This document summarizes lessons learned from two innovation programmes at IBM:
1. Sales Collaboration programme achieved 80% idea progression through implementation and identified barriers like employee silos and lack of business skills. It demonstrated the value of cultural assessment, quick wins, and a sustainable approach.
2. Client Value Innovation programme yielded 27% idea submissions over workshops/clinics and identified strengths like cross-division engagement but weaknesses in team formations, mentor selection, and showcase format. It provided lessons around innovation cycle timing and design thinking education.
This document provides examples of retrospective techniques that can be used to keep team retrospectives fresh and relevant. It discusses how retrospectives are important for the inspect and adapt process in Agile but that teams say "I hate retrospectives" when the format does not vary. It then provides descriptions and instructions for several retrospective techniques including The White Elephant, Seven Questions, Two Truths and a Lie, Clear the Air, and Recognizing Group Knowledge. The document emphasizes choosing retrospective techniques appropriate for the team and situation and respecting the team's time.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
This document discusses sensemaking and its importance for determining meaning. It promotes a sensemaking pack that includes a mini book on sensemaking, a whitepaper on using sensemaking in projects, and questions for facilitating sensemaking. It also introduces Lynne Cazaly, an author and speaker who works with executives and teams on change projects, helping people distill their thinking and boost collaboration.
Tidying up with Marie Kondo is a phenomenon that has taken the world by storm. Marie Kondo has developed a simple method to help declutter and organise your home. Inspired by this KonMari Method of tidying up, we will explore how to apply similar steps in experience design.
Design systems are the key to keeping digital properties organised so that changes and updates can be made seamlessly. When a design system is set up properly, creating new features and templates can happen fairly quickly. This allows us, as designers, to focus on solving user needs and creating an overall better user experience instead of spending our time on mundane tasks of re-creating patterns and modules.
6 Ways Ecosystems Have Changed Our Roles and the Way We WorkCindy Chastain
In a mobile, networked world, we participate as much as we consume. We expect experiences “built for me”, accessible from any place and every device. As consumers, we conflate product, service, advertising and information into a single brand experience subject to harsh scrutiny. Smart companies can no longer just “sell product” — they must build ecosystems of genuine value, comprised of dynamic, interconnected touch points that stoke customer interests and support their needs. And in this dawning era, digital strategy becomes the product, marketing evolves past persuasion and into value, and technologists design complex webs of functionality. Everyone works differently.
Drawing from experience developing strategies and designs for multi-channel ecosystems at R/GA, this presentation will explore six ways in which evolving customer expectations are changing our roles and the way we approach our work. From what we research to how we collaborate and design, her hope is that you’ll walk away from the presentation armed with some practical insight that will help your team prepare for the advent of these challenges.
The document discusses craft and collaboration in digital spaces. It makes four key points: (1) Craft requires moving between divergent and convergent thinking as well as constant iteration. (2) One must look beyond their own discipline by integrating others' perspectives. (3) Constant learning through design sprints and adapting to new inputs is essential. (4) Organizations must set the right conditions by rethinking structures, creating a culture of creativity, and giving people time to work flexibly. The document argues that in digital spaces, true craft involves the thoughtful application of evolving practices through cross-disciplinary collaboration.
10%Rule -Challenge to Making Innovative Team- @RakutenTechnologyConference2012Taichi Watanabe
1) Taichi revitalized the company's "10% Rule" program which allows engineers to spend 10% of their time on innovative side projects, after seeing declining participation.
2) He implemented strategies like mid-term demos, off-site camps, and internal social media to improve project quality and gather new participants. This increased the number of challengers.
3) Taichi's goal is to expand the program company-wide and potentially hold challenges between companies, envisioning a "World Cup" style competition for innovative side projects.
This document discusses adapting UX practices for agile development. It begins by explaining the limitations of traditional waterfall development and benefits of agile. It then outlines challenges UX faces in agile, like lack of big upfront design. Methods discussed for agile UX include lean UX principles, rapid prototyping and testing, collaborative design, and representing users through personas and story mapping. The document emphasizes adapting practices for quick feedback rather than big documentation, and keeping the focus on customer needs, business goals, and technology realities.
This document provides examples of retrospective techniques that can be used to keep team retrospectives fresh and relevant. It discusses how retrospectives are important for the inspect and adapt process in Agile but that teams say "I hate retrospectives" when the format does not vary. It then provides descriptions and instructions for several retrospective techniques including The White Elephant, Seven Questions, Two Truths and a Lie, Clear the Air, and Recognizing Group Knowledge. The document emphasizes choosing retrospective techniques appropriate for the team and situation and respecting the team's time.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
This document discusses sensemaking and its importance for determining meaning. It promotes a sensemaking pack that includes a mini book on sensemaking, a whitepaper on using sensemaking in projects, and questions for facilitating sensemaking. It also introduces Lynne Cazaly, an author and speaker who works with executives and teams on change projects, helping people distill their thinking and boost collaboration.
Tidying up with Marie Kondo is a phenomenon that has taken the world by storm. Marie Kondo has developed a simple method to help declutter and organise your home. Inspired by this KonMari Method of tidying up, we will explore how to apply similar steps in experience design.
Design systems are the key to keeping digital properties organised so that changes and updates can be made seamlessly. When a design system is set up properly, creating new features and templates can happen fairly quickly. This allows us, as designers, to focus on solving user needs and creating an overall better user experience instead of spending our time on mundane tasks of re-creating patterns and modules.
6 Ways Ecosystems Have Changed Our Roles and the Way We WorkCindy Chastain
In a mobile, networked world, we participate as much as we consume. We expect experiences “built for me”, accessible from any place and every device. As consumers, we conflate product, service, advertising and information into a single brand experience subject to harsh scrutiny. Smart companies can no longer just “sell product” — they must build ecosystems of genuine value, comprised of dynamic, interconnected touch points that stoke customer interests and support their needs. And in this dawning era, digital strategy becomes the product, marketing evolves past persuasion and into value, and technologists design complex webs of functionality. Everyone works differently.
Drawing from experience developing strategies and designs for multi-channel ecosystems at R/GA, this presentation will explore six ways in which evolving customer expectations are changing our roles and the way we approach our work. From what we research to how we collaborate and design, her hope is that you’ll walk away from the presentation armed with some practical insight that will help your team prepare for the advent of these challenges.
The document discusses craft and collaboration in digital spaces. It makes four key points: (1) Craft requires moving between divergent and convergent thinking as well as constant iteration. (2) One must look beyond their own discipline by integrating others' perspectives. (3) Constant learning through design sprints and adapting to new inputs is essential. (4) Organizations must set the right conditions by rethinking structures, creating a culture of creativity, and giving people time to work flexibly. The document argues that in digital spaces, true craft involves the thoughtful application of evolving practices through cross-disciplinary collaboration.
10%Rule -Challenge to Making Innovative Team- @RakutenTechnologyConference2012Taichi Watanabe
1) Taichi revitalized the company's "10% Rule" program which allows engineers to spend 10% of their time on innovative side projects, after seeing declining participation.
2) He implemented strategies like mid-term demos, off-site camps, and internal social media to improve project quality and gather new participants. This increased the number of challengers.
3) Taichi's goal is to expand the program company-wide and potentially hold challenges between companies, envisioning a "World Cup" style competition for innovative side projects.
This document discusses adapting UX practices for agile development. It begins by explaining the limitations of traditional waterfall development and benefits of agile. It then outlines challenges UX faces in agile, like lack of big upfront design. Methods discussed for agile UX include lean UX principles, rapid prototyping and testing, collaborative design, and representing users through personas and story mapping. The document emphasizes adapting practices for quick feedback rather than big documentation, and keeping the focus on customer needs, business goals, and technology realities.
The document discusses three innovation strategies: technology driver, need seeker, and market reader. The technology driver strategy focuses on developing new technologies first and finding markets for them. The need seeker strategy seeks to understand customer needs and deliver products/services to meet those needs. The market reader strategy evaluates trends and opportunities in the market. Using only one strategy is risky; companies should use a dominant strategy and a subordinate one to balance internal capabilities and external demands. The recommendation is to start with market reading, then need seeking, and apply technology development last.
Scenario-based Economic Model Approach to evaluate the impact of the Internet...Yasushi Hara
This document describes an input-output table based computable general equilibrium (CGE) model to evaluate the impact of government investment in the Internet of Things (IoT) from 2005 to 2050. The model differentiates between intangible knowledge and tangible assets. It simulates three policy scenarios: 1) introducing TCP/IP sensors, 2) real-time sensing and knowledge systems, and 3) platform-based businesses and production systems. The results show that government IoT/ICT investment can accelerate GDP growth, labor transition to new industries, and the infiltration of IoT across sectors. Platform-based businesses are important for utilizing cross-sectoral information technologies.
Open source from disruption to innovation - Can we measure and evaluate the o...SpagoWorld
This presentation supported the speech delivered by Gabriele Ruffatti, founder of the SpagoWorld initiative and founder and OW2 President (www.ow2.org), at OSS 2013 - the International Conference on Open Source Systems (Koper, Slovenia, 25th-28th June 2013).
The first part of the presentation focuses on open source, innovation and next challenges in the context of the "nexus of events".
The second part provides various examples of how Spago4Q (www.spago4q.org) - SpagoBI analytic for quality - supports a quality assurance and trustworthiness program. It includes a preview of the speech to be delivered at IT Confidence 2013 in Rio de Janeiro (Brazil), presenting how Spago4Q is being used as the key tool inside a complete Application Lifecycle Management process. Spago4Q allows the evaluation of corporate performances through a 3D model integrating data coming from three dimensions of analysis: Technical, Economical and Social.
This is a first prototype of the book structure of our book on business model design and innovation, which will be announced at http://business-model-design.blogspot.com
The document provides information about an online engagement webinar. It includes details about accessing the webinar such as phone numbers and access codes for the UK. It lists today's speakers as Andrew Gerrard and Nicola Meinders and outlines 5 key steps to online engagement: segmenting audiences, personalizing messages, maximizing brand acceptance and recall, launching campaigns quickly across multiple markets, and leveraging social media. Reasons for investing in online engagement are given. Challenges and opportunities for each step are discussed along with best practices and practical examples. Contact information is provided for Nicola Meinders and information on how to request additional resources.
Gordon Vala-Webb presents a framework for developing a collaboration strategy. The strategy involves:
1) Defining business outcomes from collaboration.
2) Focusing efforts on specific people, tasks, and types of collaboration.
3) Nurturing new ways of working by addressing psychological needs.
4) Measuring collaboration activities and outcomes to evaluate progress.
5) Revising the strategy based on feedback to accelerate or stop certain approaches.
The presentation provides examples of collaboration tools and challenges of implementing new strategies in organizations. Attendees are engaged in exercises to apply the framework to their own contexts.
Keys to Online engagement in B2B
Segment your audience.
Personalise your message for a mass market.
Increase brand recognition by using multiple content formats - videos, websites, emails, etc. - which add personality and improve recall among your targets.
Launch your campaign in your markets quickly, and in their language.
Take advantage of social media to properly build a conversation around your key messages.
The document discusses the concept of Web 2.0 and its implications for enterprises. It outlines some benefits of adopting participative and collaborative technologies like reducing ineffective email use, connecting distributed teams, improving communication, attracting and retaining talent, and facilitating innovation. It also provides examples of how to measure the impact of these technologies and recommends starting with people and objectives and then expanding use over time.
The document outlines an agenda for a social media seminar. The agenda includes presentations on LinkedIn, Facebook, Twitter, YouTube, Pinterest and Foursquare. It also covers coffee breaks, lunch, and a concluding session on managing social media networks and time. Speakers include Mark, Scott, Xiao, and Ellie, and topics range from using various social media platforms for business to exposing businesses' visual sides and leveraging location-based services.
Storytelling: Selling a brilliant idea like a rock starRicardo Luiz
Storytelling in User Experience and in Projects.
The 5 Magic Steps to tell the story you need to sell a project, a solution or an idea.
How to understand what you need to do in order to engage like a rock star
Agile Project Management is an exciting methodology to manage complex projects. It’s mainly used in software development but can be used in any discipline.
This presentation explores the benefits of using Agile, a case study which purposely isn't software and a consideration of the leadership styles required to make an Agile project a success.
It was originally developed for TC World Bangalore and later adapted for GALA as a webinar.
Presentation Coaching Workshop at Singapore PolytechnicKenny Lew
The document provides an agenda and materials for a presentation coaching workshop. It discusses key elements of effective pitches such as having a compelling story, clear message, capturing attention, and convincing the audience to take action. It offers tips for preparing pitch decks, including knowing the audience and goal, highlighting compelling elements, and using visual designs over text. Common mistakes like reading slides and meaningless information are also addressed. Example pitch videos are presented and discussed.
This document provides an introduction to concepts for developing a business model, including customers and value propositions. It discusses workshops on shaping good ideas through human-centered design and introduction to the Business Model Canvas. The key activities are to identify customer segments and develop value propositions for the business by getting to know customers, their needs and pain points. The document encourages prototyping ideas and testing them with customers to gain insights.
Creating Great User Experiences: Tips and TechniquesTechWell
Many software people look at creating great user experiences as a black art, something to guess at and hope for the best. It doesn't have to be that way! Jennifer Fraser explores the key ingredients for great user experience (UX) designs and shares the techniques she employs early-and often-during development. Find out how Jennifer fosters communications with users and devs, and works pro-actively to ensure true collaboration among UX designers and the rest of the team. Whether your team employs a formal agile methodology or not, Jennifer asserts that you need an iterative and incremental approach for creating great UX experiences. She shares her toolkit of communication techniques-blue-sky brainstorming sessions, structured conversation, and more-to use with different personality types and describes which types may approach decisions objectively versus empathetically. Leave with examples of UX design methods-personas, use scenarios, and user stories-to get you started on your current and upcoming projects.
How Would You Start? - starting projects on the right footIIBA UK Chapter
This document proposes a new framework called SADD (Strategic Analysis Discovery Design) for pre-project analysis. It argues that most projects fail to meet objectives because they lack proper upfront analysis and design. SADD involves fact-finding, analysis, ideation and high-level design before a project begins. It is presented as an alternative to traditional project management approaches with a stronger emphasis on understanding problems, exploring options creatively and establishing a holistic strategic direction and high-level solution design. The framework has both a process model and principles like design thinking. It aims to establish the right conditions for success before a project is initiated.
How Microlearning is Having a $2.2 Million Annual Impact at Bloomingdale’sHuman Capital Media
Microlearning has quickly become a hot topic in corporate learning, primarily because conventional learning methods have struggled to meet the demands of the business and the needs of the modern employee. Many organizations are incorporating microlearning into their learning strategy and are seeing incredible results.
In this session, you will learn why Bloomingdale’s decided to break away from conventional practices and try microlearning in 2012—before microlearning was a known term. It will explore the issues the company faced when it was decided to take the organization down the microlearning path and what the dramatic results have been. You will learn from the pitfalls and successes that were encountered along the way. For some, this session will provide a wake-up call for how learning professionals need to adapt their approaches to better meet the needs of a business and its employees. For others, it will help them gain a better perspective on the true benefits of taking a microlearning approach.
In this session, you will learn:
Why Bloomingdale’s took a microlearning approach
What Bloomingdale’s learned during their three-plus year journey with microlearning
The ingredients of an effective microlearning strategy
The results that Bloomingdale’s has achieved: a $2.2 million a year impact
Networking Power covers the secrets of successful people. Provides - Speeches for Coaches - Professional seminar presentation and work book materials. Help your clients build a personal plan to succeed in their goals. www.speechesforcoaches.com, Jon Newsome (770) 614-4146.
The document discusses three innovation strategies: technology driver, need seeker, and market reader. The technology driver strategy focuses on developing new technologies first and finding markets for them. The need seeker strategy seeks to understand customer needs and deliver products/services to meet those needs. The market reader strategy evaluates trends and opportunities in the market. Using only one strategy is risky; companies should use a dominant strategy and a subordinate one to balance internal capabilities and external demands. The recommendation is to start with market reading, then need seeking, and apply technology development last.
Scenario-based Economic Model Approach to evaluate the impact of the Internet...Yasushi Hara
This document describes an input-output table based computable general equilibrium (CGE) model to evaluate the impact of government investment in the Internet of Things (IoT) from 2005 to 2050. The model differentiates between intangible knowledge and tangible assets. It simulates three policy scenarios: 1) introducing TCP/IP sensors, 2) real-time sensing and knowledge systems, and 3) platform-based businesses and production systems. The results show that government IoT/ICT investment can accelerate GDP growth, labor transition to new industries, and the infiltration of IoT across sectors. Platform-based businesses are important for utilizing cross-sectoral information technologies.
Open source from disruption to innovation - Can we measure and evaluate the o...SpagoWorld
This presentation supported the speech delivered by Gabriele Ruffatti, founder of the SpagoWorld initiative and founder and OW2 President (www.ow2.org), at OSS 2013 - the International Conference on Open Source Systems (Koper, Slovenia, 25th-28th June 2013).
The first part of the presentation focuses on open source, innovation and next challenges in the context of the "nexus of events".
The second part provides various examples of how Spago4Q (www.spago4q.org) - SpagoBI analytic for quality - supports a quality assurance and trustworthiness program. It includes a preview of the speech to be delivered at IT Confidence 2013 in Rio de Janeiro (Brazil), presenting how Spago4Q is being used as the key tool inside a complete Application Lifecycle Management process. Spago4Q allows the evaluation of corporate performances through a 3D model integrating data coming from three dimensions of analysis: Technical, Economical and Social.
This is a first prototype of the book structure of our book on business model design and innovation, which will be announced at http://business-model-design.blogspot.com
The document provides information about an online engagement webinar. It includes details about accessing the webinar such as phone numbers and access codes for the UK. It lists today's speakers as Andrew Gerrard and Nicola Meinders and outlines 5 key steps to online engagement: segmenting audiences, personalizing messages, maximizing brand acceptance and recall, launching campaigns quickly across multiple markets, and leveraging social media. Reasons for investing in online engagement are given. Challenges and opportunities for each step are discussed along with best practices and practical examples. Contact information is provided for Nicola Meinders and information on how to request additional resources.
Gordon Vala-Webb presents a framework for developing a collaboration strategy. The strategy involves:
1) Defining business outcomes from collaboration.
2) Focusing efforts on specific people, tasks, and types of collaboration.
3) Nurturing new ways of working by addressing psychological needs.
4) Measuring collaboration activities and outcomes to evaluate progress.
5) Revising the strategy based on feedback to accelerate or stop certain approaches.
The presentation provides examples of collaboration tools and challenges of implementing new strategies in organizations. Attendees are engaged in exercises to apply the framework to their own contexts.
Keys to Online engagement in B2B
Segment your audience.
Personalise your message for a mass market.
Increase brand recognition by using multiple content formats - videos, websites, emails, etc. - which add personality and improve recall among your targets.
Launch your campaign in your markets quickly, and in their language.
Take advantage of social media to properly build a conversation around your key messages.
The document discusses the concept of Web 2.0 and its implications for enterprises. It outlines some benefits of adopting participative and collaborative technologies like reducing ineffective email use, connecting distributed teams, improving communication, attracting and retaining talent, and facilitating innovation. It also provides examples of how to measure the impact of these technologies and recommends starting with people and objectives and then expanding use over time.
The document outlines an agenda for a social media seminar. The agenda includes presentations on LinkedIn, Facebook, Twitter, YouTube, Pinterest and Foursquare. It also covers coffee breaks, lunch, and a concluding session on managing social media networks and time. Speakers include Mark, Scott, Xiao, and Ellie, and topics range from using various social media platforms for business to exposing businesses' visual sides and leveraging location-based services.
Storytelling: Selling a brilliant idea like a rock starRicardo Luiz
Storytelling in User Experience and in Projects.
The 5 Magic Steps to tell the story you need to sell a project, a solution or an idea.
How to understand what you need to do in order to engage like a rock star
Agile Project Management is an exciting methodology to manage complex projects. It’s mainly used in software development but can be used in any discipline.
This presentation explores the benefits of using Agile, a case study which purposely isn't software and a consideration of the leadership styles required to make an Agile project a success.
It was originally developed for TC World Bangalore and later adapted for GALA as a webinar.
Presentation Coaching Workshop at Singapore PolytechnicKenny Lew
The document provides an agenda and materials for a presentation coaching workshop. It discusses key elements of effective pitches such as having a compelling story, clear message, capturing attention, and convincing the audience to take action. It offers tips for preparing pitch decks, including knowing the audience and goal, highlighting compelling elements, and using visual designs over text. Common mistakes like reading slides and meaningless information are also addressed. Example pitch videos are presented and discussed.
This document provides an introduction to concepts for developing a business model, including customers and value propositions. It discusses workshops on shaping good ideas through human-centered design and introduction to the Business Model Canvas. The key activities are to identify customer segments and develop value propositions for the business by getting to know customers, their needs and pain points. The document encourages prototyping ideas and testing them with customers to gain insights.
Creating Great User Experiences: Tips and TechniquesTechWell
Many software people look at creating great user experiences as a black art, something to guess at and hope for the best. It doesn't have to be that way! Jennifer Fraser explores the key ingredients for great user experience (UX) designs and shares the techniques she employs early-and often-during development. Find out how Jennifer fosters communications with users and devs, and works pro-actively to ensure true collaboration among UX designers and the rest of the team. Whether your team employs a formal agile methodology or not, Jennifer asserts that you need an iterative and incremental approach for creating great UX experiences. She shares her toolkit of communication techniques-blue-sky brainstorming sessions, structured conversation, and more-to use with different personality types and describes which types may approach decisions objectively versus empathetically. Leave with examples of UX design methods-personas, use scenarios, and user stories-to get you started on your current and upcoming projects.
How Would You Start? - starting projects on the right footIIBA UK Chapter
This document proposes a new framework called SADD (Strategic Analysis Discovery Design) for pre-project analysis. It argues that most projects fail to meet objectives because they lack proper upfront analysis and design. SADD involves fact-finding, analysis, ideation and high-level design before a project begins. It is presented as an alternative to traditional project management approaches with a stronger emphasis on understanding problems, exploring options creatively and establishing a holistic strategic direction and high-level solution design. The framework has both a process model and principles like design thinking. It aims to establish the right conditions for success before a project is initiated.
How Microlearning is Having a $2.2 Million Annual Impact at Bloomingdale’sHuman Capital Media
Microlearning has quickly become a hot topic in corporate learning, primarily because conventional learning methods have struggled to meet the demands of the business and the needs of the modern employee. Many organizations are incorporating microlearning into their learning strategy and are seeing incredible results.
In this session, you will learn why Bloomingdale’s decided to break away from conventional practices and try microlearning in 2012—before microlearning was a known term. It will explore the issues the company faced when it was decided to take the organization down the microlearning path and what the dramatic results have been. You will learn from the pitfalls and successes that were encountered along the way. For some, this session will provide a wake-up call for how learning professionals need to adapt their approaches to better meet the needs of a business and its employees. For others, it will help them gain a better perspective on the true benefits of taking a microlearning approach.
In this session, you will learn:
Why Bloomingdale’s took a microlearning approach
What Bloomingdale’s learned during their three-plus year journey with microlearning
The ingredients of an effective microlearning strategy
The results that Bloomingdale’s has achieved: a $2.2 million a year impact
Networking Power covers the secrets of successful people. Provides - Speeches for Coaches - Professional seminar presentation and work book materials. Help your clients build a personal plan to succeed in their goals. www.speechesforcoaches.com, Jon Newsome (770) 614-4146.
The document outlines Tomás Caeiro's workshop on crafting an effective pitch deck. The workshop agenda includes defining what a pitch and pitch deck are, pitch secrets and goals, and pitch format and structure. The presentation covers communicating something to someone to achieve a goal, different types of pitches, and the importance of practice, planning and anticipating questions. It provides guidance on pitch elements like problem, solution, competitors, marketing, business model and metrics. Bonus tips are given on dos and don'ts of pitching, including knowing your audience, competitor, and not giving false information.
Arne Sigurd Rognan Nielsen is a senior social business advisor and evangelist at IBM. He has held many positions throughout his career, including photographer, journalist, and writer. Nielsen writes books on topics like sales, marketing, and key account management. He is also an active blogger and advocates for collaboration and social business.
Why do Data and Analytics struggle in large organizations? This presentation explores the structural and causal issues at play through the lens of 'systems thinking' and 'business dynamics'.
Simple Principles for Complex Data-Led Organisational TransformationBarry Magee
Digital Transformation Lab - Best of Practitioner Research - Jun 2021 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Culture Hacking with Data - front line experiences in Data Driven TransformationBarry Magee
UCC PGDip in Innovation Studies - Feb 2021 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Data Strategy for Digital Sales : Case Study & Best PracticeBarry Magee
Citrix Peer Exchange : Indeed.com - Oct 2020 - Barry Magee
I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results.
https://www.linkedin.com/in/barrymagee/
Data Driven Customer Engagement: Workflow and Feedback SystemsBarry Magee
This document discusses making sales and marketing more data-driven. It notes that traditionally conversion rates are around 2-3% but increasing data capture and feedback allows for higher rates. Edison is introduced as a system that uses AI to integrate data sources and customer feedback to help salespeople make better decisions. It captures 1.3 billion datapoints from various sources to provide a single view of customers and territories. Edison's market feedback system helps identify what is and isn't working for winning deals. This integrated approach including short sprints of activity allows for quicker adjustments and has achieved lead conversion rates up to 18% compared to the industry baseline of 3%.
The Use of A.I. in Sales & Marketing Pipeline Build - A Case StudyBarry Magee
The document discusses using artificial intelligence to improve pipeline building for a sales organization. It describes the current problems as an ineffective, list-based approach without feedback. The proposed solution is to build an embedded, data-driven process using AI to help prioritize accounts and optimize sales efforts. This would allow managers and sellers to see market potential and focus on building new pipeline. There were both technical and organizational challenges, but initial results showed improved conversion rates and sales cycles after implementing a centralized workflow using AI to make sales efforts more informed and productive.
This document outlines a data strategy for Oracle Digital to deliver actionable insights and business transformation. It discusses identifying relevant datasets, blending internal and external data, developing models to generate insights, and implementing an agile process to deliver improved targeting, seller insights, and data-driven transformation. The goal is to help sales teams optimize territory management, prioritize and engage clients effectively, and provide the right information to prospects.
Intelligent Tooling for (Digital) SalesBarry Magee
The document discusses using intelligent tools to help digital sales teams. It notes key seller questions around achieving sales targets and prioritizing clients effectively. It then outlines some of the challenges sales teams face like having too much data and tools, not enough time, and lack of insights. The solution discussed using a cognitive sales advisor that maps territories, provides insights, and helps answer questions to optimize sales processes. It aims to help sales teams prioritize, prepare for client engagements, and find new customers through a data-driven approach.
Using analytics to drive client engagement and find the market sweetspots Barry Magee
1. The document discusses using analytics to drive client engagement and find market opportunities by taking an iterative, data-driven approach to sales execution.
2. It outlines lessons learned from IBM's transformation journey, including using design thinking and prototyping to continuously improve models through feedback loops that incorporate data from sales outcomes.
3. The goal is to codify expertise into models that can match clients to offerings and prioritize engagements, helping sales teams focus on the right clients.
Using Analytics to improve Prospecting and reduce time to Pipeline targetsBarry Magee
The document discusses how analytics can be used to improve sales prospecting and reduce the time it takes to reach sales pipeline targets. It outlines lessons learned from IBM's transformation journey in using data-driven sales sprints and prioritization models to more effectively engage with prospective customers. The goal is to match customers with their needs, prioritize customer engagements, and incorporate feedback loops to continuously improve prioritization models.
Combining Agile and Analytics to improve Next Best Customer selectionBarry Magee
This document discusses combining agile and analytics approaches to improve customer selection. It describes IBM's journey moving towards an agile analytics model with five elements: single version of truth from multiple data sources, interpreting data as insights not just reports, modeling multidimensional rather than simple linear problems, modeling with limited historic data, and incorporating feedback loops. The goal is to codify expertise into models that match customers with needs and prioritize customer engagement.
Organisational Transformation with Data-Driven PracticesBarry Magee
This document outlines an agenda for a workshop on organizational data transformation. The agenda includes exploring data transformation lessons learned through case studies, reviewing lessons learned, and discussing how to put the lessons into practice. The case studies will focus on challenges of introducing data-driven practices into a sales environment and critical success factors for technical, behavioral, and organizational change. The document provides context on one case study involving challenges of helping sales reps manage their territories using limited data and time. It summarizes findings and outcomes from three cycles of the case study work.
Organisational Transformation with Data-Driven PracticesBarry Magee
This document outlines an agenda for a workshop on organizational data transformation. The agenda includes exploring data transformation lessons learned through case studies, reviewing lessons learned, and putting the lessons into practice. The case studies will focus on introducing data-driven practices into a sales environment at Citrix and the critical success factors for technical, behavioral, and organizational change. The document provides context on Citrix's sales environment and outlines evidence of problems from previous rounds of the case study.
Organisational Transformation with Data-Driven PracticesBarry Magee
The document summarizes Barry Magee's presentation on organizational data transformation. The presentation includes exploring data transformation lessons learned through case studies, with the goal of introducing data-driven practices into sales environments. It discusses challenges of transforming sales organizations and creating value through data, and focuses on three case studies examining critical success factors and outcomes of technical, behavioral, and organizational changes over time.
Organisational Transformation with Data-Driven PracticesBarry Magee
The document summarizes Barry Magee's presentation on organizational data transformation. The presentation includes exploring data transformation lessons learned through case studies, with the goal of introducing data-driven practices into sales environments. It discusses challenges of transforming sales organizations and creating value through data, and focuses on three case studies examining critical success factors and outcomes of technical, behavioral, and organizational changes over time.
The document provides tips for developing a blueprint that focuses on problem-solving rather than solutions. It advises embracing failure through iteration, building a team of rivals with complementary skills, and organizing diverse information over time to spot connections. It also notes that understanding will develop gradually, with 40% of information making sense initially and 60% sinking in over time through a cathartic process of building capabilities.
Data transformation in the sales environment - cat herding in sales prezBarry Magee
This document discusses challenges with data transformation in sales and marketing and provides recommendations. It notes that currently data is not used effectively across the sales funnel due to siloed activities without integration. It recommends taking a design thinking approach to capture the right data and ask the right questions to gain insights, then implement agile marketing and sales sprints using data to continuously observe, adjust and improve conversion rates.
Co-dependency with Clients - building a great product ≠ great product successBarry Magee
This document discusses the importance of client adoption of new products and change management. It notes that simply building a great product does not guarantee success and that the client organization must adapt to fully utilize the new product. The document provides several examples and argues that deployment, adoption, engagement and results (D-A-E-R) should be systematically monitored and improved over time to ensure clients derive value from products. It also stresses understanding organizational behaviors, change requirements and culture to facilitate adoption of new technologies and processes.
Getting Strategic about Sales AccelerationBarry Magee
1. The document discusses using data more effectively across the sales funnel to maximize return on investment.
2. Currently, activities throughout the sales funnel are often siloed without integration, focusing on short term wins rather than market trends or customer feedback.
3. The document proposes taking a more strategic approach by codifying expertise into models to prioritize customer engagement, integrating data visualization across sales and marketing, and using an end-to-end management system to continually adjust efforts based on outcomes.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy