IGNITE your…. strategic thinking
Presenter – Dr. Dave Richards, experienced and highly successful serial entrepreneur, innovator and master strategist, will be presenting on
“The MIT Innovation Lab: 5 key Learnings”
Dr Dave is an inspirational speaker, adviser, author and globally recognised thought leader.
He is honorary visiting Fellow with the Faculty of Management, Cass Business School, City University, London, co-founder and honorary lifetime member of the Massachusetts Institute of Technology Innovation Lab, Fellow of the Institute of Directors and the Royal Society for the Encouragement of the Arts, Manufactures & Commerce as well as adviser to a variety of business and government leaders.
Be Competitively Unpredictable! - Make it happen with innovationStefan Lindegaard
Competitively unpredictable: two words that spell the key to success in today’s fast paced, highly competitive business arena. If your company has the ability to consistently outmaneuver the competition in ways they never see coming, then the future is bright.
Why is being competitively unpredictable so essential now? One key reason is the ever-shrinking window of opportunity. In the past decades, depending on your industry, you could count on having three or five or even seven years after bringing something new to market to make good money before you needed to come up with the next new thing to keep revenues growing.
This is no longer the case. While the pace of innovation used to be fast but still manageable, now the window of opportunity is getting shorter and moving faster so you’re forced to innovate ever faster. One of the best examples is the mobile phone industry where they are now counting in months.
Open innovation and business model innovation are key concepts for becoming competitively unpredictable and in this session Stefan Lindegaard shares his views on how companies can embrace these concepts in order to bring better innovation to market faster.
Specifically, he provides:
• an overview of the current state of innovation and what the future will bring us
• examples on how leading-edge companies merge open innovation and business model innovation
• insights on why companies must embrace failure for better innovation
• insights on how companies can use social media for their innovation efforts
The key problem of any business is not what's new, but what's next. Given that, if New will be the required Next for business, you would think they would get to know each other a lot better.
A preconference workshop proposed for the 2013 Academy of Management: Applying the lean startup model to social and sustainable ventures. Hands-on workshop and intensive discussion, Terrific crew of organizers and more.
Here you get a look at my current thoughts on innovation through a presentation that I will give tomorrow at the Turkey Innovation Week, where I am one of the keynote speakers.
It is a long talk – 1 hour – so I have compiled lots of content in this presentation. Yes, it might even have too many messages, but I hope the participants at the conference as well as those of you, who are just checking out the presentation, can find some inspiration in it without feeling overloaded with information.
Some of the topics I get into are:
• The current state of innovation and the global megatrends that impacts it
• A definition on open innovation and the benefits that come along with it
• Innovation as a career choice – what you need to succeed for this
• My perception of innovation in Turkey (not elaborated, just one case)
• How intrapreneurship can bring together idea and people management
I hope you find it worthwhile your time.
Be Competitively Unpredictable! - Make it happen with innovationStefan Lindegaard
Competitively unpredictable: two words that spell the key to success in today’s fast paced, highly competitive business arena. If your company has the ability to consistently outmaneuver the competition in ways they never see coming, then the future is bright.
Why is being competitively unpredictable so essential now? One key reason is the ever-shrinking window of opportunity. In the past decades, depending on your industry, you could count on having three or five or even seven years after bringing something new to market to make good money before you needed to come up with the next new thing to keep revenues growing.
This is no longer the case. While the pace of innovation used to be fast but still manageable, now the window of opportunity is getting shorter and moving faster so you’re forced to innovate ever faster. One of the best examples is the mobile phone industry where they are now counting in months.
Open innovation and business model innovation are key concepts for becoming competitively unpredictable and in this session Stefan Lindegaard shares his views on how companies can embrace these concepts in order to bring better innovation to market faster.
Specifically, he provides:
• an overview of the current state of innovation and what the future will bring us
• examples on how leading-edge companies merge open innovation and business model innovation
• insights on why companies must embrace failure for better innovation
• insights on how companies can use social media for their innovation efforts
The key problem of any business is not what's new, but what's next. Given that, if New will be the required Next for business, you would think they would get to know each other a lot better.
A preconference workshop proposed for the 2013 Academy of Management: Applying the lean startup model to social and sustainable ventures. Hands-on workshop and intensive discussion, Terrific crew of organizers and more.
Here you get a look at my current thoughts on innovation through a presentation that I will give tomorrow at the Turkey Innovation Week, where I am one of the keynote speakers.
It is a long talk – 1 hour – so I have compiled lots of content in this presentation. Yes, it might even have too many messages, but I hope the participants at the conference as well as those of you, who are just checking out the presentation, can find some inspiration in it without feeling overloaded with information.
Some of the topics I get into are:
• The current state of innovation and the global megatrends that impacts it
• A definition on open innovation and the benefits that come along with it
• Innovation as a career choice – what you need to succeed for this
• My perception of innovation in Turkey (not elaborated, just one case)
• How intrapreneurship can bring together idea and people management
I hope you find it worthwhile your time.
This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).
Innovation is Everyone´s Responsibility and Why Innovation MattersStefan Lindegaard
Innovation is Everyone´s Responsibility and Why Innovation Matters
Here you get my slides from a recent presentation in Turkey where I was asked to provide perspectives on innovation through two important questions / lenses:
Why innovation matters? My key message is that innovation matters if your company wants to stay relevant – and survive. It is that simple. Just consider this piece of information:
At the current churn rate, 75% of the S&P 500 firms in 2011 will be replaced by new firms entering the S&P500 in 2027. There is so much change and it is happening so fast. Innovation can mean many things, but it is a general understanding that it helps you fight irrelevance and helps you drive change rather than becoming a victim of it.
Innovation is everyone´s responsibility. I work with innovation on three levels; incremental, radical and “in between”. The latter is often the most relevant because it can really change things and have a strong impact while companies have a good chance of succeeding with this with the right setup, processes and people. Radical or disruptive innovation is highly desirable, but it is also very difficult to achieve. It requires a lot of luck as well as the right framework and conditions for this luck to happen. Very few organizations succeeds here.
While everyone in an organization should contribute to incremental innovation, I don´t think everyone should work with radical or “in between” innovation – at the same time that is. Most people just have to focus on the getting their daily jobs done. However, every employee should be given an opportunity to contribute to radical and “in between” innovation through corporate programs that could be based on the concept of intrapreneurship, incubators, accelerators or something similar.
When it comes to getting people to understand that everyone actually can contribute to all three levels of innovation, I like to use the Ten Types of Innovation framework by Doblin as it is a simple and visual concept that can open the eyes of the “unusual suspects” when it comes to innovation contribution.
Well, check my slides and let me know what you think. I am of course open for discussing a session or talk near you :-)
How To Implement Open Innovation: OI Chess ParadigmRob Veldt
Describes the OI Chess Paradigm. A toolbox which provides a structured approach to transform organizations from closed to open, using leadership styles and organizational identity, with attention to people, operations, policy and culture.
Succesful innovation outposts - How Corporate HQ Can Get More from Innovation Outposts?
Setting up innovation outposts in global technology clusters, such as Silicon Valley, Boston, and Tel Aviv, is highly popular among Fortune 500 corporations
The geographic proximity to the innovation clusters facilitates the “absorptive capacity” to assimilate and use know-how
The logic is that if you are present where new trends, ideas, talents, and start-ups are generated you might be able to recognize and assimilate them into your firm’s innovation pipeline
Persuaded by such logic, companies agree to make the investment and set up their innovation centers. People are relocated or hired locally to staff the outpost
Unfortunately, even if there is a strong rationale behind the set-up of outposts, often the return on investment is perceived as unsatisfactory
Innovating User Value: The Interrelations of Business Model Innovation, Desig...Jan Schmiedgen
We live in a hyper-competitive world where whole industries either shift towards services or become obsolete due to new market entrants, technologies or even social practices. A world, where permanent interactions with customers, fast time-to-market, and the ability to innovate »right« (e.g. the right thing or value) are the key to corporate success. On that score the business world isn't getting tired of emphasising the need for strategic innovation (which means »creating superior customer value«, business model innovations or even the disruption and creation of new markets).
Through the lens of »customer value« this paper uncovers some of the often overlooked links of design (design thinking, design-driven innovation and service design) to strategic innovation. It will do so by ... 1) Disenchanting the big corporate rhetoric on above claims by showing that prevailing and too one-sided understandings of strategy and innovation, rather reinforce than escape old industry paradigms. 2) Examining designs still undervalued contributions to strategy-making by approaching business challenges with a user-centric and radical service logic. 3) Showing that every dimension of strategic innovation culminates in the concept of perceived user value and meaning, which gets reviewed in detail (dimensions, forms, properties), especially with regards to constructing value propositions. 4) Arguing that the current service design and business model innovation discourses cannot be negotiated separately, as they may be good methodological complements.
So when speaking about the innovation of value for the customer, the paper argues, the above stated and seemingly separated fields intersect. Therefore their most apparent systemic connections and the facilitation of value creation by design are outlined and discussed.
Lean Startup & Corporate Innovation Strategies - April 2015Kevin Shutta
Intro to Lean Startup and insight into the barriers and strategies for corporate innovation. Corporate Innovation inspired by Trevor Owens, CEO of Lean Startup Machine.
This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).
Innovation is Everyone´s Responsibility and Why Innovation MattersStefan Lindegaard
Innovation is Everyone´s Responsibility and Why Innovation Matters
Here you get my slides from a recent presentation in Turkey where I was asked to provide perspectives on innovation through two important questions / lenses:
Why innovation matters? My key message is that innovation matters if your company wants to stay relevant – and survive. It is that simple. Just consider this piece of information:
At the current churn rate, 75% of the S&P 500 firms in 2011 will be replaced by new firms entering the S&P500 in 2027. There is so much change and it is happening so fast. Innovation can mean many things, but it is a general understanding that it helps you fight irrelevance and helps you drive change rather than becoming a victim of it.
Innovation is everyone´s responsibility. I work with innovation on three levels; incremental, radical and “in between”. The latter is often the most relevant because it can really change things and have a strong impact while companies have a good chance of succeeding with this with the right setup, processes and people. Radical or disruptive innovation is highly desirable, but it is also very difficult to achieve. It requires a lot of luck as well as the right framework and conditions for this luck to happen. Very few organizations succeeds here.
While everyone in an organization should contribute to incremental innovation, I don´t think everyone should work with radical or “in between” innovation – at the same time that is. Most people just have to focus on the getting their daily jobs done. However, every employee should be given an opportunity to contribute to radical and “in between” innovation through corporate programs that could be based on the concept of intrapreneurship, incubators, accelerators or something similar.
When it comes to getting people to understand that everyone actually can contribute to all three levels of innovation, I like to use the Ten Types of Innovation framework by Doblin as it is a simple and visual concept that can open the eyes of the “unusual suspects” when it comes to innovation contribution.
Well, check my slides and let me know what you think. I am of course open for discussing a session or talk near you :-)
How To Implement Open Innovation: OI Chess ParadigmRob Veldt
Describes the OI Chess Paradigm. A toolbox which provides a structured approach to transform organizations from closed to open, using leadership styles and organizational identity, with attention to people, operations, policy and culture.
Succesful innovation outposts - How Corporate HQ Can Get More from Innovation Outposts?
Setting up innovation outposts in global technology clusters, such as Silicon Valley, Boston, and Tel Aviv, is highly popular among Fortune 500 corporations
The geographic proximity to the innovation clusters facilitates the “absorptive capacity” to assimilate and use know-how
The logic is that if you are present where new trends, ideas, talents, and start-ups are generated you might be able to recognize and assimilate them into your firm’s innovation pipeline
Persuaded by such logic, companies agree to make the investment and set up their innovation centers. People are relocated or hired locally to staff the outpost
Unfortunately, even if there is a strong rationale behind the set-up of outposts, often the return on investment is perceived as unsatisfactory
Innovating User Value: The Interrelations of Business Model Innovation, Desig...Jan Schmiedgen
We live in a hyper-competitive world where whole industries either shift towards services or become obsolete due to new market entrants, technologies or even social practices. A world, where permanent interactions with customers, fast time-to-market, and the ability to innovate »right« (e.g. the right thing or value) are the key to corporate success. On that score the business world isn't getting tired of emphasising the need for strategic innovation (which means »creating superior customer value«, business model innovations or even the disruption and creation of new markets).
Through the lens of »customer value« this paper uncovers some of the often overlooked links of design (design thinking, design-driven innovation and service design) to strategic innovation. It will do so by ... 1) Disenchanting the big corporate rhetoric on above claims by showing that prevailing and too one-sided understandings of strategy and innovation, rather reinforce than escape old industry paradigms. 2) Examining designs still undervalued contributions to strategy-making by approaching business challenges with a user-centric and radical service logic. 3) Showing that every dimension of strategic innovation culminates in the concept of perceived user value and meaning, which gets reviewed in detail (dimensions, forms, properties), especially with regards to constructing value propositions. 4) Arguing that the current service design and business model innovation discourses cannot be negotiated separately, as they may be good methodological complements.
So when speaking about the innovation of value for the customer, the paper argues, the above stated and seemingly separated fields intersect. Therefore their most apparent systemic connections and the facilitation of value creation by design are outlined and discussed.
Lean Startup & Corporate Innovation Strategies - April 2015Kevin Shutta
Intro to Lean Startup and insight into the barriers and strategies for corporate innovation. Corporate Innovation inspired by Trevor Owens, CEO of Lean Startup Machine.
'Invest Europe the voice of private capital' annual report 2015-16. Interesting Company http://www.investeurope.eu/
Office Address
Bastion Tower
Place du Champ de Mars 5
B-1050 Brussels Belgium
Tel.: +32 2 715 00 20
Fax: +32 2 725 07 04
Email: info@investeurope.eu
*2012 Fundraising overview
*2013 Funds expected and LP commitment plans
*Buyout and venture deal-making review
*Exits: a round-up of trade sales, secondary buyouts and IPOs
*Views from the industry
Digital Banking: Enhancing Customer Experience; Generating Long-Term Loyalty ...Cognizant
To stay profitable and grow in the new digital economy, banks need to adopt a customer-centric business model, diversify online delivery of products and services channels and begin making meaning from valuable trails of digital information.
Digital Transformation of U.S. Private BankingCognizant
U.S. private banks need to rethink their business models and accelerate their push to meet the ever-rising expectations of digitally savvy high-net-worth clients.
The NOAH Newsletter is a bi-monthly publication with a dedicated focus on European Internet companies. Here are a few highlights on what to expect.
- State of the web: traffic benchmarking of the largest B2C sectors
- Latest sector valuations and operational KPIs
- The most significant transactions in the last few years
- Recent developments and program for the NOAH Conference (London & Berlin)
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
We are proud to announce our fifteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Sometimes it seems that nearly every large company on the planet is establishing some sort of innovation presence in Silicon Valley – be it a full-blown center, lab or a fledgling outpost. Tech and non-tech companies are here. They’re committing time, dollars and talent in the hope of leveraging
the concentrated startup and academic ecosystems to some varied definitions of success. They’re betting that being close to the epicenter of others’ ideas and success automatically conveys a benefit.
That’s dangerous and lazy thinking.
What’s the rush and what does an innovation presence really contribute to the business and the marketplace as a whole? Is all of the recent frenzied activity the result of some kind of corporate FOMO (“fear of missing out”) around the next big thing? Or is there really something special and unpredictable that comes out of a well-curated and geographically well- situated set of relationships,talent and ideas?
It’s not easy to be ‘innovative,’ and we could quickly drift into the territory of clichéd term if we are not careful.
So what does innovation mean today? Can you create a culture and learn the skills that can serve as the spark and kindling for the pursuit of something that really matters? Or is it ever so easy to commit one of the transgressions of innovation and either think too far out into the future without any purpose, or merely get involved in projects of short-term incremental improvement?
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
A white paper from The Inovo Group - Opportunities are central to innovation. Read Inovo's latest white paper to learn more or visit theinovogroup.com.
We are proud to announce our fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Ignite your ... success through your employees Julia BarnettAlan Scrase
Presenter – Julia Barnett,director of Performance HR. With over 20 years’ first hand managerial and consultancy experience, Julia has worked in and alongside companies from SME status to multi-nationals in a wide range of business sectors. Julia will be presenting on:
“Employee #1 – The challenges”
Taking on your first employee is a significant milestone in the life of any business, but ensuring you get the right employee can be a challenge for any size of business. With its first employee a business is establishing its culture, modus operandi and future success. The character of any organisation should come from the top, be clear from the outset and understood by every employee. Business success through effective staff performance is about setting the ground rules that offer your employees room to grow and to give of their best.
IGNITE your.... Employing your first employee, the laws Clive DobbinAlan Scrase
Presenter – Clive Dobbin, a member of the management committee of the Employment Lawyers Association, and is the representative of the Employment Lawyers Association on the council of the Law Society of England and Wales, will be presenting on:
“Employing your first employees - what you need to know”
Paris Smith LLP is one of the largest regional law firms in Central Southern England, based in landmark offices in Southampton. Here Clive is the head of the employment department, and he specialises in all aspects of employment law. He has a particular expertise in advising on issues concerning the Transfer of Undertakings (Protection of Employment) Regulations ( "TUPE"), the employment issues arising from buying and selling businesses, the exit of senior employees (including advising on the share issues arising from such exits) together with advising on employment tribunal claims.
Ignite your..future talent pipeline Ann Cooper.Alan Scrase
Presenter – Ann Cooper, employer engagement manager at the University of Southampton, will be presenting on:
“Attracting the right graduates”
How your business could benefit from accessing top talent through student placements, on campus events and Careers Fairs. Through enhanced collaboration, your organisation could attract new ideas; fresh perspectives; business solutions; additional resource and the potential to nurture up-and-coming talent to meet your business needs.
Ignite your london stock exchange aim listingAlan Scrase
IGNITE your…. London Stock Exchange
Presenter – Lucy Tarleton, London Stock Exchange Director, responsible for London & the South of England, will be presenting on
“Aim - where ideas take off”
Aim is regarded by advisers, investors and companies as the most successful growth market in the world, having helped thousands of ambitious companies raise the capital they need to fund their growth and development. Lucy will provide an analysis of the benefits of flotation and the challenges companies will face on their journey to IPO, highlighting AIM's role in funding growth companies and its increasing importance for access to capital.
In her role, Lucy provides support and guidance to private companies who are considering floating as well as managing the London Stock Exchange’s relationship with over 850 Main Market and AIM quoted companies and the relationship with the corporate advisory community in the region.
IGNITE your…. Share equity investment
Presenter – Graeme Purdy, Chief Executive of Ilika will comment upon his own successful experience of
“leading the Company through successfully private funding rounds to finally floating on AIM”
Ilika Technologies Ltd was founded in 2004 as a spin-out from the School of Chemistry at the University of Southampton. The Company quickly established an international reputation for the rapid development of novel materials and secured commercial partnerships with a portfolio of blue-chip companies including Asahi Kasei, Shell, NXP and Toyota. The Company’s growth has been financed by three rounds of venture capital, an initial public offering (IPO) on the London Stock Exchange in May 2010 and a Placing in April 2012.
IGNITE your....European Funding Opportunities
Presenter – Alan Scrase, centre manager of SETsquared at the University of Southampton, will present about
“The new SME instrument”
Horizon 2020 provides easy access to € 2.8 Billion to SMEs to fill the gaps in funding for early-stage, Research and Innovation SMEs and accelerating the exploitation of innovations.
The new SME instrument will be a simpler and more easily accessible funding scheme for SMEs, where projects will be selected through a bottom-up approach within a given societal challenge or enabling technology of H2020.
Executive Association Solent Intro to Crowd Funding 14 Feb 2014Alan Scrase
A short after dinner Introduction to the three main types of Crowd Funding in the UK given by Alan Scrase Incubation Centre Manager, SETsquared at University of Southampton
IGNITE your…. global communication’s
Presenter – Dr. Jay Kettle-Williams, international business communication consultant and trainer, will be presenting on the UKTI funded "UKTI web site communications reviews" - how to build and optimise a successful world-class website that will generate a higher volume of web traffic and gain from international customer.
The Export Communications Review is a funded impartial and objective look at language and cultural issues, reviewing all communication tools including website and marketing materials, to help them improve their competitiveness in existing and future export markets.
UK Trade & Investmentworks with UK-based businesses to ensure their success in international markets, and encourage the best overseas companies to look to the UK as their global partner of choice.
IGNITE your…. international networks
Presenter – Richard Hall, Managing director at EISC Ltd will be presenting the idea of
“How the Enterprise Europe Network can help you access the new Horizon 2020 and other EU funds”
The European Information Service Centre is part of Enterprise Europe Network (EEN) and works with 600 partners in over 40 countries to deliver business and technology opportunities to small business in the EU.
The Enterprise Europe Network is a new specialist support network for SMEs. Its role is to raise awareness of business opportunities for companies within the EU and inform them of relevant regulations, programmes and initiatives.
IGNITE your....environmental iNet
Presenter – John Richardson, Business Innovation Specialist, iNet Project Manager at WSX Enterprise, will present about ERDF funded
“The Environmental iNet, how can it help you?”
The Environmental iNet is a South of England project that funds businesses to access support from a network of industry leaders, HEIs and business advisers, so they can quickly and effectively benefit from the rich resource provided by universities, to seize opportunities to create/improve new products and services, exploit new market niches and to grow in the environmental field.
Ignite your medical funding opportunties emeAlan Scrase
IGNITE your.... medical funding opportunities
Presenter - Dr Lisa Douet, Senior Research Fellow, and Ellie Monks, EME Programme Manager will present about
“Research Funding: The Efficacy and Mechanism Evaluation Programme”
The EME Programme funds clinical efficacy studies. The studies it supports usually test if an intervention works as expected, in a well-defined population or group of patients. The Programmealso also provides an opportunity to use clinical studies to understand disease or treatment mechanisms, which may in turn lead to improvements in health and patient care.
IGNITE your…. Solent LEP Bridging the Gap
Presenter - Jan Ward, Solent LEP Director & CEO of Corrotherm International Ltd will be presenting
"Phase 2 of Bridging the Gap funding programme"
Bridging the Gap is a competitive fund of £1.85m, looking to identify projects that can create or safeguard the most jobs and leverage the most private sector investment into SMEs in the Southampton area.
The Solent Local Enterprise Partnership (LEP) was formed after the Government offered local areas the opportunity to take control of their future economic development.
IGNITE your…. USSP Grant Users Group
Presenter - Nick Allot, Principal at Nquiring Minds will be presenting the idea of
"Creating an Grant Users Group on the University of Southampton Science Park"
With an increasing number of companies on the science park bidding for and winning grants from UK and EU sources there is a large amount of experience and knowledge being gained. The aim of the Grant Users Group is to pool that knowledge and creat strategic partnerships that can be even more successful in the future.
Nquiring minds, a research lab specialising in high technology research, have recently received two grants from the technology strategy board amounting to a total of £230,000 and are part of a EU funded FP7 ICT programme with a budget of 14 million Euro.
IGNITE your....FUTURE SOLENT
Presenter - Jimmy Chestnutt, General Director of the Southampton & Fareham Chamber of Commerce & Industry will present about
"Future Solent creating a Low Carbon Green Economy!"
The Solent Local Enterprise Partnership (Solent LEP), together with the Partnership for Urban South Hampshire (PUSH) and the Hampshire Chamber of Commerce have agreed a strategy for development of a low carbon economy in the Solent area which will help stimulate sustainable economic growth, create jobs, and reduce our carbon footprint.
IGNITE your…. TSB grants
Presenter – Mark Glover, Director Business Planning, from Technology Strategy Board will be presenting on
“The support to small businesses provided by the various TSB grants and schemes"
Mark is responsible for the definition and management of organisational strategy, strategic partnerships, EU and international engagement and organisational improvement and change.
The Technology Strategy Board is the UK's innovation agency. Our goal is to accelerate economic growth by stimulating and supporting business-led innovation.
Presenter – Lee Hopley, Chief Economist, from EEF The manufacturers' organisation will be presenting on
“Building a Stronger, Better Balanced Economy for SME high tech companies"
derived from its strategy The Route to Growth.
Lee leads EEF’s work on the economy and industrial policy. This encompasses both macro-economic issues and matters relating to productivity and competitiveness. She represents EEF on UKTI’s Advanced Engineering Advisory Board and is a member of the Economic Monitoring Panel at the Department for Business, Innovation and Skills.
IGNITE your…. Rapid Manufacture - IP and 3D printers
Presenter – Kim Walker, Partner at Thomas Eggar heads the commercial team and specialises in advising businesses on IP and technology law. She will present on the
"The legal implications and challenges to your IP in a 3D printer world"
Thomas Eggar LLP is a local firm that seeks out creative solutions for commercial organisations and private individuals. They aim to think differently and truly understanding a clients' needs and their industry, to be able to deliver inspiring results.
IGNITE your…. Rapid Manufacture - in the real world.
Presenter – Stuart Offer, Sales Manager for 3T RPD Ltd in Newbury will present
"examples and cases studies from real world applications of rapid manufacturing with world beating clients"
3T RPD are an Additive Manufacturing company specialising in Selective Laser Sintering (SLS) and Direct Metal Laser Sintering (DMLS). Both technologies are full melting additive layer manufacturing methods used in a vast array of industries.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Ignite your strategic thinking mit innovation lab
1. The MIT Innovation Lab: 5 Key Learnings
1. Ideas are Gold Dust
Ideas are a dime
a dozen, but
they’re the vital
starting point for
any innovation.
Individually they’re
almost worthless
little specks of dust. Great innovation companies
build a wide ‘funnel’ to maximize idea capture.
They look for ideas in the most unusual places
– especially outside the box, outside their own
four walls, outside their organisation. They look
to customers, end-users, competitors, and other
industries. There is no such thing as a ‘bad idea’,
other than ‘the one that got away’, or the one that
was never expressed.
2. Engagement is Key
The gold dust
must be mixed
vigorously. Creative
destruction and
reconstruction. Idea
combination and
recombination. The
greatest innovators
encourage the
wildest fights,
passionate debates, the confidence and shared
commitment that enable creative conflict.
“Politeness is the slow poison of collaboration
(Edwin Land)!” The best fights happen when crossfunctional, multidisciplinary, diverse perspectives
are brought together, passionately represented,
and not allowed out of the room until there have
been a few deaths and rebirths. The tornado looks
like chaos, but it’s actually chaos theory in action!
Engage the whole value chain early. Anyone
ultimately involved in delivering or consuming
value derived from a specific innovation should
be engaged in the process of creating it – ideally
from the idea stage throughout development. But
it’s not enough to merely bring outside people
and perspectives to the process. The magic
happens based on how they’re engaged. They
need to be motivated, creative, communicative and
collaborative. The goal is quality not quantity. A few
The Partner – May 2013
high quality collaborations with key stakeholders
will deliver more value than many half hearted
attempts with people who just don’t ‘get it’. Find
informed users who will articulately and mercilessly
criticise you. They can become your best advocates
and champions. Carefully select and build your
innovation team around these ‘lead users’, ensuring
key perspectives, intelligence and vital knowledge is
brought to the process.
3. Failure is the Greatest Teacher
There’s been
much debate
about whether
we learn more
from failure
or success.
Humans seem
to be wired to
learn from our own mistakes, rather than those of
others. Vicarious failure doesn’t seem to be a great
teacher, and nor does vicarious success – e.g.,
‘Aren’t I Great’ books. What about innovation?
There have been many so called ‘accidental
innovations’, but these aren’t examples of learning
from mistakes. They illustrate that ideas can come
from surprising places – including accidents in
the lab. However, the best innovations usually
don’t come from labs – but rather, from real world
users and their applications of tools, techniques
and technology (Eric von Hippel, ‘Democratizing
Innovation’) – very often trying to ‘correct’ flaws
in the design of products they’re using. In general,
when we try things, experiment and fail, we can
learn a great deal if we take the additional step of
deeply examining what went wrong.
When we created the Lab in 1993 as a consortium
for sharing best practices, secret sauces and
recipes for innovation leadership, we started with
success stories. However, we soon discovered we
learned more from sharing failure stories – the
more spectacular, the better! Insights emerged
from examining mistakes with the advantage of
looking across the founding businesses (initially
Nortel Networks, 3M and NYNEX). We could
powerfully apply resulting insights to common
problems – how to maximise commercialisation
21
THOUGHT LEADERSHIP
Dr Dave Richards, Cass Business School, London
2. success rates and innovation return on investment
(ROI), and create innovation capabilities as a
sustainable platform for competitive leadership.
4. Fail & Succeed Quickly
As reported in
this publication
two years ago
(‘Collaborative
Advantage’,
Richards),
delaying
project launch
effectively kills eventual ROI, by increasing
development costs and reducing market
penetration. Eliminate indecision. Timing is
everything. All innovations must hit the ‘use by
date’! So launching a project quickly is essential,
but so is terminating it when it becomes apparent
there are fatal flaws.
Great innovators stand out by being particularly
ruthless. They kill good ideas quickly, focusing
limited resources on the great ideas – their future.
The key is to minimise time, attention and funds
consumed by projects that it will never make it out
the door anyway. It’s about focus. Poor innovators
allow egos, turf, ‘not invented here’, and all sorts
of other nonsense to get in the way of spotting
and killing duds. The worst scenario is when an
idea survives all the way through development
and market introduction, only to be rejected by
customers. Thanks anyway – another ‘unneeded
innovation’. How sad is that? If only someone had
asked!
5. Learning requires Memory
Another realisation we came
to shortly after we began
sharing failure stories is
that there were patterns –
repetition of mistakes – and an apparent lack of
institutional memory. By systematically creating
and applying institutional memory to the problems
of innovation, we were able to measurably,
continuously and sustainably improve our success
rates and ROI.
Patterns of errors emerged within and across
companies, as summarized in the following table.
Some of the ‘top dirty dozen’ errors listed come
from research on why innovation success rates
are so low, particularly the list of organisational
characteristics – which frankly, weren’t so
applicable to the Lab members. But in general,
even a few of the factors listed could effectively kill
any innovation. For example, the lack of effective
executive championing for an idea through the
innovation development process makes eventual
failure much more likely. The answer is to find a
champion early, and take steps to ensure continuity
through organisational changes that may remove or
defocus the original champion.
By recognising that we were making and repeating
the same sorts of mistakes, we realised we
needed to establish institutional memory. This
required ensuring experienced people were
on hand as advisors, story-telling (capture
and communication), systematised knowledge
management, and investment in training and
developing innovation leadership – both in
individuals, and as an organisational capability.
In summary, through participation in the MIT
Innovation Lab, we learned how to maximise idea
capture, engage in creative development, learn
from mistakes, do it all quickly, and apply what
we learned to maximise commercial success and
innovation leadership. And it was fun!
dr.david.r.richards@gmail.com
Organisa(onal Characteris(cs
Internal Process Management
1.
No explicit innova0on agenda
1.
2.
Lack of clear overall purpose
3.
Inadequate customer focus
4.
People not engaged in strategy
5.
Weak leadership
6.
People organised in silos
7.
3.
4.
Disempowering, blame culture –
5.
experimenta0on not encouraged
8.
Ineffectual communica0on
prevalent & tolerated
9.
Collabora0on & contribu0on
inadequately rewarded
10. LiQle or no design competence
11. Inadequate business intelligence
on customers, markets,
compe0tors & industry trends
12. Lack of systema0c knowledge
management
22
2.
External Engagement Factors
Unclear project goals – expected 1.
results & 0ming
2.
Inadequate resources applied to
deliver results on schedule
3.
Weak customer engagement
Failure to differen0ate between
users, choosers & influencers
Sales or market channels not
engaged early & oYen
Inadequate business case for
proposed ‘innova0on’
4.
Inadequate market research
No early feasibility check
5.
Lacking or ineffectual execu0ve
champion
Suppliers not engaged or fail to
deliver on requirements
6.
Market or industry experts
disinterested or nega0ve
6.
Weak project leadership
7.
Ineffec0ve teamwork,
communica0on & collabora0on
7.
Compe0tor(s) not understood or
responses not an0cipated
8.
No celebra0on of milestones
8.
9.
Design not involved throughout
Other innova0ons or trends
make the idea irrelevant
10. LiQle or no usability tes0ng
9.
11. Inadequate monitoring &
evalua0on of results
Regulatory environment
precludes or limits acceptance
10. Too many viable alterna0ves
12. Failure to terminate failing
projects
11. Can’t command adequate price
12. ‘Innova0on’ rejected by
customers
The Partner – May 2013