The way we think about the future has an impact on the shape of the world we live in, and the way we design the products, services, systems and experiences that make up much of our daily quality of life. Are current global challenges presenting us with an opportunity to create positive new visions, or do they represent a threat to the survival of humanity? How can design help to shape a more optimistic view of the future?
Innomantra's Viewpoint - Casting Innovation Leadership in Future Organisation Innomantra
Innovation has been referred to as a ‘Short Skirt’ that’s been in and out of fashion: popular in good times and tossed back into the closet in downturns as quoted by a leading consulting firm, today; it's different as it combines art, science, system, and people however with increased uncertainty the need for Innovation and managing Innovation is best achieved with leadership and planning.
By aligning to ISO 56000 Series-Innovation Management Standard framework, 'LEADERSHIP' establishes an innovation vision, strategy, and policy, including the necessary roles and responsibilities based on the organization's context. Leadership is one of the factors that affect innovation in organizations.
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Talk given at UXNZ 2016, exploring key "edges" of practice we are exploring in co-design in Aotearoa. With thanks to all the community members and practitioner who shared their experiences in this talk.
Talk Abstract:
Across Aotearoa (New Zealand), co-design is rapidly being adopted in public and community contexts to tackle complex national issues and policies such as youth employment; smoking cessation; community health and wellbeing; homelessness
and family violence.
Many of these are large-scale, complex social change innovations and experiments that bring together new groups of people, which means working together in new ways. The opportunity to scale co-design to help address systemic national social challenges is both awesome and terrifying. This talk highlights some of the key trends, changes, opportunities and challenges emerging in co-design for social innovation and social outcomes in Aotearoa.
Innovate or die. In 1997 American business writer Tom Peters coined this famous phrase. It was true then and rings even more true now. For CEOs worldwide it’s obvious: Innovation is critically important to an organization’s success, and it is imperative that it remains a key corporate strategy.
To move beyond survival and actually thrive, leading organizations know that innovation is the way to supercharge an organization and shift it to growth. In fact, 33% of global business leaders rank “the innovation of new products and services” as their companies’ top focus in the next three years, according to a recent study by McKinsey. But the reality these organizations confront, notes McKinsey, is that innovation faces ongoing challenges, such as increasing global competition, short-term priorities, and the need to integrate it into key organizational objectives. As a result it remains elusive, and leading organizations are looking to uncover every possible way to boost their I.Q.—i.e., their innovation quotient.
IBM’s recent Global CEO Study found that 69% of leaders believe they need to look outside their own organizations to prime the innovation pump. “Companies in all sorts of industries and markets are struggling to understand innovation, and looking for ways to drive more disruptive thinking,” says Sara Armbruster, vice president, Steelcase WorkSpace Futures and corporate strategy. “External partners can be a catalyst for new ideas, but organizations also need to build an internal culture of innovation.”
Innomantra's Viewpoint - Casting Innovation Leadership in Future Organisation Innomantra
Innovation has been referred to as a ‘Short Skirt’ that’s been in and out of fashion: popular in good times and tossed back into the closet in downturns as quoted by a leading consulting firm, today; it's different as it combines art, science, system, and people however with increased uncertainty the need for Innovation and managing Innovation is best achieved with leadership and planning.
By aligning to ISO 56000 Series-Innovation Management Standard framework, 'LEADERSHIP' establishes an innovation vision, strategy, and policy, including the necessary roles and responsibilities based on the organization's context. Leadership is one of the factors that affect innovation in organizations.
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Talk given at UXNZ 2016, exploring key "edges" of practice we are exploring in co-design in Aotearoa. With thanks to all the community members and practitioner who shared their experiences in this talk.
Talk Abstract:
Across Aotearoa (New Zealand), co-design is rapidly being adopted in public and community contexts to tackle complex national issues and policies such as youth employment; smoking cessation; community health and wellbeing; homelessness
and family violence.
Many of these are large-scale, complex social change innovations and experiments that bring together new groups of people, which means working together in new ways. The opportunity to scale co-design to help address systemic national social challenges is both awesome and terrifying. This talk highlights some of the key trends, changes, opportunities and challenges emerging in co-design for social innovation and social outcomes in Aotearoa.
Innovate or die. In 1997 American business writer Tom Peters coined this famous phrase. It was true then and rings even more true now. For CEOs worldwide it’s obvious: Innovation is critically important to an organization’s success, and it is imperative that it remains a key corporate strategy.
To move beyond survival and actually thrive, leading organizations know that innovation is the way to supercharge an organization and shift it to growth. In fact, 33% of global business leaders rank “the innovation of new products and services” as their companies’ top focus in the next three years, according to a recent study by McKinsey. But the reality these organizations confront, notes McKinsey, is that innovation faces ongoing challenges, such as increasing global competition, short-term priorities, and the need to integrate it into key organizational objectives. As a result it remains elusive, and leading organizations are looking to uncover every possible way to boost their I.Q.—i.e., their innovation quotient.
IBM’s recent Global CEO Study found that 69% of leaders believe they need to look outside their own organizations to prime the innovation pump. “Companies in all sorts of industries and markets are struggling to understand innovation, and looking for ways to drive more disruptive thinking,” says Sara Armbruster, vice president, Steelcase WorkSpace Futures and corporate strategy. “External partners can be a catalyst for new ideas, but organizations also need to build an internal culture of innovation.”
What happens when an organisation commits itself to 'humanity above bureaucracy'?
Bureaucracy and traditional power structures hinder organisations from harnessing the power of their employees, their intelligence, ideas and passions.
New models seem necessary to build a truly human organisation, one that balances scale and speed, efficiency and creativity, control and experimentation.
We are proud to announce our twenty-first Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our sixteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The report provides an overview about the program, speakers, some highlights and results from the workshops conducted at the first Design at Business Conference on Nov 1 & 2, 2016in Berlin.
Can it handle the global, mobile, nonstop reality of business today? Because that’s the new reality for globally integrated enterprises. Business is increasingly a team sport that leverages technology to cross borders and time zones. Work is more interconnected and more complex than ever. Our work environment is the pivotal place for helping us navigate this new business world.
This new workplace must address the diverse ways people are working today. It must support enhanced collaboration, the essence of knowledge work. It needs to inspire and attract people to work at the office instead of the coffee shop. It should nurture personal wellbeing, and leverage organizational culture and the company’s brand. Overall, this workplace must make the most of every square inch of an organization’s real estate.
“There’s no company that isn’t struggling with this new business environment. Everywhere, resources are stretched thin from downsizing and a struggling economy. Business issues are more complex than just a few years ago, more organizations are working on a global platform, and every company needs its employees, along with every other corporate asset, to do more than ever,” says John Hughes, principal of Applied Research & Consulting, the global Steelcase consultancy on work and workplace.
The fact is, as companies wrestle with these issues, the workplace can be a key strategic tool: interconnected, collaborative, inspirational. A work environment designed to support people, and the flow of information and enhanced collaboration, can actually help a company solve tough business problems, build market share, and stay competitive. In other words, an interconnected workplace for an interconnected world.
An Interconnected Workplace will:
- Optimize every square foot of real estate
- Enhance collaboration as a natural way of working
- Attract, develop, and engage great talent; people really want to work there
- Build the company brand and culture
- Help improve a person’s wellbeing
Parsons | MS Strategic Design and Management
Design Innovation and Leadership:
This project is an in-depth exploration of the methods and processes required to design an innovative customer value proposition. The E-Mentor is a personalized online platform and mobile application that can provide Parson’s students with all the information, advice and resources, they need to bring their ideas to life.
Explores the need to think beyond how technology affects work practice, and look at the recursive interdependencies between technology and organisational structure, organisational culture, and business model. Presented at the Intranets 2015 Conference in Sydney in May 2015, hosted by Step Two.
A New Lens For Leading Organizations
In a challenging, complex and competitive environment, business leaders everywhere are united by a common desire: to anticipate the future and act on it now.
At Steelcase a team of 43 WorkSpace Futures researchers, strategists and advanced applications experts spend a lot of time thinking about the future. Specifically, how to think about the future through a set of themes and by co-creating applications with leading organizations. It’s a rigorous approach of studying evolving issues and weak signals — what they call “embedded pockets in the future horizon that are likely to become more persistent over the next 10+ years.”
360 Magazine asked this team to share their perspective about the various patterns they see forming around work, space and information — the patterns and behaviors that leading organizations should be thinking about to better prepare their companies for tomorrow. They identified four macro themes shaping how we work:
Creative Collaboration
Living on Video
Culture Matters
Economics of Wellbeing
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
What are Success factors of Silicon Valley companies? What defines a powerful innovation culture and what are possible roadblocks to innovation? What can we learn from the valley?
For further questions do not hesitate to directly contact the authors.
Design Management is about linking
" Good Design " &
" Excellence in Management "
So what are the challenges of successful management ? Look into the best thinkers in management pertinent for DM and share .Post 3 /7
If you missed the previous posts
send us an email bbm@designence.com
we shall send them to you with pleasure .
Presentation by Peter Jones at RSD4 Banff, Alberta, 2015. Society can be defined as an object of culture, as culture is a medium for the collective development of social systems. Societies are not designed by a deliberative process, but are social entities that emerge over time as response to historicity and cultural development, and function largely by tacit agreement as observed in social norms.
In the 1960’s social systemicists such as Ozbekhan, Fuller, and Doxiadis advocated deliberative civic planning as a normative science for designing sustainable and preferable societies and settlements. Even though their original methodologies of normative planning (Ozbekhan), anticipatory design science (Fuller) and ekistics (Doxiadis) did not gain the results hoped in applications over time, these arguments could be lodged against most systems methodologies. Yet when we consider their views of the human capacity to design future outcomes as a serious social and political project, we in our fragmented polities in the postmodern era might take heed. An argument follows that we, as cultural innovators in our own societies, having access to the wisdom of successful past transitions or redirections, have also failed to motivate and enact changes requisite to our common concerns.
A systemic design approach is proposed toward constructing such idealizations as a necessary initial condition. The approach reconciles wisdom from our sociocultural histories with collaborative design practices of the current era to construct shared pathways to desired and feasible societal futures.
The SlideShare 101 is a quick start guide if you want to walk through the main features that the platform offers. This will keep getting updated as new features are launched.
The SlideShare 101 replaces the earlier "SlideShare Quick Tour".
What happens when an organisation commits itself to 'humanity above bureaucracy'?
Bureaucracy and traditional power structures hinder organisations from harnessing the power of their employees, their intelligence, ideas and passions.
New models seem necessary to build a truly human organisation, one that balances scale and speed, efficiency and creativity, control and experimentation.
We are proud to announce our twenty-first Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our sixteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The report provides an overview about the program, speakers, some highlights and results from the workshops conducted at the first Design at Business Conference on Nov 1 & 2, 2016in Berlin.
Can it handle the global, mobile, nonstop reality of business today? Because that’s the new reality for globally integrated enterprises. Business is increasingly a team sport that leverages technology to cross borders and time zones. Work is more interconnected and more complex than ever. Our work environment is the pivotal place for helping us navigate this new business world.
This new workplace must address the diverse ways people are working today. It must support enhanced collaboration, the essence of knowledge work. It needs to inspire and attract people to work at the office instead of the coffee shop. It should nurture personal wellbeing, and leverage organizational culture and the company’s brand. Overall, this workplace must make the most of every square inch of an organization’s real estate.
“There’s no company that isn’t struggling with this new business environment. Everywhere, resources are stretched thin from downsizing and a struggling economy. Business issues are more complex than just a few years ago, more organizations are working on a global platform, and every company needs its employees, along with every other corporate asset, to do more than ever,” says John Hughes, principal of Applied Research & Consulting, the global Steelcase consultancy on work and workplace.
The fact is, as companies wrestle with these issues, the workplace can be a key strategic tool: interconnected, collaborative, inspirational. A work environment designed to support people, and the flow of information and enhanced collaboration, can actually help a company solve tough business problems, build market share, and stay competitive. In other words, an interconnected workplace for an interconnected world.
An Interconnected Workplace will:
- Optimize every square foot of real estate
- Enhance collaboration as a natural way of working
- Attract, develop, and engage great talent; people really want to work there
- Build the company brand and culture
- Help improve a person’s wellbeing
Parsons | MS Strategic Design and Management
Design Innovation and Leadership:
This project is an in-depth exploration of the methods and processes required to design an innovative customer value proposition. The E-Mentor is a personalized online platform and mobile application that can provide Parson’s students with all the information, advice and resources, they need to bring their ideas to life.
Explores the need to think beyond how technology affects work practice, and look at the recursive interdependencies between technology and organisational structure, organisational culture, and business model. Presented at the Intranets 2015 Conference in Sydney in May 2015, hosted by Step Two.
A New Lens For Leading Organizations
In a challenging, complex and competitive environment, business leaders everywhere are united by a common desire: to anticipate the future and act on it now.
At Steelcase a team of 43 WorkSpace Futures researchers, strategists and advanced applications experts spend a lot of time thinking about the future. Specifically, how to think about the future through a set of themes and by co-creating applications with leading organizations. It’s a rigorous approach of studying evolving issues and weak signals — what they call “embedded pockets in the future horizon that are likely to become more persistent over the next 10+ years.”
360 Magazine asked this team to share their perspective about the various patterns they see forming around work, space and information — the patterns and behaviors that leading organizations should be thinking about to better prepare their companies for tomorrow. They identified four macro themes shaping how we work:
Creative Collaboration
Living on Video
Culture Matters
Economics of Wellbeing
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
What are Success factors of Silicon Valley companies? What defines a powerful innovation culture and what are possible roadblocks to innovation? What can we learn from the valley?
For further questions do not hesitate to directly contact the authors.
Design Management is about linking
" Good Design " &
" Excellence in Management "
So what are the challenges of successful management ? Look into the best thinkers in management pertinent for DM and share .Post 3 /7
If you missed the previous posts
send us an email bbm@designence.com
we shall send them to you with pleasure .
Presentation by Peter Jones at RSD4 Banff, Alberta, 2015. Society can be defined as an object of culture, as culture is a medium for the collective development of social systems. Societies are not designed by a deliberative process, but are social entities that emerge over time as response to historicity and cultural development, and function largely by tacit agreement as observed in social norms.
In the 1960’s social systemicists such as Ozbekhan, Fuller, and Doxiadis advocated deliberative civic planning as a normative science for designing sustainable and preferable societies and settlements. Even though their original methodologies of normative planning (Ozbekhan), anticipatory design science (Fuller) and ekistics (Doxiadis) did not gain the results hoped in applications over time, these arguments could be lodged against most systems methodologies. Yet when we consider their views of the human capacity to design future outcomes as a serious social and political project, we in our fragmented polities in the postmodern era might take heed. An argument follows that we, as cultural innovators in our own societies, having access to the wisdom of successful past transitions or redirections, have also failed to motivate and enact changes requisite to our common concerns.
A systemic design approach is proposed toward constructing such idealizations as a necessary initial condition. The approach reconciles wisdom from our sociocultural histories with collaborative design practices of the current era to construct shared pathways to desired and feasible societal futures.
The SlideShare 101 is a quick start guide if you want to walk through the main features that the platform offers. This will keep getting updated as new features are launched.
The SlideShare 101 replaces the earlier "SlideShare Quick Tour".
IIDEX 2013
Abstract: This presentation aims to put strategic design into perspective as a new culture of decision-making. Design strategy is about creating roadmaps and brand experiences that are transcendent and resilient. It is about processes that embark on social engagement as a catalyst for systemic organizational change. It is about systems of products and services that are strategically innovative and holistic. Design strategy is about a mindset, a way of thinking and a set of tools that help businesses, organizations and institutions realize what it is that they should be doing next, how they can do it, and most importantly, why they should be doing it in the first place.
Article # 7 The Design Management series Epilogue and a story from real life Brigitte Borja de Mozota
Thank you for your joyful support in these 7 Design Management series . Join us in the conversation to co -design the concluding article . Have a good read . Steinar & Brigitte
The Design Management series 6/7 : How design relates to your corporate strategy .
Choose Design competitive advantage .
External "design value you can see " in your marketing and R&D strategy ?
or Internal "design value you can't see " design as a core competency based on designers skills and changing your company 's Knowledge Capital ?
A lecture by Outi Kuittinen for The New School’s Transdisciplinary Design MA program on how to use co-creation as a strategic tool for change.
Email: outi.kuittinen(a)demoshelsinki.fi Twitter: @outikookoo
The taste of innovation build-10 x-valuefactory-90days-master-program-brochureFlevum
Brochure The Taste of Innovation | Beyond Performance Experience
How to build your 10x-ValueFactory in 90 days (introduction)
We leven in opwindende tijden - waarin de manier waarop we met elkaar werken sterk aan het veranderen is, waarin de focus naast presteren, veel meer is gaan liggen op de mens. Leiders zijn zich meer en meer bewust dat als het hun mensen goed gaat, het ook goed gaat met de organisatie.
Uitspraken binnen deze context zijn gedaan door:
Wendy Woods - Sr. Partner Boston Consulting Group: “Smart, committed people. They are our most precious and powerful resource. And many of the innovations that people have created recently enable even more people to contribute in even more substantial ways. That’s a significant part of why I’m so optimistic about our future.”
Ed Catmull - Co-founder Pixar: “Talent is rare. Management’s job is not to prevent risk but to build the capability to recover when failures occur.”
Of denk aan het “Growth Manifesto” initiatief van Neville Isdel (Coca-Cola) hoe terug te gaan naar “living our values”, hoe beter samen te werken en mensen te ontwikkelen om ultieme prestatie mogelijk te maken.
Bovenstaande voorbeelden schijnen hun licht over desastreuze focus op alleen presteren bij bedrijven zoals Enron, Lehman Brothers, Atari, Kodak …
Het feit dat klanten producten en/of diensten afnemen geeft aan dat er waarde wordt toegevoegd. De vraag is:
Welke waarde gaat morgen - onbewust ? - gewenst worden?
Wanneer is morgen?
Hoe maken wij contact met morgen?
Hoe creëert u uw eigen WaardeFabriek die antwoorden geeft op deze vragen?
Uw eigen WaardeFabriek?
DeWaardeFabriek gunt iedere organisatie haar eigen WaardeFabriek, waarin het gezamenlijk op zoek gaan naar EN het realiseren van de waarde voor morgen centraal staat.
Samen met DeWaardeFabriek laten wij u tijdens deze bijeenkomst proeven van de elementen die uw eigen WaardeFabriek succesvol maken. Deze elementen in deze bijeenkomst vormen onderdeel van een master-programma “How to build your 10x-ValueFactory in 90 days” dat speciaal voor Flevum-leden in januari 2016 van start gaat.
Na afloop van deze bijeenkomst gaat u naar huis met praktische inzichten die u direct in de praktijk kunt brengen.
Dit programma wordt inmiddels met succes toegepast bij o.a.:
TATA Steel
Stork
SPIE
World Class Maintenance
How can an industry that places empathy at the core of its practice ignore the big problems facing South Africa and the continent? In a rapidly changing design landscape will UX designers even be relevant in the future? UX designers exist at a unique interdisciplinary juncture and it gives us the opportunity to create inspiring responses to these questions. With the maturity of design thinking, social innovation, and lean startup, we are uniquely placed to re-apply our skills to find new relevance and greater impact in doing work that matters. But taking action is not easy, even if it can be known what is to be done. In this talk David will explore the new mindsets, skills and attitudes UX designers need to adopt to shift from merely doing design to becoming design activists.
This paper talks about the impact of innovation on the upliftment of society. It aims to highlight how efficiency and innovation go hand-in-hand and how to look at innovation in terms of art and science. It also throws light on using the life-centered design approach for innovation to solve modern-day challenges.
Download Whitepaper Now: https://www.tntra.io/whitepaper-pdf/innovation-life-centred-design-and-societal-progress.pdf
Human to Human: The New Imperative for Creative SustainabilityArya Davachi
In 2020, NeueHouse and leading creative agency TBWA\Chiat\Day led a 6-week think tank comprised exclusively of NeueHouse Members and TBWA\Chiat\Day staffers, exploring the idea of Creative Sustainability — preserving and expanding our personal creative energy and a continued push for innovation in creative thinking.
This seminar series led to the creation of our Human to Human whitepaper.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
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
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.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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
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.
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/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
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.
3. The way we think about the future has an impact
on the shape of the world we live in, and the way
we design the products, services, systems and
experiences that make up much of our daily
quality of life.
Are current global challenges presenting us with
an opportunity to create positive new visions, or
do they represent a threat to the survival of
humanity?
How can design help to shape a more optimistic
view of the future?
@kvbest
5. The way in which people, processes and projects are managed and
lead can have an enormous impact on the success, or failure, of the
final outcome.
Design management is an interdisciplinary, integrative process.
2006
2010
15 languages
differentiation | competitive advantage | collaborative advantage | culture change | innovation
@kvbest
9. Design management is about the successful management of
• People, projects, processes and procedures
• Products, services, environments and experiences
• Disciplines, roles and stakeholder relations
product-service-experience systems
@kvbest
12. The process and practice of design management:
Legible London
@kvbest
13. The process and practice of
design management:
Legible London
Legible London
Yellow Book
A prototype wayfinding
system for London
LegibleLondonYellowBook
@kvbest
17. Kathryn Best Second Edition
Design plays a key role in shaping the world and
generating new products, systems and services.
Managing design can be a strategic leadership role
promoting and demonstrating the positive impact
that design can contribute to an organization at many
different levels.
Combining both theory and practice in an accessible
overview of the subject, Design Management
introduces you to design’s role in business and the
broader context, as well as to the importance of design
as a way of creating value in any organization. With
and interiors, to brand agencies, to product and retail
design plus interviews with managers of design from
around the world, Design Management is a guide for
students of design, design management, marketing,
media communications and business studies, and
for anyone involved in the management of design
and creativity. This book will lead you through the
key knowledge, practice and skills areas of design
management, focussing on strategy, process and
implementation techniques.
The second edition features new key skills exercises
and new interviews with international design leaders
and managers who offer advice and insights into the
effective leadership and management of design.
Kathryn Best is an author, speaker and entrepreneur,
with more than twenty years of experience in academia,
architecture and design consultancy. Kathryn provides
insight on the power and value of design as an enabler
of positive change in business and society. She has worked
extensively in Europe, Asia, and the Americas, coaching
and inspiring students and professionals at universities,
conferences, design centers and government
organizations. Her experience includes professional
engagements with HOK, RTKL, WATG, Wolff Olins,
Starbucks and Orange, and academic positions at higher
education institutions such as Inholland University of
Applied Sciences, University for the Creative Arts,
the Royal College of Art and Fachhochschule Salzburg.
Kathryn is a Fellow of the Royal Society for the Arts
(FRSA). www.kathrynbest.com
www.bloomsbury.com
“Kathryn Best guides you towards an
understanding of the importance of aesthetics
and design in the world of business, providing
inspirational and invaluable insights into
both the processes involved and the further
opportunities available therein.”
Professor Frans van der Reep, Inholland University
of Applied Sciences, The Netherlands
DesignManagement
ManagingDesignStrategy,
ProcessandImplementation
SECONDEDITION
KathrynBest
Required Reading Range
Design Management
Managing Design Strategy, Process and Implementation
…impacts where we will end up.
The way we think about the future…
@kvbest
18. …impacts where we will end up....
The way we think about the future…
…which impacts the shape of the
world we live in.
@kvbest
19. Business as usual is over, as a structural
overhaul of many man made systems,
institutions and business processes takes
place. In some cases, change is intentional,
and it others, change is inevitable.
What kind of future do we aspire to?
What are the benefits in shifting our
perspective by design ?
What kind of future can design inspire?
Current global challenges
@kvbest
20. May you experience
much upheaval and
trouble in your life .
Uninteresting times of
peace and tranquility are
less life enhancing.
may you live in
interesting times
@kvbest
22. People have had enough.
They know what they don t want.
They are disillusioned with the
mainstream system.
They demand change, a clearing
out the old to make way for the
new.
It s the public, not the
corporations that will determine
the future .
Yael Chanoff, SF Bay Guardian
business as usual is meeting resistance
@kvbest
23. adjust and adapt to
revenue streams
grow and diversify
revenue streams
adapting to new operating models
@kvbest
24. It is a time of financial austerity in the UK and across the rest of
Europe.
This unique event will provide arts and cultural organisations
with a range of ideas to help them decrease their reliance on
public subsidy by offering examples of strategies, examples,
collaborative opportunities and alliances.
@kvbest
25. Organisationally resistant to change
Is there a better example of a
very good idea gone terribly
wrong? It is worse than having
no UN at all.
If we had nothing we could
craft a new organisation that
actually worked. As it is, we
have this monstrosity that
masquerades as an effective
international body
The Economist/Mangopop
Verbosity at the UN: Keep Talking
structurally too big to fail
@kvbest
26. Individually open to change
Ray Anderson
Interface
Big business - the only institution
large enough, pervasive enough, and
powerful enough, to leave mankind
out…
TED: The Business Logic of Sustainability
Restructured from the bottom up:
Responsibility
Accountability
Transparency
@kvbest
27. The shape of the world we live in
social : technological : economic: environmental: political
Industrial Economy | Knowledge Economy | Creative Economy | Wisdom Economy
the reality: resistance and imbalance
@kvbest
28. -‐ An
increased
sense
of
community
and
responsibility
towards
the
environment
and
society.
-‐
An
increased
demand
for
more
transparency
and
ac9ve
par9cipa9on
in
poli9cs
and
the
economy
-‐
An
increased
familiarity
with
the
technological
tools
that
enable
people
to
connect,
share,
collaborate
and
communicate
in
new
ways
–
and
have
their
voices
heard.
The shape of the world we live in
the aspiration:
harmony and balance
@kvbest
29. Every business is in one of 5 cycles (Tom Ferry)
Start up
Growth
Cash cow
Fading
winner
Restructuring
good agent,
stuck in the past,
falling behind
‘the death of the
old’. time to go
back to start up
50% or higher
profits
consistent lead
generation and
conversion
under 3 yrs in
the business
The shape of the world we live in
@kvbest
34. alternative models: being the change
A blossoming of alternatives
Yael Chanoff, SF Bay Guardian
12 ways the Occupy movement and other
major trends have offered a foundation for a
transformative future .
Sarah van Gelder
@kvbest
48. countries (through
growing a creative culture,
economy, skills and talent)
the creative industries
One of the best ways to increase competitive
advantage between
commercial companies
(through the provision of innovative
products and services).
CBI: the top country brands in the world
www.futurebrand.com
Quality of life matters!
Businessweek’s most innovative companies
@kvbest
49. ‘The industries of the C21st will
depend increasingly on the
generation of knowledge through
creativity and innovation.’
Ideas are increasingly important to
economic well-being – individually,
locally and globally.
John Howkins, 2001. The Creative Economy. London:
Penguin
the growing power of ideas
(and how people make money from ideas)
@kvbest
50. the creative economy
The contribution of Dutch
designers to NL GDP = €2.6
billion (2005).
In terms of value added in the
Dutch economy (2001), the
design industry (€2.6 billion)
was on par with the petroleum
industry (€2.1 billion) and air
transport (€2.6 billion).
Design in the Creative Economy,
Netherlands Organisation for Applied
Scientific Research.
design policy and promotion programmes
Droog
@kvbest
51. ‘’I love anything with
an i at the start of it –
the iPhone, the iPad,
the iMac, they’re
great. And something
like the iPod… it’s a
little work of art, objet
d’art, so aesthetically
pleasing’.
Ricky Gervais
creativity, innovation and design
are big business
@kvbest
52. Creative Clusters
Creative Class
The greatest assets of any region are its people,
their individual creativity, skill and talent…
A Creative Economy Green Paper for the Nordic Region, Nordic Innovation Centre
@kvbest
53. the opportunity for creativity (media)
Creative expression as a way of life
@kvbest
55. design recap
noun
A design (noun) has form and function; it is the outcome of
the process of designing.To design (verb) is to plan, to create
or to devise. It is a process, a practice, and a way of thinking.
verb
@kvbest
56. design is holistic and people centered
Aging Better by Design
Engaging design to benefit cultural, societal,
environmental and business agendas.
@kvbest
58. stimulate and facilitate
conversation, idea generation
prototyping: no judgments, no mistakes
(design thinking)
facilitating different conversations
planning and control
decision-making in companies
cross-functional internal boards
reach decision quickly
(silo thinking)
@kvbest
59. Facilitating different conversations by taking
people out of their comfort zones.
Providing fresh thinking, creative ideas and
contextual perspectives that are outside the
boundaries of a specialist domain…
ping pong
design tools for creativity and innovation
People-powered design –
tapping into human ingenuity
to unlock innovation
@kvbest
61. "There are two Indias - those who were born before 1980 and those after.
Those born before expected to have things created for them.Those born
after want to create things for themselves. This new attitude is what's
driving growth across the nation.
Subhabrata Gosh, CEO of Celcius 100
@kvbest
62. India on track to become the world's largest economy by 2050.
As the middle class continues to emerge from the slums that are still rife all
over India, there's a growing desire for the technologies and services that we
have in the west - and more. www.smarta.com
India
India: consumers or creators?
@kvbest
63. Annual design for impact bootcamp (SWSX)
open source design library (free)
DIY creative expression
@kvbest
64. Design is a people-centred
transformational process
- envision the future
- engage stakeholders
- change how people see things
‘People-powered design engages
human-ingenuity’
- inspire new visions
- aspire to new visions
- create new propositions
…in our product service systems
…Anything is possible..
@kvbest
66. What if we freely shared best practices globally?
sharing international best practice
Each year communities that have met at the Finals of The LivCom Awards
have exchanged Best Practice and practical experience and have joined
forces to address mutual challenges.
These partnerships have inevitably lead to mutual technical advances and
more effective use of resources, including finance, and the improvement of
the quality of life within a community.
@kvbest
67. What if collaboration replaced competition?
Innovation requires a huge leap of imagination
@kvbest
68. What if economics went back to being the
science of living well ?
design for a circular economy
@kvbest
73. What if the health of the people was the highest law?
@kvbest
74. What if there were no dumb people, only dumb
systems to which people have adapted?
@kvbest
75. What if we designed for a service (to others)
economy/society?
@kvbest
76. If design can help
companies change, then
design can help people
change
@kvbest
77. Creative expression: toolkitsfrom design commission to design success
human-centered design company-centered design project-centered design
YOU NEED A VISION!
(a story)
YOU NEED A PLAN!
(a matrix)
YOU NEED A RESULT!
(a goal)
@kvbest
78. Enabling change by design means helping
companies, countries and people transform by
seeing things differently:
- future scenarios, alternative choices
- aspirational and inspirational propositions
(not just practical and attractive)
- new ways to do things
- envision: envisioning and communicating
- engage: engaging and empowering
- transform: transforming mind-sets
@kvbest
79. danke
thank you
What kind of future
do we aspire to?
Making better
choices
Making more
conscious decisions @kvbest
Kathrynbest.com
@kvbest