This document discusses technology commercialization and outlines several key points:
1) Successful technology commercialization requires a formal management process to ensure ideas are evaluated and resources are allocated effectively, increasing the likelihood of success.
2) There are different definitions of commercial success for technologies, including published research enabling adoption, licensing to larger companies, or becoming the basis for a new venture.
3) Traditional university views focus on research outputs and licensing, while leaner approaches emphasize testing opportunities, identifying business models, and conducting go/no-go evaluations at multiple stages of the process.
How to Build an Awesome Product Strategy
(even if it's not your job!)
Learn the 4 steps to create a great product strategy to solve the right problems for your business and its customers!
Prioritization is the most important task product managers do. This presentation looks at different frameworks for prioritization, steps back to examine how products create value, and then offers practical tips to prioritize well.
May 2015 marked the final offering of Product Manager Imperatives at the University of Wisconsin-Madison’s Center for Professional and Executive Education. After 40 years of running these open enrollment corporate workshops on product management, UW-CPED has decided to focus exclusively on management and leadership training. This presentation is the condensed version of the final offering of Product Manager Imperatives. For a version of this presentation with links to videos, tutorials and other tidbits to demonstrate key points, look for this presentation at BrainSnacksCafe.
This document discusses technology commercialization and outlines several key points:
1) Successful technology commercialization requires a formal management process to ensure ideas are evaluated and resources are allocated effectively, increasing the likelihood of success.
2) There are different definitions of commercial success for technologies, including published research enabling adoption, licensing to larger companies, or becoming the basis for a new venture.
3) Traditional university views focus on research outputs and licensing, while leaner approaches emphasize testing opportunities, identifying business models, and conducting go/no-go evaluations at multiple stages of the process.
How to Build an Awesome Product Strategy
(even if it's not your job!)
Learn the 4 steps to create a great product strategy to solve the right problems for your business and its customers!
Prioritization is the most important task product managers do. This presentation looks at different frameworks for prioritization, steps back to examine how products create value, and then offers practical tips to prioritize well.
May 2015 marked the final offering of Product Manager Imperatives at the University of Wisconsin-Madison’s Center for Professional and Executive Education. After 40 years of running these open enrollment corporate workshops on product management, UW-CPED has decided to focus exclusively on management and leadership training. This presentation is the condensed version of the final offering of Product Manager Imperatives. For a version of this presentation with links to videos, tutorials and other tidbits to demonstrate key points, look for this presentation at BrainSnacksCafe.
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
This document discusses business model innovation (BMI). It defines BMI as reinventing a business itself by innovating two or more elements of its business model to deliver value in a new way. The document then covers the evolution of BMI principles, the relevance of BMI today to address disruption and competition, challenges companies may face with BMI like failure to scale up ideas, and provides examples of companies like Apple and Ikea that successfully applied BMI.
Jim semick how to prioritize your product initiativesProductCamp SoCal
This document discusses how to prioritize product initiatives by aligning them with strategic goals and getting stakeholder buy-in. It recommends first thinking about initiatives at a high level and categorizing them before prioritizing. Common techniques discussed include using a value vs complexity quadrant, weighted scoring, and affinity grouping. The key is having a transparent prioritization process and involving stakeholders to agree on what criteria and goals drive prioritization.
Understanding customers is a fundamental activity of professional Product Management. There are many ways of gathering research that will help develop this understanding and this "Briefly Explained" presentation provides context to the What, Why and When of these different methods.
WEBINAR Replay: http://bit.ly/1lYM9nX
Wed, Apr 9, 2014 11:00 AM - 12:00 PM EST
Often when people think about innovation the first thing that comes to mind is product innovation. With ten different types of innovation, the more types you can incorporate the more chance your innovations are likely to be successful.
This webinar will show you how to use ten sources of innovation to develop the ideas that could lead to the next big thing. Topics this interactive webinar will cover are:
• Why innovation is such a hot topic and why you can't ignore the trend
• What are ten sources of innovation
• How local companies are using innovation (case studies)
• What does all this mean for my business- the innovators dilemma.
The document provides an overview of Agile product management. It discusses the problems with traditional waterfall methodology, introduces Agile concepts like short iterations and frequent reassessment. It outlines Agile roles like product owner, scrum master, and product manager. It also discusses characteristics of effective product managers, including being customer-driven, responsible for product success, and having a positive reputation among coworkers. The document aims to educate others on fundamentals of Agile product management.
This document provides an overview of customer development and outlines its key steps and goals. Customer development is a framework for discovering and validating the right market for an idea by building the minimum viable product, testing it with customers, and iterating based on customer feedback. Its objectives are to crystallize product and business model hypotheses, understand customers, and determine the next steps. The document explains customer development approaches like conducting customer interviews without pitching ideas, analyzing feedback, and validating solutions. It emphasizes the importance of getting out of one's own echo chamber and assumptions to learn directly from potential customers.
Strategy is a term that is often bandied about by many without a crystal clear understanding or definition of what it actually means.
Brainmates have unpacked the term to present a simple view of strategy.
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
Money & Metrics: Understanding your Stage and What it Means for Fundraising
Using Scoring Sheets & Lean Canvas methods, you will be able to walk away with a clear picture of what pieces are missing in your company structure to maximize your fundraising prospects.
This document outlines the key concepts taught in a class on business models and customer development. It discusses moving from traditional functional organizations and waterfall development to having founders run customer development teams and use agile development. The business model canvas is used to articulate hypotheses about the business model and keep score of customer development progress. Customer development involves testing problems before solutions through building minimum viable products and pivoting if needed based on customer feedback.
Design Techniques for Business Model GeneratorHani Tarabichi
This document discusses various techniques for designing business models, including customer insights, ideation, visual thinking, prototyping, storytelling, and scenarios. It describes each technique in 1-2 paragraphs, noting that customer insights should inform value propositions and other elements, ideation involves generating and narrowing ideas, visual thinking makes concepts concrete, prototyping explores possibilities, storytelling engages stakeholders, and scenarios provide context. The overall aim is to create innovative and viable business models.
This document discusses methods for generating new business ideas, including focus groups, brainstorming, problem inventory analysis, observation, research and development, emerging trends analysis, and creative problem solving techniques. It provides details on each method and how entrepreneurs can utilize them to develop new business concepts and opportunities.
This document outlines different product management roles and their responsibilities. It focuses on the key roles of product manager and product marketer. The product manager focuses on users, solving problems, and working with development. Their KPI is cost and they generate and validate ideas. The product marketer focuses on buyers, selling products, and working with sales and marketing. Their KPI is revenue and they plan marketing and messaging. Both roles contribute to gross margin. The document also briefly outlines other product roles like product strategist and product analyst that may share some responsibilities.
Listening to Customers in the Correct way to drive Innovationsanjoysanyal
This document discusses an outcome-driven approach to innovation that focuses on identifying customer jobs and desired outcomes rather than asking customers directly for solutions. It recommends using market research to determine the jobs customers want done, the outcomes they want to achieve, and any constraints. This allows identifying opportunities where outcomes or constraints are underserved. The document provides examples applying this approach in talent management and health/wellness to illustrate identifying specific jobs, outcomes, and constraints and determining which represent opportunities.
Hooked - Creating Habit-Forming ProductsRajeev Soni
This document provides an overview of product management fundamentals. It discusses key concepts like the product management continuum, switching costs, following metrics, pricing models, and the hooked model of user engagement. The hooked model explains how triggers, ability, motivation, and investment work together to drive user actions in a continuous cycle. The document also outlines the typical product lifecycle stages from conception to steady state operations or end of life.
This document discusses Chai Point, an Indian company that operates chai tea cafes and aims to brand chai tea. It provides background on the founder and how he saw an opportunity for a chai tea brand in India. Chai Point's mission is to fuel Indians on-the-go by providing refreshing chai tea. The document then analyzes Chai Point's growth and expansion since opening its first cafe in 2010, including opening additional locations, developing training programs, and introducing new products. It notes challenges in promoting chai tea given its ordinary image compared to coffee and competition from other tea and coffee brands. Chai Point aims to position its cafes in office and college areas to target customers looking for a ch
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
This document discusses business model innovation (BMI). It defines BMI as reinventing a business itself by innovating two or more elements of its business model to deliver value in a new way. The document then covers the evolution of BMI principles, the relevance of BMI today to address disruption and competition, challenges companies may face with BMI like failure to scale up ideas, and provides examples of companies like Apple and Ikea that successfully applied BMI.
Jim semick how to prioritize your product initiativesProductCamp SoCal
This document discusses how to prioritize product initiatives by aligning them with strategic goals and getting stakeholder buy-in. It recommends first thinking about initiatives at a high level and categorizing them before prioritizing. Common techniques discussed include using a value vs complexity quadrant, weighted scoring, and affinity grouping. The key is having a transparent prioritization process and involving stakeholders to agree on what criteria and goals drive prioritization.
Understanding customers is a fundamental activity of professional Product Management. There are many ways of gathering research that will help develop this understanding and this "Briefly Explained" presentation provides context to the What, Why and When of these different methods.
WEBINAR Replay: http://bit.ly/1lYM9nX
Wed, Apr 9, 2014 11:00 AM - 12:00 PM EST
Often when people think about innovation the first thing that comes to mind is product innovation. With ten different types of innovation, the more types you can incorporate the more chance your innovations are likely to be successful.
This webinar will show you how to use ten sources of innovation to develop the ideas that could lead to the next big thing. Topics this interactive webinar will cover are:
• Why innovation is such a hot topic and why you can't ignore the trend
• What are ten sources of innovation
• How local companies are using innovation (case studies)
• What does all this mean for my business- the innovators dilemma.
The document provides an overview of Agile product management. It discusses the problems with traditional waterfall methodology, introduces Agile concepts like short iterations and frequent reassessment. It outlines Agile roles like product owner, scrum master, and product manager. It also discusses characteristics of effective product managers, including being customer-driven, responsible for product success, and having a positive reputation among coworkers. The document aims to educate others on fundamentals of Agile product management.
This document provides an overview of customer development and outlines its key steps and goals. Customer development is a framework for discovering and validating the right market for an idea by building the minimum viable product, testing it with customers, and iterating based on customer feedback. Its objectives are to crystallize product and business model hypotheses, understand customers, and determine the next steps. The document explains customer development approaches like conducting customer interviews without pitching ideas, analyzing feedback, and validating solutions. It emphasizes the importance of getting out of one's own echo chamber and assumptions to learn directly from potential customers.
Strategy is a term that is often bandied about by many without a crystal clear understanding or definition of what it actually means.
Brainmates have unpacked the term to present a simple view of strategy.
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
Money & Metrics: Understanding your Stage and What it Means for Fundraising
Using Scoring Sheets & Lean Canvas methods, you will be able to walk away with a clear picture of what pieces are missing in your company structure to maximize your fundraising prospects.
This document outlines the key concepts taught in a class on business models and customer development. It discusses moving from traditional functional organizations and waterfall development to having founders run customer development teams and use agile development. The business model canvas is used to articulate hypotheses about the business model and keep score of customer development progress. Customer development involves testing problems before solutions through building minimum viable products and pivoting if needed based on customer feedback.
Design Techniques for Business Model GeneratorHani Tarabichi
This document discusses various techniques for designing business models, including customer insights, ideation, visual thinking, prototyping, storytelling, and scenarios. It describes each technique in 1-2 paragraphs, noting that customer insights should inform value propositions and other elements, ideation involves generating and narrowing ideas, visual thinking makes concepts concrete, prototyping explores possibilities, storytelling engages stakeholders, and scenarios provide context. The overall aim is to create innovative and viable business models.
This document discusses methods for generating new business ideas, including focus groups, brainstorming, problem inventory analysis, observation, research and development, emerging trends analysis, and creative problem solving techniques. It provides details on each method and how entrepreneurs can utilize them to develop new business concepts and opportunities.
This document outlines different product management roles and their responsibilities. It focuses on the key roles of product manager and product marketer. The product manager focuses on users, solving problems, and working with development. Their KPI is cost and they generate and validate ideas. The product marketer focuses on buyers, selling products, and working with sales and marketing. Their KPI is revenue and they plan marketing and messaging. Both roles contribute to gross margin. The document also briefly outlines other product roles like product strategist and product analyst that may share some responsibilities.
Listening to Customers in the Correct way to drive Innovationsanjoysanyal
This document discusses an outcome-driven approach to innovation that focuses on identifying customer jobs and desired outcomes rather than asking customers directly for solutions. It recommends using market research to determine the jobs customers want done, the outcomes they want to achieve, and any constraints. This allows identifying opportunities where outcomes or constraints are underserved. The document provides examples applying this approach in talent management and health/wellness to illustrate identifying specific jobs, outcomes, and constraints and determining which represent opportunities.
Hooked - Creating Habit-Forming ProductsRajeev Soni
This document provides an overview of product management fundamentals. It discusses key concepts like the product management continuum, switching costs, following metrics, pricing models, and the hooked model of user engagement. The hooked model explains how triggers, ability, motivation, and investment work together to drive user actions in a continuous cycle. The document also outlines the typical product lifecycle stages from conception to steady state operations or end of life.
This document discusses Chai Point, an Indian company that operates chai tea cafes and aims to brand chai tea. It provides background on the founder and how he saw an opportunity for a chai tea brand in India. Chai Point's mission is to fuel Indians on-the-go by providing refreshing chai tea. The document then analyzes Chai Point's growth and expansion since opening its first cafe in 2010, including opening additional locations, developing training programs, and introducing new products. It notes challenges in promoting chai tea given its ordinary image compared to coffee and competition from other tea and coffee brands. Chai Point aims to position its cafes in office and college areas to target customers looking for a ch
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Este documento presenta un estudio sobre las actitudes hacia la conservación ambiental de 3,837 estudiantes de educación secundaria de ocho departamentos del Perú. Se diseñó y aplicó una escala de actitudes y se compararon los resultados en función de variables como región natural, lugar de residencia y género. Los resultados mostraron que los estudiantes de Arequipa tienen las actitudes más favorables, seguidos de Ucayali y Lima, mientras que Huancavelica y Loreto tienen las actitudes menos favorables. También se encontraron diferencias en las actitudes
In this presentation, I will give you a brief overview of modelling your business using a canvas. After this presentation you will understand various building blocks of the canvas.
The document discusses automation in cloud computing. It introduces the topics to be covered, which are why automation is needed, what needs to be automated, and how it can be done using scripting languages or frameworks. Popular automation frameworks that are mentioned include Chef, Puppet, Cfengine, and Capistrano. The document provides an overview and demo of automation techniques.
Secure Texting Best Practices: Get Your Organization On BoardqliqSoft
The document discusses best practices for rolling out a secure texting solution in an organization. It recommends getting key stakeholders from different departments onboard from the start by forming a small cross-functional team including IT, security, compliance, legal, clinical, and executive staff. This helps validate that the solution meets the needs of the whole organization, lays the foundation for an implementation plan by getting input on factors like user groups and rollout approach, and prevents delays from unforeseen issues that could arise without buy-in from these groups. Taking the time upfront to get organizational approval and input leads to a more effective, empowered and successful long-term rollout.
Steve Jobs was an American businessman and technology visionary who co-founded Apple Inc. and led the company to create revolutionary products like the iMac, iTunes, iPod, iPhone and iPad that transformed several industries.
How to use visual cues in plain language writing | Center for Plain Language ...Center for Plain Language
Instructor: Josiah Fisk, More Carrot
Simple visual cues can give a tremendous boost to readability — or can undermine it, often significantly. In this workshop, you’ll learn what the most important visual cues are, how to use them effectively, and how to avoid the problems that can come from failing to pay attention to what your visual cues are saying. There will also be an introduction to information design for plain language writers plus hands-on exploration of the differences between graphic design and information design.
The document summarizes several key functions of blood:
1) It helps regulate body temperature and transports hormones, antibodies, oxygen, nutrients, and clotting factors throughout the body.
2) Red blood cells carry oxygen and carbon dioxide, are produced in the bone marrow, and their production increases with exercise.
3) White blood cells fight infection by producing antibodies to destroy microorganisms.
4) Platelets help the blood clot to stop bleeding and allow tissues to heal.
Blogs: Reading and Writing (no Arithmetic!)MascotManor
From the 11/10/2012 Livermore-Amador Genealogical Society Lunch 'n' Learn and Writing Group meeting. We discussed why and how to read blogs and why and how to write them.
This document discusses nursing audits, which are a way for nurses to evaluate the quality of nursing care. It provides definitions of key terms like quality and audit. Nursing audits can be internal or external. They help set standards, implement changes, and compare actual practice to standards. The document outlines the history of nursing audits and describes different types like retrospective, concurrent, and peer reviews. It discusses the purposes, methods, advantages, and disadvantages of nursing audits. An audit committee with trained auditors can help carry out the nursing audit process. In conclusion, nursing audits are important for a profession to ensure quality of care.
Google Glass is an "explorer edition" wearable computer with a camera and head-mounted display that was initially tested in 2013 and made available to developers. It has a prism projector, 1GB of RAM, 16GB of storage, Wi-Fi and Bluetooth connectivity, and sensors that allow for voice commands and sharing live video. The consumer edition was planned for early 2014.
This document discusses new product development strategies and product life cycle strategies. It describes the major stages in new product development as idea generation, idea screening, concept development and testing, marketing strategy development, product development, and test marketing. It notes that successful new product development should be customer-centered, team-centered, and systematic. The document also outlines the stages in a product life cycle as development, introduction, growth, maturity, and decline and describes strategies companies use at each stage such as increasing promotion during introduction or harvesting products in decline.
This document provides an overview of key concepts in product strategy and marketing management. It discusses:
1) Classifying products as consumer or business products and the unique challenges of services.
2) The new product development process and strategic options like new product lines or improvements.
3) The importance of branding, how brands build loyalty and equity, and advantages like risk reduction.
4) The typical stages of the product lifecycle like introduction, growth, maturity and decline.
This document discusses different types of innovation including business model innovation, process innovation, product innovation, and service innovation. It then provides examples of how a business can generate revenue from a cow, including selling milk, cheese, yogurt, meat, and leather. The key components of a business model are defined as the value proposition, revenue model, customer segments, key resources and processes, and cost structure and profit potential. Barriers to business model innovation and example business models are also outlined.
Designing a Business Model - Business Model Canvas Class 5 2024Alok Nikhil Jha
he BMC provides a holistic view of your business model, fostering strategic clarity and alignment.. It is key driver of the business. It is how you create and deliver value to your customers, make money, and operate it sustainably.
It has 9 key pointers to work on and could also be considered as a starting point of a venture
E101 october 24 2012 entrepreneurial managementJon E Worren
This presentation illustrates the emergence and impact of a new management practice based on Steve Blank's Customer Development Model and Eric Ries' lean StartUp approach.
How to apply the lean startup approach, MVP, experimenting, testing hypotheses, pivoting, questioning assumptions, learning and failing fast and finding product-market fit within eHealth's regulative markets?
Johns Hopkins Innovation Factory - Entrepreneur Development Program #2Glenn Alpert
This document summarizes a seminar on entrepreneur development. It provides guidance on setting up business operations, including registering a business, business structures, fees, and bank accounts. It also discusses brainstorming business ideas, developing value propositions, creating websites and explainer videos, and establishing advisory boards. The document outlines a process from theoretical idea generation to commercializing products through customer validation and strategic management.
This document discusses principles of marketing and new product development. It covers the new product development process, including idea generation, screening, concept development and testing, marketing strategy development, business analysis, product development, test marketing, and commercialization. It also discusses managing new product development through being customer-centered, team-based, and systematic. Additionally, it outlines strategies for different stages of the product life cycle, including introduction, growth, maturity, and decline. Finally, it touches on considerations for product decisions and social responsibility as well as international product and service marketing.
Disruptive Innovation
Overcoming the market with more than just lower pricing
Iyad Mourtada
New-Product Development
Reasons for new product failure include overestimating market size, poor design, incorrect positioning, wrong timing, pricing too high, ineffective promotion, management influence, high development costs, and competition. The new development process involves idea generation, idea screening, concept development and testing, and marketing strategy development. Types of test markets are standard, controlled, and simulated. Product life-cycle strategies must understand the current business model and look for signals to reinvent the model when needed.
New Product Development Marketing Management samiullah safi
This presentation provides an overview of the new product development process. It discusses the major stages in NPD, including idea generation, screening, concept development and testing, marketing strategy development, business analysis, product development, test marketing, and commercialization. The presentation notes that only 10% of new consumer products succeed in the long run, and that most products fail due to factors like not fulfilling needs, overestimating the market, design flaws, incorrect positioning/pricing/promotion, being pushed despite poor research, going over budget, or facing strong competitive responses. The conclusion states that following a staged NPD process can help businesses focus investments and shorten the time from idea to revenue for new products.
This document discusses innovation, idea generation, prototyping, testing, sourcing and manufacturing. It begins by exploring inspiration behind globally adopted products and services. It then covers the innovation process including analyzing trends, testing prototypes, and sourcing and manufacturing options. The document outlines learning from industry professionals about developing products, services and concepts. It also discusses managing quality through total quality management.
This document introduces the Business Model Canvas tool, which uses nine building blocks to define a business model. The nine blocks are customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The aim is to explore each block and how they work together to create and deliver value to customers. Testing assumptions with potential customers is recommended before building products or services.
Creating Value with your HR Strategy - Entrepreneurship 101 (2013/2014)MaRS Discovery District
More small businesses are remaining small, and never get out of the “startup” mode of thinking, because they don’t grow in employee population. In reality, many businesses will remain small and nimble, and will become star business performers, so waiting for employee growth to “grow up” in business performance no longer applies. Small businesses are here to stay, so how can they reach top shelf business performance with small teams?
Margo Crawford will guide entrepreneurs through some basic aspects of hiring, while still considering limited human capital and driving business performance. The focus will be on achieving common business goals: building revenues, reducing costs, growing profits, building corporate value, sustaining this value and then transferring this value. Using these filters, Margo will talk about how HR impacts on all of these areas, from simple compliance and best practices to strategic thinking and organizational design and performance.
The document discusses strategies for developing strong brands and new products, including defining different types of products and services, developing branding and positioning strategies, the new product development process, and approaches to leverage over the product lifecycle such as adapting the marketing strategy based on where the product is in its life cycle stages from introduction to decline.
New Product Development & Product Life Cycle Strategies - MarketingFaHaD .H. NooR
New-Product Development Strategy
New-Product Development Process
Managing New-Product Development
Product Life-Cycle Strategies
Additional Product and Service Considerations
Acquisition refers to the buying of a whole company, a patent, or a license to produce someone else’s product
New product development refers to original products, product improvements, product modifications, and new brands developed from the firm’s own research and development
Lean startup, customer development, and the business model canvasgistinitiative
The document discusses key concepts in lean startup methodology, including building business models focused on customer development rather than business plans, developing minimum viable products to test hypotheses, and using an iterative build-measure-learn process. It provides examples of how startups should focus on building products that solve customer pains and create gains rather than features, and emphasizes conducting customer interviews to gather evidence and test hypotheses about the business model.
This document discusses the discipline of customer development. It covers key concepts like value disciplines, customer intimacy, and operational excellence. It also outlines the phases of customer discovery including design, experimentation, and data mining. Additional sections provide guidance on testing hypotheses with customers, developing customer value propositions, prospecting and managing the sales pipeline, conducting effective presentations that address objections, and strategies for post-purchase management. The overall document serves as a guide to understanding and applying the principles of customer-centric business development.
This document summarizes a presentation on leveraging technology transfer from other industries to drive innovative product development in education technology. It discusses identifying innovations in areas like computer science, machine learning and business models that could be applied to education. The presentation provides definitions, examples of transferable areas between industries, sources to discover innovations, techniques for prototyping, and how to apply these ideas to outmaneuver competitors and achieve market leadership through innovation in education technology products.
Design Upstream: Advancing Strategic Design Without Going Against the CurrentChris Avore
This document discusses how to advance strategic design within an organization by enabling a culture change. It notes that design-averse cultures can lead to problems, while respectful collaboration empowers designers. The author advocates finding an advocate, establishing urgency, crafting a vision and story, communicating the future state, celebrating wins, and delivering results. Managers should facilitate introductions, share research, and connect design work to organizational goals. Building a design culture requires experimentation, innovation, learning, and quality. Credibility comes from delivery while vision provides access; changing culture is a process, not an event.
Similar to Creating innovative brand, product, and services (20)
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
4. Brand
Innovation
Product
Values
Key
Processes
Key
Resources
Profit
Formula
Innovation :
• Key Resources : on how a firm
resources is used
• Brand : on how a firm is using
images, and messages as his
branding
• Product : on how the firm
creates the product
• Values : on how the firm
changes how the customer looks
at the company, and how the
company looks and itself
• Key Processes : on how the
company changes itself
• Profit formula : on how the
company gains the money /
monetization.
5. Innovation that bring values
directly to customer :
• Product or services innovation
• Key Processes
• Key Resources
Innovation that bring values
indirectly to customer :
• Brand innovation
• Values innovation
• Profit formula innovation
6. Incremental and Breakthrough
Innovation
Incremental Innovation Breakthrough Innovation
Usually done regularly Not done regularly
Add little values Add huge values
Reward is small Reward is huge
Carries no risk Carries bigger risks
Done as a response to competitors Done to beat the competitors, or to
expand to another field of business
Usually related to product Related to how customer value the
product as a whole, not only from its
features.
7. Construction Destruction
Construction :
• Creating new products
• Creating new services
• Creating new values
Destruction :
• Destruction of incumbent defense
• Destruction of innovator offense
8. • Stimulate internal staff to innovate
• No punishment, but rewarded
Training of Internal
Staff
• Look up for creative talents
• Human resource development actions
• Samsung
Bringing in creative
talents
• Open of ideas from the lower management
• Management actions
• Toyota
Senior Management
Involvement
• Question of confidentiality
Outsource Ideas • For hard to achieve creativity
How to Implant Innovation
9. Sources of Ideas
Internal
R & D
Employee
Suggestion
Business
Development
Department
External
Customers
Competitors
Suppliers /
Distributors
Technology
10. Customer as Sources of Ideas
Co-creation
• Invite customers
to participate in
developing new
products
• Provide the
tools
• Usually in B2B
business
• Boeing, Lego,
Harley Davidson
Lead user analysis
• Identify most
advanced
customers and
act on it.
Crowd sourcing
• Solicit ideas
from other
groups
• Uses of Internet
for crowd
sourcing.
• Fiat, Cisco.
11. Methods
Customer groups
Internet
Formal innovation
board
Identify
Problems
Usage
Expectation
12. Activator Browser Creator Developer Executor
Generation
Screening
Development and Testing
Strategy Dev.
Business
Analysis
Product
Development
Commercializ
ation
13. Blue Ocean Strategy and Innovation
Reduce
Values
Eliminate
Raise
Create
Reduce : what values must be put
under industrial standard, for
example prices, turn around
times, lag, etc.
Eliminate : what values that could
be eliminated that is prevalent in
industry
Create : what values that could be
created that is none in the
industry.
Raise : what values that could be
put over industrial standard, such
as quality, strength, etc.
14. Morphological Analysis
Objective
Attributes
Options
Evaluate
Objective : defines what is the
objective of the innovation.
Attributes : defines the
component attributes of the
object, for example speed, prices,
etc.
Options : defines what options
we have for the attributes, and
what options we would take for
such attributes.
Evaluate : Evaluate the final
product.
15. Other Methods
Lateral Marketing
• Displacing current product with the innovative products.
Visits
• Direct visit to gain ideas and new ways to solve problems
Brainstorming
• Problem solving that focus on getting no criticism when defining
ideas
Synetics
• Problem solving that focus on getting little information and then
expanding the scope of the problem
16. Benefit of Brand
• Higher price
• Better distribution
channel
• More
products/items
Brand
Characteristics
• Strong
• Innovative
17. Brand Characteristics
Identity
Name
Slogan
Logo
Other Elements
Image
Memorable
Meaningful
Likeable
Transferable
Adaptable
Protectable
18. Stages of
Brand
Recognition Bonding
Advantage
Performance
Relevance
Presence
Continuous Support
Actual Performance
Trial / Demo
Advertising
20. Brand Asset
Valuator Model
Differentiation
Cultural
currency
Point of
difference
Relevance
Consideration
Trial
Esteem
Perception of
quality
Loyalty
Knowledge
Awareness
Customer
experience