The document discusses developing a future-back vision and strategy for leading an organization. It provides the following key points:
1. Future-back thinking involves envisioning your organization's best possible future and working backwards from that vision to develop a clear strategy and goals for the present.
2. Developing a vision involves exploring potential futures, threats, and opportunities to determine the desired future state of the organization.
3. Converting the vision to a strategy involves outlining three portfolios: the future state, innovation initiatives, and necessary investments.
4. Implementing the strategy requires programming organizational components like roles, structures, and processes to protect innovation efforts and incentivize learning.
The document
Culture Eats Fintech for Breakfast - MEL Scott Bales
What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
What every business can learn from young entrepreneurs (publ)Frederic De Meyer
For my second book I took a look at a number of young entrepreneurs - what they are made of, what trends are they working on, etc. In this presentation I discuss what I learned from them and how these learnings could (and should) be applied to traditional businesses as well (in order to attract and retain young innovative talent).
Of course it's better to have the narratives along, so don't hesitate to get in touch if you'd want this presented 'live' at one of your events...
The Nine Innovation Roles is a concept introduced in the popular book 'Stoking Your Innovation Bonfire' by Braden Kelley and published by John Wiley & Sons in October 2010. It focuses on the role(s) that everyone plays in the success of an organization's innovation efforts - that it is not about whether someone is innovative or not - but how they can contribute to innovation. Everyone has a role to play in successful innovation.
This presentation is provided for download for non-commercial purposes. Service providers need a license to use it in paid workshops. Please visit 9ROLES.COM for more information on licensing this presentation for commercial use or booking a workshop with Braden Kelley.
The Strategic Innovation Canvas is taken from the forthcoming book
‘’Strategy Tools for the Next Generation’’. It is one of 32 strategy, innovation and management tools. We call them tools for the future.
The canvas is deeply inspired by emerging trends, research
and recent work done in the fields of strategy and innovation.
We build on many others. We hope others will build on ours.
Today we work with the strategic innovation canvas across a multitude of companies. Executives across industries are learning to solve their strategic challenges using it. For every case, we learn more, we develop it further. We share as we go, inviting others to learn too.
This is version 0.1.
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.
We are proud to announce our fourth 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.
Culture Eats Fintech for Breakfast - MEL Scott Bales
What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
What every business can learn from young entrepreneurs (publ)Frederic De Meyer
For my second book I took a look at a number of young entrepreneurs - what they are made of, what trends are they working on, etc. In this presentation I discuss what I learned from them and how these learnings could (and should) be applied to traditional businesses as well (in order to attract and retain young innovative talent).
Of course it's better to have the narratives along, so don't hesitate to get in touch if you'd want this presented 'live' at one of your events...
The Nine Innovation Roles is a concept introduced in the popular book 'Stoking Your Innovation Bonfire' by Braden Kelley and published by John Wiley & Sons in October 2010. It focuses on the role(s) that everyone plays in the success of an organization's innovation efforts - that it is not about whether someone is innovative or not - but how they can contribute to innovation. Everyone has a role to play in successful innovation.
This presentation is provided for download for non-commercial purposes. Service providers need a license to use it in paid workshops. Please visit 9ROLES.COM for more information on licensing this presentation for commercial use or booking a workshop with Braden Kelley.
The Strategic Innovation Canvas is taken from the forthcoming book
‘’Strategy Tools for the Next Generation’’. It is one of 32 strategy, innovation and management tools. We call them tools for the future.
The canvas is deeply inspired by emerging trends, research
and recent work done in the fields of strategy and innovation.
We build on many others. We hope others will build on ours.
Today we work with the strategic innovation canvas across a multitude of companies. Executives across industries are learning to solve their strategic challenges using it. For every case, we learn more, we develop it further. We share as we go, inviting others to learn too.
This is version 0.1.
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.
We are proud to announce our fourth 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.
We are proud to announce our 35th 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 5,500+ innovation-related articles.
Turn Visionary Thinking to Breakthrough Growth by Anesh JagtianiQuantum Learning
This was a one hour interactive masterclass by Anesh Jagtiani. This highlights an innovative approach to strategy development that empowers leaders to envision the breakthrough opportunities that drive long-term growth—and then implement the initiatives that are needed to bring them to life.
Key Take Aways:
- The danger of “Present-Forward” thinking
- The three biases that cause us to get stuck in the present.
- How to avoid the “Tyranny of the urgent”.
- How to activate the new leadership blueprint – “Future-Back” thinking.
- The three step Future-Back process.
- Four ingredients for an effective senior leadership team
We are proud to announce our twenty-seventh 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.
We are proud to announce a downloadable PDF version of our popular list of the Top 40 Innovation Bloggers of 2010. Is your favorite innovation author or blogger on the list? If not, please encourage them to join the Innovation Excellence community and then 'Add Content' from the site's main menu.
We are proud to announce our twenty-eighth 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.
We are proud to announce our eighth 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.
We are proud to announce our seventeenth 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.
We are proud to announce our twenty-sixth 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.
How To Fail: 25 Secrets Learned through FailureTaylor Davidson
25 Secrets Learned through Failure, by Taylor Davidson at Unstructured Ventures.
Visit the post on unstructuredventures.com/uv (short link to post: http://tinyurl.com/howtofail ) to add to the discussion, share your lessons learned from failure, and view more.
This presentation is based on two books - "The Leader's guide to Radical Management" by Stephen Denning and "Joy Inc" by Richard Sheridan. The problems of Traditional management, and the shift towards Radical management along with Innovative practices followed at Menlo Innovations are covered in this presentation.
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.
Innovator Interview: Barbara Daniele, General Electricfuturethink
futurethink had the pleasure of interviewing Barbara Daniele, SVP and General Counsel for GE Capital, Americas. A lawyer by training and innovator by experience, Ms. Daniele shares how legal innovation happens, why accountability matters, that recognition is the best reward, and how innovation with no budget at all is absolutely possible.
We are proud to announce our 34th 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 5,500+ innovation-related articles.
Does your organization lack an innovation culture? Do you go along with the statement "we can be efficient, true, but not innovative”? Than embark on our "Innovation Learning Journey" and experience both, the spirit of the tech mecca - the Silicon Valley, and the growing startup scene in Berlin. Follow the path of innovation gurus like Elon Musk and Jeff Bezos, and find your own answer on: "How can I boost my corporate innovation capabilities?"
Receive priceless insights and reflect your learnings in intensive on-site workshops. The program and approach is specifically tailored to your needs and based on our profound innovation and technology expertise of Detecon, and the Detecon Innovation Institute (DII), which is based in San Francisco, the vibrant heart of Silicon Valley’s startup scene. Feel inspired? Than directly contact me: marc.wagner@detecon.com
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
We are proud to announce our 35th 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 5,500+ innovation-related articles.
Turn Visionary Thinking to Breakthrough Growth by Anesh JagtianiQuantum Learning
This was a one hour interactive masterclass by Anesh Jagtiani. This highlights an innovative approach to strategy development that empowers leaders to envision the breakthrough opportunities that drive long-term growth—and then implement the initiatives that are needed to bring them to life.
Key Take Aways:
- The danger of “Present-Forward” thinking
- The three biases that cause us to get stuck in the present.
- How to avoid the “Tyranny of the urgent”.
- How to activate the new leadership blueprint – “Future-Back” thinking.
- The three step Future-Back process.
- Four ingredients for an effective senior leadership team
We are proud to announce our twenty-seventh 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.
We are proud to announce a downloadable PDF version of our popular list of the Top 40 Innovation Bloggers of 2010. Is your favorite innovation author or blogger on the list? If not, please encourage them to join the Innovation Excellence community and then 'Add Content' from the site's main menu.
We are proud to announce our twenty-eighth 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.
We are proud to announce our eighth 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.
We are proud to announce our seventeenth 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.
We are proud to announce our twenty-sixth 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.
How To Fail: 25 Secrets Learned through FailureTaylor Davidson
25 Secrets Learned through Failure, by Taylor Davidson at Unstructured Ventures.
Visit the post on unstructuredventures.com/uv (short link to post: http://tinyurl.com/howtofail ) to add to the discussion, share your lessons learned from failure, and view more.
This presentation is based on two books - "The Leader's guide to Radical Management" by Stephen Denning and "Joy Inc" by Richard Sheridan. The problems of Traditional management, and the shift towards Radical management along with Innovative practices followed at Menlo Innovations are covered in this presentation.
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.
Innovator Interview: Barbara Daniele, General Electricfuturethink
futurethink had the pleasure of interviewing Barbara Daniele, SVP and General Counsel for GE Capital, Americas. A lawyer by training and innovator by experience, Ms. Daniele shares how legal innovation happens, why accountability matters, that recognition is the best reward, and how innovation with no budget at all is absolutely possible.
We are proud to announce our 34th 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 5,500+ innovation-related articles.
Does your organization lack an innovation culture? Do you go along with the statement "we can be efficient, true, but not innovative”? Than embark on our "Innovation Learning Journey" and experience both, the spirit of the tech mecca - the Silicon Valley, and the growing startup scene in Berlin. Follow the path of innovation gurus like Elon Musk and Jeff Bezos, and find your own answer on: "How can I boost my corporate innovation capabilities?"
Receive priceless insights and reflect your learnings in intensive on-site workshops. The program and approach is specifically tailored to your needs and based on our profound innovation and technology expertise of Detecon, and the Detecon Innovation Institute (DII), which is based in San Francisco, the vibrant heart of Silicon Valley’s startup scene. Feel inspired? Than directly contact me: marc.wagner@detecon.com
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
Whether you're starting from scratch or already have an established business strategy and planning process, this session provides practical guidance on implementing a framework that boosts company performance, from digital strategies to overall revenue strategies.
Leading a business can be a challenging endeavor, characterized by long hours, tough decisions, and a lack of clear guidance in today's competitive landscape. This session helps executives understand their unique strategies and develop compelling narratives to drive success.
Compelling statistics highlight the importance for executives to define and communicate a clear business strategy and plan. By doing so, organizations can enhance employee engagement, improve execution capabilities, align projects with strategic objectives, increase the likelihood of successful strategy implementation, and ultimately outperform competitors in today's dynamic business landscape.
The statistics paint a clear picture of the critical role executives play in defining and communicating a clear business strategy and plan.
• Only 22% of employees believe their leaders have a clear direction for the organization.
• 70% of strategic initiatives fail due to unclear goals and execution plans.
• Only 23% of organizations feel confident in their ability to effectively execute strategies.
• Aligning projects with strategic goals increases the likelihood of meeting or exceeding project objectives by 40%.
• Companies with a well-defined and communicated strategy have a 57% higher likelihood of successfully implementing their strategies.
• 95% of employees in organizations with a well-communicated strategy understand their individual roles and contributions to overall strategic goals.
In this 50-minute master speaking session, participants will gain valuable insights into creating real business strategy, defining strategic goals and building a comprehensive plan to achieve them. Sustainable growth in any organization relies on the alignment and effective management of all business processes.
Founder,CEO&Managing Director of Entrepreneurship Immersion Program EnterpriseRoshan Dubey
Life is like a dream .Saw big dreams,We will achieve those dreams together.
Roshan Kumar Dubey
Founder,CEO&Managing Director
Entrepreneurship Immersion Program Enterprise
Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
To successfully react to windows of opportunity, regardless of the focus — innovation, growth, culture, cost structure, technology — a new methodology of change leadership is required.
7 Step Guidance toward a successful Digital Transformation
( Step1) Create a sense of urgency
-- Help others feel a gut-level determination to move and win, now
( Step 2) Create a guiding coalition
-- Putting together a group with enough power to lead the change
( Step 3) Developing a change digital vision
-- Clarify how the future will be different from the past
( Step 4) Communicating the digital vision for buy-in
-- Ensuring that as many people as possible understand and accept the vision
( Step 5) Empowering-Broad Based Actions
-- Removing as many barriers as possible and unleashing people to do their best work
( Step 6) Generating short term wins
-- Creating visible, unambiguous success as soon as possible
( Step 7) Don't let up
-- In a successful major change initiative, by step 7 you will begin to see:
( Step 8) Make it stick
-- Anchoring new approaches in the culture for sustained change
Assessing and Fostering a Culture of InnovationNaba Ahmed
Welcome to an interactive empowering session on how to sharpen your future through innovation management, which can help guide your company’s goals. During this webinar, Magnus Penker, international thought leader and author, will dive into how to assess and foster culture and capabilities for innovation.
The 10 most innovative business leaders revamping the future 2021Merry D'souza
CIO LOOK has come up with its latest edition of The 10 Most Innovative Business Leaders Revamping the Future, 2021. Featuring on the Cover is Nigel Green. Read more: https://ciolook.com/the-10-most-innovative-business-leaders-revamping-the-future-2021-march2021/
The speed at which a business needs to evolve continues to accelerate. Consumers and employees have increasingly high expectations for how a company should operate and the services it should deliver, while entrepreneurs, business owners, and executive teams are increasingly under pressure on how to meet those expectations. Yet, despite this reality, many organizations continue to fall behind. The mid-market sector, in particular, tends to struggle the most with keeping up with our rapidly changing world. But it doesn’t have to be this way. There
are things companies can do today, right now, that can make a huge difference in what happens tomorrow.
In today’s unpredictable landscape, with so many businesses at a proverbial fork in the road, it is the perfect time to unveil our future-proofing strategies to help you stay relevant, unlock hidden opportunities, and achieve unprecedented growth, all while living a happier and more fulfilled life.
Final fille inspiring business leaders making a difference 2021 vol 3 compressedMerry D'souza
Every business needs to understand their market, their abilities and make sure they can always support every opportunity. “I would not recommend taking business for the sake of taking business, if the finished product leaves the client underwhelmed. Don’t bite off more than you can chew,” he opines.
How-can-purpose-reveal-a-path-through-uncertainty. By EY. 2017Gemma Alcalá
El propósito y la empresa en el siglo XXI. El concepto de
propósito empresarial adquiere un significado cada vez más relevante en la estrategia de crecimiento de las compañías.
Una de las conclusiones de este informe es que la mayoría de las empresas y marcas confían actualmente en el poder del propósito, pero encuentran dificultades para completar su integración en la estrategia y en el funcionamiento diario de la compañía.
El propósito de una empresa, más allá del beneficio económico, se producen en respuesta a las demandas de los trabajadores, a la necesidad de que haya marcas inspiradoras o compañías socialmente más responsables.
En el informe se habla de las empresas 'Capital P.'. Ser una empresa con “Capital P” son aquellas que tienen un propósito bien integrado y que es clave para sobrevivir en un entorno muy volatil, repleto de incertidumbres, complejo y ambiguo.
Las empresas líderes afirman que su propósito está integrado en todas sus actividades, con un enfoque tanto a corto como a largo plazo, lo que genera valor a todo lo que hacen.
La Cuarta Revolución Industrial incrementa las necesidades de las empresas y pone en peligro a aquellas que no tienen un propósito bien integrado. Resulta necesario aportar valor a todos los stakeholders (grupos de interés), aspirar a mejorar la sociedad, tener una visión más amplia de la actividad y afrontar las oportunidades que se presenten de
forma inesperada.
Similar to Innosight lead-from-the-future-minibook (20)
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
2. It is widely understood that
visionary business leaders are
almost always entrepreneurs who
built their companies from scratch.
We can admire them, but never
hope to emulate them.
That is not what we believe.
Developing and deploying an
inspiring and actionable vision
is a skill that can be learned.
Beyond that, it can be driven
into the cultures of even the
most hidebound organizations,
reigniting their entrepreneurial
fires and infusing them with a
renewed sense of purpose and
direction.
We believe that any leader, at any
level, in any organization, can
become a practical visionary.
3. Life can only be understood
backwards, but it must be lived
forwards.”
SØREN KIERKEGAARD
Planning is bringing the future
into the present so that you can do
something about it now.”
ALAN LAKEIN
“The future cannot be predicted,
but futures can be invented.
DENNIS GABOR
LEAD FROM THE FUTURE | 3
4. The present-forward fallacy: the seductive notion that an
existing business can be extended out in time indefinitely by
continuously making improvements to it.
The Perils of
Present-Forward
Thinking
The first railroad trains
looked exactly like strings
of stagecoaches. Similarly,
the first cars looked very
much like the horseless
carriages that they were.
The inventors of those
early trains and cars
weren’t thinking about
what was to come so much as what already was.
The same thing happens in industry after industry. In recent years,
newspapers, grocery stores, and music, movies and TV have been
disrupted. It’s not that the leaders of incumbent industries don’t have
sharp strategies and plans. The problem is that they extrapolate their
current model into the future instead of envisioning the possibilities.
4 | LEAD FROM THE FUTURE
5. Why We Get Stuck
in the Present
Psychologists and behavioral
economists have identified a
host of innate cognitive biases
– such as bounded rationality,
hyperbolic discounting, and
availability bias – that bind us
to the present while blinding
us to long-term threats and
opportunities.
Facing the “innovator’s
dilemma,” corporations tend
to work to improve their
margins and please their best customers by allocating the bulk of their
investments toward improvements that sustain, enhance, and make
their existing businesses more efficient. New, exciting, and potentially
disruptive growth initiatives may get a lot of buzz, but they rarely
receive the funding they need.
So how do you resolve the dilemma? By looking out at a longer- term
horizon and judging your present state from the future back.
Tyranny of the Urgent: an analysis of the calendars of
twenty-seven CEOs over a full quarter showed that, on
average, they had thirty-seven meetings per week, which
took up 72 percent of their time. Is it any wonder they have
so little time to imagine a better future?
LEAD FROM THE FUTURE | 5
6. The Importance
of Future-Back
Thinking
So much of the management doctrine we live by was created more
than a century ago to ensure efficiency and repeatability. Executives
are trained to gather and parse quantitative data and base their
decision-making on what it tells them. But such data is by definition
from the past.
Managing in such a way is entirely appropriate when your goal is to
win the game you’re already playing, but it cannot keep you ahead of
the curve of change.
To achieve and sustain breakthrough growth, you need to master
a different managerial approach, one that is more intuitive but no
less rigorous. Future-back, as we call it, is all about anticipating and
shaping the markets of the future. It is what you need when you have
to play a new game, with a different set of rules.
Present-forward thinking helps you win the game you’re
already playing; future-back thinking helps you define a new
game.
6 | LEAD FROM THE FUTURE
7. To recognize developments that threaten your existing paradigm,
you need to set your planning horizon much further out than most
companies do. To leverage those developments to your full advantage,
you need to think and lead from the future back.
LEAD FROM THE FUTURE | 7
A TTR IBUTES OF
Present-Forward
Thinking
• What is
• Sustaining
• Continuous
• Increments existing
paradigm
• Concrete and predictive
• Drive to certainty
• Delivery/managerial
• Linear
• Deductive/Inductive
• Analytical
• Facts- and data- driven
• Answers
• Build off base
• Point solutions
A TTR IBUTES OF
Future-Back
Thinking
• What could be
• Transformative
• Discontinuous
• Develops a new paradigm
• Ambiguous and abstract
• Drive to clarity
• Discovery/entrepreneurial
• Multidimensional
• Abductive
• Imaginative and creative
• Assumptions-driven
• Questions
• Clean sheet
• Systems thinking
8. The Power of
a Long-Term
Planning Horizon
That’s exactly why now is the best time to take the long view.
Embracing the future gives you a competitive advantage. As Jeff
Bezos has said, “It’s ALL about the long term. As a company, we are
culturally pioneers, and we like to disrupt even our own business. If
8 | LEAD FROM THE FUTURE
1-2 years
2 %
Less than
1year
In 2019, Innosight surveyed business leaders from a wide range
of global industries. Fully 75 percent reported that they set their
planning and forecasting horizons no longer than five years out. Only
10 percent planned for eight to ten years or more. In our ever-faster
world, many told us, it’s just too hard to anticipate what the future will
bring; it’s advantageous, therefore, to focus on the here and now.
MOST COMPANIES FOCUS THEIR PLANNING
ON THE SHORT AND MID-TERM
Typical planning horizon reported by global c-suite executives, n=315
1 5 %
6-9 years
1 0 %
10 years
and beyond
1 9 %
5 4 %
3-5 years
Innosight Global Transformation Preparedness Survery 2019
9. everything you do needs to work on a three-year horizon, then you’re
competing against a lot of people. But if you’re willing to invest on a
seven-year time horizon, you’re now competing against a fraction of
those people, because very few companies are willing to do that.”
The benefits of a longer-term planning horizon include:
Brings clarity to difficult decisions, such as which of
your current efforts must be stopped or slowed down
Most of all, planning for the long-term allows you to develop a
powerful vision of what your company can become—and a strategy to
achieve it.
LEAD FROM THE FUTURE | 9
Silences the distracting noise of the here and now
Allows you to see how faint signals and emerging
trends can become fault lines that fracture over time
Helps you embrace beyond-the-core opportunities that
will likely take five years or more to incubate and scale
10. The Power of
Vision
It’s not just the what of a vision that is important but the future-back
mental processes that leaders use to develop one.
How might leaders of organizations of all kinds harness this kind of
thinking? To answer that question, we must understand what exactly
we mean by vision.
The online Macmillan Dictionary defines vision as the ability to “think
about or plan for the future, using intelligence and imagination”; an
“idea or hope of how something should be done, or how it will be in the
future”; and simply the “ability to see.”
When we use it in a business context, it encompasses all of those
meanings, but what we mean specifically is having a clear point
of view on the markets of the future and the role that your
organization can play in that new and different world. Having a
really powerful vision can unleash the potential to transform whole
industries.
When we call a business leader a visionary, we mean that he or she has
a vivid understanding of their organization’s best possible future—one
that can potentially transform whole industries.
10 | LEAD FROM THE FUTURE
11. Defines the ends or
the destination
STRATEGY
Choices made in
the near term
VISION vs.
Choices made about the
longer-term
Defines a new game
to play
Determines how to win
the game
Inspires the organization Operationalizes
the vision
Defines the means or
the journey
Vision and
Strategy are not
the Same Thing
Vision is the “what,’” not the “how.”Vision is made actionable through
strategy, which is the means to achieve it.
LEAD FROM THE FUTURE | 11
12. Steve Jobs’
Future-Back
Vision
When Steve Jobs returned
to Apple in 1997,it had
scaled into an enterprise
whose core product, the
home computer, was
beginning to commoditize.
As the dotcom crash swept
through the tech industry
in 2000,Jobs saw an
opportunity to reinvent his
company – and the industries around it. Apple computers could
become the enabling hubs of the ecosystem of digital devices—
personal digital assistants, still and movie cameras, music and
DVD players, and more—that were just coming onto the market.
Then he brought that vision back into the present, announcing
new software packages like iTunes, iPhoto, iMovie, and Garage
Band designed to manage digital devices from the desktop,
making them more powerful and easier to use. But all the while
FUTURE-BACK
PROCESS
–
A
CASE
STORY
12 | LEAD FROM THE FUTURE
13. Apple was hard at work at revolutionizing the devices themselves.
If you’re developing platforms that make exciting new categories
of products more powerful and more valuable, you may as well
capture that value yourself. Apple, as we alll know, then upended the
consumer electronics industry with the iPod, iPhone, and iPad. By
2010, Apple was not only the most valuable technology company in
the world, but the most valuable of all companies.
“You can’t connect the dots looking
forward, you can only connect them looking
backwards.”
STEVE JOBS, FOUNDER OF APPLE, ADDRESSING
STANFORD’S GRADUATING CLASS OF 2005
LEAD FROM THE FUTURE | 13
14. The Future-Back
Process
You can develop visionary Future Back strategies in three major
phases:
1. Develop a vision – your company’s best possible future.
2. Walk it back into the present, translating it into a clear
strategy, with explicit benchmarks and goals.
3. Prepare for and manage its implementation.
a
n
THE FUTURE-BACK
P RO C E S S
5
THE
FUTURE-
BACK
PROCCESS
14 | LEAD FROM THE FUTURE
15. Phase 1: Develop
Your Vision
Major Threats
on the Horizon
Major
Opportunities
Ahead
Moderate
Threats Emerge
Maintain the
Status Quo
To develop your vision, your first task is to explore what the future
is likely to hold, targeting the right time horizon. Then, you grapple
with the implications of that future for your organization,
developing a high-level view of what your customers will value and
how market dynamics will work, characterizing the major threats and
opportunities that are likely to emerge, and assessing where business-
as-usual would likely lead. Finally, you assert a point of view on how
to best respond to and shape that future, defining the desired future
state of your enterprise inclusive of both the evolution of its current
businesses and the development of new ones. Put it all together and
you’ve got a vision that’s ready to be translated into a future-back
strategy.
Four archetypal
implications for
your future – which
circumstance will you
find yourself in?
LEAD FROM THE FUTURE | 15
16. Phase 2: Convert
Vision to Strategy
THE
FUTURE-
BACK
PROCCESS
Having a well-developed vision is crucial, but it is never enough; you
also need a concrete plan to make that vision real. This calls for a
shift in mindset, from storyteller to engineer, that is accomplished by
delineating and systematizing a set of business choices.
The best way to convert a vision to strategic choices linking the future
to the present is to think in terms of filling and balancing a set of three
linked and interdependent portfolios: 1) the future state portfolio, a
financial projection of your enterprise at your target end-date; 2)
the innovation portfolio, which captures programs and initiatives in
the present that set you up to evolve into the future state, and 3) the
investment portfolio, which specifies the resources that fund the
innovation portfolio.
Convert your vision
to strategy by
laying out three
interconnected
portfolios
16 | LEAD FROM THE FUTURE
17. Phase 3: Program
and Implement
Your Strategy
Most organizations leap reflexively from strategy to execution, using
the structures, processes, rules, and norms that guide the execution of
their core business to carry out their outside-the-core initiatives. Just
as vision needs to be translated into a strategy, a strategy must be
carefully programmed into an organization before it can be effectively
implemented.
When programming a breakthrough strategy, you must design and
assemble a set of components that ultimately come together as an
integrated system that 1)formalizes the roles and responsibilities of
the senior leadership team as champions of the strategy, 2) sets up an
organization model that protects breakthrough innovation teams from
the countervailing influencs of the core, and 3) manages initiatives with a
process that incentivizes a faster pace of learning.
Possible organizational structure for a new growth group
LEAD FROM THE FUTURE | 17
18. FUTURE-BACK
PROCESS
–
A
CASE
STORY
Bringing Vision to Life:
Johnson & Johnson’s
Disease Interception
Strategy
William N. Hait, head
of Janssen R&D (the
pharmaceutical companies of
Johnson & Johnson), had an inspiring vision for the future of medicine.
For the most part, our healthcare system is oriented around a break/
fix paradigm; something goes wrong inside our bodies, and doctors
rally to fix it. This is a matter of practicality, as scarce resources are
triaged to solve the most acute problems. But it’s also a relic of an era
when we knew precious little about the underlying mechanisms that
cause disease. Biological understanding has increased exponentially
in recent years, presenting new possibilities. Rather than wait for
disease to manifest and then seek to treat its symptoms, we will
increasingly be able to predict and pre-empt it, intercepting disease in
its early stages when it is most easily curable.
“In the not too distant future,” Dr. Hait predicts, “each of us will know
the diseases to which we’re susceptible. An ecosystem of passive
biosensors and trackers – like the step counters on our smartphones
– will monitor our biometric signals, and the equivalent of a check
engine light will turn on when something inside of us starts to go ‘out
of spec.’ In many cases we won’t be sick yet—but we will be at risk.
Society will demand new types of solutions to address these risks, and
the company that creates them will be the next Johnson & Johnson.”
“We’re already Johnson & Johnson,” Hait challenged his teams, “so why
18 | LEAD FROM THE FUTURE
19. shouldn’t it be us? If we trained our awesome firepower on intercepting
diseases before they manifest with targeted investments in the health
products that will define the future, we could change the way medicine
is practiced and drive breakthrough growth for our company.”
But, a vision – no matter how inspiring – isn’t enough to get a large
and complex organization to build new businesses and capabilities
beyond its core. Hait realized that vision alone wouldn’t get his teams
to reallocate their energy and their investments—he needed a method
to translate his vision into a strategy that others could understand,
embrace, and systematically bring to life. So, he and his leadership team
embarked on a future-back journey.
Phase 1: First, they laid out their vision, adding detail and depth to their
anticipated future state. This included rich descriptions of the novel
solutions that would drive value in the future and a view on the role their
company could and should play in the ecosystem that would emerge
Phase 2: Next, they made clear strategic choices to convert their
vision into a set of initiatives that nested into their overall strategy.
They reverse-engineered key benchmarks for these initiatives from
the envisioned future back to the present, creating a roadmap for
implementation
Phase 3: Finally, they established the organizational mechanisms
needed to nurture and sustain the new elements of their strategy.
Central to this was their embrace of a dual transformation
organizational model, in which the core business remains focused
on innovating along the current trajectory, while a smaller amount of
resources are carved off to independently develop novel solutions with
transformational potential. They launched a new growth group that
employed a venture-like model to accelerate these solutions in target
disease areas.
A few years later, Hait and his teams have made exciting progress
in focal areas that include lung cancer, colorectal cancer, and type-1
diabetes.
LEAD FROM THE FUTURE | 19
20. 4 Ingredients for
an Effective Senior
Leadership Team
Future-back thinking needs to be embraced by a whole leadership
team in order to truly take root in an organization. Look to nurture
these four ingredients:
1 The understanding that successful enterprise
leadership is as much about exploring and
envisioning as executing and operating
A willingness on the part of its members to change
their behavior, even if they’re not yet ready to
change their minds
3 A willingness to “dance” with each other, guided
by the structure of a shared vision for the
enterprise as a whole
A strong, independent board and the willingness to
collaborate with it
2
4
INFUSING
FUTURE-BACK
INTO
LEADERSHIP
TEAMS
20 | LEAD FROM THE FUTURE
21. The Future-
Back Leadership
Framework
Ultimately, the secret to lining up a leadership team that toggles back
and forth between present-forward and future-back thinking is to
ensure that you spend enough time together thinking in both ways.
Quarterly future-back reviews can be great opportunities for collective
thinking and for keeping strategy efforts on track.
PRESENT-FORWARD FUTURE-BACK
Leadership Focus: Leadership Focus:
Near term Long term
Operations Exploration
Execution Envisioning & discovery
Processes: Processes:
Ordered Organic
Analytical Creative
Linear Iterative
Decision Making: Decision Making:
Financial milestones Learning milestones
Facts- and data-driven Assumptions-driven
LEAD FROM THE FUTURE | 21
22. The Future-Back
Organization
In the summer of 2019, Jack Dorsey, the founder of Twitter and
Square, spoke at Innosight’s annual CEO Summit about his vision of a
sustainable organization.
“My job is threefold: Number one, making sure that we have an
amazing team dynamic.
Job number two is that decisions are being made in the context of who
we serve, in the context of our customers, of technological, social and
cultural trends, and of our competition.
And the third job is just raising the bar on what we thought was
possible. Iwant to build a company like Disney, that has survived the
death of its founder and continues to carry on the same mindsets.
Iwant a decision-making framework, and a product-planning
framework that removes single points of failure.”
At the end of the day, future-back thinking is a recipe for sustainability.
22 | LEAD FROM THE FUTURE
I don’t want to build a company that’s
dependent upon any one person, including
me.”
JACK DORSEY, FOUNDER OF TWITTER
INFUSING
FUTURE-BACK
INTO
LEADERSHIP
TEAMS
23. Neither a wise man nor a brave man lies
down on the tracks of history to wait for
the train of the future to run over him.”
DWIGHT D. EISENHOWER
If everything you do needs to work on
a three-year time horizon, then you’re
competing against a lot of people. But
if you’re willing to invest on a seven-
year time horizon, you’re now competing
against a fraction of those people,
because very few companies are willing
to do that.”
JEFF BEZOS
“Before an organization can master its
future, its leaders must think about
it systematically—with vision and
creativity, but also with discipline,
rigor and realism. The rest is sound
management.
SANDI PETERSON
LEAD FROM THE FUTURE | 23
24. ABOUTTHEAUTHORS
Mark W. Johnson co-founded Innosight with
Harvard Business School professor Clayton M.
Christensen in 2000. The author of Reinvent
Your Business Model: How to Seize the White
Space for Transformative Growth (2018) and
a coauthor of Dual Transformation: How to
Reposition Today’s Business While Creating
the Future (2017), he received his MBA from Harvard Business School,
a master’s degree in civil engineering and engineering mechanics from
Columbia University, and a bachelor’s degree in aerospace engineering
from the US Naval Academy.
Josh Suskewicz is a partner at Innosight, where
he leads its Life Sciences and Medtech practice.
A frequent contributor to the Harvard Business
Review, Forbes, and other publications, he
holds an honors degree in English literature
from Harvard College.
ABOUTINNOSIGHT
Innosight is a strategy and innovation consulting firm that helps
organizations navigate disruptive change and manage strategic
transformation. Now a member of the Huron Consulting Group, we
work with leaders to create new growth strategies, accelerate critical
innovation initiatives, and build innovation capabilities. Discover more
about us at www.innosight.com.
Tolearn how we help companies develop future-back strategies and
capabilities,get in touch with us at inquiries@innosight.com.
25. For additional insight and materials, visit www.futurebackleadership.com.
Lead from the Future is published by Harvard Business Review Press and
is available globally in book and ebook form.