Innovation
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People Before Products - Keynote
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3. Leaders show up, love messes, do things, learn from failures, focus on soft skills like passion, and know leadership is about love and making a difference.
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George Bernard Shaw said "Other people see things and say 'Why?' But I dream things that never were and say 'Why not?'" This quote encourages imagining possibilities beyond what currently exists and questioning assumptions rather than accepting limitations. It promotes a creative mindset of exploring "what if" instead of dismissing ideas.
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Here are 3 potential business concepts generated using the process outlined in the activity:
1. A smart refrigerator that automatically reorders groceries when items are getting low, drawing from a database of the user's purchase history and preferences. Orders would be delivered on a scheduled day each week.
2. An in-car karaoke system that connects to a music streaming service, includes a high-quality microphone, and displays lyrics in sync with the song on the car's onboard display. Users could search songs, create playlists, and track their singing stats.
3. An augmented reality messaging app that allows users to capture messages using AR effects, costumes, locations, and interactive objects/scenes. Messages could be sent to friends
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This document discusses Lean innovation and continuous process improvement. It describes CEIT, a company that provides solutions to boost industrial productivity and efficiency. The document discusses identifying and eliminating waste in processes, including unnecessary movement, overproduction, defects and inventory. It emphasizes the importance of understanding customer requirements and value to design optimal continuous flow. Other Lean concepts covered include pull systems, perfection, and balancing work. The document presents examples of applying tools like 5S, standard work, prevention techniques and Kaizen to drive innovation and improve lead times. It stresses the importance of data, assumptions, focusing on value and applying practical examples to achieve process improvements.
Inovation / Creativity
This document discusses ways to enhance creative thinking and outlines four steps to change how one works: be curious, make connections, challenge yourself, and cultivate your ideas. It notes that both logical and creative thinking are important for 21st century success. Some techniques discussed include combining dots in new ways, moving matches to solve puzzles, and story creation. The document advocates thinking differently and taking risks to foster innovation.
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Dokumen tersebut membahas tentang pengembangan inovasi pelayanan publik di Indonesia. Ia menjelaskan definisi inovasi pelayanan publik, jenis-jenis inovasi yang ada, kendala dan faktor pendorong terjadinya inovasi, siapa saja yang berpotensi melakukan inovasi, mengapa inovasi penting untuk peningkatan daya saing dan kepuasan masyarakat, serta langkah-langkah apa yang perlu dilakukan untuk mendorong ter
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Disampaikan pada Diskusi Kajian “Inovasi Pelayanan Publik di Wilayah Kalimantan”
PKP2A III LAN Samarinda
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This document provides an overview of an innovation workshop. The workshop aims to develop everyday practices and processes for innovation that are repeatable and measurable. It encourages participants to define innovation, understand the challenges of innovation, and develop their creativity and problem-solving skills. The workshop also stresses the importance of teamwork, customer focus, integrity, and acting with urgency to drive innovation. Participants are challenged to apply the concepts from the workshop to develop innovative solutions and drive change within their own departments.
Developing creative and innovative thinking in the workplace
This document provides an outline and overview of developing creative and innovative thinking in the workplace. It discusses what innovation and creativity are, different types of innovation, the value of creativity and innovation, and tips for enhancing creativity. It also presents frameworks for organizational creativity and innovation, including balancing the opposing forces of create and control. The document emphasizes that innovation happens through solving problems for people and outlines habits of creative thinkers. It also includes an example activity to experience the creative process in designing packaging.
ARPEL 2013: The Oil and Gas Conference
This document discusses open innovation and new opportunities and challenges it presents. It emphasizes embracing open innovation through a mindset that welcomes external input, as well as educating internally and externally. Examples are given of companies that have successfully implemented open innovation practices like sharing data, crowdsourcing, and pilot projects. Common barriers to open innovation like focus on products over process and unrealistic expectations are also outlined.
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1. The document discusses lessons learned from real organizations that have tried to become social businesses. It provides advice on various aspects of adopting social business practices like whether a top-down or bottom-up approach is better, the importance of why over what, and whether enticing users is preferable to giving no other options.
2. It also discusses strategies for implementation like phased rollouts, focusing on adoption and communication, using personas and scenarios. The concept of "tiny habits" to encourage new behaviors is presented.
3. Key factors that can determine success are addressed, such as allowing freedom or exercising more control, using targeted training approaches, and designating coaches to support the transition to social business.
Open Innovation Summit: Stefan Lindegaard presentation
The document discusses open innovation and its benefits for organizations. It addresses some of the key issues in implementing open innovation, including approaching it, defining it, developing a strategy, and integrating internal and external resources. It also highlights traits like curiosity, passion, and networking skills that are important for innovating in the future.
Be Competitively Unpredictable! - Make it happen with innovation
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
7 myths of business innovation
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Factors of Innovation
Presentation to 180 Degrees Consulting Annual Conference (APAC).
Covers:
- Defining exactly what innovation is.
- Design thinking as a process for innovation.
- 7 key factors for innovation.
- Potential approach for innovation within charitable and philanthropic organisations.
Creativity and innovation chris osborn
The document discusses the importance of innovation and creativity for organizations. It provides quotes from business leaders emphasizing the need for companies to innovate. It also explores characteristics of innovative organizations, common barriers to creativity, and strategies for encouraging innovation such as embracing new ideas, collaborative work, and having the right leadership and systems in place.
Engasjerende ledelse - ledelsesinnovasjon i praksis
This document discusses employee engagement and innovation in organizations. It argues that true engagement comes from employees feeling a strong emotional ownership and involvement in their work through strong internal motivation, seeing themselves, learning and developing, a sense of mastery, autonomy and freedom. However, organizations are traditionally not designed for innovation, instead being focused on ongoing operations. The document proposes that leaders must go before their people as good examples, increase freedom, responsibility and autonomy for employees, open up internal information flows and make organizations more transparent, including through internal social media. It concludes that this requires engaged employees and leaders who can create a culture of engagement, freedom, mastery and innovation.
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Innovation
- 2. WHAT?
- 3. Creativity is think up new thing. Innovation is DOING NEW THING. -Theodore Levitt
- 5. “INNOVATE OR DIE.” -Peter F. Drucker
- 6. H O W INOVATION ? SYSTEM MODEL
- 7. The Innovator's DNA INPUT
- 8. Creativity & role of the LEADER ＞ PROCESS
- 11. Candy Internet Box Classified Ad Associating Omidyar
- 12. ? ? WHY? ? ? WHY? ? ? ? WHY NOT? Questioning IF…? Peter F. Drucker
- 13. Observing What consumers want?
- 14. Experimenting Create interact experience.
- 15. Networking
- 16. Creativity & role of the LEADER
- 17. “Innovation distinguishes between a LEADER and a follower.” - Steve Jobs
- 18. Manage the Creativity ?
- 19. Hire RIGHT guy?
- 20. Process 20
- 21. Motivation
- 24. Scope
- 25. Plan Idea Scope Chose Member Incentives Framework Rule Track Shorten list 26
- 26. “It's the Combination that create remarkable.” -Seth Godin
- 28. Revenue Growth, Life Cycle & Innovation Dynamics
- 29. Technology Adoption PRODUCT Life Cycle Innovation APPLICATION Innovation Tornado DISRUPTIVE Innovation Bowling Alley Early Market The Chasm
- 30. Indefinitely Elastic Middle Period EXPERIENTIAL MARKETING Innovation Innovation Mature BUSINESS MODEL PROCESS STRUCTURAL Innovation Innovation Innovation Early Declining
- 31. “Win not by surviving the storm, but by Changing the game.” -Sam Palmisano
- 32. What More Evidence Do You Need?
- 33. 美 執行長 教授 國 馬克 哈利 醫 醫療長 療 莎莉 中 心 中階主管 理查
- 34. 循證管理研討會取消...
- 35. 醫療長 莎莉
- 36. 執行長 馬克 利潤
- 37. 研討會成員(中階主管) 醫療長 理查 莎莉 HI! HI!
- 38. 教授 醫療長 哈利 莎莉 HI! HI!
- 39. EVIDENCE?
- 40. The Question is Immediately OR Gradually
- 41. The Answer is Immediately And Gradually