This document provides an agenda for an "Introduction to the Management of Innovation Workshop" to be held on April 3rd, 2014. The agenda includes 3 lectures and 3 breakout sessions on topics related to innovation management, such as the definition of innovation, types of innovation, managing organizational change, and effective teamwork. Each session provides learning objectives and discussion questions. The document also contains several pages of pre-workshop input submitted by students on challenges related to strategic innovation, organizational change, and managing stress in organizations.
Compilation of the common challenges which experts have faced in the real agile environment. Ebook originally published in https://www.knowledgetrain.co.uk/agile/agile-challenges
organisational innovation is concerned with the progress of management in an innovative way.here are some facts which says the importance of innovation in every organisation
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
Leading Change: 5 ways to transform your organisation's cultureEnnovate
A guide to leading change is based upon the authors experiences of over 10 years research and insights gained from working across multiple industries and helping large organisations to deliver transformative change. The authors are Ian Duncan and Cormac Murphy.
Organizational Change Management (OCM) is a strategic framework on how to manage change. Discover the challenges companies experience during business transformations and get tips and advice for how to successfully execute an initiative. Learn how to effectively drive change within your organization and how changes in technologies, structure, processes and culture should be managed and prepared for ahead of a major transformation initiative. Presented during a GTRI webinar on October 13, 2016.
Compilation of the common challenges which experts have faced in the real agile environment. Ebook originally published in https://www.knowledgetrain.co.uk/agile/agile-challenges
organisational innovation is concerned with the progress of management in an innovative way.here are some facts which says the importance of innovation in every organisation
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
Leading Change: 5 ways to transform your organisation's cultureEnnovate
A guide to leading change is based upon the authors experiences of over 10 years research and insights gained from working across multiple industries and helping large organisations to deliver transformative change. The authors are Ian Duncan and Cormac Murphy.
Organizational Change Management (OCM) is a strategic framework on how to manage change. Discover the challenges companies experience during business transformations and get tips and advice for how to successfully execute an initiative. Learn how to effectively drive change within your organization and how changes in technologies, structure, processes and culture should be managed and prepared for ahead of a major transformation initiative. Presented during a GTRI webinar on October 13, 2016.
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
Prosci Webinar: The Holistic Approach to Change Management - Insights and Inn...Prosci ANZ
For nearly twenty years, Prosci has been conducting change management research to identify benchmarks and best practices for leading the people side of change (and the 10th Best Practices in Change Management study is now open!)
As the discipline matures, the core of this body of knowledge has stabilized, and well-established findings guide many practitioners’ change management work. But with every study, this research has expanded into new topic areas and shed light on the most innovative applications of change management.
This webinar will examine the new topics explored in the most recent Best Practices in Change Management study (including cultural adaptation, change agent networks, and vertical industry impact) and how you can apply these findings to your work.
Change Community of Practice Webinar: Life after go live - what Change Manage...Prosci ANZ
Why do we need Change management post go live?
What are the Best Practices highlights
What does "post go live" Change Management look like?
What are the risks of cutting Change Management short
And the Top 5 tips from our consulting team!
August Community of Practice Webinar - How to manage resistance to change!Prosci ANZ
"It's not easy to change things. Things fight back." Marty Rubin
Resistance to change - it's the most common barrier to change and left unchecked, can damage project success and benefit realisation.
In this interactive webinar, we will cover:
- Unpacking resistance - what it is and what it looks like
- How to make the case for intervening early and often
- Snapshot of Prosci Best Practices
- Top 5 tips from our consulting team
- Q&A
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
This framework was created during a challenging ICT implementation project. I needed a way to get reluctant people excited and ready for their new working ways and processes, so I tested and tried different things. The one that worked was a combination of strategy, continuous change readiness measurements, picking the correct change management theory, communicating differently (and in different schedules) for different target audiences, using HR to pick the correct people to the core team and using the project management method, which suited the organization. This was an extreme experiment, but it worked. I've since tested it or parts of it in action in other change programs as well.
Succeeding in a change saturated environment - Being Human Change Community o...Prosci ANZ
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
Effective change management provides organizations with a mechanism whereby value is added and realized through reduced costs. Cost reductions are realized because change is implemented more effectively, causes fewer disruptions, and customer confidence is raised.
The purpose of this webinar is to give a clear picture of change management and its role in the organization. This webinar will explain the importance of change management, give an overview of how it works, and how it creates and adds value to the organization.
Additionally, this webinar seeks to demonstrate the extent to which change management can enhance organizational objectives and goals, how properly implemented change management enables the furtherance of the organizational strategy, and how it contributes to organizational planning.
This webinar will explain how change management is an essential part of a holistic, results-driven approach that reflects business initiatives. It also seeks to show the inter-relatedness between change management and varied business activities as well as the value-add it brings by enabling organizations to respond to needed business changes.
Areas covered:
1. Purpose, Objectives and Definitions
2. Value to the business
3. Change Authorities
4. Strategic-tactical-operational change
- 7 R’s of change management
5. Change processes, Roles, Activities, Interfaces
6. Change Management is the authority
- Service Asset & Configuration Management (SACM) works to assist in administering change
- Configuration Management is key
- Release & Deployment Management (RDM) executes change
7. RDM is the operational side of change
8. Assessment and Evaluation occurs at multiple points and levels
9. Change Advisory Board
10. Interfaces (Change is multi-faceted and multidisciplinary)
- Interrelatedness of change management
11. Measuring change from different perspectives
12. Challenges and Summary
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes. This ITIL® Foundation training from Invensis Learning is ideal for professionals who are looking to gain a deep understanding of the globally-recognized ITSM framework and clear your ITIL Foundation exam in the first attempt.
For more information on Change Management Certification Training and other courses, please visit our website: https://www.invensislearning.com
Strategic Change and Strategic LeadershipSensei Ndlovu
The four steps in the process of managing strategic change
The strategic change issues that an organization may experience
The five building blocks an organization may have
The key actions and responsibilities of strategic leadership at any organization
Reflection
INNOVATION ARCHITECTURE 1
Innovation Architecture
Ronna Coffman
Grand Canyon University: ENT-435
April 21st, 2017
Innovation is much more than just design thinking workshops. In fact, innovation is a challenging undertaking. For the success of an organization it requires repeatable and rigorous system of innovation. Creativity and ideas are essential ingredients of innovation. The seeds of innovation are provided by individuals, but innovation is a team effort that turns ideas into reality and delivers tangible outcomes. (Elliott, 2014)
Companies today face a harsh ultimatum: Innovate or die. Senior executives repeatedly tell to their employees that failing to innovate would create a critical risk to their enterprise’s growth, even its survival. Organizations rate themselves lowest on one aspect of innovation i.e. the ability to implement a “system of innovation” – a defined, consistent and effective innovation process. (France, Mott, & Wagner, 2014)
Innovation involves the introduction of something new, particularly something radically different. The something new could be products and services, product/service delivery, business designs, business processes, or new ways of managing.
Business Innovation can be differentiated from other types of initiative such as efficiency, continuous improvement, transformation, optimization etc. by its purpose. The purpose of business innovation is to create new future value for the organization. Innovation is strongly connected to strategy since the focus of strategy is to consider the constantly changing context and envision the future to define the best competitive position to achieve future goals.
The greatest challenge faced in building innovation architecture is that leaders are not able to create a climate for innovation in an organization. The employees are not recognized and rewarded for the innovative work they carry out. The organizations should look after the employees as they play an important role in bringing out innovation.
Innovation in an organization is everyone’s responsibility, but employees can’t innovate unless their leaders empower them to do so in an environment that values and rewards their contributions. The leaders should create a climate that helps the employees to innovate and even they are allocated accountability for a particular idea. Company can create a center of innovation expertise in corporate headquarters or diversifies ownership of innovation across business units depending on company’s market focus and on its organizational structure.
For bringing out innovation the employees must be involved, motivated and engaged with the leaders. If they do the same things each day, they’re not going to get inspired by new things. To get more than ideas for continuous improvement, people’s minds should be flooded with a lot of new information – and this is where Design Thinking can play a great role.
Building innovation architecture:
Successful innovators .
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
Prosci Webinar: The Holistic Approach to Change Management - Insights and Inn...Prosci ANZ
For nearly twenty years, Prosci has been conducting change management research to identify benchmarks and best practices for leading the people side of change (and the 10th Best Practices in Change Management study is now open!)
As the discipline matures, the core of this body of knowledge has stabilized, and well-established findings guide many practitioners’ change management work. But with every study, this research has expanded into new topic areas and shed light on the most innovative applications of change management.
This webinar will examine the new topics explored in the most recent Best Practices in Change Management study (including cultural adaptation, change agent networks, and vertical industry impact) and how you can apply these findings to your work.
Change Community of Practice Webinar: Life after go live - what Change Manage...Prosci ANZ
Why do we need Change management post go live?
What are the Best Practices highlights
What does "post go live" Change Management look like?
What are the risks of cutting Change Management short
And the Top 5 tips from our consulting team!
August Community of Practice Webinar - How to manage resistance to change!Prosci ANZ
"It's not easy to change things. Things fight back." Marty Rubin
Resistance to change - it's the most common barrier to change and left unchecked, can damage project success and benefit realisation.
In this interactive webinar, we will cover:
- Unpacking resistance - what it is and what it looks like
- How to make the case for intervening early and often
- Snapshot of Prosci Best Practices
- Top 5 tips from our consulting team
- Q&A
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
This framework was created during a challenging ICT implementation project. I needed a way to get reluctant people excited and ready for their new working ways and processes, so I tested and tried different things. The one that worked was a combination of strategy, continuous change readiness measurements, picking the correct change management theory, communicating differently (and in different schedules) for different target audiences, using HR to pick the correct people to the core team and using the project management method, which suited the organization. This was an extreme experiment, but it worked. I've since tested it or parts of it in action in other change programs as well.
Succeeding in a change saturated environment - Being Human Change Community o...Prosci ANZ
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
Effective change management provides organizations with a mechanism whereby value is added and realized through reduced costs. Cost reductions are realized because change is implemented more effectively, causes fewer disruptions, and customer confidence is raised.
The purpose of this webinar is to give a clear picture of change management and its role in the organization. This webinar will explain the importance of change management, give an overview of how it works, and how it creates and adds value to the organization.
Additionally, this webinar seeks to demonstrate the extent to which change management can enhance organizational objectives and goals, how properly implemented change management enables the furtherance of the organizational strategy, and how it contributes to organizational planning.
This webinar will explain how change management is an essential part of a holistic, results-driven approach that reflects business initiatives. It also seeks to show the inter-relatedness between change management and varied business activities as well as the value-add it brings by enabling organizations to respond to needed business changes.
Areas covered:
1. Purpose, Objectives and Definitions
2. Value to the business
3. Change Authorities
4. Strategic-tactical-operational change
- 7 R’s of change management
5. Change processes, Roles, Activities, Interfaces
6. Change Management is the authority
- Service Asset & Configuration Management (SACM) works to assist in administering change
- Configuration Management is key
- Release & Deployment Management (RDM) executes change
7. RDM is the operational side of change
8. Assessment and Evaluation occurs at multiple points and levels
9. Change Advisory Board
10. Interfaces (Change is multi-faceted and multidisciplinary)
- Interrelatedness of change management
11. Measuring change from different perspectives
12. Challenges and Summary
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes. This ITIL® Foundation training from Invensis Learning is ideal for professionals who are looking to gain a deep understanding of the globally-recognized ITSM framework and clear your ITIL Foundation exam in the first attempt.
For more information on Change Management Certification Training and other courses, please visit our website: https://www.invensislearning.com
Strategic Change and Strategic LeadershipSensei Ndlovu
The four steps in the process of managing strategic change
The strategic change issues that an organization may experience
The five building blocks an organization may have
The key actions and responsibilities of strategic leadership at any organization
Reflection
INNOVATION ARCHITECTURE 1
Innovation Architecture
Ronna Coffman
Grand Canyon University: ENT-435
April 21st, 2017
Innovation is much more than just design thinking workshops. In fact, innovation is a challenging undertaking. For the success of an organization it requires repeatable and rigorous system of innovation. Creativity and ideas are essential ingredients of innovation. The seeds of innovation are provided by individuals, but innovation is a team effort that turns ideas into reality and delivers tangible outcomes. (Elliott, 2014)
Companies today face a harsh ultimatum: Innovate or die. Senior executives repeatedly tell to their employees that failing to innovate would create a critical risk to their enterprise’s growth, even its survival. Organizations rate themselves lowest on one aspect of innovation i.e. the ability to implement a “system of innovation” – a defined, consistent and effective innovation process. (France, Mott, & Wagner, 2014)
Innovation involves the introduction of something new, particularly something radically different. The something new could be products and services, product/service delivery, business designs, business processes, or new ways of managing.
Business Innovation can be differentiated from other types of initiative such as efficiency, continuous improvement, transformation, optimization etc. by its purpose. The purpose of business innovation is to create new future value for the organization. Innovation is strongly connected to strategy since the focus of strategy is to consider the constantly changing context and envision the future to define the best competitive position to achieve future goals.
The greatest challenge faced in building innovation architecture is that leaders are not able to create a climate for innovation in an organization. The employees are not recognized and rewarded for the innovative work they carry out. The organizations should look after the employees as they play an important role in bringing out innovation.
Innovation in an organization is everyone’s responsibility, but employees can’t innovate unless their leaders empower them to do so in an environment that values and rewards their contributions. The leaders should create a climate that helps the employees to innovate and even they are allocated accountability for a particular idea. Company can create a center of innovation expertise in corporate headquarters or diversifies ownership of innovation across business units depending on company’s market focus and on its organizational structure.
For bringing out innovation the employees must be involved, motivated and engaged with the leaders. If they do the same things each day, they’re not going to get inspired by new things. To get more than ideas for continuous improvement, people’s minds should be flooded with a lot of new information – and this is where Design Thinking can play a great role.
Building innovation architecture:
Successful innovators .
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
Reasons for failure of innovation; Economics of innovation; Importance of innovation management; Innovations strategies for a nation and an organization; Traits of innovative organizations; Types of innovative organizations; Management of innovation
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
ECONOMIC PERSPECTIVES
ECON200W - CRN 11297 Western Oregon University
Professor Fred Oerther November 19, 2014
address all email to: [email protected]
ASSIGNMENT PROMPT FOR
SECOND MAIN STUDY REPORT
Please follow the directions to the prompt questions. Creative thinking is encouraged as long as you are thoroughly covering the core questions. Use your understanding of economic thinking and economic behavior. This paper should be approximately a 10 page typed work. My personal preference is for 1.15-paced lines in a 12-font, with 1-inch margins. Use appropriate citation of outside sources as necessary, gathered in a bibliography at the end of the report, but these can be broadly referential, since this is a work of exposition, not a research paper as such. This report is due in my office (210 West House) or via email, no later than 7 AM December 4, 2014. Please do not turn anything in to the MOODLE site. No late work will be accepted. Thank you.
Enjoy!
THE ECONOMICS OF LIFE
Directions: Write an informative essay in response to the following prompt question: What part does economic thinking play in life? While you may utilize some direct reference to your own personal life, your work must also speak in general terms. Besides the answer to the broad abstract question above, please also provide a focused answer to at least two of the more specific prompts provided below:
1. To what extent can the economic perspective be applied when deciding between (1) your needs and desires regarding family and (2) the socially-imposed requirements and demands of building a successful career and/or business?
2. How will you reconcile your own personal dreams, hopes, and preferences with those of the others in your family unit (your spouse and your children)?
3. How does economic thinking apply to the “social contract” of the family unit, or can “economics” be disregarded when it comes to decisions inside the family?
4. How important is money in the successful accomplishment of your life goals?
5. How important is it to take an economically rational view in regards towards thinking about and planning towards the future?
6. How does economic thinking apply to considerations of living and working in the city/urban environment versus the country/rural environment? Explain how economics applies to questions surrounding whether to stay near where you originally grew up as opposed to moving far away and/or to moving to a culture that is very different to the one you were raised in.
7. Use economic thinking to describe your efforts to build elements of your human capital, e.g. the attainments of educational credentials, workplace skills and experiences, and social and cultural knowledge. How are these important?
8. Describe the applicability of economic thinking to decisions regarding romance, courtship, and marriage. Does economic thinking come into play in c ...
Similar to Management of Innovation in Engineering (20)
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
56. Task 1
Task 6
Task 5
Task 4
Task 3
Task 2
Develop
Criteria
Trends
Research
Interview
Preparation
interviews
Key innovation
Step
Task 7
Creative
Clustering
and
Screening
Evolution
Final
Ranking
Form team
Define goal
Develop
Screening and
Ranking criteria
Interview
Experts with
broad know-
ledge
Identify key
Market trends
Identify target
Segments to
interview
Construct draft
innovation map
Interview user
with a good know-
ledge of target
consumer
Interview users
from other markets
facing similar
challenges
Use networking
to identify
interviewees
Collect ideas and feeds
insights into innovation
map after every
interview stage to refine
interview scope and
direction
Cluster ideas
/insights into
proposition
for product
and services
Apply screening
criteria into
proposition
Workshop with
project team
and key
Experts
Evolve
propositions
Rank to
select most
promising
concepts
Further
desk-based
research/
interviews
Rank to select
best concepts
The interview step is just part of a more complex process to nurture innovation
8 - 12 Weeks
The Innovation Process Work Program
57. Task 1
Task 6
Task 5
Task 4
Task 3
Task 2
Develop
Criteria
Interview
program
Brainstorming
session
Creative
Clustering
screening
Task 7
Evolution
and initial
ranking
Concept
Evolution
Consumer
Test
Final
Ranking
Define scope
Agreed list of
calibrated
Criteria
for screening
and ranking
Interview with
external Experts,
to understand
the consumer
needs and
requirements
400 ideas
documented
20-25 ideas
clusters,
documented
Up to 10
outline concepts
4-6 qualified
concepts
3-5 concepts
ready for
development
These insights were used to stimulate an internal brainstorming session
Case studies- Case study 1
Innovation Funnel Planning
58. Task 1-3
Task 6
Task 5
Task 4
Initial
Workshops
And
research
interviews
Task 7
Creative
Clustering
and
Screening
Concept
Evolution
Final
Ranking
State objective
Define
agree screening
ranking criteria
Produce a draft
solutions map to
outline the
direction of search
Target market-feet on ground practical approach to
the task to identify incrementally better solutions
Interview with experts in cosmetics hair removal and
user hair removal products alternative markets-blue sky
Radical approach to the task to identify unique solutions
Interview with experts in alternative markets who use
similar technology-have similar needs, e.g. in medical
Experts in baldness and hair removal, surgeon.
Anesthesiologists, etc, etc.
Combine ideas
Into value
propositions
Use screening
criteria to select
the most
promising
propositions
Workshop with
project team
and key
lead users
Evolve
Proposition
Towards
Completed
Concepts
Rank to select
most promising
concepts
Further
desk-based
research/
interviews
Rank to select
best concepts
Users from both the target market and alternative markets were interviewed
as part of the key innovation step within the Innovation Process
Product
Successfully
Launched
Three years ago
Innovation Funnel Planning