We are proud to announce our 31st Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our eighteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-eighth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
Sometimes it seems that nearly every large company on the planet is establishing some sort of innovation presence in Silicon Valley – be it a full-blown center, lab or a fledgling outpost. Tech and non-tech companies are here. They’re committing time, dollars and talent in the hope of leveraging
the concentrated startup and academic ecosystems to some varied definitions of success. They’re betting that being close to the epicenter of others’ ideas and success automatically conveys a benefit.
That’s dangerous and lazy thinking.
What’s the rush and what does an innovation presence really contribute to the business and the marketplace as a whole? Is all of the recent frenzied activity the result of some kind of corporate FOMO (“fear of missing out”) around the next big thing? Or is there really something special and unpredictable that comes out of a well-curated and geographically well- situated set of relationships,talent and ideas?
It’s not easy to be ‘innovative,’ and we could quickly drift into the territory of clichéd term if we are not careful.
So what does innovation mean today? Can you create a culture and learn the skills that can serve as the spark and kindling for the pursuit of something that really matters? Or is it ever so easy to commit one of the transgressions of innovation and either think too far out into the future without any purpose, or merely get involved in projects of short-term incremental improvement?
We are proud to announce our twenty-second Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our 31st Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our eighteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-eighth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
Sometimes it seems that nearly every large company on the planet is establishing some sort of innovation presence in Silicon Valley – be it a full-blown center, lab or a fledgling outpost. Tech and non-tech companies are here. They’re committing time, dollars and talent in the hope of leveraging
the concentrated startup and academic ecosystems to some varied definitions of success. They’re betting that being close to the epicenter of others’ ideas and success automatically conveys a benefit.
That’s dangerous and lazy thinking.
What’s the rush and what does an innovation presence really contribute to the business and the marketplace as a whole? Is all of the recent frenzied activity the result of some kind of corporate FOMO (“fear of missing out”) around the next big thing? Or is there really something special and unpredictable that comes out of a well-curated and geographically well- situated set of relationships,talent and ideas?
It’s not easy to be ‘innovative,’ and we could quickly drift into the territory of clichéd term if we are not careful.
So what does innovation mean today? Can you create a culture and learn the skills that can serve as the spark and kindling for the pursuit of something that really matters? Or is it ever so easy to commit one of the transgressions of innovation and either think too far out into the future without any purpose, or merely get involved in projects of short-term incremental improvement?
We are proud to announce our twenty-second Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
1. Innovation and change efforts are very high on senior executive's agenda yet most companies fail in their efforts
2. Building a capability to constantly adapt to changing circumstances through innovation leads to continuous transformation
3. The social web with its ability to engage people, facilitate idea creation and aid collaboration is a key catalyst
The Open Group Digital Practitioner Effort Provides Guidance to Ease Digital ...Dana Gardner
Transcript of a discussion on how The Open Group is closing the gap between IT education, business methods, and what it takes as a culture to succeed over the next decade.
Social Software: Selection, Implementation and AdoptionStephen Danelutti
The alternative title for this report could also be: Idea management and social software: Role in innovation.
I was recently asked by a global financial services firm’s UK office (staff 4500 in UK) to conduct a robust evaluation/selection process for a new social idea management system. The system would replace one already in existence that was developed in-house and the main intention was to improve companywide innovation efforts. Alongside the final decision, a framework was needed for addressing implementation and adoption considerations. This is the "case study". If you want to download it, it's available via my site and I ask only that you subscribe to my newsletter to gain access (if unsatisfied you can easily unsubscribe at a later date): http://socialwrks.com/about/newsletter/
I'd love to get your feedback on it in the comments...
We are proud to announce our seventeenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
STUDY ON INNOVATIONCULTURE: WE CAN BE EFFICIENT, TRUE, BUT NOT INNOVATIVEMarc Wagner
COMPREHENSIVE STUDY ON INNOVATION-CULTURE: EFFICIENCY EATS INNOVATION FOR BREAKFAST. EXPERT-INTERVIEW, ONLINE-SURVEY & BEST-PRACTICE EXAMPLES ON INNOVATION-ORGANIZATION, PROCESSES AND STRATEGY
Connecting And Engaging Teams In A Distributed WorkforceCitrix Online
This new Future of Work white paper explores the growth of today's distributed workforce and how to effectively manage distributed teams and workers to achieve optimum productivity, engagement and performance.
We are proud to announce our twenty-fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Here is our inaugural issue of Innovation Excellence Weekly. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
We are proud to announce our 35th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
Innovation Excellence is proud to announce the Top 40 Innovation Bloggers of 2014, some of the most popular and prolific innovation writers on the Internet.
Co-Doing - A Networked Approach to Doing BusinessInes Seidel
Co-Doing (Co-Creation, Collaboration) challenges the way business has been done so far, opens up new possibilitities, and, well, also another set of challenges.
(White Paper)
In the world of the enterprise, innovation must extend from the initial ambitious ideas gathered from R&D labs around the world, all the way through applied R&D with industry partners, and into the development and commercialization of technology products and platforms.
Innovation starts with the spark of the right culture and talent meeting that ambitious and once hidden idea. But it doesn’t stop there. In the world of the enterprise, I see the practice of innovation as encompassing a full lifecycle. It starts with those crazy and ambitious ideas that are then iterated and shepherded through a rigorous process of applied R&D. For the ideas that finally prove their worth, new technology products
and platforms that address significant business problems are created and taken into the marketplace.
I call this multi-phase process: Full Lifecycle Innovation. It is a practical approach to one of the most creative and essential practices in business today:
Transforming Ideas form the Lab Into Marketplace Realities
The practice of Full lifecycle innovation requires a layer of processes, resources and decision criteria – each one a little different for the four phases of the journey:
1. Open Innovation
2. Applied R&D
3. Product and Platform Development
4. Commercialization
At each step, truly powerful events are triggered, explored and nurtured as different players, technologies and ideas enter the mix. All of them are serving the goal of creating something that is substantially bigger and more impactful than the simple sum of its parts. Something that is truly remarkable.
At NTT i3, we believe that Full Lifecycle Innovation is about:
Curating a culture of ambitious ideas
With rebellious talent from around the world
Dedicated to turning hidden opportunities into real products
That make a difference for the enterprise
Developing people in a time of digital disruptionJuan Chamorro
La Dra. Jennifer Jordan, Profesora de Liderazgo y Comportamiento Organizacional en la escuela IMD, describe en este artículo las oportunidades y los desafíos que presenta la gestión de personas en la era digital.
El artículo completo, en el que participan Anouk Lavoie Orlick, Lindsay McTeague y Pascal Wicht (fundador de Whispers & Giants), puede leerse en el siguiente enlace:
https://lnkd.in/erbMTiJ
Rasgos y perfiles de los profesionales, enfoques ágiles basados en la tecnología y los comportamientos de algunas de las audiencias de una organización, forman parte del completo análisis reflejado en este artículo. Resulta de interés, por ejemplo, la actitud de los millennials hacia la tecnología, con una relación de afinidad natural con herramientas basadas en la nube, el móvil, o su consideración de la IT corporativa como poco intuitiva y compleja. A medida que se implantan nuevos sistemas , se debe recordar a los Millennials la necesidad de mantener la confidencialidad de los datos, ya que sus conceptos de privacidad difieren de los de las generaciones anteriores.
Cognizant CIO Mark Greenlaw discusses strategies for leading a "virtual" IT workforce that is spread across 12 countries in 4 continents.He presented at the Boston Society for Information Management.
We are proud to announce our eighth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
TRANSFORMATION = PEOPLEMANAGEMENT (DMR BLUE - DETECON - BEST PRACTICE)Marc Wagner
The order of the day: anchoring transformation competence in corporate DNA as a fundamental prerequisite for the competitiveness and survival capability of companies and business models. This involves more than just the obvious tasks of implementing new structures and organizational forms; it demands a culture of willingness to change and “wanting to reinvent oneself constantly” – a culture of innovation, smart working and future HR.
1. Innovation and change efforts are very high on senior executive's agenda yet most companies fail in their efforts
2. Building a capability to constantly adapt to changing circumstances through innovation leads to continuous transformation
3. The social web with its ability to engage people, facilitate idea creation and aid collaboration is a key catalyst
The Open Group Digital Practitioner Effort Provides Guidance to Ease Digital ...Dana Gardner
Transcript of a discussion on how The Open Group is closing the gap between IT education, business methods, and what it takes as a culture to succeed over the next decade.
Social Software: Selection, Implementation and AdoptionStephen Danelutti
The alternative title for this report could also be: Idea management and social software: Role in innovation.
I was recently asked by a global financial services firm’s UK office (staff 4500 in UK) to conduct a robust evaluation/selection process for a new social idea management system. The system would replace one already in existence that was developed in-house and the main intention was to improve companywide innovation efforts. Alongside the final decision, a framework was needed for addressing implementation and adoption considerations. This is the "case study". If you want to download it, it's available via my site and I ask only that you subscribe to my newsletter to gain access (if unsatisfied you can easily unsubscribe at a later date): http://socialwrks.com/about/newsletter/
I'd love to get your feedback on it in the comments...
We are proud to announce our seventeenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
STUDY ON INNOVATIONCULTURE: WE CAN BE EFFICIENT, TRUE, BUT NOT INNOVATIVEMarc Wagner
COMPREHENSIVE STUDY ON INNOVATION-CULTURE: EFFICIENCY EATS INNOVATION FOR BREAKFAST. EXPERT-INTERVIEW, ONLINE-SURVEY & BEST-PRACTICE EXAMPLES ON INNOVATION-ORGANIZATION, PROCESSES AND STRATEGY
Connecting And Engaging Teams In A Distributed WorkforceCitrix Online
This new Future of Work white paper explores the growth of today's distributed workforce and how to effectively manage distributed teams and workers to achieve optimum productivity, engagement and performance.
We are proud to announce our twenty-fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Here is our inaugural issue of Innovation Excellence Weekly. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
We are proud to announce our 35th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
Innovation Excellence is proud to announce the Top 40 Innovation Bloggers of 2014, some of the most popular and prolific innovation writers on the Internet.
Co-Doing - A Networked Approach to Doing BusinessInes Seidel
Co-Doing (Co-Creation, Collaboration) challenges the way business has been done so far, opens up new possibilitities, and, well, also another set of challenges.
(White Paper)
In the world of the enterprise, innovation must extend from the initial ambitious ideas gathered from R&D labs around the world, all the way through applied R&D with industry partners, and into the development and commercialization of technology products and platforms.
Innovation starts with the spark of the right culture and talent meeting that ambitious and once hidden idea. But it doesn’t stop there. In the world of the enterprise, I see the practice of innovation as encompassing a full lifecycle. It starts with those crazy and ambitious ideas that are then iterated and shepherded through a rigorous process of applied R&D. For the ideas that finally prove their worth, new technology products
and platforms that address significant business problems are created and taken into the marketplace.
I call this multi-phase process: Full Lifecycle Innovation. It is a practical approach to one of the most creative and essential practices in business today:
Transforming Ideas form the Lab Into Marketplace Realities
The practice of Full lifecycle innovation requires a layer of processes, resources and decision criteria – each one a little different for the four phases of the journey:
1. Open Innovation
2. Applied R&D
3. Product and Platform Development
4. Commercialization
At each step, truly powerful events are triggered, explored and nurtured as different players, technologies and ideas enter the mix. All of them are serving the goal of creating something that is substantially bigger and more impactful than the simple sum of its parts. Something that is truly remarkable.
At NTT i3, we believe that Full Lifecycle Innovation is about:
Curating a culture of ambitious ideas
With rebellious talent from around the world
Dedicated to turning hidden opportunities into real products
That make a difference for the enterprise
Developing people in a time of digital disruptionJuan Chamorro
La Dra. Jennifer Jordan, Profesora de Liderazgo y Comportamiento Organizacional en la escuela IMD, describe en este artículo las oportunidades y los desafíos que presenta la gestión de personas en la era digital.
El artículo completo, en el que participan Anouk Lavoie Orlick, Lindsay McTeague y Pascal Wicht (fundador de Whispers & Giants), puede leerse en el siguiente enlace:
https://lnkd.in/erbMTiJ
Rasgos y perfiles de los profesionales, enfoques ágiles basados en la tecnología y los comportamientos de algunas de las audiencias de una organización, forman parte del completo análisis reflejado en este artículo. Resulta de interés, por ejemplo, la actitud de los millennials hacia la tecnología, con una relación de afinidad natural con herramientas basadas en la nube, el móvil, o su consideración de la IT corporativa como poco intuitiva y compleja. A medida que se implantan nuevos sistemas , se debe recordar a los Millennials la necesidad de mantener la confidencialidad de los datos, ya que sus conceptos de privacidad difieren de los de las generaciones anteriores.
Cognizant CIO Mark Greenlaw discusses strategies for leading a "virtual" IT workforce that is spread across 12 countries in 4 continents.He presented at the Boston Society for Information Management.
We are proud to announce our eighth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
TRANSFORMATION = PEOPLEMANAGEMENT (DMR BLUE - DETECON - BEST PRACTICE)Marc Wagner
The order of the day: anchoring transformation competence in corporate DNA as a fundamental prerequisite for the competitiveness and survival capability of companies and business models. This involves more than just the obvious tasks of implementing new structures and organizational forms; it demands a culture of willingness to change and “wanting to reinvent oneself constantly” – a culture of innovation, smart working and future HR.
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
How can you become the next exponential catalyst?WeAreInnovation
Technological developments carry a number of emotional drivers and barriers that affect customer relationships and brand positioning. How can you align those developments to the ‘exponential everything’ requirements and become the next catalyst? Read more on weareinnovation.org
There is a key type of innovation for a web startup?Fabio Miceli
There is a key type of innovation for a web startup? An analysis through the most successful internet companies.
We always talk about innovation that can disrupt the market. But do we really need it? Are the most
important companies in the internet industry based on a disruptive innovation? Or should we rather
concentrate on just improve existing products on existing markets pursuing sustaining innovation?
After a brief introduction with a classification of different types of innovations, in order to answer
these questions this paper will analyze three of the most important companies in different areas of
internet. Such as Google for search, Facebook for social networking and Amazon for e-commerce,
hence we will try to understand whether there is a predominant type of innovation source of such a
huge success.
As a result we will discover that a start up must provide disruptive innovation to succeed. Moreover
there is an interlinked relevance among disruptive innovation and the innovation object, led by a
new product, a new process or a new business model.
632020 Sources, Rules, and Creation of an Innovation Guide S.docxssuser774ad41
6/3/2020 Sources, Rules, and Creation of an Innovation Guide Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8134/200100/Scoring_Guides/u08a1_scoring_guide.html 1/1
Sources, Rules, and Creation of an Innovation Guide Scoring Guide
Due Date: End of Unit 8
Percentage of Course Grade: 35%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Analyze how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines of disruptive
innovation.
25%
Fails to mention how
effectively a publicly
traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Outlines how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively
a publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively a publicly traded
for-profit organization applies theories,
models, and guidelines for disruptive
innovation. Synthesizes the application for
gaps in an exceptionally accurate and
impressive manner.
Develop approaches for
leading strategic foresight
and suggest alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
25%
Fails to list approaches
for leading strategic
foresight and suggesting
alternative models of
disruptive and value
innovation for a publicly
traded for-profit
organization.
Outlines approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for leading strategic
foresight and suggests alternative models of
disruptive and value innovation for a publicly
traded for-profit organization.
Recommendations are supported with
substantial literature and superiority in
critical thinking skills is evident.
Create an innovation
“cookbook” with best
practice guidelines.
25%
Fails to create an
innovation “cookbook”
with best practice
guidelines.
Makes a limited attempt
at creating an innovation
“cookbook” with limited
practice guidelines and
limited or no supporting
theories.
Creates an innovation
“cookbook” with best
practice guidelines.
Creates a robust innovation “cookbook” with
exceptional clarity of best practice
guidelines. Presents and carefully integrates
supporting theories and highlighting
similarities and differences.
Communicate in a manner
expected of doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
25%
Fails to communicate in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
Communicates at a basic
level in a manner
expec.
632020 Sources, Rules, and Creation of an Innovation Guide S.docxpriestmanmable
6/3/2020 Sources, Rules, and Creation of an Innovation Guide Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8134/200100/Scoring_Guides/u08a1_scoring_guide.html 1/1
Sources, Rules, and Creation of an Innovation Guide Scoring Guide
Due Date: End of Unit 8
Percentage of Course Grade: 35%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Analyze how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines of disruptive
innovation.
25%
Fails to mention how
effectively a publicly
traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Outlines how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively
a publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively a publicly traded
for-profit organization applies theories,
models, and guidelines for disruptive
innovation. Synthesizes the application for
gaps in an exceptionally accurate and
impressive manner.
Develop approaches for
leading strategic foresight
and suggest alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
25%
Fails to list approaches
for leading strategic
foresight and suggesting
alternative models of
disruptive and value
innovation for a publicly
traded for-profit
organization.
Outlines approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for leading strategic
foresight and suggests alternative models of
disruptive and value innovation for a publicly
traded for-profit organization.
Recommendations are supported with
substantial literature and superiority in
critical thinking skills is evident.
Create an innovation
“cookbook” with best
practice guidelines.
25%
Fails to create an
innovation “cookbook”
with best practice
guidelines.
Makes a limited attempt
at creating an innovation
“cookbook” with limited
practice guidelines and
limited or no supporting
theories.
Creates an innovation
“cookbook” with best
practice guidelines.
Creates a robust innovation “cookbook” with
exceptional clarity of best practice
guidelines. Presents and carefully integrates
supporting theories and highlighting
similarities and differences.
Communicate in a manner
expected of doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
25%
Fails to communicate in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
Communicates at a basic
level in a manner
expec.
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.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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.
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.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[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 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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.
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Fact2010 Newsletter May 2010 V2
1. FACT Update May 2 0 1 0
Vo lu me 2 Is s u e 1
Contact us at:
factnetwork@gmail.com
INSIDE THIS ISSUE Explore the Many Facets of Innovation
1 Save the Date for FACT2010
Please join us for FACT2010, The Many Facets of Innovation, an exclusive
1 Facets of Innovation: half-day event for women executives from Canada‟s leading organizations. We
A Panel Discussion will examine the role of innovation in business today and in the future. It will be
a morning of learning, collaboration and networking in an intimate setting.
2 Panel on Innovation
Please mark your calendar for Friday, September 24, 2010 at the Toronto
3 Panel on Innovation, cont‟d Board of Trade from 8:00 a.m. to 11:15 a.m. We will send additional details
shortly.
4 Meet our Panelists
You can reach FACT2010 at 416.762.0394 or at factnetwork@gmail.com.
4 FACT2010 Sponsors
Facets of Innovation: A Panel Discussion
By Shira Yoskovitch and Leslie Riley
Innovation has many
Innovate or die. facets – it creates
different images and
What is innovation? Google offers more than 100 million results for thoughts depending on
searching the word „innovation.‟ individual experience and
For insight into how Canadian enterprise is dealing with innovation, we occupation. It can be new
asked seven successful business professionals in various fields including or better products and
information technology, financial services, broadcasting, supply chain services, process
management, human resources, business development, marketing and improvements, enhanced
sales. We included executives, middle and senior managers, practitioners business models, changes
and a recent MBA grad. to distribution channels,
new branding or new
In addition to the question of what does innovation mean, we asked our corporate image. What
panelists to predict the future role of innovation, and to describe the best of seems indisputable is that
what our businesses do well now and what we could do better. Read what there are many ways to
they had to say in PANEL ON INNOVATION on pages 2 and 3.
innovate and that
everyone can share the
Continued page 2 – Panel on Innovation role of ‘innovator.’
2. Page 2 FACT Update
Panel on Innovation
What does “innovation” mean to you?
[Innovation is] “the According to our panel, innovation can be as complex as creating and delivering a
new product or a new process and also as simple as „questioning the status quo.‟
process of looking at what
They all agreed it required the ability to „think and look at things in a different light‟
could be versus what is as well as some measurable commercial value. Three respondents used an
…questioning the status improved delivery mechanism as examples of innovation.
quo…asking the questions
Kim Maguire, Vice President Business Development, Kuehne+Nagel Ltd., says
why and why not?” that innovation “is about creating a want. It doesn‟t necessarily have to be
completely new, but rather may be an evolution on an existing concept. It
Jane Matthews ultimately changes how we go about our day-to-day.”
Interim Executive
What do you consider the best of how we do business today and
what would you like to see changed?
Our panel pointed out the significance of technology on business today, in
particular, the access to global marketing data, the quantity and speed of
information, and the speed of personal interaction.
This „uninterrupted access‟ not only broadens our understanding of other
marketplaces and cultures, but also helps to reduce the barriers to entry in many
markets. The continuing influence of social marketing is apparent - - tweet, text
and Google are now verbs in our lexicon. Businesses check out personnel
references on Facebook and LinkedIn, something that would have been
inconceivable even 5 years ago.
Our panelists were nearly unanimous in highlighting the need for new rules, even a
desire for new „codes of conduct‟ to guide communication in this age of
technology.
We may find that dealing with „depersonalization‟ is a key component of
maintaining productive and rewarding interpersonal connections. For example,
“What is the true impact of teens today struggle with depersonalization – does technology threaten the
social marketing? Thirty- development and use of their personal filters? Will our emerging workforce
understand the nuance of business norms in communication? What tone will
somethings seek out
written and verbal exchanges in the workplace take on in 10 or 15 years?
opinion leaders among their
peers…The gurus of Others are concerned about the risk of becoming controlled by technology (think
„crackberry‟, for example) rather than the other way around. We also heard
tomorrow will not be the
concerns about ideas being compromised or stolen since access to information is
mechanics but instead will so easy and so fast. Several of our panelists talked about the need for new
be those who cross analyze processes and controls for developing and protecting innovations.
consumer inputs,
The need for innovation also demands that we reconsider trade-offs between
competitive inputs and corporate structure and creativity. What is the optimum balance among structure,
management inputs.” creativity and innovation? Can you develop a structure that actually nurtures and
inspires creativity and innovation? Our panel offered many ideas on how to
Kevin Shea, Principal encourage innovation from micro to macro, including more structure, less
SheaChez Inc. structure, focus on leadership development, paying more attention to the
developing economies and eliminating inertia [that is, shedding the idea that „don‟t
fix it if it isn‟t broken.] They did agree that improving transparency of corporate
results and tying personal performance measures directly to the employer‟s bottom
line are necessary elements. In other words, creativity is essential, but it doesn‟t
come with a blank cheque.
Continued page 3 – Panel on Innovation
3. FACT Update Page 3
Panel on Innovation (continued from page 2)
Carol Ellen, Recruiter, expressed concern that advances in technology are not being
used effectively to improve customer service. She suggests that because of the focus “Innovation is in the
on technology, we have moved away from „generalist‟ roles, in favour of specialists. In
approach, not necessarily the
doing so, employees may no longer understand their roles in or their contribution to
the value chain. If we want use innovation to enhance the customer experience, she product or service.”
recommends a thorough review and reconciliation of the alignment among roles,
responsibilities and processes in order to ignite innovation that would achieve the Lisa Laicini
highest standards of customer service. Executive Vice President,
Business Development
Looking 5-10 years ahead, what changes to you see in how we And Operations,
conduct business? Platinum Edge Recruitment
We heard widespread agreement on at least one point – the proliferation and
availability of technology and social media tools will continue. On that there was no
doubt. There also seems to be a feeling of confidence in our collective abilities to
actively and productively harness the social media behemoth to establish new
universally accepted social media communication norms (a modern-day Emily Post?)
Could this ultimately lead to a slowdown of communications, while people conform to
these new rules? Likely so, but the beneficial outcome of slowing things down just
might be increased interpretation time. So what? We‟d be getting back to basics in
taking the time to understand our needs and wants, together with our customer and Google and 3M encourage
supplier communities. employees to use up to
20% of company time on
Mary DiRenzo, Senior Manager, Market Development & Strategy, BMO Financial
Services, suggests that we also need to look at the bigger picture and be fully any project or idea they
accountable in everything we do. She sees the need for “...being smarter about why wish to pursue.
we do things and the way we do them; being responsible for what we do now and how
it affects the future.”
This back-to-fundamentals approach will also enhance our ability to design forward-
thinking key performance indicator measurements and establish the linkage to a
company‟s bottom line. Alongside this notion is the increased accountability that will
be drawn across functions in the organization. Each discipline is a contributor-
positive or negative- to the achievements of the entity as a whole and this contribution
must be measured. Without this, acts of innovation will not be sustainable as they
move through their life cycle.
In light of this, what skills will people need to be successful in business in
the future?
By 2031, visible minority
Goal orientation, collaborative decision making skills and the ability to be a team groups [will] comprise 63%
1
player in a diverse workforce are the skills valued by millennials. Gary Fong, recent of the population of
MBA graduate, had this to say about the future required skills, “global
Toronto, 59% in Vancouver
mentality...understanding and working with cultural differences...a need to develop
skills in cooperation and team influence...alignment of corporate resources behind a and 31% in Montreal.
vision and towards a specific goal.” [Statistics Canada Study:
The ability to harness the power of technology for real business processes and to Projections of the diversity of
improve service delivery were seen by the panel as an important skill for the future. the Canadian population
As well, our panel believed that the ability to balance the needs of the enterprise with (03/Mar/2010)]
st
those of the individual was essential as a new work ethic evolves in the 21 century.
1
The Millennial Generation (also referred to as Generation Y, Generation Next or Echo Boomers) were born from the mid 1970‟s
through the 1990‟s. Although many are still in school, the eldest have been in the workforce for 10 years and more.
4. Page 4 FACT Update
Meet Our Panelists
We are grateful to the business professionals who took the time to talk to us about innovation in their industries and
their insights on how innovation will drive and change business in the future.
Mary DiRenzo, Senior Manager, Market Development and Strategy, BMO Financial Services, has with 25 years
experience in financial service and is an expert in commercial cards and electronic payment systems.
Carol Ellen, Recruiter, is a Certified Professional Consultant (CPC) and has 13 years experience as a senior
recruitment executive in multiple industries including retail, manufacturing, financial services and not-for-profit.
Gary Fong, Project Manager, University Health Network, has 12 years experience identifying and converting
client needs into innovative products and services. He was recently awarded an MBA from the Rotman School.
Lisa Laicini, Executive VP Business Development and Operations, Platinum Edge Recruitment, has 17 years
experience in developing and leading complex account relationships across Logistics and Warehousing, Retail
and Pharmaceutical industries.
LESSONS LEARNED
Kim Maguire, VP Business Development, Kuehne+Nagel Ltd, has 15
years experience in global logistics and supply chain management.
Comments from our panelists
Jane Matthews, Interim Executive, has 25 years experience in sales, about what they have learned in
service and marketing and has held key executive posts in several business.
industries including financial services, professional services,
technology and not-for-profit sectors. “Listen more than you talk.”
Kevin Shea, Principal, SheaChez Inc., has 30 years of experience in “Show respect for opposing
Canadian entertainment, broadcasting, cable, telecommunications views...”
and culture industries. He was Founding President and CEO of YTV
Canada and President and COO of the Global Television Network “Be flexible... [be] open to new
and of Atlantis Communications Inc. ideas...”
“Luck and timing are incredible
FACT2010 Sponsors gifts.”
Shira Yoskovitch
Supply Chain (R)Evolution
Shira is a global supply chain expert with 15 years experience in developing, implementing and improving procedures and
controls that drive superior operational performance. She worked around the world for such leading brands as Arrow
Electronics, Virgin Mobile and XM Satellite Radio. In early 2008, Shira founded Supply Chain (R)Evolution, a boutique
consulting firm focused on enabling organizations to successfully implement business transformation strategies in a “total
value chain” approach.
Shira has an MSc in International Accounting and Finance from the London School of Economics and Political Science and a
B.Comm. from McGill University.
Leslie Riley
BRANDwright Inc.
Leslie is a strategic planning & corporate communications professional with over 20 years experience in both corporate and
not-for-profit sectors. An experienced relationship manager, she employs a collaborative approach to obtain commitment on
tactical objectives and implementation from internal and external stakeholders at all levels in an organization. Her
corporate experience includes marketing and selling services to Canadian & multinational companies.
Leslie earned an MBA from University of Toronto’s Rotman School and a B.Sc. in Industrial Management from Purdue
University.
You can reach us at: factnetwork@gmail.com