Da Vinci StataSphere Boot Camp
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When a car gets stuck in the snow, people instantly start pushing in the same direction to get it out of the snow. But when people's personal lives or their companies get stuck, not everyone is pushing in the same direction. In fact most of the effort goes to cancelling out the work of others. The Statasphere is a brilliant new tool that instantly shows you where your purposes are misaligned. Its one simple tool, but it will make you far more efficient and give you a significant competitive edge over your competition. In addition, it will help put your entire life back into perspective? The most successful people in the world all have their own secret tools that give them an edge, so why not you? Yes, at times the chaos around us makes us crazy. The Internet Bubble, 9-11, Iraq, Afghanistan, $4 gallon gas, subprime mortgages, the Great Recession, credit crisis, YouTube, Facebook, Twitter, i-pod, i- phone/ Smartphone ... -- and we are not even 9 years into the new millennium. Clearly it is a whole new world out there, and we need a whole new way of working with it. That's where the Statasphere comes in.
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The document provides an overview of the skills, competencies, and capabilities required at different stages of developing an essential oil venture. It outlines technical competencies needed for activities like screening, propagation, cultivation, harvesting, extraction, product development, and commercialization. It also discusses strategic, organizational, relationship, and opportunity competencies required for management, marketing, sustaining the enterprise, and adapting to ensure survival. Finally, it includes a self-assessment checklist to evaluate technical competencies like botany, plant physiology, chemistry skills, and engineering knowledge relevant to different phases of the essential oil development process.
Skills & Myths of an Innovative Entrepreneur
“Skills & Myths of an Innovative Entrepreneur” managed to educate and motivate. Innovation requires the
“intuitive mind” and the “rational mind” to work in tandem, bringing the forces of hard work, keen
observation, tedious research (reading & experiencing), understanding of trends and gaps to identify a problem and re-frame it into one worth solving. This becomes a viable Startup idea. The session also tackled Myths like “You are born innovative”, “Entrepreneurs are gamblers”, “Good ideas automatically
attract funding” and so on – commonly held beliefs. The most motivating message we were left with – everybody can be innovative, one just needs to develop the skills and behavior to be that – an innovative entrepreneur.
How to invent and innovate as an individual, employee, or corporation
The document discusses various topics related to invention and innovation including: barriers to innovation within organizations, how individuals can contribute new ideas as employees, sources of innovation, and how to develop, document, and commercialize new inventions. It provides advice on how to think more innovatively and outlines processes for taking an idea from conception to implementation.
B0 present future re-gener intro new - container
This document discusses the need to transition from traditional management approaches to more modern, holistic approaches that take systems thinking into account. It references several thinkers and their ideas about complexity, paradigm shifts, and moving from Management 1.0 focused only on processes to Management 3.0 that considers people, purpose, and emerging practices. The document suggests that in a high complexity reality, traditional practices no longer work and that new leadership requires a systems-oriented, participative, and creative approach.
B0 present future re-gener intro new - container
This document discusses the need to transition from traditional linear thinking to more holistic systems thinking when addressing complex problems. It references several thinkers who advocate moving from rationalist views to integrated, post-industrial perspectives. There are challenges to paradigm shifts, but new approaches are required to deal with today's highly dynamic, social, and generative realities. Management must evolve from a focus only on processes and profits to consider people and broader impacts. Systems thinking provides a framework for navigating disruption and creating positive change.
Strategic Leadership Model
The document discusses different models of leadership and factors that contribute to effective leadership. It describes various leadership styles that are suited to different stages in an organization's lifecycle. It also discusses the need for a balanced leadership approach that incorporates innovation to enable organizations to adapt to constant and rapid change.
Challenges Facing CIOs In Government in Africa
The document discusses several challenges facing Chief Information Officers (CIOs) in government in Africa, both currently and in the future. It mentions factors like regional economic communities, continental bodies like the African Union, pressures of globalization, and the need to bridge the digital divide. It also discusses the nature of government departments, complexity of systems, need for collaboration and systemic thinking, and different levels of strategic thinking required of leaders. Lastly, it discusses the distinction between managing and leading, and proposes that change leadership requires both managing short-term issues and leading to resolve long-term challenges.
What comes after agile?
This document discusses moving organizations "Beyond Agile" by adopting a new operating system. It argues that while Agile helped with processes and tools, organizations need to focus more on individuals, interactions, and purpose. A new model called "Teal" is proposed that is holistic, self-managed, and purpose-driven. Various alternative frameworks are presented that could help reinvent organizations by focusing on values, continuous change, and empowering teams. The goal is to help organizations evolve to do their best work.
Creativity and Sustainable Innovation: The Essential Keys for Progress - Dr. ...
In order to drive sustainability within an organization, it must come from a set of practices and culture that's driven by radical thinking. Not just answers. Radical questions! Dr. Robert Epstein discusses sustainable innovation and how specific practices that stimulate creativity can be embedded into every level of an company. Topics include Generativity Theory and research, 12 creative competencies for individuals and managers, games and exercises that strengthen creativity skills and boost innovation, and three practices to keep creativity flowing.
INNOVATION FOR REAL
Until relatively recently our world was disconnected, stable, and slow to change. We saw linear innovation and commerce mostly resulting in well behaved and predictable outcomes. But all that has changed! Non-linearities introduced by networked technologies, people and organisations accelerated innovation, markets & change with emergent behaviours rapidly becoming the new norm. In turn, management, market & economic practices have seen adaptability adopted as a vital tool.
So rapid has been the rate of progress; no country, no matter how big, has all the materials, facilities, people, and innovation skills to meet demand. Our future therefore relies on the globalisation of everything including AI, robotics, production and innovation including human intellect and skills.
Technology & Energy Accounting
Conference 6 of 8 of the Introduction to Integral Permaculture series by NodoEspiral of the Permaculture Academy.
See www.PermaCultureScience.com for other conferences and audio to this one.
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Innovation Management Research - Perception Outpaces Reality
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
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5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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7:个人信誉贷款加10分
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Da Vinci StataSphere Boot Camp
- 1. A 21st Century Approach For 21st Century Business
- 3. Productivity Paradox Reengineering World Wide Web Technology The Disrupter
- 6. decision
- 13. Quantum Physics
- 14. Fields
- 15. Chaos Theory
- 18. Complex Adaptive SystemsThe world is nota machine These discoveries are rarely applied to business activities
- 19. World Wide Web
- 21. decision
- 23. Chairman Waxman to Dr. Alan Greenspan: You feel that your ideology pushed you to make decisions that you wish you had not made?
- 24. Mr. Greenspan: What I am saying to you is, yes, I found a flaw, I don’t know how significant or permanent it is, but I have been very distressed by that fact.
- 25. Chairman Waxman: You found a flaw? Mr. Greenspan: I found a flaw in the model that I perceived is the critical functioning structure that defines how the world works, so to speak.
- 26. Chairman Waxman: In other words, you found that your view of the world, your ideology, was not right, it was not working.
- 27. Mr. Greenspan: Precisely. That’s precisely the reason I was shocked, because I had been going for 40 years or more with very considerable evidence that it was working exceptionally well.
- 28. Japan India China Terrorism Deregulation Religious Extremism GlobalGreatRecession If the rate of change on the outside exceeds the rate of change on the inside, the end is near. Jack Welch Education Geo/PoliticalInstability The Web Technology Wars Global Economy Korea Iran Social Networking Global Outsourcing Globalization Water Wars Air Pollution Environment Global Corporations Tele-medicine Climate Change To big to fail Healthcare
- 29. The Spherical ApproachA recursive process Perceptions Whole/Sphere Visualize Execute Collaborate
- 38. ROI
- 41. Environmental Issues- Energy consumption - Pollution
- 43. Easy
- 44. Convenient
- 45. Non-intrusive
- 46. Impartial
- 47. Credible
- 48. Clear Value
- 50. Sphere Reflectment System Display Technology Provides full-sight* into the condition of any system Brings people together on the same page Aids them to collaborate and knowledgably interact with the system *Graphically shows the big picture—the whole—while simultaneously showing the role of the component parts
- 51. We must see how allissues connect and affect the whole of the company We often focus on one issue at a time to gain insights… But we must have “full-sight”for clarity. Quality Full-sight Sales Profits
- 52. 1ST Question starts here - clockwise Sectors are groupings of related questions Nodes represent individual questions Scale 1 to 9 9 1 5 High Low
- 53. The 5 Dimensions of a Reflectment Shape Trends Matches/Gaps Connections/Patterns Nodal Position
- 54. StataSphere Visualization with PurposeActivating our two neural “ways of knowing” Left hemisphere Right hemisphere Image/picture/relationship Text/language/story Promoting neural bihemisphericintegration through left/right brain engagement
- 57. StataSphere
- 60. Gender
- 62. Education
- 63. White – Green AA - Blue
- 64. A 21st Century Approach For 21st Century Business www.Spherit.com Phil@Spherit.com
Editor's Notes
- I’m suggesting we move this slide up to present a direct contrast between mechanistic/reductionist frameworks and CASs. You’ll also notice that I changed an item or two, Phil. I wanted to be sure and include GST since it is foundational to both biological and social sciences.