The document discusses building capabilities for future growth through innovation. It mentions assessing innovation approaches, managing global networks, validating business cases, and developing absorptive capacity and market learning capabilities. The goal is linking relationships, networks, and the different parts of innovation to stimulate progress across three time horizons through peer-to-peer support and developing entrepreneurial mindsets.
Career Development : Networking and Mentoring (2012)Barry Horne
A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.
CPA Vision on a page created for the AICPA by the Business Learning Institute.
Horizons 2025 Future Forums were conducted in 8 cities across the US using their i2a: Insights to Action Strategic Thinking System. This document was used to explain the original CPA Vision that was checked against the future trends developed by grassroots CPAs
Career Development : Networking and Mentoring (2012)Barry Horne
A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.
CPA Vision on a page created for the AICPA by the Business Learning Institute.
Horizons 2025 Future Forums were conducted in 8 cities across the US using their i2a: Insights to Action Strategic Thinking System. This document was used to explain the original CPA Vision that was checked against the future trends developed by grassroots CPAs
Carnegie Worldwide, Inc. partners with world-class ENERGY/RENEWABLE companies in constant change and growth.
Carnegie Worldwide, Inc. is a boutique firm working within the intersection of Behavior Science and Business Management. Partnering with a select group of clients, we give strategic advice and lead the creation of customized business solutions.
More than ever, as HR organizations strive to enhance both their business alignment and impact, decision support is becoming a key attribute of High Impact HR organizations. While many organizations struggle with how to make this happen, Bersin & Associates will present its research and a common-sense approach to building and maintaining a capability that both informs and drives business decision making. Participants will gain an understanding through a state-of-the-industry view of:
The importance and impact of quality HR measurement on talent and business outcomes.
How analytics helps address critical talent challenges organizations face today.
How to evolve and mature your analytics capability.
How current technologies can be readily leveraged to build an analytics capability that enhances both the prioritization and outcome achievement of your human capital initiatives.
Gardiner Consulting helps companies in challenging situations, including new product/services launches, organizational realignments, market transitions and corporate cultural evolution.
- Corporate Communication
- Marketing Communication
- Executive Coaching
- Leadership & Team Development
12 seconds to project management greatnessTim Everett
In my view there are twelve imperatives that are necessary for Project Management greatness:
1. Cultivate executive management support
2. Continuously enhance your team
3. Propel elite performance standards
4. Inspire a sense of urgency
5. Drive strategic change
6. Promote functional ownership
7. Communicate precise expectations while demanding accountability
8. Foster a culture of success
9. Play well ahead of the team
10. Expedite the Critical Path
11. Articulate value
12. Maintain emotional control
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
From the Silicon Valley Cloud Computing Meet-up on 9/24, this presentation overviews strategies to break through the information clutter to become known as a Cloud Computing leading product and company.
Carnegie Worldwide, Inc. partners with world-class ENERGY/RENEWABLE companies in constant change and growth.
Carnegie Worldwide, Inc. is a boutique firm working within the intersection of Behavior Science and Business Management. Partnering with a select group of clients, we give strategic advice and lead the creation of customized business solutions.
More than ever, as HR organizations strive to enhance both their business alignment and impact, decision support is becoming a key attribute of High Impact HR organizations. While many organizations struggle with how to make this happen, Bersin & Associates will present its research and a common-sense approach to building and maintaining a capability that both informs and drives business decision making. Participants will gain an understanding through a state-of-the-industry view of:
The importance and impact of quality HR measurement on talent and business outcomes.
How analytics helps address critical talent challenges organizations face today.
How to evolve and mature your analytics capability.
How current technologies can be readily leveraged to build an analytics capability that enhances both the prioritization and outcome achievement of your human capital initiatives.
Gardiner Consulting helps companies in challenging situations, including new product/services launches, organizational realignments, market transitions and corporate cultural evolution.
- Corporate Communication
- Marketing Communication
- Executive Coaching
- Leadership & Team Development
12 seconds to project management greatnessTim Everett
In my view there are twelve imperatives that are necessary for Project Management greatness:
1. Cultivate executive management support
2. Continuously enhance your team
3. Propel elite performance standards
4. Inspire a sense of urgency
5. Drive strategic change
6. Promote functional ownership
7. Communicate precise expectations while demanding accountability
8. Foster a culture of success
9. Play well ahead of the team
10. Expedite the Critical Path
11. Articulate value
12. Maintain emotional control
For all the talk today about the importance of listening, it’s not easy to do it well, especially when it comes to talent management. It’s about more than asking questions; it’s also about listening for opportunities. The Talent Dialogue approach can help organizations do both. The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refine that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
From the Silicon Valley Cloud Computing Meet-up on 9/24, this presentation overviews strategies to break through the information clutter to become known as a Cloud Computing leading product and company.
Web content: it’s the meat in the sandwich, not the icing on the cake. So why does planning for useful, usable content get short shrift in the design and development process? Thinking about the content is always left until the last minute, always thought to be “somebody else’s problem.” Teams are forced into crisis mode at the 11th hour, trying to deal with content that arrives too late, doesn't fit in the designs, or fails to live up to user expectations. In this session, User Experience expert Karen McGrane will talk about why we fail to plan for content, and how everyone involved can help make the process run more smoothly.
The seemingly ambiguous title of this presentation – use of the terms maturity and innovation in concord – signifies the imperative of every organisation within the competitive domain. Where organisational maturity and innovativeness were traditionally considered antonymous, the assimilation of these two seemingly contradictory notions is fundamental to the assurance of long-term organisational prosperity. Organisations are required, now more than ever, to grow and mature their innovation capability – rending consistent innovative outputs. The presentation describes research conducted to consolidate the principles of innovation and identify the fundamental components that constitute organisational innovation capability. The process of developing an Innovation Capability Maturity Model is discussed. A brief description is provided of the basic components of the model, followed by the case studies that were conducted to evaluate the model. The presentation concludes with a summary of the findings and potential future research.
The dawn of the demand centre - John Neeson, Managing Director and Co-Founder...Demand Generation Summit
John Neeson, Co-founder of Sirius Decisions, together with a panel of senior technology marketers explores the development of the demand centre. He looks at how organisations need to adapt; what should be centralised and what left to local markets; and what technologies and processes are needed to make it all work.
Similar to Growth dynamics for your innovation future (20)
1. It’s all about the Future…Growth Dynamics “Not just the engine of your growth but the building competencies of agility and
capabilities to achieve the desired future itself from innovation”
Roots of Work-to-be-
Pathway Taking the
Company done
Dependencies Pulse
T Value Sense of
& Mindsets
h Renewal Linking
Audits and
e Reengineering Assessments
Relationships &
Reduce Barriers
the I-process Networks
I
n
Executive Types of Entrepreneur
n
Common SCA = Work Mat Innovation Within
o
Language & II + EE + OC Approach &
v
Context +MLC + RNE Strategic Business
a Alignment CIRF work Modelling
t
i
o Knowledge
Structures & Three Managing
n Gaps & Business Case
Controls Horizons Global
Challenges Networks Validation
s Governance,
Research, Discovery,
Culture, Metrics
t Thought Stimulating Impact & Return
Environment Scaling up
r Leadership Resolving
a
n
d Capabilities & Absorptive Dynamics of Peer-to-peer Innovation
s Capacities Capacity Innovation & Translation
Innovation Coaching, Point
Through Market Learning Fitness Advisory &
different lenses & Translation Landscapes Mentoring DNA discovery
2. Connecting the parts of Innovation
Capabilities & Market & Four Lenses of
Capacities Internal Learning Innovation
Challenges, Harness, Leverage &
SCA= II+ EE+ OC+ MLC+ RNE
DC & IFL Orientation Understand Needs
Capability Discovery Stimulating
Focus & Timescale
Lens Progress
Three Horizons
Work Mat Use of Pathway Providers
Challenges & Peer-to-Peer The Entrepreneur
Design Innovation Within
Sense of Renewal Anchoring change Rediscover, Future Orientation
Discover, Design & Deliver Mentoring & Advising Types & BMC
Paul Hobcraft, Agility Innovation, DD: +41 91 751 4350
Email: paul@agilityinnovation.com