solutions.
This 3-sentence summary provides the high-level information from the document:
The document discusses how creativity and innovation are essential for business process management to address today's challenges and create better organizations. It argues that leadership needs to understand and foster innovation by managing it as a process through which individuals and groups can think beyond the obvious to generate value. Several changes in society and business are also outlined that require new approaches like cross-functional collaboration, moving away from territorial thinking, and focusing on value creation through differentiation.
Digital disruption is transforming companies across all sectors into digital businesses. This requires radical openness, transparency, collaboration, and informal and creative work cultures. The workplace must support these digital cultures by providing choice, flexibility, and spaces that encourage collaboration and accidental meetings. Characteristics of digital workplaces include activity-based environments, communal spaces, and opportunities to work in co-working spaces that support openness, inter-connectivity, and knowledge-sharing between companies and individuals across sectors.
This document discusses the need to move from an outdated techno-market era to a new socio-ecological era through social innovation. It argues that current ways of perceiving, interacting, and doing business no longer work and that an evolutionary leap is needed. New models of development are needed that value social and environmental welfare over just economic growth. The document advocates distributing innovation, design, strategy, and complexity rather than centralizing them. It presents examples of companies like Google, Goretex, and HCL that are experimenting with new organizational structures. Social innovation is positioned as a big opportunity that can democratize the future if companies embrace complexity, distribute creativity and power, and decentralize their functions.
This document provides a summary of a panel discussion on innovation. The panel was made up of seven executives from various industries who were asked about the meaning of innovation, its current and future role in business, and how businesses can better foster innovation.
The panelists defined innovation in various ways, from creating new products and processes to questioning the status quo. When asked about the best aspects of current business and areas for improvement, panelists noted the benefits of new technologies in reducing barriers but also the need for guidelines on their appropriate use. Overall, the panel emphasized that fostering innovation requires both structure and creativity within organizations.
briefing Innovation Compass (by Guy Bauwen)Ernst Phaff
This document summarizes a presentation on developing successful businesses through innovation. It discusses key aspects of innovation such as ideation, new product development, commercialization challenges, and common reasons why most new ventures fail. It also outlines market development models and "diamonds of success" including sensing opportunities, monitoring progress, scaling capabilities, and maintaining strategic focus. The overall focus is on providing frameworks to help innovators and entrepreneurs overcome challenges and achieve desired outcomes in bringing innovations to market.
The document announces an upcoming event called FACT2010 that will feature a panel discussion on the many facets of innovation. It previews the panel discussion by noting innovation can take many forms from new products and services to process improvements. The panelists discuss what innovation means to them, the best aspects of current business practices and areas for improvement, and changes they foresee in how business will be conducted in the future focused on the role of technology.
Preparing for the Next-Gen Worker: Is Your Organization Ready?Cognizant
This document discusses how organizations need to prepare for the next generation of workers by updating their hiring, onboarding, and employee engagement practices. It notes that the workforce is changing dramatically as new technologies allow people to work in more social and collaborative ways. It states that to attract and retain top talent, and remain competitive, organizations will need to build an organizational culture of collaboration, leverage new technologies to improve performance, and be ready to utilize the skills and expectations of the new generation of workers.
The document discusses the rise of business ecosystems and their increasing importance in today's economy. Key points:
- Business ecosystems are complex communities of interacting organizations, similar to natural ecosystems. They are becoming more prevalent as digitization and connectivity break down industry boundaries.
- Large companies like Alibaba, Softbank, and Nokia explicitly see themselves as part of or building business ecosystems rather than just competing as standalone firms.
- Ecosystems allow multiple players across industries to collaborate in creating and scaling markets in new ways. They encourage both competition and cooperation toward shared goals.
- By enabling new forms of value creation through specialized contributions and resources, ecosystems address fundamental needs and societal challenges in innovative ways.
The 10 Business Leaders Transforming Their Industries, 2023.pdfCIO Look Magazine
This edition features a handful of The Business Leaders Transforming Their Industries in various sectors that are leading us into a better future
Read More: https://ciolook.com/the-10-business-leaders-transforming-their-industries-2023-june2023/
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