This document provides an assessment of an organization's innovative excellence across 13 elements grouped into generators (personal values and skills), cycle (phases of innovation), and context (environment). The organization scored a 2.6 overall with 2.8 for cycle, 2.6 for generators, and 2.9 for context. Each element is rated on a scale of initiating, forming, performing, and excelling. The assessment examines the organization's innovation practices, culture, strategies, structures, and technologies to identify differences between leadership intent and capacity to innovate. Recommendations are provided to deepen innovation competency and increase returns on investment in innovation.
Detecon Strategy Accelerator with WorkboardMarc Wagner
“Without a strategy the organization is like a ship without a rudder - going around in circles.”
Our Detecon Strategy Accelerator enables you to radically change your strategy process within a very short time and thereby significantly increase the ambition level of your entire organization. The focus here is on the consistent introduction of OKRs and their technical mapping with the help of our partner "Workboard". In line with our #CompanyReBuilding organization, you will also succeed in creating the basis for an agile and dynamically robust organization. Interested? We are looking forward to your inquiry.
How combining the methodology of PRINCE2 and the framework of ITIL can enable...ILX Group
A comprehensive understanding of the fundamental differences and cross-overs between ITIL and PRINCE2 and the implications of utilising both methodologies into a project.
OKR COACH CERTIFICATION. LIMITED NO OF SEATS!
Become an OKR Coach and achieve amazing results and sustainable growth for you Company.
Setting Objectives and Key Results for your Business
To succeed in executing strategy in today’s fast-paced digital age, you need to have the correct mindset, the correct methodologies, and the correct Tools in order to develop, communicate, and implement your strategy and deliver the right results quickly.
OKRs (Objectives and Key Results) are a goal-setting methodology developed by Intel and popularized by Google. It focuses the organization on greatness to achieve its overall strategy, and has gained significant traction with the release of John Doerr’s book Measure What Matters.
IT Strategic Leadership and Planning: How to Plan for Technology Without Kno...settlementatwork
Overview of developing a strategic technology plan; Understanding the resources required for technology implementation; How to leverage external IT resources and support.
Maximising and monitoring project management competenceILX Group
Introduce the ILX 3CAT – combined competence and capability assessment tool
Review the APM Competence Framework (2015) and to show how the 3CAT can help you to develop the competence of your teams by baselining capability
Review the impact of competence assessment on personal and organisational capability
Review of the ILX 3CAT tool.
Detecon Strategy Accelerator with WorkboardMarc Wagner
“Without a strategy the organization is like a ship without a rudder - going around in circles.”
Our Detecon Strategy Accelerator enables you to radically change your strategy process within a very short time and thereby significantly increase the ambition level of your entire organization. The focus here is on the consistent introduction of OKRs and their technical mapping with the help of our partner "Workboard". In line with our #CompanyReBuilding organization, you will also succeed in creating the basis for an agile and dynamically robust organization. Interested? We are looking forward to your inquiry.
How combining the methodology of PRINCE2 and the framework of ITIL can enable...ILX Group
A comprehensive understanding of the fundamental differences and cross-overs between ITIL and PRINCE2 and the implications of utilising both methodologies into a project.
OKR COACH CERTIFICATION. LIMITED NO OF SEATS!
Become an OKR Coach and achieve amazing results and sustainable growth for you Company.
Setting Objectives and Key Results for your Business
To succeed in executing strategy in today’s fast-paced digital age, you need to have the correct mindset, the correct methodologies, and the correct Tools in order to develop, communicate, and implement your strategy and deliver the right results quickly.
OKRs (Objectives and Key Results) are a goal-setting methodology developed by Intel and popularized by Google. It focuses the organization on greatness to achieve its overall strategy, and has gained significant traction with the release of John Doerr’s book Measure What Matters.
IT Strategic Leadership and Planning: How to Plan for Technology Without Kno...settlementatwork
Overview of developing a strategic technology plan; Understanding the resources required for technology implementation; How to leverage external IT resources and support.
Maximising and monitoring project management competenceILX Group
Introduce the ILX 3CAT – combined competence and capability assessment tool
Review the APM Competence Framework (2015) and to show how the 3CAT can help you to develop the competence of your teams by baselining capability
Review the impact of competence assessment on personal and organisational capability
Review of the ILX 3CAT tool.
Just imagine that in a world which is fast today and even faster tomorrow, you are the CEO of a 5,000 FTE organization
with 200 product teams under your wing. And, nonetheless, you are still relaxed because you are confident enough
that - at any moment in time - your teams will take the right decisions and successfully follow through with them. Many
CEOs, CIOs and portfolio managers are struggling to cope with this complex reality. As a possible perspective, agile
portfolio management provides a global view on resources and their distribution across individual projects, based on
strategic choices.
Acomprehensive understanding of how PRINCE2 enables you to be a more effective project manager and explained what makes a project successful and why projects fail.
2013 Bundle Case Competition - Cornell University - ILR SchoolNick Born
2013 Bundle Case Competition
Cornell University - ILR School
Presentation by:
Nicholas Born
Alex Caruso
Yin Jin
Sanjana Kishore
Levi Lundgreen
Sevana Melikian
Our new normal and future outlook is constantly changing, and elements of our work lives are subject to continuous adjustment – from getting to grips with working from home in isolation to adapting to society gradually opening up. These changes can create a lot of uncertainty and negatively impact our focus and productivity.
Employees will look to their managers for clarity, but organisations shouldn’t assume that they can provide answers purely by communicating the big picture. Managers need to translate this and communicate what the practical, social and cultural consequences are for their teams and their productivity.
THE PROJECT KICK-OFF MEETING IS THE ONE THAT PREPS THE STAGE FOR YOUR ENTIRE PROJECT. NAIL THE PROJECT KICK-OFF, AND YOUR TEAM HITS THE GROUND MOTIVATED, ENERGIZED AND FOCUSED. BUT A GREAT PROJECT KICK-OFF DOESN’T JUST HAPPEN LIKE THAT; IT TAKES PROPER PLANNING AND PREPARATION. START YOUR PROJECT OFF RIGHT WITH
FuturePMO 2018 - Michael Cooch PwC - The Future of Work - A Closer Look at Ar...Wellingtone
PwC research shows that global GDP could be up to 14% higher in 2030 as a result of Artificial Intelligence (AI) – the equivalent of an additional $15.7 trillion. This makes AI the biggest commercial opportunity in today’s fast changing economy. Businesses will have to re-think the way they deliver products and services to ensure that they remain innovative and competitive in the market, maintaining their market share.
Michael Cooch, a Partner from PwC’s Portfolio and Programme Management consulting team, presented on the topic of AI and how it is impacting the way organisations and individuals operate. The session particularly focused on how AI will shape the future of Programme and Project Management – including case study examples from PwC’s work with clients.
Taking it to the Next Level: Career paths in DesignOps (Courtney Kaplan at De...Rosenfeld Media
Courtney Kaplan: "Taking it to the Next Level: Career paths in DesignOps"
DesignOps Summit 2018 • November 7-8, 2018 • New York, NY
http://www.designopssummit.com
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
Agile Leadership and Goal Management with Objectives & Key Results (OKRs) | A...die.agilen GmbH
The major players in the industry - such as Google, LinkedIn, Zalando, Red Bull, Oracle & Co. - demonstrate it. In modern enterprises, a modern and contemporary framework is used for personnel management - OKR (Objectives & Key Results). Are goal management and "New Work" opposites? OKR combines both! We explain the method and the framework in detail and show why it is so successful in times of digital transformation.
PÖL facilitates transformation and increases the performance of individuals and companies through conferences, workshops, coaching, and trainings in innovation, leadership and strategy, based on lean & agile values and practices.
Our ITIL Expert Paul Wigzel, explains how ITIL Practitioner can offer practical guidance on how to adopt and adapt the ITIL framework to support your business objectives. This will give you an overview of the newvAXELOS qualification ITIL Practitioner Book & Qualification: Structure of the Book, Structure of the Course, Structure of the Exam, What to expect?, Who is this for?
Too many leaders on too many occasions have been involved in too many failures. We have piqued their curiosity. Leaders now want to know what they specifically need to do to successfully drive the strategy execution through the organization.
Keynote Evento TestingUY 2018 - The Art of Excellence Adding value as an IT p...TestingUy
Expositor: Derk-Jan De Grood
Resumen: In order to distinguish themselves and meet customer expectations organizations need to embrace change. In his keynote Derk-Jan de Grood will explain how Continuous Delivery, DevOps and Scaling Agile aim to effectively react to disruptive innovations, but introduce new challenges. Organization have a need for Visionary’s, Explorers and Experts to make the transition. Develop yourself and your team in order to keep adding value and embrace the new opportunities that arise.
Just imagine that in a world which is fast today and even faster tomorrow, you are the CEO of a 5,000 FTE organization
with 200 product teams under your wing. And, nonetheless, you are still relaxed because you are confident enough
that - at any moment in time - your teams will take the right decisions and successfully follow through with them. Many
CEOs, CIOs and portfolio managers are struggling to cope with this complex reality. As a possible perspective, agile
portfolio management provides a global view on resources and their distribution across individual projects, based on
strategic choices.
Acomprehensive understanding of how PRINCE2 enables you to be a more effective project manager and explained what makes a project successful and why projects fail.
2013 Bundle Case Competition - Cornell University - ILR SchoolNick Born
2013 Bundle Case Competition
Cornell University - ILR School
Presentation by:
Nicholas Born
Alex Caruso
Yin Jin
Sanjana Kishore
Levi Lundgreen
Sevana Melikian
Our new normal and future outlook is constantly changing, and elements of our work lives are subject to continuous adjustment – from getting to grips with working from home in isolation to adapting to society gradually opening up. These changes can create a lot of uncertainty and negatively impact our focus and productivity.
Employees will look to their managers for clarity, but organisations shouldn’t assume that they can provide answers purely by communicating the big picture. Managers need to translate this and communicate what the practical, social and cultural consequences are for their teams and their productivity.
THE PROJECT KICK-OFF MEETING IS THE ONE THAT PREPS THE STAGE FOR YOUR ENTIRE PROJECT. NAIL THE PROJECT KICK-OFF, AND YOUR TEAM HITS THE GROUND MOTIVATED, ENERGIZED AND FOCUSED. BUT A GREAT PROJECT KICK-OFF DOESN’T JUST HAPPEN LIKE THAT; IT TAKES PROPER PLANNING AND PREPARATION. START YOUR PROJECT OFF RIGHT WITH
FuturePMO 2018 - Michael Cooch PwC - The Future of Work - A Closer Look at Ar...Wellingtone
PwC research shows that global GDP could be up to 14% higher in 2030 as a result of Artificial Intelligence (AI) – the equivalent of an additional $15.7 trillion. This makes AI the biggest commercial opportunity in today’s fast changing economy. Businesses will have to re-think the way they deliver products and services to ensure that they remain innovative and competitive in the market, maintaining their market share.
Michael Cooch, a Partner from PwC’s Portfolio and Programme Management consulting team, presented on the topic of AI and how it is impacting the way organisations and individuals operate. The session particularly focused on how AI will shape the future of Programme and Project Management – including case study examples from PwC’s work with clients.
Taking it to the Next Level: Career paths in DesignOps (Courtney Kaplan at De...Rosenfeld Media
Courtney Kaplan: "Taking it to the Next Level: Career paths in DesignOps"
DesignOps Summit 2018 • November 7-8, 2018 • New York, NY
http://www.designopssummit.com
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
Agile Leadership and Goal Management with Objectives & Key Results (OKRs) | A...die.agilen GmbH
The major players in the industry - such as Google, LinkedIn, Zalando, Red Bull, Oracle & Co. - demonstrate it. In modern enterprises, a modern and contemporary framework is used for personnel management - OKR (Objectives & Key Results). Are goal management and "New Work" opposites? OKR combines both! We explain the method and the framework in detail and show why it is so successful in times of digital transformation.
PÖL facilitates transformation and increases the performance of individuals and companies through conferences, workshops, coaching, and trainings in innovation, leadership and strategy, based on lean & agile values and practices.
Our ITIL Expert Paul Wigzel, explains how ITIL Practitioner can offer practical guidance on how to adopt and adapt the ITIL framework to support your business objectives. This will give you an overview of the newvAXELOS qualification ITIL Practitioner Book & Qualification: Structure of the Book, Structure of the Course, Structure of the Exam, What to expect?, Who is this for?
Too many leaders on too many occasions have been involved in too many failures. We have piqued their curiosity. Leaders now want to know what they specifically need to do to successfully drive the strategy execution through the organization.
Keynote Evento TestingUY 2018 - The Art of Excellence Adding value as an IT p...TestingUy
Expositor: Derk-Jan De Grood
Resumen: In order to distinguish themselves and meet customer expectations organizations need to embrace change. In his keynote Derk-Jan de Grood will explain how Continuous Delivery, DevOps and Scaling Agile aim to effectively react to disruptive innovations, but introduce new challenges. Organization have a need for Visionary’s, Explorers and Experts to make the transition. Develop yourself and your team in order to keep adding value and embrace the new opportunities that arise.
Panchayat and rural development ministerAaditSharma
The Ministry of Rural Development under the leadership of Panchayat and rural development Minister assumes a critical part in the general advancement technique of the nation.
Cuarta y última conferencia del ciclo de conferencias sobre la identidad presentadas por Meritxell Castells en el Centro Cultural dr. Madrazo de Santander, el 27 de julio del 2016. En ella explica su visión sobre la identidad cántabra. En cuanto a identidad, no es lo mismo Cantabria que Santander...
Se complementa con audio http://www.ivoox.com/conferencias-identidad-4-la-identidad-audios-mp3_rf_12453373_1.html
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.
Positioning Digital Innovation Within the EnterpriseScottMadden, Inc.
CIOs are often charged with driving innovation within the enterprise. But what if business units are not interested in innovating? IT leaders cannot compel business leadership to innovate in an environment where the status quo appears acceptable. This report provides examples of successful innovation and discusses how IT organizations can engage business leaders in digital innovation efforts.
Achieving Escape Velocity in Your Digital Transformation Through Product Thin...VMware Tanzu
SpringOne 2021
Session Title: Achieving Escape Velocity in Your Digital Transformation Through Product Thinking
Speakers: Gautham Pallapa, Executive Advisor at VMware; Henri van den Bulk, Executive Technical Advisor at VMware
It is difficult it is to identify companies that have scalable business models AND equally important will they be able to execute their business plans. We have been working on this challenge now for over 4 years.In the past, a few interviews and some financial analysis might have been enough. Today, markets are more complex, and businesses are harder to evaluate. To solve this challenge have recently combined over 10 years of research on more than 10,000 companies to create an assessment that objectively measures: 1/. Scalability of the business 2/. And their ability to deliver innovation consistently.
The accuracy of our assessments are very good. Right now, with a 1-hour assessment, we are able to correctly classify businesses by scalability and able to predict just under 80% of their variance of innovation success
2014 strategic execution conference ensuring tangible business outcomes thr...Jon Hughes
Presentation from the 2014 Strategic Execution Conference in Santa Clara, CA, USA.
Covers: the changing nature of strategy; how successful strategic execution is; reasons for 22% of businesses losing $28M on $100m of spend on stategic execution projects, eight essential items to get right and how success in strategic executiob can be gamechanging.
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It’s about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Similar to GoInnovate! Assessment of Innovative Excellence Report (20)
2. Assessment of Innovative Excellence
OVERVIEW
The success of any innovation initiative can be measured by the value it delivers to customers and the new wealth it generates
for an organization. But results from today’s innovations alone are not a good indicator of an organization’s capability to
innovate successfully in the future.
Innovative Excellence is the organizational competency to innovate swiftly, effectively and continually.
D1: INITIATING
0.0 – 1.0
Informal plans have been started, with some minor successes. Metrics are not established or are not being tracked. Reactive
strategies have been developed due to lack of organizational commitment to developing a competence in innovation.
D2: FORMALIZING
1.0 – 2.0
Formal plans have been developed and are being deployed. Initial results have been achieved, but not across the organization.
Focus around innovation is mostly on idea generation. A few highly productive innovation techniques and tools have been
implemented.
CONTINUUM OF INNOVATIVE EXCELLENCE
Innovative Excellence proceeds along four levels of development. We call this the Continuum of Innovative Excellence.
Innovative Excellence
To predict future success and build a capability to innovate swiftly, effectively and continually one requires a quantifiable
understanding of the organization’s environment for innovation, the process used for innovation and people’s skills and values
with respect to innovation. This understanding can be used to set annual goals and leverage limited resources.
The GoInnovate! Assessment of Innovative Excellence measures current practices in your organization against best practices
of the world’s most innovative organizations.
We examine your current innovation pipeline, key cultural traits, strategies, structures, processes and technologies that impact
innovation. We examine the roadblocks to people’s effectiveness. We identify differences between the intent of leaders and the
organization’s capacity to deliver.
We then recommend strategies to deepen your innovation competency and dramatically increase the yield of your investment in
innovation.
D1 D2 D3 D4
Initiating Forming Performing Excelling
D3: PERFORMING
2.0 – 3.0
Moderate results are being achieved by groups across the organization. The system for innovation is almost fully embedded
and the organization is achieving many of its desired results from innovation. Metrics are being tracked and there is a core
strategy for continuously improving the organization’s levels of Innovative Excellence.
D4: EXCELLING
3.0 – 4.0
Significant results are being achieved based on continual innovation efforts. The innovation chain is now fully integrated with
suppliers and clients. The organization has realized its internal benchmarks and is now an example for other organizations.
D1 D2 D3 D4
Initiating Forming Performing Excelling
All Rights Reserved.
3. Assessment Of Innovative Excellence
OVERALL LEVEL OF INNOVATIVE EXCELLENCE
Acrosss all thirteen essential elements for swift, effective and continual innovation, your organization scored:
INNOVATIVE EXCELLENCE BY COMPONENT
The thirteen essential elements for innovation are grouped into three components :
- Generators: Personal values and skills
- Cycle: Phases and idea goes through to become an innovation
- Context: the environment of innovation.
Your organization’s score on each is:
2.6
2.9
2.8
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0
2.8
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0
System for Innovation
Initiating Forming Performing Excelling
Initiating Forming Performing Excelling
Context
Cycle
Generators
2.6
2.9
2.8
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0
2.8
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0
System for Innovation
Initiating Forming Performing Excelling
Initiating Forming Performing Excelling
Context
Cycle
Generators
(C) GoInnovate! All Rights Reserved.