The document summarizes recommendations from an industry roundtable on scaling design-led innovation (DLI) to enhance Australian manufacturers' competitiveness. The roundtable identified priorities to introduce, advance, and broadly adopt DLI. Key recommendations include developing a common language and branding for DLI; engaging government support through existing programs; integrating DLI education into business and academic training; and establishing mentoring programs and a community of practice to share knowledge. The overall priority is to make DLI a mainstream management approach within Australian advanced manufacturing.
CREATIVITY & INNOVATION IN MANUFACTURINGT HARI KUMAR
This document discusses creativity and innovation in manufacturing human resource practices. It includes a term paper presentation submitted by 5 students on the topic. The introduction discusses how manufacturers must focus on innovation, sustainability, workforce development and other strategies. It notes that all manufacturing employees now need soft skills. The document then discusses how greater productivity, better trained employees, reduced turnover, an expanded job applicant pool and cost offsets can result from innovative HR practices. It provides examples of innovative practices from Birla, 3M and Wipro companies. Finally, it discusses low or no cost and minor cost employee recognition policies that HR can implement in companies.
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
How any organisation can drive culture and design systems to pursue practical...Toby Farren
This whitepaper will provide an insight into the different elements of modern innovation fostering,
including the various factors determining the capability of organisations to innovate internally;
the differences between frontend and backend innovation; and a focus on the relatively new
‘open’ innovation methods (including the advantages of utilizing sandboxes in the frontend
innovation process as well as collaborating with external bodies).
This presentation outlines our research and concept of introducing 'change management services' within a design consultancies service offerings.
We chose Hot Studio as the consultancy because of their unique position within the marketplace, a studio who offers strategy and digital design services as well as a small bridge into the physical design realm. This is a class project and is in no way professionally affiliated with Hot Studio.
The document provides an overview of corporate social responsibility (CSR) and social initiatives. It discusses defining CSR and the evolving nature of the definition. It outlines the traditional approach of CSR as an obligation versus the new approach of supporting corporate objectives. Benefits of CSR include increased sales, strengthened brand position, and improved ability to attract and retain employees. Challenges include choosing social issues to address and developing and implementing programs. Milton Friedman's view that the only social responsibility of business is to increase profits is also summarized.
The document discusses how organizational designs that support innovation differ from those that support current performance. It notes that innovation requires slack resources, high uncertainty, and exploration outside the current paradigm, while efficiency requires focus, execution, and innovations within the existing business model. The document then outlines characteristics of organizational models that support innovation, such as establishing autonomous R&D groups and encouraging interaction between functions.
Implementing Innovation in Organizations: TrendsSpotting's Innovation Assessm...Taly Weiss
The document describes an innovation assessment methodology used by TrendsSpotting Research to help organizations implement innovation. The methodology involves two stages: 1) Exploratory research through interviews with senior executives to understand perceptions of innovation challenges. 2) An employee innovation survey to analyze perceptions of innovation implementation, identify opportunities for improvement, and form a basis for ongoing success measurement. The survey examines factors like leadership, culture, and performance across idea generation, selection, development and commercialization stages. TrendsSpotting uses this research to provide organizations with recommendations to improve innovation readiness.
CREATIVITY & INNOVATION IN MANUFACTURINGT HARI KUMAR
This document discusses creativity and innovation in manufacturing human resource practices. It includes a term paper presentation submitted by 5 students on the topic. The introduction discusses how manufacturers must focus on innovation, sustainability, workforce development and other strategies. It notes that all manufacturing employees now need soft skills. The document then discusses how greater productivity, better trained employees, reduced turnover, an expanded job applicant pool and cost offsets can result from innovative HR practices. It provides examples of innovative practices from Birla, 3M and Wipro companies. Finally, it discusses low or no cost and minor cost employee recognition policies that HR can implement in companies.
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
How any organisation can drive culture and design systems to pursue practical...Toby Farren
This whitepaper will provide an insight into the different elements of modern innovation fostering,
including the various factors determining the capability of organisations to innovate internally;
the differences between frontend and backend innovation; and a focus on the relatively new
‘open’ innovation methods (including the advantages of utilizing sandboxes in the frontend
innovation process as well as collaborating with external bodies).
This presentation outlines our research and concept of introducing 'change management services' within a design consultancies service offerings.
We chose Hot Studio as the consultancy because of their unique position within the marketplace, a studio who offers strategy and digital design services as well as a small bridge into the physical design realm. This is a class project and is in no way professionally affiliated with Hot Studio.
The document provides an overview of corporate social responsibility (CSR) and social initiatives. It discusses defining CSR and the evolving nature of the definition. It outlines the traditional approach of CSR as an obligation versus the new approach of supporting corporate objectives. Benefits of CSR include increased sales, strengthened brand position, and improved ability to attract and retain employees. Challenges include choosing social issues to address and developing and implementing programs. Milton Friedman's view that the only social responsibility of business is to increase profits is also summarized.
The document discusses how organizational designs that support innovation differ from those that support current performance. It notes that innovation requires slack resources, high uncertainty, and exploration outside the current paradigm, while efficiency requires focus, execution, and innovations within the existing business model. The document then outlines characteristics of organizational models that support innovation, such as establishing autonomous R&D groups and encouraging interaction between functions.
Implementing Innovation in Organizations: TrendsSpotting's Innovation Assessm...Taly Weiss
The document describes an innovation assessment methodology used by TrendsSpotting Research to help organizations implement innovation. The methodology involves two stages: 1) Exploratory research through interviews with senior executives to understand perceptions of innovation challenges. 2) An employee innovation survey to analyze perceptions of innovation implementation, identify opportunities for improvement, and form a basis for ongoing success measurement. The survey examines factors like leadership, culture, and performance across idea generation, selection, development and commercialization stages. TrendsSpotting uses this research to provide organizations with recommendations to improve innovation readiness.
The document summarizes research findings on how business leaders use design and the benefits they gain. Key findings include:
1) Design is most effective when customer-centered and focused on solving customer problems.
2) Design has the greatest impact when culturally embedded in an organization, with support from senior management.
3) Design can add value to any organization, regardless of size or industry, by driving innovation, differentiation, and strengthening brands.
The document outlines 14 dimensions of innovation that companies can focus on: offerings, platform, solutions, customers, customer experience, value capture, process, organization, supply chain, presence, networking, brand. It provides a brief definition and example question for each dimension to illustrate how companies can innovate in that area. The overall message is that there are many ways for companies to approach innovation beyond just products, and considering these different dimensions can lead to new opportunities.
The document outlines an agenda for a course on foundations of business innovation. It will be taught by Andrew Maxwell, who has experience in technology businesses and teaching entrepreneurship. The course will define innovation, discuss its economic importance, and introduce different types of innovation including products, processes, business models, and services. It will also cover developing an innovation process within an organization, identifying innovation resources and constraints, and assessing how innovative an organization currently is. The goal is to provide students an introduction to core innovation concepts.
Hassan Saif prepared an innovation management report for HSK Ltd that included:
1) An overview of HSK Ltd and its acquisition of a wireless security company.
2) A discussion of innovation management frameworks and leadership approaches needed for organizational change and development of new products.
3) A proposed training plan to develop employee skills across different departments as the company expands into new markets.
The document discusses innovation process management (IPM) in healthcare. IPM uses tools and workflows to help healthcare institutions rationalize, coordinate, and focus innovative thinking and efforts. It enables ideas to thrive and technologies to come to market by examining how knowledge and ideas can be converted into improved products, processes, or services. The IPM solution addresses the end-to-end innovation management process through stages including strategize, capture, formulate, evaluate, define, and select. This helps healthcare organizations foster a culture of innovation and manage the process in an objective, strategic manner.
The document discusses tools for creating competitive advantage through innovation. It outlines different types of innovation, including products, processes, marketing, and organization. Successful innovation requires understanding customer needs and building products to meet those needs. Companies must change existing meanings and bring radically innovative products to market in order to gain a competitive edge. Innovation does not come solely from designers but from a long process involving various actors within and outside an organization. Fostering creativity throughout an entire organization, not just a few individuals, can lead to innovative ideas and competitive advantage.
1) Innovation is the introduction of a new idea, product or process into the marketplace. It involves invention plus commercialization.
2) Organizations must innovate on a continuing basis to survive in a rapidly changing economy. The goals of innovation include improving quality, creating new markets, and reducing costs and environmental damage.
3) Sources of innovation include organizational structure, management tenure, slack resources, and interunit communications. Types of innovation include product/process, open/closed, incremental/radical, and modular/architectural innovations.
The presentation from my workshop at the Organizational Development World Summit in Budapest in August 2010. The presentation outlines some theory on business model innovation and how it has been driven in a company using "The Future Space", a large group event as a central element.
Suntory, a Japanese alcohol company, is considering acquiring Distill, a UK-based liquor brand. A report analyzes the financial and strategic performance of Distill to evaluate the feasibility of the acquisition. Distill has experienced declining revenue but improved profit margins in recent years. The acquisition would expand Suntory's brand portfolio and give it access to Distill's existing markets and skilled employees. A successful integration would require managing cultural differences, developing trust between employees, and controlling costs during the transition.
1) The document discusses how organizations can achieve competitive advantage through innovation and knowledge. It presents findings from a survey on innovations in organizations in the Czech Republic.
2) Knowledge and human capital are identified as important determinants of innovation. Innovations originate from people's creativity, knowledge, skills, and experience.
3) Innovations help organizations gain competitive advantages by introducing new products and processes, improving quality, and shortening production times relative to competitors. Developing innovations is essential for creating and sustaining competitive advantage.
Organazational and Strategic innovationAfrouz Hojati
Strategic Innovation is the creation of growth strategies, new product categories, services or business models that change the game and generate significant new value for consumers, customers and the corporation
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsn...Mobilskole AS
Presentation during the Gründerskolen Alumni event on September 12 2009. See grunderskolenalumni.wordpress.com.
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsnes, CapGemini Norway
Intro of doctoral research abac dec19,2010hawaiiscott
The document discusses a study on corporate social responsibility (CSR) initiatives along the hotel supply chain in Thailand. It provides background on Pinnacle Resorts, which has 5 properties in Thailand and is involved in several CSR programs, including a youth leadership development foundation. It notes that international hotel guests at Pinnacle Resorts properties are automatically charged 1 Euro per visit, which goes to the foundation, and over half ask to have the charge removed. The document then discusses measuring the impact of CSR on areas like brand, loyalty, employee recruitment and satisfaction based on prior studies and statistics. It outlines the research methodology which will examine CSR initiatives along the supply chain through supplier focus groups, customer surveys, and manager interviews between 2009-2012.
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
Innovation and creativity 02 innovation typesKamal AL MASRI
This document discusses different types of innovation based on various classification criteria. It describes types such as incremental vs. radical, open vs. closed, market pull vs. technology push, technological vs. organizational, and social innovations. It also summarizes two famous typologies - Doblin Group's 10 types of innovation which include profit model, network, structure, etc. and Moore's 14 innovation types based on different phases of a category life cycle. The purpose of classifying innovations is to help define innovation strategies and choose appropriate methods.
The document discusses how manufacturing companies are increasingly integrating innovation into their corporate strategies and collaborating across organizational boundaries to drive innovation. Some key findings include:
1) Innovation is becoming a more integral part of corporate growth strategies and is embedded in more functions beyond just R&D.
2) Companies are looking at innovation as an important lever for improving business performance and top-line growth, in addition to developing new products.
3) R&D collaboration, customer collaboration, and supplier collaboration are seen as key ways to support localized products while leveraging synergies globally. However, challenges remain in capitalizing on customer insights and shifting supplier relationships from cost reduction to shared value creation.
This document provides strategies for innovating in three areas: value innovation, business model innovation, and market innovation. It discusses targeting non-customers, looking to different industries for inspiration, and challenging industry assumptions to drive innovation. The goal is to reinvent an organization's value proposition, business model, or approach to markets.
This document discusses the role of business process management in operational innovation. It begins with background on operational innovation, using examples from Walmart and Progressive Insurance. It then outlines four key roles of business process management: business strategy, process architecture, performance measurement, and organizational alignment. The document identifies four barriers that prevent companies from taking advantage of operational innovation: undervaluing operations, operations being out of sight and out of mind, lack of ownership over innovation, and prioritizing improvement over innovation. It argues that overcoming these barriers requires changes like senior leadership involvement in operations and dedicating resources to driving innovation.
Business model innovation 2 day workshop facilitation slidesDr. Marc Sniukas
This document discusses business model innovation. It begins with an agenda that includes defining business model innovation and outlining the process of business model innovation. The document then discusses why business model innovation is important for benefits like profit and growth. It also provides tools for describing one's current business model, including the business model canvas. The canvas is used to visualize the key components of a business model in a simple format. Finally, the document engages participants in describing their own business models using the canvas as a guide.
The document discusses innovation strategies of leading companies in software, internet, and other industries. It finds that these companies adopt radical approaches across the innovation value chain, such as allowing employees to spend 20% of work time on their own projects, using external ideas through open innovation, and rapid prototyping and beta testing. The document also notes that while Norwegian CEOs recognize the need to improve innovation performance, their companies face challenges across the innovation process from idea generation to implementation and measurement of impact. It concludes that organizations must master dimensions like culture, collaboration, processes, resources, and performance tracking to strengthen their innovation capabilities.
The document summarizes research findings on how business leaders use design and the benefits they gain. Key findings include:
1) Design is most effective when customer-centered and focused on solving customer problems.
2) Design has the greatest impact when culturally embedded in an organization, with support from senior management.
3) Design can add value to any organization, regardless of size or industry, by driving innovation, differentiation, and strengthening brands.
The document outlines 14 dimensions of innovation that companies can focus on: offerings, platform, solutions, customers, customer experience, value capture, process, organization, supply chain, presence, networking, brand. It provides a brief definition and example question for each dimension to illustrate how companies can innovate in that area. The overall message is that there are many ways for companies to approach innovation beyond just products, and considering these different dimensions can lead to new opportunities.
The document outlines an agenda for a course on foundations of business innovation. It will be taught by Andrew Maxwell, who has experience in technology businesses and teaching entrepreneurship. The course will define innovation, discuss its economic importance, and introduce different types of innovation including products, processes, business models, and services. It will also cover developing an innovation process within an organization, identifying innovation resources and constraints, and assessing how innovative an organization currently is. The goal is to provide students an introduction to core innovation concepts.
Hassan Saif prepared an innovation management report for HSK Ltd that included:
1) An overview of HSK Ltd and its acquisition of a wireless security company.
2) A discussion of innovation management frameworks and leadership approaches needed for organizational change and development of new products.
3) A proposed training plan to develop employee skills across different departments as the company expands into new markets.
The document discusses innovation process management (IPM) in healthcare. IPM uses tools and workflows to help healthcare institutions rationalize, coordinate, and focus innovative thinking and efforts. It enables ideas to thrive and technologies to come to market by examining how knowledge and ideas can be converted into improved products, processes, or services. The IPM solution addresses the end-to-end innovation management process through stages including strategize, capture, formulate, evaluate, define, and select. This helps healthcare organizations foster a culture of innovation and manage the process in an objective, strategic manner.
The document discusses tools for creating competitive advantage through innovation. It outlines different types of innovation, including products, processes, marketing, and organization. Successful innovation requires understanding customer needs and building products to meet those needs. Companies must change existing meanings and bring radically innovative products to market in order to gain a competitive edge. Innovation does not come solely from designers but from a long process involving various actors within and outside an organization. Fostering creativity throughout an entire organization, not just a few individuals, can lead to innovative ideas and competitive advantage.
1) Innovation is the introduction of a new idea, product or process into the marketplace. It involves invention plus commercialization.
2) Organizations must innovate on a continuing basis to survive in a rapidly changing economy. The goals of innovation include improving quality, creating new markets, and reducing costs and environmental damage.
3) Sources of innovation include organizational structure, management tenure, slack resources, and interunit communications. Types of innovation include product/process, open/closed, incremental/radical, and modular/architectural innovations.
The presentation from my workshop at the Organizational Development World Summit in Budapest in August 2010. The presentation outlines some theory on business model innovation and how it has been driven in a company using "The Future Space", a large group event as a central element.
Suntory, a Japanese alcohol company, is considering acquiring Distill, a UK-based liquor brand. A report analyzes the financial and strategic performance of Distill to evaluate the feasibility of the acquisition. Distill has experienced declining revenue but improved profit margins in recent years. The acquisition would expand Suntory's brand portfolio and give it access to Distill's existing markets and skilled employees. A successful integration would require managing cultural differences, developing trust between employees, and controlling costs during the transition.
1) The document discusses how organizations can achieve competitive advantage through innovation and knowledge. It presents findings from a survey on innovations in organizations in the Czech Republic.
2) Knowledge and human capital are identified as important determinants of innovation. Innovations originate from people's creativity, knowledge, skills, and experience.
3) Innovations help organizations gain competitive advantages by introducing new products and processes, improving quality, and shortening production times relative to competitors. Developing innovations is essential for creating and sustaining competitive advantage.
Organazational and Strategic innovationAfrouz Hojati
Strategic Innovation is the creation of growth strategies, new product categories, services or business models that change the game and generate significant new value for consumers, customers and the corporation
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsn...Mobilskole AS
Presentation during the Gründerskolen Alumni event on September 12 2009. See grunderskolenalumni.wordpress.com.
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsnes, CapGemini Norway
Intro of doctoral research abac dec19,2010hawaiiscott
The document discusses a study on corporate social responsibility (CSR) initiatives along the hotel supply chain in Thailand. It provides background on Pinnacle Resorts, which has 5 properties in Thailand and is involved in several CSR programs, including a youth leadership development foundation. It notes that international hotel guests at Pinnacle Resorts properties are automatically charged 1 Euro per visit, which goes to the foundation, and over half ask to have the charge removed. The document then discusses measuring the impact of CSR on areas like brand, loyalty, employee recruitment and satisfaction based on prior studies and statistics. It outlines the research methodology which will examine CSR initiatives along the supply chain through supplier focus groups, customer surveys, and manager interviews between 2009-2012.
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
Innovation and creativity 02 innovation typesKamal AL MASRI
This document discusses different types of innovation based on various classification criteria. It describes types such as incremental vs. radical, open vs. closed, market pull vs. technology push, technological vs. organizational, and social innovations. It also summarizes two famous typologies - Doblin Group's 10 types of innovation which include profit model, network, structure, etc. and Moore's 14 innovation types based on different phases of a category life cycle. The purpose of classifying innovations is to help define innovation strategies and choose appropriate methods.
The document discusses how manufacturing companies are increasingly integrating innovation into their corporate strategies and collaborating across organizational boundaries to drive innovation. Some key findings include:
1) Innovation is becoming a more integral part of corporate growth strategies and is embedded in more functions beyond just R&D.
2) Companies are looking at innovation as an important lever for improving business performance and top-line growth, in addition to developing new products.
3) R&D collaboration, customer collaboration, and supplier collaboration are seen as key ways to support localized products while leveraging synergies globally. However, challenges remain in capitalizing on customer insights and shifting supplier relationships from cost reduction to shared value creation.
This document provides strategies for innovating in three areas: value innovation, business model innovation, and market innovation. It discusses targeting non-customers, looking to different industries for inspiration, and challenging industry assumptions to drive innovation. The goal is to reinvent an organization's value proposition, business model, or approach to markets.
This document discusses the role of business process management in operational innovation. It begins with background on operational innovation, using examples from Walmart and Progressive Insurance. It then outlines four key roles of business process management: business strategy, process architecture, performance measurement, and organizational alignment. The document identifies four barriers that prevent companies from taking advantage of operational innovation: undervaluing operations, operations being out of sight and out of mind, lack of ownership over innovation, and prioritizing improvement over innovation. It argues that overcoming these barriers requires changes like senior leadership involvement in operations and dedicating resources to driving innovation.
Business model innovation 2 day workshop facilitation slidesDr. Marc Sniukas
This document discusses business model innovation. It begins with an agenda that includes defining business model innovation and outlining the process of business model innovation. The document then discusses why business model innovation is important for benefits like profit and growth. It also provides tools for describing one's current business model, including the business model canvas. The canvas is used to visualize the key components of a business model in a simple format. Finally, the document engages participants in describing their own business models using the canvas as a guide.
The document discusses innovation strategies of leading companies in software, internet, and other industries. It finds that these companies adopt radical approaches across the innovation value chain, such as allowing employees to spend 20% of work time on their own projects, using external ideas through open innovation, and rapid prototyping and beta testing. The document also notes that while Norwegian CEOs recognize the need to improve innovation performance, their companies face challenges across the innovation process from idea generation to implementation and measurement of impact. It concludes that organizations must master dimensions like culture, collaboration, processes, resources, and performance tracking to strengthen their innovation capabilities.
This document proposes an ontological model for representing rubrics digitally using Semantic Web standards like RDF and OWL. Currently, most rubrics shared online are in static, non-machine readable formats like Word documents or proprietary learning management systems. The proposed model aims to make rubrics sharable and reusable across different systems on the web by representing them semantically. It discusses how rubrics benefit both students and teachers by providing clear evaluation criteria and allowing for consistent grading. However, existing rubrics online often lack specificity and are not in open, transferable formats between different tools and systems.
Robin Pettersson, expert på digital marknadsföring på Here.se pratar digital marknadsföring och mesta utfall och konvertering på minsta insats. Presentationen hör till Wipcores frukostföreläsning om UX, design och digital marknadsföring för e-handel från den 1 juni 2016. DU kan se videoupptagning från föreläsningen på https://www.youtube.com/watch?v=CQOEEsec9Ns
Open Rubrics and The Semantic Web: Open Ed 2010bpanulla
This document discusses open rubrics and the semantic web. It introduces rubrics, their benefits, and current formats. It proposes representing rubrics using semantic web technologies like RDF, RDF Schema, and OWL to make rubrics more shareable, portable, and machine-readable. It presents a rubric ontology and examples of how rubrics could be represented as linked data. The goal is to build libraries of reusable feedback and comments by linking rubrics on the semantic web.
O documento discute o empreendedorismo e a inovação, traçando a jornada do autor de empreendedor a empresário. Ele explica como fundou startups e organizou eventos de tecnologia e empreendedorismo. Também lista autores que influenciaram sua visão sobre empreendedorismo e discute conceitos como startup, mitos e a diferença que empreendedores fazem com inovação.
The Semantic Web – A Vision Come True, or Giving Up the Great Plan?Martin Hepp
The document discusses the current state and future of the Semantic Web and linked data initiatives. It notes several successes such as the Linked Open Data cloud and schemas like Schema.org and GoodRelations. However, it argues that the original vision of the Semantic Web, which aimed to allow computers to help process information by applying structured data standards at web scale, has not fully been realized. Schemas like Schema.org focus more on information extraction than direct data consumption. The document calls for challenging assumptions through empirical analysis rather than ideological debates.
1) CIMB bank in Malaysia had a large social media presence and wanted to leverage big data from Facebook to improve their banking services and target marketing campaigns.
2) They analyzed correlations between customers' Facebook likes and debit card transaction data to identify spending patterns and target promotions.
3) CIMB then expanded their analysis to credit card transaction data to segment customers and identify opportunities to increase card usage and balances through targeted merchant offers.
4) CIMB rebuilt their big data analytics platform to more quickly generate actionable insights from their large customer data sets and enhance their business capabilities across various areas including risk management, sales, and customer analytics.
The document discusses how the International Food Information Council (IFIC) uses social media monitoring, digital content creation, and multi-channel promotion to quickly respond to issues affecting the food and beverage industry. IFIC has over 80,000 brand followers and advocates online and has addressed more than 20 issues for clients in the past quarter using its real-time response capabilities.
Este documento proporciona recomendaciones sobre cómo crear nubes de palabras, incluyendo orientar las palabras de forma horizontal para facilitar la lectura, limitar el número de palabras a 80 para mantener la legibilidad, y usar un solo color para las palabras para evitar que las diferencias impliquen información adicional. También recomienda eliminar palabras que no sean sustantivos, adjetivos o verbos para enfocarse en el contenido clave.
Suicide is a major public health issue in India, with over 16,000 student suicides reported in the last three years. Stress from academic pressures, exam fears, family issues, and lack of support are key risk factors. Every 90 minutes a teenager attempts suicide in India, with boys more likely to die by suicide than girls. Warning signs in teens include changes in mood, behavior, physical symptoms, and talking about suicide. Prevention efforts include education programs, limiting access to lethal means, counseling services, and addressing root causes like stress from school exams and parenting styles.
Leading Innovation and Change Best Practice Case Study Cl.docxcroysierkathey
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company
founders have instilled a belief in unique product creation, including life altering product
innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of
innovation has been deemed one of the company's most essential quality programs, bridging
functional groups within the organization, renewing itself through continued time and iterations.
For the client, innovation not only challenges traditional ways to thinking, but has become a key
impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would
be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's
there was a cycle of small pockets of promising technological advances, defensive moves, and
diminishing returns. Previously the company's innovation processes had been defined only within
the areas of research, product development, and engineering. The client began by analyzing past
innovations and the successes and failures associated with each, and benchmarking their own
best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall
corporate and business strategies; developing organizational roadmaps based on customers, the
market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and
select projects; and executing the selected project well. The key elements of innovation
intervention are: an innovation task force, composed of key innovators; the utilization of company
history as a resource for innovation; a focus on strengths and resources in a project of paramount
importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference
for 200 company leaders which focuses on reintroducing the innovation process.
Through the work conducted by the task force, not only were successes analyzed, but so were
areas in which the organization had fallen short over the years. By improving innovation by 10%
per year, costs could be cut in half, and doubling that rate would be equivocal to doubling the
RD&E spending level. This success would come down to the restoration of simple fundamentals:
- An environment and culture of energy and enthusiasm
- Entrepreneurial behavior at all levels
- The right people in the right places
- Sound business and technological strategies
- Improved processes for nurturing ideas
- Organizational mechanisms that could support the organization's drive for results.
Critical success factors also emerged from the client’s innovation conference, focusing on:
training programs at all levels within the company which would become a part of project reviews
and the deployment of empl ...
1) Innovation transformation drives organizational growth by fostering creativity, agility, and continuous improvement. It plays an important role in digital transformation by identifying new opportunities and optimizing business operations.
2) Examples of innovation include disruptive products from Apple, LG, Amazon, Salesforce, and Zara. Innovation can enhance customer experience, drive business growth, and foster collaboration.
3) Digital innovation focuses on creating new products and services using digital technologies, while digital transformation reimagines an organization's use of digital technologies. Innovation is critical for digital transformation and helps address challenges like resistance to change.
For the course project, you will select a country of interest (Rwa.docxmecklenburgstrelitzh
For the course project, you will select a country of interest (Rwanda) and assess the international business potential of that country and compare its characteristics to the characteristics of the United States. You will write a paper based on your research over the course of next 5 weeks. Include the following sections in the paper:
· Executive summary
· Macroeconomic condition
· Political and cultural environment
· Operations, Marketing, and Human Resource considerations
· Overall recommendations and risk assessment for making business investments into this country
The following organizations gather and publish data relevant to your course project. Use these resources for research.
· United Nations
· World Bank
· International Monetary Fund
· European Union
· Asian Development Bank
· Central Intelligence Agency
· Trade Information Center
· Japanese External Trade Organization
· Lexis-Nexis
· Ernst & Young
· International Trade Centre
· Dow Jones
· DIALOG
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company founders have instilled a belief in unique product creation, including life altering product innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of innovation has been deemed one of the company's most essential quality programs, bridging functional groups within the organization, renewing itself through continued time and iterations. For the client, innovation not only challenges traditional ways to thinking, but has become a key impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's there was a cycle of small pockets of promising technological advances, defensive moves, and diminishing returns. Previously the company's innovation processes had been defined only within the areas of research, product development, and engineering. The client began by analyzing past innovations and the successes and failures associated with each, and benchmarking their own best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall corporate and business strategies; developing organizational roadmaps based on customers, the market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and select projects; and executing the selected project well. The key elements of innovation intervention are: an innovation task force, composed of key innovators; the utilization of company history as a resource for innovation; a focus on strengths and resources in a project of paramount importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference for 200 company leaders which focuses on reintrodu.
Organisations continue to search for the magic snake oil that will bring their innovation programs to life. But there is no magic. Its about building a portfolio of experiments and abolishing the "big-bang" approach that looks for the one thing to transform the business.
Innovation process management whitepaperNeeraj Thakur
The document outlines an Innovation Process Management (IPM) solution based on the Microsoft platform to help companies manage ideas from capture through selection. The IPM solution enables companies to widen their idea pipeline, formalize the innovation process, and optimize return on investment through six stages: strategize, capture, formulate, evaluate, define, and select. The solution is built on technologies like Office SharePoint Server, Office InfoPath, and Microsoft Enterprise Project Management to facilitate collaboration and management of the innovation process.
This document discusses delivering successful corporate innovation. It identifies five key success factors for innovation success based on research, including having a relentless focus on solving customer problems, a passionate leader and team, using a common language to communicate progress, leveraging relevant skills and assets, and networking internally and externally. It also provides case studies on successful innovation initiatives at companies like BG, South Staffordshire Water Group, Abbey National and BT.
This document discusses innovative leadership and innovation. It provides learning objectives around identifying the importance of innovative leadership, types of innovation, and approaches to leading innovation within an organization. It also discusses concepts like incremental vs radical innovation, open vs closed innovation, sources of novel initiatives, thinking skills for innovation, and characteristics of innovative leadership. Key drivers of innovation are identified as improving customer experience, reducing costs, and competitive positioning.
The document discusses different types of innovation including organizational, process, product, and marketing innovation. It provides examples for each type. Organizational innovation refers to changes in business practices or workplace organization. Process innovation improves production or delivery approaches. Product innovation introduces new or improved goods/services. Marketing innovation develops new strategies around product design, packaging, pricing, or promotion. Innovation is important for continuous improvement, reinforcing brands, responding to competition/trends, having a unique selling point, and using social media. Creativity involves generating imaginative and valuable new ideas through problem solving.
The document discusses factors for success and failure in innovation. It outlines an innovation growth model with 5 phases (adhoc, program, co-creation, eco-innovation, value chain innovation) and the challenges of moving between each phase. Key success factors discussed are people, management processes, tools, and opening innovation processes to external partners through co-creation.
2016 - 2. Innovation as a core business process.potNadia Lushchak
The document discusses innovation processes and capabilities. It defines innovation processes as a series of changes from ideas to new products and services. The main stages are beginning with a problem or challenge, generating ideas collaboratively, combining and evaluating ideas, developing ideas, and implementing ideas. It also discusses four types of organizational innovation capabilities - from unaware to creative dominant positions. Sustainable innovation requires the right strategy, processes, organization, linkages, and learning to bridge ongoing and disruptive changes.
This document discusses innovation at various levels and provides strategies for overcoming barriers to innovation. It defines innovation as the search, development, adoption, and commercialization of new processes, products, and organizational structures. Innovation can occur at the national, enterprise, and individual levels. Key strategies for fostering innovation include having a shared vision and leadership commitment, promoting a culture that encourages creativity and learning, utilizing effective teamwork, and creating a climate that supports experimentation and allows for mistakes. The document emphasizes the need for flexible systems along with respect for individual initiative and growth.
How to Innovate...Strategically: What Innovation Approach Should You Use When?Kevin C. Cummins
There are four common approaches to innovation that companies utilize: Lean Startup, Design-Driven, Open Innovation and Crowdsourced Idea Management. In the "How to Innovate...Strategically" presentation, we examine how and when to use each of these methods, and which companies excel at each. We uncover the limitations and the challenges when implementing each method, and the top supporting tools for each approach. View Batterii's "How to Innovate...Strategically" presentation to learn more.
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra
Getting ‘BOLD INNOVATION’ Right
By Neelima Joseph & Lokesh Venkataswamy
The element ‘SUPPORT’ finds relevance in the innovation management system. To manage innovation effectively, the organization should jump in and facilitate the required resources for establishing, implementing, maintaining, and continual improvement of the innovation management system. The resources come in different forms such as Time, Knowledge, Financial resources, Infrastructure, and Human resources. For effective implementation of the standard, organizations are responsible for determining, providing, and managing the right people. Organizations must identify and develop teams with diverse backgrounds, to enhance cross-pollination and leverage the collective competence of the organization (ISO 56002:2019).
The element 'SUPPORT' encompasses the following sub-clauses, which are the different ways in which support could be extended:
We're a different kind of innovation firm.
Motiv is a premier innovation strategy consulting firm led by thought leader Jeneanne Rae. Our clients love working with us because we're more collaborative, joyful, and passionate than the typical consulting firm. While we're deadly serious about results, we like to create meaningful and energizing partnerships with our clients.
Senior Seminar in Business AdministrationBUS 499 Strategic.docxedgar6wallace88877
Senior Seminar in Business Administration
BUS 499
Strategic Entrepreneurship
Welcome to Senior Seminar in Business Administration.
In this lesson we will discuss Strategic Entrepreneurship.
Please go to the next slide.
Objectives
Upon completion of this lesson, you will be able to:
Analyze strategic entrepreneurship and corporate entrepreneurship.
Upon completion of this lesson, you will be able to:
Analyze strategic entrepreneurship and corporate entrepreneurship.
Please go to the next slide.
Supporting Topics
Entrepreneurship and Entrepreneurial Opportunities
Innovation
Entrepreneurs
International Entrepreneurship
Internal Innovation
Implementing Internal Innovation
Innovation Through Cooperative Strategies
Innovation Through Acquisitions
Creating Value Through Strategic Entrepreneurship
In order to achieve this objective, the following supporting topics will be covered:
Entrepreneurship and entrepreneurial opportunities;
Innovation;
Entrepreneurs;
International entrepreneurship;
Internal innovation;
Implementing internal innovation;
Innovation through cooperative strategies;
Innovation through acquisitions; and
Creating value through strategic entrepreneurship.
Please go to the next slide.
Entrepreneurship and Entrepreneurial Opportunities
Definition
Entrepreneurial Opportunities
Essence of Entrepreneurship
Entrepreneurship is the process by which individuals or groups identify and pursue entrepreneurial opportunities without being immediately constrained by the resources they currently control.
Entrepreneurial opportunities are conditions in which new goods or services can satisfy a need in the market. These opportunities exist because of competitive imperfections in markets and among the factors of production used to produce them or because they were independently developed by entrepreneurs. Entrepreneurial opportunities come in a host of forms such in a new market. Firms should be receptive to pursuing entrepreneurial opportunities whenever and wherever they may surface.
The essence of entrepreneurship is to identify and exploit entrepreneurial opportunities; that is, opportunities others do not see or for which they do not recognize the commercial potential.
Please go to the next slide.
Innovation
Invention
The act of creating or developing a new product or process
Innovation
The process of creating a commercial product from an invention
Imitation
The adoption of a similar innovation by different firms
Innovation is a key outcome firms seek through entrepreneurship and is often the source of competitive success, especially in turbulent, highly competitive environments.
Firms engage in three types of innovative activity:
Invention is the act of creating or developing a new product or process.
Innovation is the process of creating a commercial product from an invention. Innovation begins after an invention is chosen for development. Thus, an invention brings something new into being, wh.
This document provides a framework for global in-house centers (GICs) to scale innovation in digitization. It outlines several key areas for GICs to focus on, including setting budgets and sponsorship for innovation, involving parent organizations closely in execution, and driving a culture of ideation at all levels. Specific recommendations include leveraging customer and operations data, collaborating through ideation platforms, and building skills in areas like creative thinking. The framework also stresses the importance of exposure to business contexts and ecosystems through opportunities like secondments, domestic support, and technology development.
1. The document discusses applying open innovation strategies at different stages of a company's innovation process - idea generation, idea development, and commercialization.
2. It recommends first assessing where a company's innovation process typically stalls, then using open innovation to source new insights and ideas from external partners during idea generation.
3. During idea development, the document suggests using external developers, venture funding, or acquisitions to further build out promising ideas.
4. For commercialization, it proposes leveraging suppliers, developers, and other partners to accelerate launching new products and capture more value from innovations.
The document discusses management information systems (MIS) and business innovation. MIS involves using technology to help organizations and people work more effectively. Business innovation is the process of introducing new ideas, methods, products or services to create value for an organization. Common drivers of business innovation include artificial intelligence, which is transforming many industries. Successful business innovation involves an ongoing cycle of generating, testing, developing and delivering new ideas. There are various models and types of innovation, such as product or process innovations, and innovations can be either revolutionary or incremental. While innovation offers benefits like competitive advantages, it also carries risks such as high costs and potential failures.
Similar to Design Thinking for Advanced Manufacturing _ Industry Recommendations_Dec 2014 (20)
3. Introduction
The growth problem that Australian manufacturing is facing is well known and documented1. Industry needs the capability and mindset to approach the problem
in a different way. Design led innovation is a model that will enable the industry to innovate differently – a model that shows evidence of success both locally and
globally2,3.
As part of the UTS META Design Thinking for Manufacturing Competitiveness hub, a Roundtable was organised on the 25th November 2014 to consider how
design led innovation can be scaled to enhance competitiveness, performance and profitability of manufacturers. The Roundtable brought together executives of
manufacturing enterprises from around Australia who are currently implementing design led innovation practices to enhance their businesses as well as others
having expertise in design and participating in manufacturing industry innovation practices.
The goal was not to focus on what is design led innovation but to explore how to build upon and scale the successes of the industry champions and their
journeys across the sector. Design led innovation has been successfully piloted across many programs within Australia. With these learnings from the
manufacturers themselves, the next step is to focus on how to scale this approach, and this roundtable was the first step in exploring how this could be achieved.
This roundtable sought to provide an industry voice on how to increase the numbers of Australian manufacturers successfully gaining a competitive edge from
adopting design led innovation practices.
It was a formal meeting with industry representatives asked and even challenged to consider and develop clarity on how to scale design led innovation.
4. Approach
Individual priorities
Theme identification using affinity mapping
Individual weighted prioritisation
Call to action
Calculation of group priorities
Introducing DLI
Advancing DLI within
10 representatives from 8 manufacturing Organisations
9 representatives from: Academia, Industry Associations, Interested Parties
What are the three most important
things that we must do to advance
Design Led Innovation in
manufacturing?
Broader Industry uptake
Design led innovation (DLI) is a method
of working based on commonly used
design principles used for product and
industrial design but applied to the entire
organisation and its business model. This
broad-systems approach allows firms
to rethink and grow their businesses by
transforming how they provide value to
customers consistently better than their
competitors. The approach is appropriate in
today’s economic climate, where Australia
has shifted from a low cost to a high cost
nation and is being buffeted by globalisation
headwinds. This shift has required firms
to develop new management capabilities
and a mindset that requires them to rethink
their competitive strategy, collaboration
opportunities, and markets they enter. A
more comprehensive understanding of
customer needs is also essential. By
adopting Design Led Innovation, firms
develop superior strategic capabilities
across all business functions, which enable
them to grow and lead in the markets they
enter.
The workshop reinforced the findings of
the recent research by Bucolo and King
in their report “Design for Manufacturing
Competitiveness”.
10 representatives from 8 manufacturing organisations
9 representatives from: academia, industry associations, interested parties
A.
B.
C.
December 2014 Industry Recommendations - Design Thinking for Export Competitiveness Page 4
5. Summary of Roundtable Discussion
The discussion generated in the Roundtable included the following three areas regarding the implementation and adoption of design led innovation: introducing design led innovation, essential actions and raising awareness,
advancing design led innovation within the business and the broader adoption of design led innovation by the sector.
The first step that was suggested for introducing DLI
into an organisation was to begin with an audit of the
company in order to identify holes. In particular, it was
recommended to focus on core purpose of the business
to determine whether they are actually providing value for
customers. It was also recommended to build in-house
capability by appointing a design champion and compiling
a toolbox of problem-solving techniques. Further
emphasised was the necessity to look holistically at the
application of DLI across the entire organisation, not just
at the product-level. It was suggested to act with urgency
now, but allow time for DLI to take effect. To validate the
process in the meantime, it was suggested to access
results of the successful outcomes of other companies.
To further advance DLI within their own businesses, the
champions emphasised the importance of persisting with
new mindsets – everyone in the company should embrace
having clarity of purpose, being persistent, and allowing a
prototyping mindset. There should be a vision and reason
forchange–thecompanyneedstobebrutallyhonestabout
the current state to make a case for change. To reinforce
thebenefitsofchange,itissuggestedtoaimforsomequick
short-term wins. Importantly, both the present business
and new ventures should be managed simultaneously.
To promote the wider uptake of DLI in the manufacturing
sector in general, several recommendations should be
implemented. It is recommended to look outwards as
the identification of new areas of demand creates new
opportunities. Education at all levels is seen as important
for making DLI more widely known and accepted as a
legitimate business tool. This can be achieved through
“TraintheTrainer”programsaimedatbusinessconsultants
and advisors, as well as through formal education as part
of university, TAFE, and schooling. It is also important
to provide a consistent message – a common ‘brand’
for DLI activities in business that is recognised and
understood nationally. Furthermore, the champions
strongly endorsed the idea of creating an infrastructure
to enable them to act as champions and mentors.
The typical triggers for a design led change to traditional business practices from all those in the room revolved around the presence of a crisis situation. A situation where it was understood by management that change was
needed in order to survive - this included a realisation that you cannot get bigger or more profitable by doing the same thing. Other identified motivators included:
It was felt that the main obstacle to the creation of a design led organisation was a lack of understanding around the creative, intangible assets of design. Identified sceptics included those within the whole supply chain – making
it difficult to work holistically with them - as well as staff within. Having a better narrative with plain, accessible language would make design led innovation more credible to others involved. Being able to communicate meaningful
metrics of intangible assets, and also link these to traditional business performance metrics such as sales and profit would also help.
• Needing next generation growth, the changing of the guard in family businesses
• Feeling blocked around scaling the business – not knowing how to grow
• Feeling frustrated with little progress and reward for effort, even when working hard and doing their best
It was felt that companies in this situation would be additionally motivated through the visibility of stories of other companies that show how DLI could assist them in imagining a better way and create new opportunities that
come from doing things differently.
Triggers and Motivation
Obstacles and Blockers
Introducing DLI:
EssentialsA. Advancing DLI within
the BusinessB. Broader Adoption of DLI by
the SectorC.
6. page 6February 2014 Design for Manufacturing Competitiveness
Industry Call to Action
Industry-Backed and
Targeted Promotion of
DLI
After reflecting upon the issues raised in the group discussion, the champions were each asked to indicate three salient priorities for increasing the number of Australian manufacturers using Design Led Innovation practices to
compete successfully.
The points under each recommendation are individual priorities identified by each participant in the Roundtable - they have deliberately not been summarised. The high level recommendations - in order of determined priority
by the group - form the basis of how the industry envisages the advancement, adoption and scale of Design Led Innovation summarised in the conclusion. They also outline who needs to act.
• Promote design led innovation success
stories
• Industry bodies promote design led
innovation
• Promote through business associations
• Promote as a tool to help firms stay in
touch with fast moving markets and
innovation
• Promotion of design led innovation as a
means of new benefits, growth
• Engage with leaders of companies
• Assistance to promote what we do and
expose our businesses.
• Promote through media, publications,
TV current affairs, Awards
• Enable communication through a
crisp, clear description of design led
innovation, a common language
• Common language, brand and metrics
as a prerequisite for promotion
• Use past users as champions to
promote case studies
• Create a solid simple manifesto
• Make design led innovation ‘visual’
in the workplace
• Common language (jargon) and
branding
• Common language and metrics
• A crisp, clear description of design
led innovation; common language
as enabler of communication
• Leverage existing Government
programs to include design led
innovation
• Leverage Government grants
for approval and funding
• Government funds, networks,
programs and Awards
• Common industry, education
and Government design led
innovation Strategy
• Establish leadership to develop
a co-ordinated approach -
industry led and government
supported with community
involvement.
• Educate through design led
innovation as business module
• Teach philosophy
• Get into formal education
system
• Develop design led innovation
in appropriate areas of
education system
• Accredited training
• Design led innovation
education at all levels: school,
higher education, business
• Build up design led innovation
expertise in delivery,
transformation of companies;
build design led innovation
mindset and capabilities from
workers to Board
• Make design led innovation
training available to businesses
Communicate DLI
clearly
Engage with
Government on DLI
Business training in
DLI and Integrate into
Education System
1. 2. 3. 4.
December 2014 Industry Recommendations - Design Thinking for Export Competitiveness Page 6
7. page 7February 2014 Design for Manufacturing Competitiveness
Mentoring and Peer
Support
Leading and Managing
Design Led Innovation
• Make it mainstream
• Get acceptance from ‘old school’
thinkers, advisers, leaders
• Draw lessons from introduction of
lean manufacturing
• Make it more easily implemented
as an organisational system and
process
• Make design led innovation
training available to businesses
• Use professional bodies,
accreditation, conferences, Train
and Trainer programs
• Needs everyone in company
involved
• Communicate clear purpose to
entire business
• Inculcate love in daily activity,
work
• Get everyone on board and
influence constructive mindsets
• Abandon growth, focus on quality
• CEO Groups and internal
disruptor groups
• Mentoring to sustain design led
innovation in business
• Peer business support groups.
• Use past users as champions to
promote case studies
• Pre-qualified design led
innovation mentors and auditors
• Must be willing to re-evaluate
everything
• Strong demonstrable commitment
from top management
• A sense of urgency but taking the
time to get strategy, direction right
• Relate it squarely to profitable
service and product outcomes
All eight high level priority actions are important by definition. The key difference between high priority and lower priority items seems to be a reflection of narrower, more specific actions being
lower priority. In some cases they are specific examples of the ‘how’ relating to achieving the high scoring items.
When acting upon the recommendations above, it is important to be aware of the possible connections between items; for example, while clear communication is rated second (#2), it is clearly
a prerequisite to enable the achievement of both promotion (#1) and education (#3).
Whilst priority actions have been identified it seems fundamental that an integrated approach to building an ecosystem to support the adoption of Design Led Innovation (incorporating aspects
of all issues identified) would have increased prospect of success.
Create Mainstream
Acceptance
Get All Involved and
Get Organisational
Alignment
5. 6. 7. 8.
December 2014 Industry Recommendations - Design Thinking for Export Competitiveness Page 7
8. page 8February 2014 Design for Manufacturing Competitiveness
Consistent branding and terminology
Conclusion
The urgency for a common and easily understood
language is key. Terminology used must make
sense to business and industry - short, simple and
compelling. Credibility can be built through links to
the achievement of profitable product and service
outcomes. It is important to continue the research
and build the evidence base for DLI as driving
strong business performance, using metrics to
make the case. This will drive the required change
in mindset within the manufacturing industry –
from the Board down and from the shopfloor
up. It is also vital to emphasise public promotion
through case studies and success stories in order
to shift community and government perception to
a more positive view of Australian manufacturing
and hence, the allocation of resources. Support
from academia in this research and also access
to mainstream media to promote DLI will assist
this need.
Education
It is also recommended to employ the development
of toolkits of DLI techniques to enable self-directed
learning by manufacturing firms with back-up support
services. This will help all levels of the manufacturing
workforce and management learn and apply design
thinking practices on the job - facilitating learning
by doing. Other education choices should include
intensive applied learning programs aimed at
CEOs, introductory programs, DLI for engineers
or marketers and other functional specialists, on-
demand modules, and refresher and extension
courses. It must be timely and practically applied not
just awareness and information.
Mentoring program and the
establishment of a community of
practice
The communication, education, and mentoring in
DLI should be further supported by the development
of a strong DLI ‘community of practice’ among
manufacturers. This will create a within-industry
infrastructure that enables the members a place
to facilitate knowledge flow, transfer of tacit
knowledge, antidote to isolation, access to sources
of case studies and war stories, joint problem-solving
opportunities, a vehicle for business performance
monitoring and metrics, and a point of contact for
greater public awareness of DLI and its ability to
transform Australian manufacturing.
This document presents industry’s voice and their desire and strategy to scale DLI to grow the
Australian advanced manufacturing sector. This will need co-ordination and integration across the
innovation eco-system and leadership from the sector. Through the Australian Design Integration
Network (ADIN), the views of industry will be taken forward and lessons captured and reported
back to the sectors and stakeholders.
The overarching challenge and priority identified by industry for how to scale DLI, is to make DLI and design thinking practices a mainstream
integrated approach; rather than a fringe or self-serving specialist initiative. This includes the many existing approaches to transforming advanced
manufacturing firms and innovation programs provided by the government. Current government programs and grants would benefit from being
leveraged to create a mainstream approach. We believe this can be activated by positioning DLI as a general purpose technique for high performance
manufacturing. This integrated approach would include the following priorities:
December 2014 Industry Recommendations - Design Thinking for Export Competitiveness Page 8
To be used and the outcomes it delivers to be
developed.DLIisfirstandforemostamanagement
capability which will enable other transformation
activities to be achieved and mindsets to be
developed.
Investment is needed in ‘Train the Trainer’
programs and education for the businesses
themselves, accredited business consultants,
industry and professional associations.
The mentoring and peer support programs from
‘experienced hands’ for those new to DLI should
be reinforced, encouraging shared learning by
interacting with others.
9. page 9February 2014 Design for Manufacturing Competitiveness
Enable and support design led innovation and design thinking practices within
Australian advanced manufacturing as a mainstream integrated approach through:
• Leveraging existing government programmes
• Developing a common and easily understood terminology when referring to
Design Led Innovation within the industry, mainstream media and academia.
• Investing in Design Led Innovation Education across all levels and all
professions, including the accreditation of consultant practitioners
• Providing the infrastructure and support for mentoring programs and the
establishment of a community of practice
Industry Recommendations
December 2014 Industry Recommendations - Design Thinking for Export Competitiveness Page 9