This is the third of three decks which present a new collaborative innovation reference model. This deck considers different "types" of innovation: Open Innovation, Business Model innovation, etc within the context of the reference model we suggested in the second deck. Your comments and suggestions are welcome.
A brief overview of the congruence model, used in organisational development and change. A useful model to use when considering implementing new strategy or changes in strategy.
Entrepreneurship 1: Introduction, Identifying Ides & Business OpportunitiesBernard Leong
The first of my course touches on the definition on entrepreneurship, the different forms of entrepreneurship, how countries measure growth of entrepreneurship activity, and the first toolkit: how to identify ideas and business opportunities. We also provide some interesting case studies for example, Aravind Eye Centre for social entrepreneurship. This is a series based on a course "MPS 812: Entrepreneurship" I have been teaching in School of Physical & Mathematical Sciences, Nanyang Technological University.
A brief overview of the congruence model, used in organisational development and change. A useful model to use when considering implementing new strategy or changes in strategy.
Entrepreneurship 1: Introduction, Identifying Ides & Business OpportunitiesBernard Leong
The first of my course touches on the definition on entrepreneurship, the different forms of entrepreneurship, how countries measure growth of entrepreneurship activity, and the first toolkit: how to identify ideas and business opportunities. We also provide some interesting case studies for example, Aravind Eye Centre for social entrepreneurship. This is a series based on a course "MPS 812: Entrepreneurship" I have been teaching in School of Physical & Mathematical Sciences, Nanyang Technological University.
iicie.com is a global centre of innovations and entrepreneurs offering training,
certifications and membership in the fields of Technology, Biotech, Green Energy,
Gaming and New Media.
Topics that will be emphasized in this class include
Technology Strategy
Development of Technological capability
Innovation management
Technology management and business competitiveness interface
Technology adoption
E-business and Virtual Corporation
http://phpexecutor.com
Evolution of the concept of entrepreneurship, Importance of Entrepreneurship, Difference between Managers and Entrepreneurs, Difference between Small Business and Entrepreneurs, Difference between Invention and Innovation
Innovation & Entrepreneurship - From Basics to Open InnovationNikolaos Vaslamatzis
Innovation & Entrepreneurship basics - how to think like an entrepreneur and models, analytical tools and frameworks to further develop a business idea, explore a market and develop a minimum viable product (mvp).
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
Global trends in education that apply at the elementary, secondary, tertiary and adult education levels in many countries across the globe. This was a Spotlight Session hosted by the Center for Interactive Learning and Collaboration in September, 2010.
Taxonomyof Educational Objectives:
Cognitive Domain by Blooms which was revised by Anderson.
Affective Domain by Krathwol
Psychomotor Domain by Simpson and Harlow
iicie.com is a global centre of innovations and entrepreneurs offering training,
certifications and membership in the fields of Technology, Biotech, Green Energy,
Gaming and New Media.
Topics that will be emphasized in this class include
Technology Strategy
Development of Technological capability
Innovation management
Technology management and business competitiveness interface
Technology adoption
E-business and Virtual Corporation
http://phpexecutor.com
Evolution of the concept of entrepreneurship, Importance of Entrepreneurship, Difference between Managers and Entrepreneurs, Difference between Small Business and Entrepreneurs, Difference between Invention and Innovation
Innovation & Entrepreneurship - From Basics to Open InnovationNikolaos Vaslamatzis
Innovation & Entrepreneurship basics - how to think like an entrepreneur and models, analytical tools and frameworks to further develop a business idea, explore a market and develop a minimum viable product (mvp).
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
Global trends in education that apply at the elementary, secondary, tertiary and adult education levels in many countries across the globe. This was a Spotlight Session hosted by the Center for Interactive Learning and Collaboration in September, 2010.
Taxonomyof Educational Objectives:
Cognitive Domain by Blooms which was revised by Anderson.
Affective Domain by Krathwol
Psychomotor Domain by Simpson and Harlow
WEBINAR Replay: http://bit.ly/1lYM9nX
Wed, Apr 9, 2014 11:00 AM - 12:00 PM EST
Often when people think about innovation the first thing that comes to mind is product innovation. With ten different types of innovation, the more types you can incorporate the more chance your innovations are likely to be successful.
This webinar will show you how to use ten sources of innovation to develop the ideas that could lead to the next big thing. Topics this interactive webinar will cover are:
• Why innovation is such a hot topic and why you can't ignore the trend
• What are ten sources of innovation
• How local companies are using innovation (case studies)
• What does all this mean for my business- the innovators dilemma.
Advertising agencies are obsessed with innovation. They also have one of the most unique sets of creative talent of any industry. Yet the creative department is the most suspicious of "innovation" of any group at the agency. Could it be that actually Creative Directors hold the keys to converting ad agencies into what so many desire: innovation partners to clients?
(special thanks to @seelydiaplay for presentation design help)
The scientists of Peermade Development Society (PDS), an NGO based in Idukki, Kerala,
India, have initiated an approach ‘Land to Lab’ for the participatory technology development of
farmers’ innovations and unique traditional knowledge practices. [...] A large number of innovative practices, technological innovations and unique traditional practices have been identified and documented. [...] Value-added knowledge practices and innovations are disseminated through various commercial and noncommercial sectors. [...] The paper describes the ‘Land to Lab’ approach, achievements and
experiences, lessons learnt and major constraints.
Market Approaches for Innovation and AccessUNITAID
The Gilead Sciences Presentation during the session "Market Interventions for Innovation and Access", UN High Level Meeting on HIV/AIDS
New York, 9 June 2011
Data, innovation & transformation in the public sectorAtkins
Atkins’ geospatial lead, Colin Henderson, gave a masterclass on how public sector organisations can use data in innovative ways to provide better services to the public. Colin presented two case studies on how innovative data analysis is being used to deliver cost effective broadband services in rural Scotland and how data is being used to understand and develop the Scottish ICT infrastructure.
This presentation was first delivered in June 2014 at One Public Sector Scotland in Edinburgh, UK.
Read more: http://atkinsglobal.com/en-GB/media-centre/events/atkins-lectures/2014/data-innovation-and-transformation-in-the-public-sector
This is the deck from a talk we gave on New Approaches to Business Model Innovation at the Product Development Management Association (PDMA) Summer Innovation Event in Detroit Michigan.
Many organizations focus on driving innovation through new products and services. While these are productive and profitable sources of innovation, organizations that consider innovating against a broader definition of their business model -- including not only WHAT they sell, but also HOW their business operates and delivers value, will find new opportunities to drive top and bottom line growth and ensure that they stay relevant in an increasingly turbulent marketplace.
In this presentation, The Garage Group introduces practical frameworks and exercises to enable Business Model Innovation:
● The “What/How” framework, which can be used to map and plan business model innovation within any organization.
● Examples from multiple industries to inspire Innovation across unexpected elements of organizations’ business models.
● A templated exercise to capture multiple elements of your organization’s business model which could be prime for innovation.
The Garage Group is a new kind of strategy firm building entrepreneurial processes and capabilities for innovation.
Digital transformation at the Regional Innovation Board, October 2015Sven Denecken
Where to go for more information on Digital Transformation:
Blog series on Digital Transformation
http://scn.sap.com/community/cloud/blog/2015/01/17/digital-transformation-series-the-wrap
openSAP MOOC course on Digital Transformation
https://open.sap.com/courses/dit1
Blog series on Digital Transformation use cases with S/4HANA
http://scn.sap.com/community/s4hana/blog/2015/07/13/s4hana--the-use-case-series--intro
openSAP MOOC course on use cases S/4HANA
https://open.sap.com/courses/s4h3
This is the second deck of three which defines a collaborative innovation reference model. In this deck we identify five areas of consideration whenever an innovation effort is considered: Strategic context, Insights, Go To Market, enabling infrastructure and systematic innovation processes.
This presentation describes five tools to help align any innovation effort with strategic goals. Too often innovation isn't aligned with strategic goals and is often viewed as a failure as a result.
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra
Getting ‘BOLD INNOVATION’ Right
By Neelima Joseph & Lokesh Venkataswamy
The element ‘SUPPORT’ finds relevance in the innovation management system. To manage innovation effectively, the organization should jump in and facilitate the required resources for establishing, implementing, maintaining, and continual improvement of the innovation management system. The resources come in different forms such as Time, Knowledge, Financial resources, Infrastructure, and Human resources. For effective implementation of the standard, organizations are responsible for determining, providing, and managing the right people. Organizations must identify and develop teams with diverse backgrounds, to enhance cross-pollination and leverage the collective competence of the organization (ISO 56002:2019).
The element 'SUPPORT' encompasses the following sub-clauses, which are the different ways in which support could be extended:
In this playbook, we outline the innovation challenge that leaders must overcome, and share our approach to embedding innovation into organisations. This includes an explanation of our Innovation Management Framework and a step-by-step guide to running a sprint that will quickly create a minimum viable innovation operating model. We based both these tools on our experience as heads of innovation and industry leaders, and honed them through our work with organisations around the world, from global financial institutions to market-leading drinks companies. Once on this transformative journey, leaders will instil an experimental culture across their organisations, something that’s necessary for achieving sustainable results. They’ll be able to respond to disruption in their industry, drive measurable returns from their innovation investments and become more efficient at responding to the needs of society and the environment.
Business is a human endeavor, and design thinking is at the cutting edge of innovation in business design and product design. At Diwudada Inc., we know that a human-centered design approach allows real people to connect inspiration, creativity, and passion to viable business models that thrive across cultural divides.
This slide examines why a shift from occasional, ad-hoc and reactive innovation to a posture of relentless, enterprise-wide and methodical innovation is so important. A redacted slide set I used to drive discussion with a senior leadership team.
Please explore the presentation below for more detail, or reach out to one of the key contacts if you’d like to discuss how Venture Path could help your organisation innovate and grow.
4 Constraints Strategy Canvas–challenges the team to assess the organization’s track record to-date for how each of the 4 constraints is affecting the organization and where we stand in each of these constraints. Through debate and discussion, the team seeks to develop a graphic representation of the current state regarding the degree to which each of 4 constraints is focused on during the launch and implementation of a major change initiative
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/deconstruct-and-innovate-your-business-model/
The business model is at the core of any company’s corporate strategy. It defines how the company creates, delivers, and captures value.
Most tech startups fail because they lack a viable business model. Even for enterprises with established business models, they often need to revisit and innovate on their business models.
To understand the essence of a successful business model, first, let’s look at its 4 core components:
• Customer Value Proposition,
• Profit Formula,
• Key Resources, and
• Key Processes.
Customer Value Proposition
A successful company helps its customers get a “job” done. Doing the “job”—this is the “value” the business is delivering for its customer. For instance, Google helps customers with the job of finding information online. McDonalds helps customers with the job of feeding a greasy appetite quickly and cheaply. Flevy helps customers with the job of finding business documents they need for work.
High customer value proposition is correlated with
• Importance of the job to the customer;
• Low customer satisfaction with alternative options in the market; and
• Higher quality (or lower price) of your product relative to alternative options.
Profit Formula
It’s great to offer customers great value, but, as a business, the economics still need to work in your favor. We need to make money! This is the profit formula.
The profit formula is the blueprint that defines how the company creates value for itself, while providing value for the customer. The profit formula consists of numerous economic components, including:
• Revenue model
• Cost structure
• Margin model
• Asset turnover and velocity
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
6. Exploring and selecting innovation types, models & philosophies Service / Experience innovation Design Led Innovation Needs Based Innovation Open Innovation Technology Led Innovation Business Model Innovation Operational Innovation R&D Innovation Identify Potential Screen & Rationalize Management Innovation Approach Type Summary – Nine Strategic ‘Types’ of Innovation Models Establish Strategy Evaluate Skills
7. Innovation Management Universal Need Environment Stage Key Sub Anchor Capabilities & Competences (triggers) Service / Experience innovation Design Led Innovation Needs Based Innovation Open Innovation Technology Led Innovation Business Model Innovation Operational Innovation R&D Innovation Consideration Factors Strategies/ Design Essentials of the Types of Innovation Approach IP Aware & Sharing Trust & Relationships Problem Definition Wisdom of Many Structured Discovery Process Search for Unarticulated Needs Opportunity Landscape & Uncontested Market Space Needs first approach NOT ideas VP: Customer Segments & New Channels Clear Revenue Streams & Cost Structures Identify Key Partnerships & Relationships Key Resources & Activity Clarity designer attitude & philosophy Designing in novelty, function & aesthetics Integrated design in all considerations Context, visualizing and framing Relevant & Valuable to Client Lives Co-create & Co-design Front stage & back stage needs Turning Services into Tangibles Correlation & Convergence Point Unlock the Business Value Seeing beyond incremental to evolutionary Collaborative & Cross Functional Superior or Evolutionary Champion & Advocate for Change Clarity of Purpose & Potential Need Disruptive Potential ‘ Step’ change in performance Understand ‘points of pain’ Engage hearts & minds, sense of urgency New ways to work & behaviours Management innovation Unchallenged Orthodoxies/ Beliefs Unarticulated Needs of Customers Underleveraged Competencies Underappreciated Trends
8. Investigating “Types” using this framework Execution Strategic Alignment to Vision & MOST (Mission, Objectives, Strategies & Tactics) . 4.Go-to-market execution 5. Enabling and Scalable Infrastructure Common Environment, Networking & Collaboration-Building Tools 3. Systematic Innovation Process 2. Trajectories, Discovery, Insight Identify Potential Establish Strategy Screen & Rationalize Evaluate Skills 1. Strategic Context Desire & Motivation to Innovation Existing Capabilities & Skills Strategies, Strategic Intent Resources and funding Trend Spotting Scenario Planning Product Development Launch Software Infrastructure Scouting Voice of Customer Align Market & Customer Environment Existing Product/Service Portfolio and Capabilities Organizational Readiness
10. Management Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Management Innovation Underleveraged Competencies Unchallenged Orthodoxies Underappreciated Trends Unarticulated Needs
11.
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15. Open Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Open Innovation Wisdom of Many Intellectual Property Problem Definition Building Trusted Relationships
16.
17. Resource Considerations : Finding the best partners, engaging the partners and customers, vetting ideas and intellectual property, abilities to make clear connections, networking emphasis. Culture & Climate : Establishing the value of an open collaborative model and its more different social practices Business Development/Partnering External Network & Collaborative Management & Protocols IP Transfer Social Media Application Strategic Development : Developing a partnering strategy and identifying the best possible innovation partners, concern for constant fit and relevance of propositions Software / Information Networks Outward facing collaboration & contribution positions Interactive Value Creation : Degree of Connectivity x Degree of Interactivity x Degree of Sharing Absorptive Capacity. Relationship Capacity & Multiplication Capacity Fast concept work Rigorous Business Case : factors for projected value captured, risks highlighted, licensing costs outlined, opportunity costs of use of key resources, likely impacts, need for ‘hard’ evidence Communications : Establishing the need for open innovation, creating channels and messages to third parties, clearly identifying innovation needs, conceptual thinking, clarifying value and need Legal : Establishing a rapid vetting process for the provenance of new ideas, reflecting on the sharing of IP, shared meaning & solutions. Shared market analysis and trend spotting/ evaluation Scouting Networking Crowd sourcing Market & Customer Related Research Open Innovation Contests Co-branding/Co-marketing Trajectories, Discovery and Insight How ideas are GENERATED changes: Crowdsourcing, etc but how ideas are managed remains the same Incorporate partner goals in evaluation and selection of ideas Distributed ‘Co-creation ‘in a web of networks to explore outside the boundaries of the Org. Incorporate legal and IP into the innovation team The growing role of the customer within the open collaboration process OI Readiness Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process The consistent flow of knowledge to explore breaking opportunities Managing more on platforms and through ecosystems A clarity within the value proposition but flexible to explore alternatives The management of internal and collaborative tensions “ We use people to find content, we find content to find people”
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20. R&D Led Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . R& D Led Innovation Deep Technical Capabilities Collaborative and Cross-Functional Research and Methodologies Unlock Business Value
21.
22. Business Case: justify, validate, emerging metrics & measurement of returns Lifecycle Recognition Management- central and distributed timeline differences Common Environment, Networking & Collaboration-Building Environment Scouting Networking Trend Spotting Regular Innovation Development Program is Established Synthesize, theorize, explore, hypotheses, clarify, investigate, design, develop, test, implement and improve Scalable, repeatable, end-to-end need, relationship focused Strategic intent : Leadership in creating “new to the world “technology that create defensible intellectual property, and unlock value Communications: clear internal communications about targeted market opportunities. More restricted and limited external communication. Resource Considerations: Increase the stock of knowledge, broad & narrow ‘in-house’ expertise, responsiveness, commercially aware, experimental learning, profit-sharing view Capability & Competency : Creative thoughts, experimentation, selection, testing, market appraisal, resolution of scientific and technical uncertainty, to ‘see beyond’ for potential discovery Culture & Climate : Focus on investigation and research into critical problems. Careful to avoid “blockbuster” mentality. Reward mentality for orientation, project delivery emphasis and resolving roadblocks Metrics & ROI must be well articulated constantly for investments made Road mapping High Knowledge Acquisition Partnering with universities, independent research institutes, government labs, open market Seeing beyond Science & Technology shift “ Blue sky” & “White spaces” Carefully planned market launch Tight linkages with product Development and commercialization Granting ‘degrees’ of freedom to researchers Intellectual Property Mining Well-documented research methodologies Innovation internally driven by R&D Research &Development Innovation Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process “ Recognition return “of positive results from enhanced R&D work Linkage to Growth strategy and business platforms Established levels of internal collaboration ‘ Controlled ‘risk taking End result orientation to market
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25. Service/Experience Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Service/ Experience Innovation Turning services into tangibles Based on Customer Needs/Experiences New, different Research and insights req’d Co-create and Co-design
26.
27. Business Case: justify, validate, emerging metrics & measurement of returns People Trained in new interaction skills Time scale recognition & scalable considerations Common Environment, Networking & Collaboration-Building Environment Customer focus groups Changes the “outcome” of innovation from product to experience but doesn’t change how to create or manage ideas Scalable, repeatable, end-to-end need, relationship focused Strategic Understanding of Service Systems- language, taxonomy, value propositions, transition points to service value, the differences between product & service needs. Communication s: education on policies, knowledge, resolution, compliance, expectations of consumer. Resource Considerations : service and/or experience innovation demands an increased focus on internal, capable resources who delight customers . Rapid assembly of diverse views in teams Capability & Competency : High levels of ‘contact’ intensity and interactivity, empathic, discovering latent needs, invest in wider sources of knowledge for skilled, creative, open minded people Culture & Climate is consistently on people issues: behaviors, service culture, deep insight methods, skill retention, thinking and service mindsets Interactions & Engagement by Customers provide the experience and feedback of value Understanding customer needs and expectations Customer Experience Journey Dramatic changes to service levels and customer experiences Voice of Customer / Ethnography Roadmap of enquiry Touchpoint mapping expertise of interaction points Systems that manage customer interaction in all channels equally Empathy Aware of Customer Interface Focal Points The promises you make need to be delivered Experience Design capabilities Analytical & Interpretation skills Service/Experience Innovation Accountability and decision making as close to the customer as possible Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Delivering experiences not products Diversity of expertise for inputs High use of data mining High knowledge intensive process The ‘art’ of bundling to find the value points Entire Lifecycle management- ruthless Exnovation Issue path: nature of problem, function to resolve & structure to deliver solution
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30. Needs-Based Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Needs-Based Innovation Needs-first approach, not ideas-first Search for Unarticulated Needs Structured Discovery Process Opportunity Landscape
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32. Business Case : value of ideas can be quantified when all needs are known Lifecycle Management of Need: purpose, structure, content & syntax Time scale recognition & scalable considerations Ethnography Voice of Customer Scalable, repeatable, need based on the structure of the Desired Outcome Statement as the contextual clarifier and direction of improvement intent Traditional commercialization and launch issues Strategic Need : A rigorous controlled approach to collecting needs, formulating growth strategies and generating and validating breakthrough ideas. Communications : Consistency in focus to find out the jobs customers are trying to get done Resource Considerations : resources for turning job outcomes into insight, insight into products that resolve needs Ca pability & Competency to manage projects from discovery to delivery based on rules-based disciplines, turning job outcomes into fresh insight, emphasis on market research Culture & Climate requires intense focus on customer needs and jobs to be done. Immersive research emphasis Opportunity landscape modeling Opportunity-based segmentation Universal Job Map Features & platforms, core jobs or related jobs, over served/ under served Co-design with people’s needs Needs first not ideas first Underserved/ Overserved Identifying Jobs-to-be-done Needs Based Innovation Ranking, evaluation, selection processes unchanged Ideas generated based on “jobs to be done” methodology Opportunity identification, data collection, pattern recognition, conceptualization, prototyping, testing, implementing Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Successful outcome measure: when it gets the job done to the satisfaction of the customer When outcomes meets needs! Idea Quadrant ranking-different paths Setting desired outcome options Exploring for uncontested market space
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35. Design-led Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Design-Led Innovation Context, visualizing and framing Designer attitude and Philosophy Designing function and aesthetics Integrating Design
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37. Business Case: justify, validate, and contribution of design into the process Lifecycle Management: foresight, insight and alignment Time scale recognition & scalable considerations Integrating into the Common Innovation Environment, Networking & Collaboration-Building Environment Shaping Human Behavior Usability Engineers Visual Interface techniques Information Architects Customer insights, concept designs, prototyping & testing, design implementation Scalable, repeatable, end-to-end need, relationship focused Design thinking drives Strategy : visualize the future, create new markets, new offerings, different business models with new applications, new ways to connect with customers and in different collaborations Resource Considerations : design treats innovation as holistic, synthesis, integrative, generative and optimistic in nature, it is visual and interactive Capability & Competency : understanding contexts, framing problems, exploring alternatives, envisioning solutions, listening, interpretation and addressing problems or concepts Culture & Climate- Design considerations are paramount Use of deep workable core customer insights Interactive design stimulus, cutting edge exploration Designers role in a team- getting design ‘attitude’ into the long term mix Context mapping Creative sessions/ workshops Design principle definitions Design of Customer Journey Maps Co-design and Co-create sessions with end users Touch Points to explore High levels of customer input Reframing problems Aesthetic, stylistic emphasis rather than functional change Design Led Innovation Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Design considerations become the key criteria for idea generation and evaluation Impacts on commercialization and marketing for firms with little prior design focus or experience Assessing quality of interactions Result:“design is where problems are defined in new ways with design solutions generated. Outcome: New dimensions of innovation come through design involvement
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40. Business Model Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Business Model Innovation Changing revenue streams and cost structures New Value Proposition, Constant Reiteration Key resources and Activity Clarity Key Partnerships and Relationships
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42. Business Case: high level justification for risk assessment, validate, cost sided & value sided considerations, articulating the exact proposition, recognition this can undergo a number of iterations Lifecycle Management Launch & Measure Impact- is it disruptive, designed to do as intended, can it be copied easily Primary Focus Time scale recognition & scalable considerations Scouting Trend Spotting Scenario Planning Discovery, Clarification Execution of ideas may mean dramatic changes to existing models and processes or designing new ‘stand alone’ ones Synchronize Build Manage Test Monitor Measure Scalability issue as business model innovation is infrequent/rare Providing consistent, early warning, fast feedback to fine-tune and adapt to knowledge learnt Strategic Considerations : Business model innovation impacts the strategic framework of the business, changing how the firm delivers value and how it gains revenue. initiatives. Clear philosophy in intent and concept Resource Considerations: Knowledge of business resources available/ needed, supporting processes that can be different, the target groups and channels to focus upon. Strategic development , communications and broad negotiation experience. Capability & Competency issues : process tensions, content issues and context paradoxes, system design understandings Cu lture & Climate: Alignment to existing practices or degree of separation and the impact Context, design drivers & constraints Defining new value proposition White Space Exploration Opportunity recognition & positioning skills Synthesizing skills Work flow and job design Business Model Innovation Difficult idea generation as new business models challenge the status quo Evaluation and selection difficult as criteria for business model innovation challenges existing concepts Fresh insights on potential market and customer needs not being delivered today High initial levels of adaptability & flexibility Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Exploring the full linkage of any BM in evaluation The ability to ‘pivot’ through testing Clarity of Competitive positions
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45. Operational Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Operational Innovation Knowing Your Pain Points Step Change in Performance as Goal Current Sources of Inertia New Ways of Working& New Behaviours
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47. Business Case : justify, validate, emerging metrics & measurement of returns Lifecycle Management approach Primary Focus Time scale recognition & scalable considerations Areas of Operational Innovation opportunity : -Customer Loyalty -Cycle time reduction -Development process -Time to service initiation -Outsourcing -Shared Services -Integrated Global Delivery - Cost Drivers - Pain points for customers Clear Investigation & Validation methods Regular Innovation Development Program is Established and Separate from these more breakthrough initiatives Scalable, repeatable, well integrated end-to-end need. Strategic Intent : redesign of operational processes to achieve internal breakthroughs in innovation performance Communications need to articulate the problems and be disciplined Resource Considerations : This is not TQM/ Six Sigma, Incremental, it is thinking through a ‘step-change ‘and needs a high competency of change readiness, industry awareness, shared accountability, objectivity,, risk management Capability & Competency Build Elements : taking a more holistic approach to redesigning for breakthrough results as markets mature and change, products and processes shift and the result in performance diminishes . Strong positioning skills & business development process Culture & Climate ‘ must’ alter the ‘status quo, realign and commit fresh resources, HR reinforces new behaviors, watch for systemic inertia as trigger for change For operational innovation to succeed, the process must be persistent, constantly considering new ideas with clearly defined evaluation criteria Quick, accurate measurement of benefits and ROI impact ‘ The invention and deployment of new ways of doing work’ Ongoing targets: Achieve scale, breakthrough in efficiency , flexibility, effectiveness and agility Process expertise Engineering & Design Skills Operational innovation Rapid testing and deployment of new operational processes Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Degree of change and strategic need Change measurement criteria 1) cost drivers of the business, 2) competitive differentiation points, 3) problem areas for satisfaction points for customers. Exploring upstream and downstream potential & implication assessments Early warning systems awareness
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50. Technology-led Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Technology-Led Innovation Clarity of Purpose & Potential Disruptive Potential Evolutionary or Superior to Existing Advocate of Change Leads
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52. Business Case : justify, validate, disruptive nature or supporting technology clarity/ role Lifecycle Management: links of technology to R&D Launch & Measure Impact & Effects Game changing or Incremental Time scale recognition & scalable considerations Common Environment Needs: Platforms, Networking & Collaboration-Building Environment Scouting Networking Trend Spotting Execution Management dependant on solution sought Synchronize Build Manage Monitor Measure Scalable, repeatable, end-to-end need, relationship focused Providing Consistent Feedback for updates, modification Strategic Position : Addresses the effective identification, selection, acquisition, development, exploitation and protection of technologies and their contribution to innovation. Resource Considerations : Does technology lead or support the application of concepts? Has it the potential for disruption or promoting/ supporting through technology change ? Is the technology superiority or evolutionary.? Does it advance a market position & extend business performance based on the innovation strategy to be taken? Capability & Competency Build : Curiosity, building of distinctive competencies, clarity of purpose., having a strong stable plan of advocacy if technology can ‘disrupt’ Piloting Prototype & Testing Environment Metrics & ROI: acceptable, feasible and enduring in value to customers Growth platform validation External supporting networks for application of concept Market ‘pull’ or technology ‘push’ Orientation- needs based diffusion strategies Synchronization & Visibility New or Unexpected markets to watch for Strong linkage to design innovation in synthesis potential, style and humanity considerations and science and technology ‘’ Crossing the technology chasm’’ for adoption success Pattern recognition Focus on cross development and integration skills Clear Links between engineering, research and design Value chain opportunities Adoption/ Diffusion understanding Culture & Climate: Highly skilled and focused competencies, open environment to explore and experiment, looking to extend beyond the existing Technology-led Innovation Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Utility or Mechanism decision for Competitive Advantage
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54. MI OI RDI SEI NBI DI BMI OpI TI Strategic Considerations : we’re really serious about innovation. In terms of the future of management, we’re at the beginning of what will be a fairly long journey where innovation lies at the very core Capability & Competency issues : In a company you often can't change what managers do in any direct way. You can only change it by changing the processes that govern their work that will allow organisations to reach new performance thresholds Strategic Development : Developing a partnering strategy and identifying the best possible innovation partners, concern for constant fit and relevance of propositions Capability & Competencies based upon ‘ Distributed’ Co-creation in a web of networks of suppliers and independent specialists Strategic Partner and Preferred Choice Clarity Strategic intent : Leadership in creating new to the world ideas that create defensible intellectual property, and unlock value Capability & Competency : Creative thoughts, experimentation, selection, testing, market appraisal, resolution of scientific and technical uncertainty, to ‘see beyond’ for potential discovery Strategic Understanding of Service Systems- language, taxonomy, value propositions, transition points to service value, the differences between product & service needs. Capability & Competency : High levels of ‘contact’ intensity and interactivity, empathic, discovering latent needs, invest in wider sources of knowledge for skilled, creative, open minded people Strategic Need : A rigorous controlled approach to collecting needs, to then formulating growth strategies and generating and validating breakthrough ideas. Ca pability & Competency to manage projects from discovery to delivery based on rules-based disciplines, turning job outcomes into fresh insight, emphasis on market research Design thinking can drive Strategy : visualize the future, create new markets, new offerings, different business models with new applications, new ways to connect with customers and in different collaborations Capability & Competency : understanding contexts, framing problems, exploring alternatives, envisioning solutions, listening, interpretation and addressing problems or concepts Strategic Considerations : BM are bound inextricably to the type of philosophy you want to pursue, it is a design process within its self, the heart of it is the value to the consumer and how it links to other strategic innovation initiatives. It is the point of departure where all else flows Capability & Competency issues : process tensions, content issues and context paradoxes, system design understandings Strategic Intent : redesign of operational processes to achieve internal breakthroughs in innovation performance Capability & Competency Build Elements : taking a more holistic approach to redesigning for breakthrough results as markets mature and change, products and processes shift and the result in performance diminishes. Urgency need Strategic Position : Addresses the effective identification, selection, acquisition, development, exploitation and protection of technologies and their contribution to innovation. Capability & Competency Build : Curiosity, building of distinctive competencies, clarity of purpose., having a strong stable plan of advocacy if technology can ‘disrupt’ Strategic statements Capability & Competency statements Summary
55. Cu lture & Climate: We need to change our orthodoxies that bound our thinking —the habits, dogmas, and conceits we have never taken the trouble to challenge Resource Considerations: We need to quickly discover that there is still a big gap between our rhetoric of innovation and the reality . Culture & Climate : Establishing the value of an open collaborative model and its more different social practices Resource Considerations : Finding the best partners, engaging the partners and customers, vetting ideas and intellectual property, abilities to make clear connections, networking emphasis. Culture & Climate : Focus on investigation and research into critical problems. Careful to avoid “blockbuster” mentality. Reward mentality for orientation, project delivery emphasis and resolving roadblocks Resource Considerations: Increase the stock of knowledge, broad & narrow ‘in-house’ expertise, responsiveness, commercially aware, experimental learning, profit-sharing view Culture & Climate is consistently on people issues: behaviors, service culture, deep insight methods, skill retention, thinking and service mindsets Resource Considerations : dynamic configurations that rapidly change and need to respond, that focus on solutions that people see compliment their lives, quick team assembly, diversity of views Resource Considerations : the structure for turning job outcomes into insight, insight into products that meet customer needs correctly through a very collaborative internal process Culture & Climate needs to provide a sequenced and focused idea generation environment based on customer expertise. Culture & Climate- people first, business second- the human side of innovation Resource Considerations : design treats innovation as holistic, synthesis, integrative, generative and optimistic in nature, it is visual and interactive Cu lture & Climate: Alignment to existing practices or degree of separation and the impact Resource Considerations: Knowledge of business resources available/ needed, supporting processes that can be different, the target groups and channels to focus upon. Strategic development , communications and broad negotiation experience. Resource Considerations : This is not TQM/ Six Sigma, Incremental, it is thinking through a ‘step-change ‘and needs a high competency of change readiness, industry awareness, shared accountability, objectivity,, risk management, shared reporting, engaging hearts and minds in the need for change Culture & Climate ‘ must’ alter the ‘status quo, realign and commit fresh resources, HR reinforces new behaviors, watch for systemic inertia as trigger for change Resource Considerations : Does technology lead or support the application of concepts? Has it the potential for disruption or promoting/ supporting through technology change ? Is the technology superiority or evolutionary.? Does it advance a market position & extend business performance based on the innovation strategy to be taken? MI OI RDI SEI NBI DI BMI OpI TI Culture & Climate: Highly skilled and focused competencies, open environment to explore and experiment, looking to extend beyond the existing Climate & Culture statements Resource Considerations statements