Teal Organizations: Reinventing organizations to promote sustainabilityKarla Córdoba
A quick introduction to the Teal Organizations concept... to start thinking about how we can create more sustainable organizations
https://medium.com/sustainability-school-blog
Presented at Empowering Sustainability on Earth Conference 2016
http://empowering-sustainability.weebly.com/
During a recent AwarenessInc Webinar, Francois Gossieuax, co-founder of The Hyper-Social Organization, decribed will describe how successful Hyper-Social organizations think differently about their business, act differently, and how they manage to transform themselves from classic post-industrial revolution organizations to true 21st Century Hyper-Social organizations.
On Context: Methods and Mindsets for Situational AwarenessWilliam Evans
It could be argued that tribes, communities of practice, organizations, and societies accrete symbolic systems that forge a common language over time to accomplish tasks usually related to the preservation, extension of power, and access to resources needed to continue to flourish and allow these networks within boundaries to feel a sense of agency and empowerment. Indeed, when one group or tribe within a larger ecosystem feels threatened or produces radical new ideas, the heretical rebels leverage common metaphors, symbols, and tactics to achieve strategic goals – at first rebelling against the existing power structure (writing manifestos, throwing molotov cocktail), supplanting the existing “high priests”. Eventually, though, they develop the same rituals that previous power structure utilized to maintain and extend their power base – the heretics eventually become the high priests of a new caste system and then anoint their own saints.
We have seen this evolution in social systems and the accretion of ‘webs of signification’ in the context of IT in general and software design and development in particular. The anthropologist Clifford Geertz said that “man is an animal suspended in webs of significance he himself has spun, I take culture to be those webs,” which can inform our understanding of tribes in a software enterprise setting. With each new principled-based movement within IT, from RUP to Agile, to Lean Software, to Lean UX and more recently DevOps and Lean Startup, the new tribe has the need to extend it’s power base beyond the context for which it was originally intended. Even if each tribe armed with their own methods and practices makes sense at a given time and place, this does not necessarily mean it’s appropriate or strategic from a systems, wholistic, enterprise, or societal perspective.
This notion is important in making strategic decisions from an enterprise perspective in terms of which ideology to deploy, how to allocate resources, and how to ensure that across the portfolio of potential ‘bets’ the appropriate methods are deployed. This tension – between tribes that wish to enjoy greater agency by proselytizing their ideology and methods into other domains, and the needs of the organization, which seeks balance across multiple competing factions to actually achieve enterprise-wide goals, is the primary challenge faced by leaders.
We’ll explore these notions, and seek to understand the various roles, practices, and methods that are either local-optima or more global in perspective, to seek to provide a framework for decision-making in uncertain and turbulent times. We’ll unpack the relationship between different horizons from probable to possible, and provide some heuristics for when things like Design Thinking or LeanUX are most appropriate, and when Agile, PMBOK, or ITIL frameworks might be the most authentic satisficing lens through which to make decisions.
Thinking “Sustainably”: The role of intentions, cognitions, and emotions in ...Norris Krueger
A fun book chapter that takes a cognitive science-ish look at social and sustainable entrepreneurship. Would LOVE your comments, of course! (Major props to my awesome co-authors too)
Teal Organizations: Reinventing organizations to promote sustainabilityKarla Córdoba
A quick introduction to the Teal Organizations concept... to start thinking about how we can create more sustainable organizations
https://medium.com/sustainability-school-blog
Presented at Empowering Sustainability on Earth Conference 2016
http://empowering-sustainability.weebly.com/
During a recent AwarenessInc Webinar, Francois Gossieuax, co-founder of The Hyper-Social Organization, decribed will describe how successful Hyper-Social organizations think differently about their business, act differently, and how they manage to transform themselves from classic post-industrial revolution organizations to true 21st Century Hyper-Social organizations.
On Context: Methods and Mindsets for Situational AwarenessWilliam Evans
It could be argued that tribes, communities of practice, organizations, and societies accrete symbolic systems that forge a common language over time to accomplish tasks usually related to the preservation, extension of power, and access to resources needed to continue to flourish and allow these networks within boundaries to feel a sense of agency and empowerment. Indeed, when one group or tribe within a larger ecosystem feels threatened or produces radical new ideas, the heretical rebels leverage common metaphors, symbols, and tactics to achieve strategic goals – at first rebelling against the existing power structure (writing manifestos, throwing molotov cocktail), supplanting the existing “high priests”. Eventually, though, they develop the same rituals that previous power structure utilized to maintain and extend their power base – the heretics eventually become the high priests of a new caste system and then anoint their own saints.
We have seen this evolution in social systems and the accretion of ‘webs of signification’ in the context of IT in general and software design and development in particular. The anthropologist Clifford Geertz said that “man is an animal suspended in webs of significance he himself has spun, I take culture to be those webs,” which can inform our understanding of tribes in a software enterprise setting. With each new principled-based movement within IT, from RUP to Agile, to Lean Software, to Lean UX and more recently DevOps and Lean Startup, the new tribe has the need to extend it’s power base beyond the context for which it was originally intended. Even if each tribe armed with their own methods and practices makes sense at a given time and place, this does not necessarily mean it’s appropriate or strategic from a systems, wholistic, enterprise, or societal perspective.
This notion is important in making strategic decisions from an enterprise perspective in terms of which ideology to deploy, how to allocate resources, and how to ensure that across the portfolio of potential ‘bets’ the appropriate methods are deployed. This tension – between tribes that wish to enjoy greater agency by proselytizing their ideology and methods into other domains, and the needs of the organization, which seeks balance across multiple competing factions to actually achieve enterprise-wide goals, is the primary challenge faced by leaders.
We’ll explore these notions, and seek to understand the various roles, practices, and methods that are either local-optima or more global in perspective, to seek to provide a framework for decision-making in uncertain and turbulent times. We’ll unpack the relationship between different horizons from probable to possible, and provide some heuristics for when things like Design Thinking or LeanUX are most appropriate, and when Agile, PMBOK, or ITIL frameworks might be the most authentic satisficing lens through which to make decisions.
Thinking “Sustainably”: The role of intentions, cognitions, and emotions in ...Norris Krueger
A fun book chapter that takes a cognitive science-ish look at social and sustainable entrepreneurship. Would LOVE your comments, of course! (Major props to my awesome co-authors too)
The three organizational structures, powers & leaderships: A closer look.
BetaCodex Network white paper No. 18, authored by Niels Pflaeging and Silke Hermann.
Every decision we make is one made on behalf of your user. How do we know the decisions we make are the right ones? It is time we initiate a conversation: About where we are and where we want to go, about how we define and measure goodness and rightness in the digital realm, about responsibility, about decisions and consequences, about building something bigger than our own apps. It is time we talk about the ethics of web design. This talk introduces a method for ethical decision making in web design and tech. Rather than a wet moralistic blanket covering the fires of creativity, ethics can be the hearth that makes our creative fires burn brighter without burning down the house.
Presented at WordCamp Europe 2018: https://2018.europe.wordcamp.org/session/the-ethics-of-web-design/
Agency — a perspective on social affairsSteve Waldman
Thinking about social affairs through a lens of human agency, and contemporary social problems as a result of a stratification of human agency, may be fruitful.
Our summer read for 2010 at Tyler Junior College is Daniel Pink's book, Drive: The Surprising Truth About What Motivates Us. Chapter 1 is called the Rise and Fall of Motivation 2.0.
The presentation is a pre-recorded voice narration by me. I hope you enjoy this presentation.
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
What makes a good Direct Salesperson?
All sales require knowledge of the following:
Small Talk Basics and Catharsis Theory
Neuroeconomic Psychology Concepts
Enemy Mine: embracing incompleteness
Buyer Behaviors and the Buyer Cycle
Management’s need to track the Sales Cycle
When to Hard Sell and when to Soft Sell
And, Sales Coaching (so to bring it all home)
What (Else) Can Agile Learn From ComplexityJurgen Appelo
How can complexity science be applied to software development? This presentation shows you which scientific concepts can be mapped to agile software development.
http://www.noop.nl
http://www.jurgenappelo.com
WECREATE Innovation presents a thought piece on 'next practice' on how to co-create breakthrough purpose-driven innovations. It contains tools, approaches, processes, mindsets and cultures, killers of innovation and drivers of innovation and more. A thorough synthesis of available thinking and cutting-edge tools from the WECREATE experience of doing disruptive innovation with leading NGOs, national and local government and Fortune 500 companies. With the intention of helping all innovators generate and implement breakthroughs - particularly those working in the complex social and impact economies.
Managing Agility: From Complex To SimpleJurgen Appelo
This is my contribution to the Pecha Kucha at the Business of Software 2009 conference. Most slides are picked from my other presentations, and there's little to no text in it.
It probably won't be useful to anyone without a video. Still, I include it here for sake of completeness.
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
What makes places like Silicon Valley tick?
Can we replicate that magic in other places?
How do you foster innovation in your own networks?
The Rainforest is a groundbreaking new book from two of the world’s leading experts at the intersection of venture capital and global development. Victor W. Hwang and Greg Horowitt propose a radical new theory to explain the nature of innovation ecosystems -- human networks that generate extraordinary creativity and economic output. They argue that free market thinking fails to consider the impact of human nature on the innovation process. This ambitious work challenges basic assumptions that economists have held for over a century.
Kirkus Revews: "insightful, forward-thinking..." "provocative..." "Hwang and Horowitt write with authority and wit, carefully backing up their theory with substantive examples. Readers get the feeling that the authors have unveiled a very big, important concept, one that could serve as the basis for intentionally, methodically developing other “rainforests” similar to Silicon Valley."
Read a preview at: www.therainforestbook.com
The three organizational structures, powers & leaderships: A closer look.
BetaCodex Network white paper No. 18, authored by Niels Pflaeging and Silke Hermann.
Every decision we make is one made on behalf of your user. How do we know the decisions we make are the right ones? It is time we initiate a conversation: About where we are and where we want to go, about how we define and measure goodness and rightness in the digital realm, about responsibility, about decisions and consequences, about building something bigger than our own apps. It is time we talk about the ethics of web design. This talk introduces a method for ethical decision making in web design and tech. Rather than a wet moralistic blanket covering the fires of creativity, ethics can be the hearth that makes our creative fires burn brighter without burning down the house.
Presented at WordCamp Europe 2018: https://2018.europe.wordcamp.org/session/the-ethics-of-web-design/
Agency — a perspective on social affairsSteve Waldman
Thinking about social affairs through a lens of human agency, and contemporary social problems as a result of a stratification of human agency, may be fruitful.
Our summer read for 2010 at Tyler Junior College is Daniel Pink's book, Drive: The Surprising Truth About What Motivates Us. Chapter 1 is called the Rise and Fall of Motivation 2.0.
The presentation is a pre-recorded voice narration by me. I hope you enjoy this presentation.
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
What makes a good Direct Salesperson?
All sales require knowledge of the following:
Small Talk Basics and Catharsis Theory
Neuroeconomic Psychology Concepts
Enemy Mine: embracing incompleteness
Buyer Behaviors and the Buyer Cycle
Management’s need to track the Sales Cycle
When to Hard Sell and when to Soft Sell
And, Sales Coaching (so to bring it all home)
What (Else) Can Agile Learn From ComplexityJurgen Appelo
How can complexity science be applied to software development? This presentation shows you which scientific concepts can be mapped to agile software development.
http://www.noop.nl
http://www.jurgenappelo.com
WECREATE Innovation presents a thought piece on 'next practice' on how to co-create breakthrough purpose-driven innovations. It contains tools, approaches, processes, mindsets and cultures, killers of innovation and drivers of innovation and more. A thorough synthesis of available thinking and cutting-edge tools from the WECREATE experience of doing disruptive innovation with leading NGOs, national and local government and Fortune 500 companies. With the intention of helping all innovators generate and implement breakthroughs - particularly those working in the complex social and impact economies.
Managing Agility: From Complex To SimpleJurgen Appelo
This is my contribution to the Pecha Kucha at the Business of Software 2009 conference. Most slides are picked from my other presentations, and there's little to no text in it.
It probably won't be useful to anyone without a video. Still, I include it here for sake of completeness.
Slides for "Intro to Systems Thinking" workshop. Session details and resources available here: http://pwoessner.wikispaces.com/Introduction+to+Systems+Thinking
What makes places like Silicon Valley tick?
Can we replicate that magic in other places?
How do you foster innovation in your own networks?
The Rainforest is a groundbreaking new book from two of the world’s leading experts at the intersection of venture capital and global development. Victor W. Hwang and Greg Horowitt propose a radical new theory to explain the nature of innovation ecosystems -- human networks that generate extraordinary creativity and economic output. They argue that free market thinking fails to consider the impact of human nature on the innovation process. This ambitious work challenges basic assumptions that economists have held for over a century.
Kirkus Revews: "insightful, forward-thinking..." "provocative..." "Hwang and Horowitt write with authority and wit, carefully backing up their theory with substantive examples. Readers get the feeling that the authors have unveiled a very big, important concept, one that could serve as the basis for intentionally, methodically developing other “rainforests” similar to Silicon Valley."
Read a preview at: www.therainforestbook.com
The talk is describes the development of the University of Michigan / Ann Arbor Entrepreneurial ecosystem over the last 10 years and the role of U-M's Tech Transfer Office. This presentation was for the National Business Incubation Association 26th International Conference on Business Incubation (2012.)
Teacher of the year essays written by abraham. My Teacher Essay | Essay on My Teacher for Students and Children - A .... My Teacher Essay in English (Essay on My Teacher 2023-2023). Essay About Your Favorit
The beer game - a production distribution simulationTristan Wiggill
A presentation by Michael D. Ford CFPIM, CSCP, CQA, CRE, CQE, Principal, TQM Works Consulting, USA delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa.
The Beer Game was developed by Jay Forrester at MIT’s Sloan business school in the early 1960s. It is a simple yet realistic simulator of the supply chain and is used as a teaching tool for systems dynamics. It has been played all over the world by thousands of people ranging from high school students to chief executive officers and government officials. Each participant plays a role in the production and distribution of a product, in this case “beer”.
Design for Social Innovation: Redesigning at the Intersection of Business, Co...Sustainable Brands
A new field of practice is emerging at the intersection of design, management, complex systems theory, facilitation, and social change. This practice, sometimes called Design for Social Innovation, is giving birth to approaches for creating with social complexity from the inside. It offers "managing emergence" as a complement to traditional management. And it treats culture as a working material rather than a mysterious and difficult barrier to change. This workshop will provide a survey of Design for Social Innovation: key approaches and practices, case studies, and opportunities they present to the Sustainable Brands community.
Organisational Development - Effective Strategies MP Sriram
Transcript of the talk given by M.P. Sriram , Partner ,Aventus Partners at the “National Seminar on
Innovation and Strategic Business Practices” conducted by SNGIST on 15.10.14
With this paper discover an easy to use framework to facilitate the emergence of great company culture, especially here a company culture of innovation. The same condition would apply to a positive and constructive company culture, the core elements being in both cases trust and self-leadership.
White paper the thinking-feeling organization (dec. 2013) finalBrian Christian
Anyone who has pursued a strategic innovation knows how difficult it can be to win internal support for even the most attractive opportunity. This is largely due to the fact that new offerings and business models are unfamiliar to -- and often cause discomfort among -- those within the organization. But companies that learn to effectively balance their analytical and emotional reactions to new opportunities are best able to assess and pursue them successfully. In this white paper, Inovo CEO Larry Schmitt explores a new paradigm for strategic innovation -- iterative deepening -- that embraces this duality of thinking and feeling and helps innovators learn to manage it effectively.
The Change Journey is a radical approach to change. It is based on the paradigm that change in organizations is not a linear path from A to B. As many of us experience, what happens in a change process is largely unpredictable. Our Change Journey Map then helps you to navigate through uncertainty. This Map is inclusive - which means whatever tools and models you are used to can be incorporated. For all of you who are involved in a change process - we invite you to become a fellow traveller! This community is the place to reflect about the journey principles and tools that go along.
My recent keynote to Japan's great new consortium to promote entrepreneurship education, focusing here on how to assess its impact/outcomes. Fit nicely with my project with EU called "EPIC" (http://epic.ecorys.com) Great audience, great questions - when the video is published, i'll link to it!
great deck from Steve Radley of Network Kansas - OMG, maybe the best rural ecosystem I know. And while they took years to get there, they paved the way (and will help you!*)
* AFTER they help Idaho, of course... ;)
Idaho passed draconian legislation enabling excessive enforcement on noncompetes in 2017 - we got made fun of (see slide 12) but in 2018, Senate Bill S1287aa is moving things back but it could go farther --assuming we want to increase job creation. (Job mobility is essential to business dynamism; business dynamism is essential to job creation (& GDP, innovation, etc.)
Noncompete Covenants Idaho senate bill s1287Norris Krueger
My testimony on a bill to revise last year's bill that added potentially draconian restrictions on employee mobility via increasing enforceability of noncompetes, I will share the research evidence against but also make the case for where we should turn our attention instead!
My second invited keynote in March- this time to an amazing audience in Tokyo -- had great attendance by a wide range of academics, entrepreneurs/champions AND high-ranking government officials. (Content overlaps with Dubai talk.) Also presenting is Boo Edgar from Gothenburg, Dr. Noriko Tajo of Hosei, Dr. Shingo Igarashi of Kyushu/QREC and Dr, Yoshii Ishii, METI.
Entrepreneurship education: How would we know if we're moving the needle?Norris Krueger
Dubai Manipal talk: the real issues in growing the entrepreneurial mindset - research opportunities and what we really need to do the grow the mindset!
How entrepreneurial ecosystems and entrepreneur mindsets co-evolveNorris Krueger
Great case of how Aalto University's killer entrepreneurship programs were designed, developed and delivered by students (the Aalto Entrepreneur Society or AaltoES) in partnership with the entrep community. Fun to see how the entrepreneurial mindset grew and co-evolved as the entrepreneurial ecosystem grew. The REAL work was done by Tua Bjorklund, scholar in residence at the Aalto Design Factory. The final version of this draft is forthcoming in the Journal of Enterprising Communities!
Opening governance in social and sustainable entrepreneurshipNorris Krueger
Academy of Management plenary session, Entrepreneurship Division 2015 (August, Vancouver) What social and sustainable entrepreneurs are telling us... teaching us about how organizational governance is changing. Amazing array of other speakers too!
Outline for a workshop/master class on how to help grow your entrepreneurial community. Battle-tested in different formats and different settings and deeply hands-on.
Neuroentrepreneurship symposium 2015 Academy of ManagementNorris Krueger
Joint research symposium applying insights from neuroscience to understanding entrepreneurship. Builds on the 2014 symposium which was SRO. This is a great crew so feel free to contact any of them
Reading list / link feast for 1st annual global summit of thought leaders on entrepreneurial ecosystems led by US Sourcelink (www.ussourcelink.com) and hosted at the Ewing Marion Kauffman Foundation (www.kauffman.org)
How to Grow, er, DEFRAG Idaho's Entrepreneurial Ecosystem in 1, 2, 3, 4 "Easy...Norris Krueger
Energy Connected speed presentation March 4, 2015:
How to Grow, er, DEFRAG Idaho's Entrepreneurial Ecosystem in 1, 2, 3, 4 "Easy" Steps! :)
The latest, greatest Idaho Tech Council /Idaho National Lab confab, the Energy Connected' symposium is March 3-4, 2015 and features a series of Ignite/pecha kucha style speed presentations. These are my overly-cluttered draft slides for this presentation - lots of embedded links but not enough plugs for my great friends who want to grow great entrepreneurial communities! Like US SourceLink, the OECD entrep crew, Klaus Sailer's Coneeect, World Entrepreneurship Forum & Junior WEF, and of course the Kauffman Foundation!
Leuphana Conference on Entrepreneurship 2015Norris Krueger
Great newer conference that focuses on creativity & innovation at Leuphana University in Luneberg! Silke Tegtmeier and her team has done a great job again thus year:
http://www.leuphana.de/zentren/rce/konferenz.html
My keynote on the entrepreneurial mindset: We talk about it all the time but never really define it :) So... how do we better understand it? Define it? Measure it? Change it? Ping me if you want to join the discussion! (And ACTION!)
November 3-6 i Potsdam -- the OECD is hosting a seminar on how to assess the impact of entrepreneurship training. This is my white paper (draft!) on how to assess student outcomes: How can we rigorously assess change in the entrepreneurial mindset? Comments definitely welcome!
Phoenix Fellow presentation: Research opportunitiesNorris Krueger
July 18 presentation to the School of Advanced Studies (UoP) as part of the new Center for Global Business Research.
Opportunities for faculty, Fellows, Chair and doctoral students to do high-grade research in ebtrepreneurship.
How to be your ecosystem’s liaison animateurNorris Krueger
Everyone says to be a connector but you need to be proactive, persuasive & professional... find the value proposition for helping your stakeholders...
Here is what I've learned!
Developing the seedbed (by David Narum of Arcata CA)Norris Krueger
A very cool battle plan to help Arcata, California to become an entrepreneurial powerhouse. MANY lessons for others, small and large... I can't take credit - this is by David Narum of Arcata - I would LOVE to hear your thoughts on how broadly applicable this is!
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
LA HUG - Video Testimonials with Chynna Morgan - June 2024
Ecosystem markers v1
1. Ecosystem Markers
Is there a term we use as much as “entrepreneurial ecosystem” without defining it, let alone measuring it?
(Besides “entrepreneurial mindset”, of course.) However, just as it is absolutely critical to nurture a more
entrepreneurial mindset, communities really need to nurture a more entrepreneurial local economy. That means
an entrepreneurial ecosystem that works to support increasing quantity (and quality!) of entrepreneurial activity.
What are the markers of a healthy ecosystem? This is a first ‘go’ to identify a reasonably comprehensive
scorecard, crowdsourced via some great entrepreneurs, scholars & educators, that is intended to be
developmental, not punitive.. please use it to spur discussion in your community!
Supporting Emergence of Opportunities
So… What do we know? (Other than we all have a relatively fuzzy mental model of a healthy entrepreneurial
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ecosystem.) My favorite soundbite is “a healthy entrepreneurial ecosystem provides a robust, friendly
framework for opportunities and entrepreneurs to emerge.”
Entrepreneurial Potential = f (Potential Entrepreneurs)
The entrepreneurial potential of any community (or organization) is quite clearly a function of the quantity &
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quality of its potential entrepreneurs . In turn, that means we need to focus heavily on what encourages and
supports potential entrepreneurs to see opportunities. To act on them. To keep going.
The infrastructure for entrepreneurship has critical elements that are tangible and entrepreneurs will tell us, if
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we’re listening. But the most powerful elements are intangible: What supports entrepreneurial thinking?
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The very best global data that we have argues there are two, maybe three potent predictors of entrepreneurial
activity – across different time periods, across countries, across different types of entrepreneurship.
Entrepreneurial human capital: How many are personally prepared to start a business?
Entrepreneurial social capital: Supportive social/cultural norms? (Fear of failure?)
(Plus a form of entrepreneurial political capital: How hard is it to start, run or grow a business?)
Strategy good; implementation better: If you can ask only one question, make it this one. Are we doing the right
things the right way and for the right reasons? (And realize that probably means the right people?)
These markers have been crowd-sourced, so credit my friends & colleagues for anything brilliant (and blame me
for any stupidities or egregious omissions!) This draft is intended to be critiqued (savagely, if need be) so please
feel free to email or tweet me ANY changes, additions, etc. The indented bold items will be put into a formal
survey once the roster of markers is finalized, we then can start using this roster of markers to spur discussion!
I. Policy Formulation
If an entrepreneurial ecosystem is developing in healthy directions, then it should be easy to see how
entrepreneurship-related policies are themselves being developed. Three markers of healthy ecosystem
development relate then to policy formulation.
First, is there a coherent/cohesive strategy to serve as an umbrella to facilitate the emergence of new
actionable opportunities or is it a grab-bag of sexy (“ooh, we could try that!”) tactics cobbled together ad hoc?
Second, is the policy formulation driven by bottom-up input or top-down design? In other words, how
much of the policy formulation represents a broad cross-section of the entrepreneurial community or is this the
province of major institutions and/or “power players”?
Third, a good way to see this is whether the form of new initiatives are driven by the new functionalities
or are they shoehorned into existing governmental/non-governmental structures. (If there is an Iron Law of
organization design, it is “form always follows function.”)
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From Thierry Volery of St Gallen (Switzerland) & I fear I may have embellished it a little ;)
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Krueger & Brazeal (1994), same title
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Cornelia & Jan Flora’s seminal work on entrepreneurial social infrastructure; my work on cognitive infrastructure
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Paul Reynolds’ awesome re-analysis of the Global Entrepreneurship Monitor data (see ‘drivers’ in my blog)
2. Cohesive strategy or collection of tactics?
Was the policy formulated top down or bottom up?
Does form follow function?
We also look to see if policy formulation is driven by proven practices, not what we want to be best
practice. Yes, every community has its unique characteristics but our “best” need not be remotely the best
option. Also, there are lots of “best” practices. Have we ensured that another community’s best practice is the
one that best fits our needs? (Not wants, needs.) Finding one plausible model to copy is NOT enough.
Nobody designs the perfect system. Without immediately throwing out the cliché of “we need to engage
in design thinking”, it is imperative that we are learning. Are we learning from our mistakes? Are we OK with
making mistakes to learn from? Is it our strategy to assume this is an iterative, trial-and-error process?
Are we really looking for proven practices in a variety of locations?
Do we act to embrace this as an intense learning process?
Do those involved get design thinking or do they want to get it perfect first?
This is the tough one. Would you rather be the “windshield” or the “bug”? (Does anyone ever say “bug”?)
Two important truths: (1) much as we’d like to avoid the windshield/bug choice, we cannot. If you do not choose
to be the windshield, you will be the bug. Your choice: Disrupt or BE disrupted.
(2) This unavoidably requires bold action and a firm, visible commitment to take bold, disruptive action
even if it also disrupts long-established ways of doing things. As I said, this one is a toughie.
Is there a passionate commitment to bold/disruptive action, no matter whose ox is gored??
(or do policy makers seek to avoid disrupting existing personal & organizational relationships?)
II. Networking/Collaborations
Healthy economies are heterarchical: A fancy way of saying they are much more bottom-up than top-
down. They have top-down elements but the top-down institutions serve the bottom-up emergence of
opportunities, not dictate what can and cannot happen. That means the economy is best represented as, well,
as ecosystem: A complex, ever-changing mess of networks and collaborations with a lot more players than we
normally consider.
Do our institutional players, especially those with the most power, act to serve the networked nature of
the economy. Do they serve the bottom-up activities or try to control them (even with best of intentions)?
One marker of this is how immersed are the institutions in the ecosystem. Universities aren’t the only
‘ivory towers’ out there, How much are the institutions embedded deeply in the community; more important, how
deeply embedded is the community in the institutions? Are institutions co-embedded with one another?
Do they play well together? Ask yourself which of your key institutions behave as if collaboration (even
with seeming rivals) is the norm. Most organizations think they are team players; in realty, very few are.
Are key institutions immersed in the ecosystem? Co-embedded? (who is, who isn’t?)
Do institutions play well together? (which do, which don’t?)
Who guards their turf and clout? (In public sector? Private sector?)
Another way to diagnose this is: Are there broad, deep (or both) networks that arise bottom-up? Or are
the most prominent networks driven by institutions? Do institutional players actively support the bottom-up
networks?
One critical role in healthy networks are ‘connectors’ – do the institutions actively support these
individuals (always people and they always surface bottom-up)?
Are your connectors more than just passive/reactive connectors responding to requests or are they
proactive, “pushers” of information and introductions. The latter have the delightful name of “liaison-animateurs”,
both fair broker and agent provocateur!
Are bottom-up networks supported visibly?
Are connectors supported visibly?
How many of your connectors are true liaison-animateurs?
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3. Does policy formulation and implementation recognize the networked nature of the entrepreneurial
ecosystem? Here is another toughie, but a very important diagnostic question to ask. Different roles/tasks are
needed to grow the economy. How do we decide who does what? (Please don’t say “Whoever did it last year”)
In strategy terms, this means focusing ruthlessly on distinctive competence, not core competence. (Core
competence = what you’re best at; distinctive competence = your sustainable competitive advantage.) In a
healthy ecosystem, we do NOT assign roles/tasks by what you do best. We look at the task and ask “OK, who is
THE best in our community at X?” That means I am unlikely to do what I think I do best, I do what adds the most
value to the ecosystem. (Just like in the marketplace!)
It also has the painful consequence that I am definitely unlikely to get to do what I want (or feel entitled to
do). We call this “alignment” (And we call the people & groups that press to do what they want “seagulls”, from
the birds in “Finding Nemo” who only say “Mine! Mine! Mine!”)
Is your community committed to alignment (DC not CC)?
Are you plagued by “seagulls”? (Are there visible sanctions?)
Now we get to some fun stuff. HERE is an area where your state or city can build a terrific competitive
edge over other communities! If there is one tangible tool that every community needs and very few have, it’s an
accurate, detailed map (or maps) of the entrepreneurial ecosystem. To do it right, we almost always need
multiple maps. Everyone THINKS they have a map; usually they don’t and almost never have good ones. Where
communities do have maps, they are at best static “laundry lists” of those in the ecosystem (usually missing at
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least one important component) . It is imperative that such maps capture the most important dynamics, such as
who is connected to whom, what are the flow of information and other resources, etc. This requires big-time
social network analysis. (Good thing we know how to do that! We just need to DO it.)
Does your community have a commitment to develop great maps of the ecosystem? Do they recognize
that this is not something for amateurs? But that it will pay off handsomely??
Does the community share the map? Do different parts of the ecosystem have a shared (and reasonably
accurate) map of their world? It’s not that we want everyone to be a connector, but wouldn’t THAT be nice?
Committed to developing best-in-class maps of the ecosystem?
Are maps shared broadly?
So how do we get started? How does a healthy community build from the bottom-up… effectively? A
powerful tool that we see in almost every healthy ecosystem is a well-done process of listening across the
ecosystem. If the top-down vision for the future of your economy is to be driven bottom-up, then we need to
bring together the visions of the different parts of the ecosystem. “Visioning” is such a cornball, touchy-feely term
these days, but there are powerful tools that do just that in ways that prevent powerful voices (or just loud ones
like mine) from dominating the discussion. They also ensure that we focus on what we have, not whining about
what we don’t have.
Several years ago, in Twin Falls (Idaho) the Western Rural Development Center held one of over 100
listening sessions on how to grow rural entrepreneurship. Amazing process! What was intriguing is that most
communities were really successful and converged on ideas that resonated broadly (most frequent #!: More
youth entrepreneurship!) This can be replicated easily and… cheaply.
Where the process did not work as well, it had been hijacked by “seagulls” who wanted to make certain
that they would be the key players. Or the process focused on the negatives (our liabilities not our assets).
Where the process REALLY worked well, the communities (usually a state) took the results, combined
them with their ecosystem maps and held a “summit” (I know, another cliché word these days) to combine local
visions & flesh them out, creating a tangible action roadmap. In a couple states, they used this as a golden
opportunity to do alignment and everyone comes away with clear action items. Any city/state could do this.
Today.
Is your community committed to listening/visioning sessions?
Is participation truly bottom-up?
Is community leadership committed to go “summit-ing”?
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Note that at some level, even the most “entrepreneurial” ecosystem includes both newer & older firms, smaller & larger,
high tech & low tech, urban & rural, growing & shrinking, etc. Both private & public, for-profit & non-profit
Entrepreneurs, service providers & champions. Ecosystems are messy! Or why multiple maps are in order.
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4. III. Communication
This may seem obvious but we never communicate as much or as skillfully as we would like. And, we are often
unaware of where (and how) communications break down. Remember that communication depends on the
sender AND the receiver AND the medium. Get any one of those wrong and… oops.
Is it a conversation or simple ‘spray & pray’ one-way messages? Is everyone in the conversation? (Every
member of the ecosystem needs a voice.) A great marker of this is how active and how skillful is the online
presence of key players in the ecosystem – are websites up to date? Do key players really get the power of
social media? (Again, today we’re in the age of conversations not press releases.)
Is there frequent communication with and among the entrepreneurial community?
Is it a conversation or simple ‘spray & pray’ one-way messages?
Are all community/opinion leaders in the conversation?
Are entrepreneurs fully represented in the conversation, not just those who speak for them?
How significant (and competent) is the online presence of key ecosystem ‘players’?
How significant (and competent) are the key ecosystem ‘players’ at using social media?
IV. Governance/Leadership
Another clear marker for a healthy entrepreneurial ecosystem lies with public leadership. Do civic officials take
sides with the entrepreneurial community? Is entrepreneurial job creation “Job One” in economic development?
Do they communicate that? Do we see them at entrepreneurial events?
Does government have a clear, stated strategic intent to grow entrepreneurial activity?
Do civic officials take advantage of the bully pulpit to encourage entrepreneurs?
Do civic officials have a visible presence in the entrepreneurial community?
Connecting to other states/countries is another important dimension. In part I, we asked if the community was
obsessed with learning from the experiences of others. Here we ask if the community’s leaders are not just open
to ideas from elsewhere but also do so proactively, through staying tightly connected with sister communities to
share successes (and, um, “learning experiences”).Personal contact is good but simply listening to expertise
from a wide range of cities, state & countries can be enough.
Does government actively promote exchanges of ideas with other cities/states/countries?
Do they listen and actually use information from diverse sources?
Accountability is clearly important too. Does government keep a close eye on the right metrics, quantitative and
qualitative? Are they clearly the right metrics, accurate/timely and not self-serving? Are these metrics easily
accessed by the public?
Does the community have the right metrics? (Good metrics on the right things?)
Has there been a rigorous, comprehensive effort to identify the best metrics?
Are these metrics well-communicated to the public?
Maybe most important: Does a community’s leaders truly and visibly “get it”? Do they really understand what
makes an entrepreneur tick? If a leader mouths the words but does not really understand what makes
entrepreneurs (and entrepreneurial job creation) “go”, then it isn’t likely that even great leadership skills will keep
the ecosystem moving forward.
In the eyes of the entrepreneurial community, do leaders “get it”? Visibly? Credibly?
How can leaders show that they “get it”? It’s important that they understand the economic dynamics of their local
economy. Do they know where jobs come from? (what % from startups, from growing firms, from migration?) But
do they also understand the social and human dynamics? Do they also understand the importance of the
entrepreneurial mindset? Do they understand that it is much different than skills or knowledge? Growing
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5. entrepreneurial human capital has little to do with teaching facts and even skills; it’s about moving citizens from a
more novice toward a more expert entrepreneurial mindset. Hence, you want to see that leaders (including
educational leaders) understand this is about deep cognitive change. And that they understand that we know
how to facilitate that. Do their policies push this very different educational approach? It’s a great way to look
smart to entrepreneurs.
Similarly, do your community’s leaders understand that a truly entrepreneurial economy requires an
increasingly entrepreneurial society? Do their policies reflect the reality that a healthy, growing entrepreneurial
ecosystem is about social capital and that means a firm focus on culture change? Are leaders OK that social and
cultural norms will be changing? Do they encourage it?
Doing the right things the right way and for the right reasons… do your community’s leaders encourage
bold, disruptive action? Do they take such action themselves? But do they do so for the right reasons – not
because of the threat of being disrupted, but rather because of the opportunities the community gets because
they take bold, disruptive action?
Do a community’s leaders support policies that emphasize growing the mindset (not skills)?
Do a community’s leaders support changing to a more entrepreneurial culture?
Is bold, disruptive action considered the norm in economic policies?
Is bold, disruptive action driven by threat or by opportunity?
Once I get ample feedback, a revised version will go out, accompanied by a survey instrument that includes the
indented items in bold.
Again, please send your comments by email (Norris.krueger[at]gmail.com) or Facebook or Twitter
[@entrep_thinking] :
What needs to be added?
To be cut?
To be changed? (including language, syntax/grammar and especially the ordering of items)
Equally important:
The intent here is to create a rough first cut at a set of diagnostics that communities can use to assess
the health of their entrepreneurial ecosystem. Intelligent, honorable people can (and will) disagree about how to
rate their community on many of these… so please consider this as a tool to spur discussion on what’s really
important about encouraging the most critical element of your local economy: Entrepreneurship!
(of course, if you want to use this to drive policy changes… let me know; I’ll join you on the barricades, LOL)
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6. Another (Shorter) Approach
If you want a shorter version, here is another (and easy to remember) way to assess your ecosystem.
The key to growing a more entrepreneurial ecosystem is to:
Celebrate
Educate
Initiate
In a healthy ecosystem, we miss few opportunities to celebrate what we have – not just entrepreneurs
but their allies & champions – not just successes but learning. We also miss few opportunities to educate, to
increase human capital across the community (again, not just entrepreneurs but the whole community). Finally,
in a healthy entrepreneurial ecosystem we see lots of things being initiated by community members – it’s not
just an entrepreneurial community, it’s a “happening” community.
Celebrate?
Are entrepreneurs & their allies/champions celebrated regularly?
In events, formal & informal? By the media? By civic officials?
Are the events both broad/Inclusive and deeply focused in key areas (like youth, rural, etc.)?
Educate?
Are we educating the public about entrepreneurship?
Educating opinion leaders?
Holding regular briefings/policy forums to share the state of the art?
Are we explicitly & intentionally growing entrepreneurial human capita?l
Are we obsessively emphasizing transformational learning (mindset, not skills)?
Are we getting youth entrep training across the state?
How broadly offered is entrep training - Targeting key groups?
Rural? Veterans? Women? Seniors? Creatives? Techies?
Initiate?
How much activity Is ‘bubbling up’ from entrepreneurs outside of organizations?
Does government actively support these autonomous initiatives?
Does the ecosystem intentionally focus on growing entrepreneurial human & social capital?
Human Capital: Do public (or public/private) activities focus on deep changes in the mindset/culture?
(not just learning ‘stuff’)
Social Capital: Do public (or public/private) activities focus on growing the ecosystem
(not just favored players)
Political Capital: How often do we ask about what entrepreneurs need/want? How often do we act on it?
Most important, is it the political/bureuacratic norm to encourage bold/disruptive action?
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7. …this set of markers has intentionally focused on relative intangibles…Consider this page to be VERY
much a work-in-progress! ;)
But Don’t Forget the Tangibles
“Show me the love” usually means “show me the money”… Even if money isn’t being spent well, spending
money is a way to “prove” that we are serious about it. Certainly across cities, states and countries, the amount
of public & public/private money spent per capita (or per job) varies wildly. Just as education spending per pupil
is not a predictor of student performance, the dollars spent on entrepreneurship or on high tech is not a great
predictor either. In fact, greater spending is often the consequence of tech-based entrepreneurship.
Having said that, there are elements of the infrastructure for job creation that are tangible and physical assets
are rarely free.
Readiness for the New Economy (e.g., Broadband)
For example, one of the best predictors we have for rural economic development is access to broadband. Even
impoverished urban areas can find some access but rural areas can be left isolated from the New Economy. And
as with electric power, the question is not whether there is access, but is there enough access? For decades,
youth entrepreneurship training has generally been considered the #1 “no-brainer” for economic development,
especially rural. However, entrepreneurial success requires ample access to the internet. (footnote for checklist)
How many entrepreneurs in your community would say that broadband access is easy, offers
enough bandwidth and is affordable?
Access to Tangible Resources
This is usually about financing. However, there are other barriers to resource acquisition that range from the
physical (e.g., location) to the political (e.g., regulation). Tax policy can also play a role. (In Idaho, there is a
property tax on business assets that presents both a tax burden and an often-oppressive paperwork burden.
How does this encourage firms to grow their fixed assets? In many industries, growth in fixed assets correlates
strongly with growth in employment.)
Is money available on reasonable terms?
At different stages of the firm’s life cycle? (Where are there gaps?)
Do lenders and equity investors really understand what entrepreneurs need?
More important, do entrepreneurs fully understand the game?
How hard is it to start a business? Run a business? Grow a business?
[www.doingbusiness.org has a detailed list of metrics on this]
Do entrepreneurs know how to access resources? Do they know where to find them?
[this overlaps with the earlier questions about connectors.. Do you have liaison-animateurs?]
Access to Talent
Maybe the most important tangible resource is talent. Surveys of existing firms rate their #1 headache as human
resources; this is even stronger for firms trying to grow.
Are there mechanisms in place for entrepreneurs to find the right talent?
Is the workforce development system responding quickly to talent shortages?
[Are entrepreneurs effectively communicating their needs?]
Is the workforce development system nurturing entrepreneurial employees, comfortable with
working in small, new or fast-growing firms?
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