The series of presentations contains the information about "Management Information System" subject of SEIT for University of Pune.
Subject Teacher: Tushar B Kute (Sandip Institute of Technology and Research Centre, Nashik)
http://www.tusharkute.com
Managing Uncertainty , various perspectives and a case study using SAP-LAP. 1) Product-Process Change Compulsions in the industry perspective 2) Project Management Perspective 3) Systems Perspective
The laboratory shall determine measurement uncertainty for each measurement procedure,
in the examination phases used to report measured quantity values on patients’ samples. The
laboratory shall define the performance requirements for the measurement uncertainty of each
measurement procedure and regularly review estimates of measurement uncertainty.
Analytics in Financial Services: Keynote Presentation for TDWI and NY Tech Co...Fitzgerald Analytics, Inc.
Keynote Presentation Given in New York City on March 30th, at a joint event of The Data Warehousing Institute (TDWI) and the New York Technology Council. This keynote presentation by Jaime Fitzgerald focused on "Bridging the Gap" between business goals in the data and analytic enablers of achieving these goals.
The series of presentations contains the information about "Management Information System" subject of SEIT for University of Pune.
Subject Teacher: Tushar B Kute (Sandip Institute of Technology and Research Centre, Nashik)
http://www.tusharkute.com
Managing Uncertainty , various perspectives and a case study using SAP-LAP. 1) Product-Process Change Compulsions in the industry perspective 2) Project Management Perspective 3) Systems Perspective
The laboratory shall determine measurement uncertainty for each measurement procedure,
in the examination phases used to report measured quantity values on patients’ samples. The
laboratory shall define the performance requirements for the measurement uncertainty of each
measurement procedure and regularly review estimates of measurement uncertainty.
Analytics in Financial Services: Keynote Presentation for TDWI and NY Tech Co...Fitzgerald Analytics, Inc.
Keynote Presentation Given in New York City on March 30th, at a joint event of The Data Warehousing Institute (TDWI) and the New York Technology Council. This keynote presentation by Jaime Fitzgerald focused on "Bridging the Gap" between business goals in the data and analytic enablers of achieving these goals.
Benefits management: it works, so why isn’t everybody doing it?
APM Benefits Management SIG Webinar
Tuesday 10th May 2016
presented by Richard Breese and John Thorp
How to anticipate changes in business models of customers. How to avoid being surprised. How to use them as the drivers of growth and change in the own organization
Information technology Management and measurement of success and failure of IT implementation in MNC's - a comparitive analysis of Citi bank and HDFC IT strategies
Knowledge Management Strategies and Their Contribution to Small and Medium En...inventionjournals
Despite the many individual case studies on various knowledge management initiatives in large organisations, the perception of knowledge management practices and developments in Small and Medium enterprises suffers certain drawbacks. As such, there is paucity of information on the effects of different knowledge management strategies used by small firms in the hospitality industry in Kenya. The study sought to determine the contribution of knowledge management strategies on sales growth in the hospitality industry. Objective was to determine the contributions of knowledge management strategies on small and medium business sales growth. A cross-sectional survey research design was used for this study and a census was conducted on 39 businesses. A questionnaire with structured and unstructured questions was used to collect primary data from all the 39 top managers and supervisors of selected hospitality businesses since they are the key decision makers. Descriptive and regression analysis were used to analyze the data with the help of Statistical package for social sciences computer software. The findings from this study indicate that, though knowledge management strategies were used to a greater extent among the businesses, they did not significantly contribute to sales growth in the hospitality industry. This implies that the relationship was not significant because the use of the knowledge management strategies did not fully actualize the intended sales growth in the hospitality businesses. The results of this study have implications in enhancing the growth of Small and medium enterprises in Kenya.
The Technology Transfer Officers often need to develop a whole business idea to rightly exploit an interesting opportunity, generally along with its owner. This process therefore proposes guidelines for driving strategic decisions and designing a sustainable business model. It builds upon practical situations to propose practices that work. The variety of initial contexts is such that some will obviously be of interest to you.
www.FITT-for-Innovation.eu
PSY-520 Graduate Statistics
Topic 7 – MANOVA Project
Directions: Use the following information to complete the assignment. While APA format is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.
A researcher randomly assigns 33 subjects to one of three groups. Group 1 receives technical dietary information interactively from an on-line website. Group 2 receives the same information from a nurse practitioner, while Group 3 receives the information from a video tape made by the same nurse practitioner.
The researcher looked at three different ratings of the presentation; difficulty, usefulness, and importance to determine if there is a difference in the modes of presentation. In particular, the researcher is interested in whether the interactive website is superior because that is the most cost-effective way of delivering the information.
Group
Usefulness
Difficulty
Importance
1
20
5
18
1
25
9
8
1
23
15
20
1
16
9
22
1
20
6
22
1
28
14
8
1
20
6
13
1
25
8
13
1
24
10
24
1
18
10
20
1
17
9
4
2
28
7
14
2
25
14
5
2
26
9
20
2
19
15
22
2
29
14
12
2
15
6
2
2
29
10
5
2
26
11
1
2
22
5
2
2
15
15
14
2
29
6
4
2
15
6
3
3
22
8
12
3
27
9
14
3
21
10
7
3
17
9
1
3
16
7
12
3
19
9
7
3
23
10
1
3
27
9
5
3
23
9
6
3
16
14
22
1. Run the appropriate analysis of the data and interpret the results.
2. How could this study have been done differently? Why or why not would this approach be better?
Discussion 1
Key Decision Criteria for selecting IT Sourcing Option
IT sourcing is a process of choosing or acquiring information technology resources from external sources outside of the organization. While traditionally sourcing was a way to reduce costs, companies see it now more like an investment designed to enhance capabilities, increase agility and profitability, or gain them a competitive advantage (Tome, 2018). IT Managers must consider four different sourcing options which are In-house, Insource, Outsource and Partnership. The following are the four key decision criteria that needs to be considered for selecting the appropriate sourcing option
Flexibility: Flexibility has two key factors which are response time and capability which defines the quickness and range of IT functionality respectively. Insourcing or a permanent IT staff, is also a highly flexible sourcing option. Outsourcing exhibits less flexibility because of the need to locate an outsourcer who can provide the specific function, negotiate a contract, and monitor progress. Partnerships enjoy considerable flexibility regarding capability but much less in terms of response time (McKeen & Smith, 2015).
Control: There are two dimensions in this criterion as well: ensuring that the delivered IT function complies with requirements and protecting intellectual assets. In-housing and Insourcing are ranked high for these f ...
ISG: TechChange Presentation on M&E MIS SystemsMichael Klein
The pressure to get Monitoring & Evaluation (M&E) “right” in today’s high-tech and data-hungry world can prove daunting for any organization. Many organizations track their results quite well without sophisticated tools. However, M&E systems may make sense for cases of accountability and efficiency.
So what does the process of adopting an M&E IT system look like? Mike Klein, director of ISG, explained for the TechChange class on Technology for Monitoring and Evaluation.
Mobile SRM offering by Business & Decision and MicrostrategyJean-Michel Franco
Mobile SRM by Business & Decision and Microstrategy lets you publish on Apple App Store an application to communicate strategy and financial results to investors, shareholders, analysts and business partners .
Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge ...FITT
This presentation was held by Prof. Thomas Baaken during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
Mario Cameron: Turning Science into Business: From Research to Market – the E...FITT
This presentation was held by Dr. Mario T. Cameron during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
More Related Content
Similar to FITT Toolbox: How to manage Uncertainty in Business Strategy
Benefits management: it works, so why isn’t everybody doing it?
APM Benefits Management SIG Webinar
Tuesday 10th May 2016
presented by Richard Breese and John Thorp
How to anticipate changes in business models of customers. How to avoid being surprised. How to use them as the drivers of growth and change in the own organization
Information technology Management and measurement of success and failure of IT implementation in MNC's - a comparitive analysis of Citi bank and HDFC IT strategies
Knowledge Management Strategies and Their Contribution to Small and Medium En...inventionjournals
Despite the many individual case studies on various knowledge management initiatives in large organisations, the perception of knowledge management practices and developments in Small and Medium enterprises suffers certain drawbacks. As such, there is paucity of information on the effects of different knowledge management strategies used by small firms in the hospitality industry in Kenya. The study sought to determine the contribution of knowledge management strategies on sales growth in the hospitality industry. Objective was to determine the contributions of knowledge management strategies on small and medium business sales growth. A cross-sectional survey research design was used for this study and a census was conducted on 39 businesses. A questionnaire with structured and unstructured questions was used to collect primary data from all the 39 top managers and supervisors of selected hospitality businesses since they are the key decision makers. Descriptive and regression analysis were used to analyze the data with the help of Statistical package for social sciences computer software. The findings from this study indicate that, though knowledge management strategies were used to a greater extent among the businesses, they did not significantly contribute to sales growth in the hospitality industry. This implies that the relationship was not significant because the use of the knowledge management strategies did not fully actualize the intended sales growth in the hospitality businesses. The results of this study have implications in enhancing the growth of Small and medium enterprises in Kenya.
The Technology Transfer Officers often need to develop a whole business idea to rightly exploit an interesting opportunity, generally along with its owner. This process therefore proposes guidelines for driving strategic decisions and designing a sustainable business model. It builds upon practical situations to propose practices that work. The variety of initial contexts is such that some will obviously be of interest to you.
www.FITT-for-Innovation.eu
PSY-520 Graduate Statistics
Topic 7 – MANOVA Project
Directions: Use the following information to complete the assignment. While APA format is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.
A researcher randomly assigns 33 subjects to one of three groups. Group 1 receives technical dietary information interactively from an on-line website. Group 2 receives the same information from a nurse practitioner, while Group 3 receives the information from a video tape made by the same nurse practitioner.
The researcher looked at three different ratings of the presentation; difficulty, usefulness, and importance to determine if there is a difference in the modes of presentation. In particular, the researcher is interested in whether the interactive website is superior because that is the most cost-effective way of delivering the information.
Group
Usefulness
Difficulty
Importance
1
20
5
18
1
25
9
8
1
23
15
20
1
16
9
22
1
20
6
22
1
28
14
8
1
20
6
13
1
25
8
13
1
24
10
24
1
18
10
20
1
17
9
4
2
28
7
14
2
25
14
5
2
26
9
20
2
19
15
22
2
29
14
12
2
15
6
2
2
29
10
5
2
26
11
1
2
22
5
2
2
15
15
14
2
29
6
4
2
15
6
3
3
22
8
12
3
27
9
14
3
21
10
7
3
17
9
1
3
16
7
12
3
19
9
7
3
23
10
1
3
27
9
5
3
23
9
6
3
16
14
22
1. Run the appropriate analysis of the data and interpret the results.
2. How could this study have been done differently? Why or why not would this approach be better?
Discussion 1
Key Decision Criteria for selecting IT Sourcing Option
IT sourcing is a process of choosing or acquiring information technology resources from external sources outside of the organization. While traditionally sourcing was a way to reduce costs, companies see it now more like an investment designed to enhance capabilities, increase agility and profitability, or gain them a competitive advantage (Tome, 2018). IT Managers must consider four different sourcing options which are In-house, Insource, Outsource and Partnership. The following are the four key decision criteria that needs to be considered for selecting the appropriate sourcing option
Flexibility: Flexibility has two key factors which are response time and capability which defines the quickness and range of IT functionality respectively. Insourcing or a permanent IT staff, is also a highly flexible sourcing option. Outsourcing exhibits less flexibility because of the need to locate an outsourcer who can provide the specific function, negotiate a contract, and monitor progress. Partnerships enjoy considerable flexibility regarding capability but much less in terms of response time (McKeen & Smith, 2015).
Control: There are two dimensions in this criterion as well: ensuring that the delivered IT function complies with requirements and protecting intellectual assets. In-housing and Insourcing are ranked high for these f ...
ISG: TechChange Presentation on M&E MIS SystemsMichael Klein
The pressure to get Monitoring & Evaluation (M&E) “right” in today’s high-tech and data-hungry world can prove daunting for any organization. Many organizations track their results quite well without sophisticated tools. However, M&E systems may make sense for cases of accountability and efficiency.
So what does the process of adopting an M&E IT system look like? Mike Klein, director of ISG, explained for the TechChange class on Technology for Monitoring and Evaluation.
Mobile SRM offering by Business & Decision and MicrostrategyJean-Michel Franco
Mobile SRM by Business & Decision and Microstrategy lets you publish on Apple App Store an application to communicate strategy and financial results to investors, shareholders, analysts and business partners .
Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge ...FITT
This presentation was held by Prof. Thomas Baaken during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
Mario Cameron: Turning Science into Business: From Research to Market – the E...FITT
This presentation was held by Dr. Mario T. Cameron during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
Clustering and networking activities are relationship-based activities that support sharing and developing of competences, knowledge and methods. The documents within the toolbox have a clear focus on activities in the area of technology transfer. Networking and clustering activities are critical leverages for all transfer activities presented in this toolbox, namely: opportunities identification, IP management, Human resources and focused value proposition.
www.FITT-for-Innovation.eu
The presented Network Scorecard suite is a method aimed at supporting the strategic and operational management processes of networks. It relies on three principles: It is a participatory approach, where the networks key actors jointly define a shared vision of their networks performance. Moreover, its integrated approach covers the management cycle of the network including the definition of a strategy, a plan of action and a scorecard. And finally, it structures a network performance on four dimensions: the benefits to the members, implication of the members, external context and organization. The practice presents all necessary steps to involve the key actors of the network and structure the process.
www.FITT-for-Innovation.eu
Cluster Managers have expressed their interest in innovative tools that bundle knowledge and is continuously updated. To meet their demands, MFG has implemented an interactive Cluster Manual based on the Wiki principle. The Cluster Manual gives cluster newbies a ‘basic’ guideline and offers cluster managers an in-depth source for every aspect of cluster issues. Additionally, it documents success stories and best practice examples to build up a repository of internal generated knowledge (‘learn from the best’), gives an overview of the most important literature in the area of Cluster Management and combines all this with the knowledge of experts.
www.FITT-for-Innovation.eu
The Balanced Scorecard methodology is used, to give mangers a tool for translating a strategy or a vision into actions and to reach the set targets. The MFG Balanced Scorecard gives cluster managers a tool for managing their cluster initiatives by defining concrete objectives based on their vision and strategy. The Balanced Scorecard methodology helps to clarify and translate vision and strategy, to communicate and link strategic objectives with actions, to plan, set and align strategic initiatives and to enhance strategic feedback and learning.
www.FITT-for-Innovation.eu
Professional tools for cluster or network management are more important than ever as the management plays a decisive role for the success or the failure of a cluster initiative/network. Today there are no general cluster/network management methods available to optimize the management. The presented practices use the Balanced Scorecard method which gives the mangers a tool to professionalize the management and to monitor activities including measuring successes.
www.FITT-for-Innovation.eu
FITT Toolbox: International Technology Transfer NetworksFITT
Many international networks are active in the field of technology transfer and give the opportunity to: be in touch with pairs at the international level, access to training and seminars, exchange of good practices and experiences, find partners or investors, promote an innovation and much more. The choice of the network of which you could be a member can be a challenge. The goal of this practice is to give you a quick overview of the existing organisations, and can be a guide for the choice of such a network.
The presented online cooperation platform was developed to give cluster managers and other cluster stakeholders access to current information and trends. It is set up in form of a Social Network on the topic ‘cluster management’ and offers users/members a central information tool, where knowledge is documented and exchange is fostered. Therefore it is an efficient way to foster exchange between experts, to build up a repository of knowledge including success stories and to present the topic to a broader public.
www.FITT-for-Innovation.eu
The network support services support the networks' sustainability by providing a set of logistics and communication services. Access to these services is conditioned by an agreement between the technology transfer officer and the network and the compliance with a charter. This agreement creates the conditions for a long-term cooperation and a win win situation: the networks gain access to free logistics and communication services, while the transfer officer gains access to strategic information from the field, the opportunity to develop specific partnerships and legitimacy.
www.FITT-for-Innovation.eu
FITT Toolbox: Technology Transfer (TT) CollaborationFITT
The chapter TT collaboration addresses the topic of networking at two levels: Firstly, the added value of participating in networks for people active in technology transfer is highlighted at an international level. Additionally, at a local level, technology transfer network with local actors reinforces their local embeddings and grants a privileged, neutral and legitimate channel for two-ways transfer between transfer officers and other stakeholders.
www.FITT-for-Innovation.eu
The presented case study is about Siruna NV, which has developed software for real time deployment of mobile websites through a dual Open Source business model. Although this model is not widely adapted, this model can be easily copied as far as it helps to cover development costs by the help of a large and free developer community, helps to market the product, quickly, sets a reference in a rapidly evolving market and succeeds in creating value within an open source setting.
www.FITT-for-Innovation.eu
Dr. Carolina Garcia Rizo: Commercializing Innovative Technologies: The US Per...FITT
This presentation was held by Dr. Carolina Garcia Rizo during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
The Business Model Design practice supports the definition of a sustainable business model, collaboratively with all its stakeholders. To Technology Transfer Officers this practice proposes reference canvas and tools easily tailored to support most business strategic decision. To researchers, this practice is in essence a way to promote a sound business culture and a set of tools to facilitate the design of a business model. Its foundation from the design science make it practical and result oriented.
www.FITT-for-Innovation.eu
At Imperial Innovation, the decision regarding the business model is taken by the technology transfer officers. The reason is that researchers often lack market knowledge and commercial skills and are therefore not always able to see the full potential of a certain technology. To enhance the commercial skills of researchers, Imperial College London has set up the Innovation, Entrepreneurship and Design program. The program gives students and researchers the opportunity to follow an entrepreneurial journey that provide them with insights into the challenge of introducing novel products and services to market.
www.FITT-for-Innovation.eu
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
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Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
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Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
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Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
When stars align: studies in data quality, knowledge graphs, and machine lear...
FITT Toolbox: How to manage Uncertainty in Business Strategy
1. How to manage uncertainty in
business strategy?
Dominique VIAN
Research Professor
SKEMA Business School
FITT
– Fostering Interregional Exchange in ICT Technology Transfer –
www.FITT-for-Innovation.eu
Except where otherwise noted, this work is licensed under a Creative Commons Attribution 3.0 License.
2. Summary
Some Preminary definitions
Managerial Thinking – Causal Reasoning
Entrepreneurial Thinking - Effectual Reasoning
ISMA360®: The process
Using of ISMA360® for a ICT cluster
2 | 03/2011 How to manage uncertainty in business strategy?
3. Some preliminary definitions
Innovate: to introduce a newness (the invention) into
a social environment (the market is a social milieu)
Schumpeter (1942)
« Innovation is to be disobedient to the past »
Boris Cyrulnik (2002)
3 | 03/2011 How to manage uncertainty in business strategy?
4. Some preliminary definitions
“To be overly preoccupied with the future is to be
inattentive toward the present where learning and
growth take place.”
Karl Weick
"How Projects Lose Meaning: The Dynamics of Renewal" in Renewing Research Practice by R. Stablein and P. Frost
(Eds.). Stanford, CA: Stanford. 2004
4 | 03/2011 How to manage uncertainty in business strategy?
5. Risk management and control under
uncertainty is also two philosophical positions
The predictions in economics are not as exact as …
… the complexity of our human organizations creates
uncertainty
… risk Management : the exceptional situations are not
considered
.. in a certain world, there is no room for breakthrough
innovation
Causal Reasoning ↔ Effectual Reasoning
5 | 03/2011 How to manage uncertainty in business strategy?
6. Managerial Thinking – Causal Reasoning
The means are
causes to achieve the Simple projection of
intended goal the future
Given Goal
« To the extent that we can predict the future, we can control it. »
(Sarasvathy et Simon, 2000)
6 | 03/2011 How to manage uncertainty in business strategy?
7. The Predictive Process
Extract from Read et al. (2009)
7 | 03/2011 How to manage uncertainty in business strategy?
8. Entrepreneurial Thinking - Effectual Reasoning
What are my What are the effects I
given means? can reach with given
means?
Sense making
« To the extent that we can control the future, we do not
need to predict it»
(Sarasvathy et Simon, 2000)
8 | 03/2011 How to manage uncertainty in business strategy?
9. The Effectual Process
Extract from Sarasvathy and Dew (2005)
9 | 03/2011 How to manage uncertainty in business strategy?
10. Difference between Predictive & Effectual
Thought
From Sarasvathy et Dew, 2005
10 | 03/2011 How to manage uncertainty in business strategy?
11. The information system that mobilizes the
predictive logic…
• Begins by defining the specific objective to achieve
• Organizes the resources in backward chaining from the goal
• Reorganizes possibly the means to achieve the predefined goal
• Seeks to maximize the achievement of the objective (critical path)
Eg : MS Project ®, Project Management Tool
11 | 03/2011 How to manage uncertainty in business strategy?
12. The information system that mobilizes the
Effectual logic…
• Does not define a specific goal but an overall goal that makes sense
• Picks up cues that are potentially means and effects (weak signal)
• Permanently re-processes cues according to the direction that continuously
develops
• Coupling means and effects is what provides product design and market
forward chaining
• Result is achieved is outside the process (it is a consequence)
Eg : ISMA360 ®, an effectual method to design
innovation
ISMA60 is a Trademark of SKEMA BS – Author Dominique Vian
12 | 03/2011 How to manage uncertainty in business strategy?
14. Using of ISMA360®
for a cluster
The case of French Competitiveness Cluster SCS
(Secured Communicating Solutions)
15. The problem of the cluster, as it has been
exposed
The Cluster SCS, focused on ICT technology and skills, has
one mission: Boosting the emergence of innovative and
collaborative projects on priority focuses - identity, connectivity,
mobility, tracking.
The problems they have faced:
• Is it appropriate or not to invest in technology because of its
feasibility and its potential market
• Verify that skills are present within the cluster
• If yes, find collaborative projects
15 | 03/2011 How to manage uncertainty in business strategy?
16. Questions to answer?
• What are the potential applications of the new technology
NFC (Near field communication) today?
• Among these applications, the use of NFC for the distribution
sector is an key application?
• Applications around the payment, can they grow?
• On which applications could be mobilized members of the
cluster to build a relevant collaborative project?
16 | 03/2011 How to manage uncertainty in business strategy?
17. The results found through the application of
the method (1 / 3)
The role of innovation:
In the field of wireless communication, NFC enables
information exchange between a transmitter and intended
receiver
Unique character of the role: this is what
differentiates NFC technology from any other
technologies
17 | 03/2011 How to manage uncertainty in business strategy?
18. The results found through the application of
the method (2 / 3)
• Relevant applications of NFC (to date):
• Promotion of a site or museum
• Retail (supermarkets only) with the support of advertisers for the promotion,
information about a product and its location in the store
• Applications not relevant to the NFC or impossible to operate under
current conditions of the market
• Management of infrastructure building
• Payment outside of a solution integrating other features of the Retail
• E-ticketing
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19. The results found through the application of
the method (3 / 3)
• Current conditions allow an “NFC Retail“solution
• The only partner who can implement it today is an integrated information
system like Schlumberger or Cap Gemini, which may contract directly
with WalMart or Carrefour.
• Collaborative projects for “NFC Retail” are not possible
• Collaborative projects are possible for tourism sector
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20. Conclusion
• Both rationalities can be used. It is possible to take one or the other
depending on the situation.
• The Effectual reasoning corresponds to situations of innovation (high
uncertainty).
• Apple who is taking place in the market of mobile telephony (I-Phone)
or creates a new market (I-Pad) demonstrates its ability to mobilize
the two rationalities.
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21. Training offer - SKEMA Exe
SKEMA Business School has developed a new training module
“Strategic Marketing for Innovation”, 100% effectual and includes an
introduction to the ISMA360 ® method .
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22. Exclusive partner of SKEMA BS for the
commercialisation of ISMA360®
One Method One tool
2 certifications The collaborative software
22 | 03/2011 How to manage uncertainty in business strategy?