Do you ever wish there was a formula you could use to improve your audiovisual design for the people who use it? Well, there is!
In this talk I’ll introduce you to Human-centered Design, a framework for identifying and designing solutions for the people who use your products. You’ll learn how this approach can be leveraged to create solutions that resonate with your users, drive engagement and adoption, and ultimately deliver more meaningful experiences.
Human-centered Design is a design process that puts the user experience at the center of your design decisions. This framework includes tools to help you understand your users’ needs, generate ideas on how to solve them, test out prototypes of your solution with the people you’re designing for, and eventually get your innovative product out into the world.
A talk about how to design products and communications that help change user behavior (for good). It's based on the 2nd edition of Designing for Behavior Change, and covers the common approach that many applied behavioral scientists roughly follow, under a variety of names. See www.behavioraltechnology.co for more info, and the (free) workbook that accompanies it.
Strategy is simple. In its essence, it is about putting together a plan and acting it out. The faster you can act out the plan the quicker you will know if your strategy is working. Unfortunately, some companies tend to plan, and re-plan more than they execute and seem to have forgotten how to act on what is needed and not on what is planned. Oftentimes, the reason is they want to be sure that the plan works before they allocate resources to act it out. The rapid changes we see in today's business environment has an immense potential for organizations who adapt to this new reality. But adapting is not easy. We need to begin thinking about strategy as an ever-changing dynamic hypothesis that needs constant validation through instant market feedback. In this Morgenbooster we want to show you why and how you can start working with strategy in a profoundly new way inspired by the Scandinavian way of form-giving, business thinking and the ancient Egyptians. We call it Design Doing.
Do you ever wish there was a formula you could use to improve your audiovisual design for the people who use it? Well, there is!
In this talk I’ll introduce you to Human-centered Design, a framework for identifying and designing solutions for the people who use your products. You’ll learn how this approach can be leveraged to create solutions that resonate with your users, drive engagement and adoption, and ultimately deliver more meaningful experiences.
Human-centered Design is a design process that puts the user experience at the center of your design decisions. This framework includes tools to help you understand your users’ needs, generate ideas on how to solve them, test out prototypes of your solution with the people you’re designing for, and eventually get your innovative product out into the world.
A talk about how to design products and communications that help change user behavior (for good). It's based on the 2nd edition of Designing for Behavior Change, and covers the common approach that many applied behavioral scientists roughly follow, under a variety of names. See www.behavioraltechnology.co for more info, and the (free) workbook that accompanies it.
Strategy is simple. In its essence, it is about putting together a plan and acting it out. The faster you can act out the plan the quicker you will know if your strategy is working. Unfortunately, some companies tend to plan, and re-plan more than they execute and seem to have forgotten how to act on what is needed and not on what is planned. Oftentimes, the reason is they want to be sure that the plan works before they allocate resources to act it out. The rapid changes we see in today's business environment has an immense potential for organizations who adapt to this new reality. But adapting is not easy. We need to begin thinking about strategy as an ever-changing dynamic hypothesis that needs constant validation through instant market feedback. In this Morgenbooster we want to show you why and how you can start working with strategy in a profoundly new way inspired by the Scandinavian way of form-giving, business thinking and the ancient Egyptians. We call it Design Doing.
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
Target’s e-commerce prototypes and Innovation keys in the USE-commerce Brasil
Apresentação feita por Edward Chenard durante o Fórum E-Commerce Brasil 2015. Edward é Líder de Inovação da Target, com passagens pela BestBuy, GE e 3M, sempre dedicado a criar novas experiências digitais unindo bigdata e personalização.
Demetris C. Hadjisofocli. This presentation provides some basic information on what is innovation and how it differentiates from Entrepreneurship. It gives a high level view on how Innovation processes should be approached within organizations to instill a culture of development and growth.
How do large companies build and sustain innovation teams. Build teams around technologies and methods for success.
Big Data, Data Science, Innovation, Retail
Slides at national conference for the community and charity sector 2012THEWHEEL12
INNOVATE | INVOLVE | INSPIRE 2012 - A National Conference for the Community and Charity Sector - Thursday, 31 May 2012 at Croke Park Conference Centre, Dublin
An overview of why technology commercialization is important for those undertaking research in universities - insights into why the current process is broken and some insights into new apporaches.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2. WHAT STOPS US INNOVATING?
• We don’t fully understand what innovation is
• We design our organizations to stifle innovation
• It means stopping what we are good at
It’s easy to come up with new ideas; the hard part is letting go of what worked for you
two years ago, but will soon be out of date. Roger von Oech
3. SHARING MY INSIGHTS
• Explain why innovating is difficult
• Help you identify your innovation barriers
• And remove them…. tomorrow
Innovation is serendipity, so you don't know what people will make. Tim
Berners-Lee
4. WHAT, WHY, WHEN & HOW
What is an Innovation Quotient?
Why you might want one?
When can you improve it?
How much does it cost?
It isn't the incompetent who destroy an organization. The incompetent never get in a
position to destroy it. It is those who achieved something and want to rest upon their
achievements who are forever clogging things up. F.M. Young
5. DR ANDREW MAXWELL
• Engineer/MBA/Large technology co’s, 4 startups
• U of T/U of W/ Temple University/York University
• CIC/Innovators Alliance/IRI/IRAP/VentureWell
• Innovation Cartography, Journey and Compass
You have all the reason in the world to achieve your grandest dreams. Imagination plus
innovation equals realization. Denis Waitley
6. DEFINING INNOVATION
Any project that is:
•New to your organization (not just improvement)
•Has an uncertain outcome (involves risk)
•New products/services (and business models)
•Changing what you do (and how you make decisions)
Discovery consists of seeing what everybody has seen and thinking what nobody has
thought. Albert von Szent-Gyorgy
7. MEASURING INNOVATION
Common techniques for measuring innovation:
•Reputation
•Number of patents filed
•% revenue from new products/services
Measuring outcomes doesn’t help improve them
You can't manage what you can't measure Peter Drucker
8. CAN YOU DESIGN FOR INNOVATION?
DESIGN FOR
PERFORMANCE
• Efficiency
• Repeatability
• Predictability
DESIGN FOR
INNOVATION
• Speed
• Impact
• Uncertainty
If you always do what you always did, you will always get what you always
got. Albert Einstein
9. ORGANIZATIONAL AMBIDEXTERITY
PERFORMANCE (EXPLOITATION) ENGINE
• Follow rules, drive out variance/slack
• Focus on existing customer needs
• Manage/refine existing competencies
• Optimize organization for existing rules
• Make money now
If you look at history, innovation doesn't come just from giving people incentives; it
comes from creating environments where their ideas can connect. Steven
Johnson
INNOVATION (EXPLORATION) ENGINE
• Break rules, promote variance /slack
• Serve new customers with new needs
• Develop and lead new competencies
• Develop new organization + new rules
• Make money later
10. BALANCING INNOVATION &
PERFORMANCE
How do you?
•Keep your eye on the ball…..and on the game?
•Take risks..... mitigate risks?
•Make informed decision.....take action?
The Innovation Quotient helps measure innovation drivers
to increase innovation & change behaviours.
Great energy only comes from a correspondingly great tension of
opposites. Carl Jung
11. COMPONENTS OF THE
INNOVATION QUOTIENT
Strategy
Culture
Processes
Resources
Relation-
ships
Strategy – role of leadership
• New customers, products & processes
• Experimentation, risk and failure
• Establishes guidelines for other factors
• Links the five elements of the Innovation
Quotient
16. INCREASING YOUR
INNOVATION QUOTIENT
• Strategy: Embed innovation in corporate strategy
• Processes: Review current practices for innovation
• Resources: Allocate strategic resources
• Relationships: Build and develop innovative relationships
• Culture: Align values and behaviours around innovation
The reasonable man adapts himself to the world; the unreasonable one persists in trying
to adapt the world to himself. Therefore all progress depends on the unreasonable
man. George Bernard Shaw
17. IMPROVING THE INNOVATION CULTURE A
BEHAVIOURAL APPROACH
Observed behaviours in innovative organization that:
• Improved collaboration
• Enhanced knowledge sharing
• Improved risk taking
• Enhanced communication
Identified the importance of trust behaviours, reinforcing the
importance of trust as the universal lubricant
Trust is the universal lubricant that enables innovation, it enables the innovation
engine to engage with the performance engine. Andrew Maxwell
18. INTRODUCING THE BEHAVIOURAL
TRUST FRAMEWORK (BTF)
• Moving trust from a sentiment to a behaviour
• Link specific behaviours to building, damaging or violating trust
• Helps individuals decide who to trust, and how to trust:
enabling the development of trust based relationships
• Helps build higher levels of relationship trust:
overcomes relationship risk, encourages collaboration
We identified four categories of trust behaviour:
capabilitytrusting, and communicationstrustworthy,
19. RELATIONSHIP TRUST is a ƒ(trust level)
Trust level is =
∫(Trust building - trust damaging) behaviours – ƒ(controls)
subject to the absence of trust violating behaviours
MEASURING INNOVATION CULTURE AS
A FUNCTION OF TRUST
Learning to collaborate is part of equipping yourself for effectiveness, problem solving, innovation
and life-long learning in an ever-changing networked economy. Don Tapscott
20. Trusting:
• Disclosing: Shows vulnerability by sharing confidential information
• Reliance: Willingness to be vulnerable through reliance on others
• Receptive: Demonstrates ‘coachability’ and willingness to change
BEHAVIOURAL TRUST FRAMEWORK
Trustworthiness:
• Consistent: Displays of behavior that confirm previous promises
• Benevolent: Exhibits concern about well-being of others
• Alignment: Actions confirm shared values and/or objectives
There is no innovation and creativity without failure. Period. Brene Brown
21. Capability:
• Competent: Displays relevant technical and/or business ability
• Experienced: Demonstrates relevant work/training experience
• Judgment: Shows ability to make accurate / objective decisions
Communication:
• Accurate: Provides truthful and timely information
• Explanation: Explains details & consequence of information provided
• Openness: Open to new ideas or new ways of doing things
21
BEHAVIOURAL TRUST FRAMEWORK
Vision without action is merely a dream. Action without vision just passes the
time. Vision with action can change the world! Joel Arthur Barker
24. • To explore team dynamics in organizations looking to increase
innovation capacity
• To identify challenges to building partnerships with new
innovation partners
• To facilitate innovation coaching and team building discussions
Evidence BTF users can identify short term actions to reduce
controls, to repair damaged trust and increase trust
APPLYING THE BEHAVIOURAL
TRUST FRAMEWORK
25. For a copy of this deck or the
Behavioural Trust Framework:
Andrew.Maxwell@lassonde.yorku.ca
Helen.Leighton@gmail.com
or download from
http://tinyurl.com/iquotient
BUILDING INNOVATION CAPACITY,
ONE TRUST BEHAVIOUR AT A TIME
Learning and innovation go hand in hand. The arrogance of success is to think that what
you did yesterday will be sufficient for tomorrow. William Pollard
Editor's Notes
"It isn't the incompetent who destroy an organization. The incompetent never get in a position to destroy it. It is those who achieved something and want to rest upon their achievements who are forever clogging things up. — F. M. Young
But your organization is designed for improvement, not innovation, and an improvement culture stifles innovation
What works in one context may not work in another
A Man in a Balloon
A man in a hot air balloon realized he was lost. He reduced altitude and spotted a man below. He descended a bit more and shouted,
"Excuse me, can you help me? I promised a friend I would meet him an hour ago, but I don't know where I am."
The man below replied, "You are in a hot air balloon hovering approximately 30 feet above the ground. You are between 40 and 41 degrees north latitude and between 59 and 60 degrees west longitude."
"You must be an engineer," said the balloonist.
"I am," replied the man, "How did you know?"
"Well," answered the balloonist, "everything you told me is technically correct, but I have no idea what to make of your information, and the fact is I am still lost. Frankly, you've not been much help so far."
The man below responded, "You must be a manager."
"I am," replied the balloonist, "but how did you know."
"Well," said the man, "you don't know where you are or where you are going. You have risen to where you are due to a large quantity of hot air. You made a promise that you have no idea how to keep, and you expect me to solve your problem. The fact is, you are in exactly the same position you were in before we met, but now, somehow, it's my fault."
Ability to rely on others
Ability to rely on others
Collaboration is an essential ingredient for innovation
Trust is a necessary pre-condition for effective collaboration
In the absence of Trust, we develop proxies for Trust:
Any mechanism which seeks to control behaviour is a proxy for trust (examples: employment contracts, performance reviews, annual budgeting processes, rigid organizational structures and reporting relationships, over-applied lean methodology, outcome-based objective setting)
The higher the Trust Level, the lower the need for controls
The higher the Trust Level, the greater the level of collaboration, which results in a higher level of innovation
Speak to behaviours in each dimension – can build, damage or violate trust
Speak to behaviours in each dimension – can build, damage or violate trust