Innovation & Entrepreneurship - From Basics to Open InnovationNikolaos Vaslamatzis
Innovation & Entrepreneurship basics - how to think like an entrepreneur and models, analytical tools and frameworks to further develop a business idea, explore a market and develop a minimum viable product (mvp).
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
Innovation & Entrepreneurship - From Basics to Open InnovationNikolaos Vaslamatzis
Innovation & Entrepreneurship basics - how to think like an entrepreneur and models, analytical tools and frameworks to further develop a business idea, explore a market and develop a minimum viable product (mvp).
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
This talk was delivered on 15th September (Engineers Day) at BML Munjal University. It covers differences between invention, innovation, entrepreneurship, and startup. It discussed innovation landscape, types of innovation, and three important types of innovation in today's world. Innovator's method and innovators skills are also provided.
In Entrepreneurship section, who are entrepreneurs, types of entrepreneurs, entrepreneurial mindset and effectual thinking are discussed. Future of organization is discussed briefly along with why its necessary to learn entrepreneurship. Idea to launch (#flow_with_ramesh), why startup fails (#flow_with_ramesh), are you a startup kid? (#flow_with_ramesh) And challenges of entrepreneurship are discussed. In the end, what three interesting things you can do from learning, mentors, and work is discussed. Lastly, I describe my experiences with innovation and entrepreneurship is discussed.
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
Presentation covers Nature of Innovation , Technological and Network Innovations , Design of Successful Innovative Organisation, Training and Management of Innovation ,Agents of Innovation
This topic is related to Business, which is Entrepreneurship development. It can refer by any technical & Management students. It is useful for B.Tech and MBA students under BPUT Syllabus 2014
This talk was delivered on 15th September (Engineers Day) at BML Munjal University. It covers differences between invention, innovation, entrepreneurship, and startup. It discussed innovation landscape, types of innovation, and three important types of innovation in today's world. Innovator's method and innovators skills are also provided.
In Entrepreneurship section, who are entrepreneurs, types of entrepreneurs, entrepreneurial mindset and effectual thinking are discussed. Future of organization is discussed briefly along with why its necessary to learn entrepreneurship. Idea to launch (#flow_with_ramesh), why startup fails (#flow_with_ramesh), are you a startup kid? (#flow_with_ramesh) And challenges of entrepreneurship are discussed. In the end, what three interesting things you can do from learning, mentors, and work is discussed. Lastly, I describe my experiences with innovation and entrepreneurship is discussed.
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
Presentation covers Nature of Innovation , Technological and Network Innovations , Design of Successful Innovative Organisation, Training and Management of Innovation ,Agents of Innovation
This topic is related to Business, which is Entrepreneurship development. It can refer by any technical & Management students. It is useful for B.Tech and MBA students under BPUT Syllabus 2014
Attached is a slideshow that outlines the innovation and marketing strategy consulting services offered by Braden Kelley of Business Strategy Innovation.
‘Startup India, Stand-up India’
“Can India be a ‘Startup Capital’? Can the youth in the states have the opportunities in the form of start-ups, with innovations, whether it be manufacturing, service sector or agriculture?
--- Narendra Modi, Prime Minister of India
India Government is promoting finance for Startup ventures and providing incentives to further boost entrepreneurship, manufacturing and job creation. The correct choice of business is an extremely essential step in the process of ‘being your own boss’. This handbook contains few formulations of cosmetic products, properties and manufacturing process with flow diagrams of various products. After gathering the above information of products, the decision of choosing an appropriate one will no longer be a cumbersome process.
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Icimt 2006 Managing And Organizing Innovation In Emerging New Knowledge Econo...Prof Parameshwar P Iyer
This study focused on 32 top managers in leading hi-tech, knowledge-based organizations in Bangalore, drawn both from corporate as well as academic world. The purpose of this study was to investigate how the CEO’s and Directors of these “knowledge citadels” look at productivity and innovation, in the years and decades to follow. The study was conducted by personally interviewing these corporate heads, seeking their expert opinions and solutions for coping with turbulences and complexities in the knowledge economy.
This paper presents the major findings of this survey study, concentrating on managerial implications at both the management level, as well as the organizing level. For instance, we have argued that creating the innovation-led organization may represent a viable solution for coping with the turbulence and complexity of the knowledge economy
Innovation, innovation, innovation. It's all you hear in meetings and all you read about in business books and magazines. The confusing aspect behind all of the innovation hype is that we rarely put thought behind how we design environments for which innovation can emerge. I've found that rarely does meaningful innovation occur when people are directly incentivized or tasked with doing so.
The best you can do as a leader, is empower your people and design an environment where innovation can emerge. In this talk, David J Bland will present real world examples of how corporations are organizing, measuring and leading through disruptive innovations to create their next generation of passionate customers. You'll leave this session with actionable advice on how you, as a leader, can effectively design for innovation to emerge within your company.
Learning Outcomes:
Actionable tools for designing an innovation strategy (4 actions framework)
A model for incremental funding (internal vc + horizon planning)
Working agreements and measures for progress (lean startup + innovation accounting)
Innovation Management in an Organisational SettingMohit Yadav
1. Innovation Management in Organisational Setting HS-401: Management of Organisational Behaviour
2. What is Innovation?
3. Everyday we some millions of dots that shape our notions and thinking
4. These notions help us in taking our decision and making future plans
5. Most of the traditional business is based on these dots and whole businesses are built on them
6. But some people see new dots that were either forgotten, misplaced or misinterpreted
7. These dots shape our notion and strike an out of the blue idea
8. Innovation
9. Business Survival As Alan M. Kantrow, editor of Harvard Business Review, once put it, "For companies to survive a discontinuity they must face the rather unpalatable reality that there may have to be fundamental changes in who they are, what they do, and how they do it, as wrenching and dislocating as it may be."
10. For Better Returns One American study found that the overall rate of return for some 17 successful innovations made in the 1970s averaged 56%! Compare that with the 16% average return on investment for all American business over the past 30 years.
11. Competitive Advantage Companies that use and act on their insights get a jump on the competition. They are the competition. They leave behind those that are lulled by the security of strong, enduring economic performance and the conventional corporate wisdom that stays the course. Often, the leader loses. The battle is swift; it's too late to respond. This is not a theory. It is fact.
12. Use of Technology • Utilization of technology • Technical skills and education • Technology strategy Innovation Process • Idea generation • Selection and evaluation Techniques • Implementation mechanism Corporate Strategy • Organizational strategy • Innovation strategy • Vision and goals of the organization • Strategic decision making
13. Management and Leadership • Management personalities • Management style • Motivation of employees • Role of leadership Organizational Structure • Organizational differentiation • Centralization • Formality
14. • Motivation to innovate • Employee skills and education • Employee personalities • Training Employees Resources • Utilization of slack resources • Planning and management of resources • Knowledge resources • Technology resources • Financial resources
15. Knowledge Management • Organizational learning • Knowledge of external environment • Utilization of knowledge repositories Organizational Culture • Communication • Collaboration • Attitude to risk • Attitude to innovation
16. Thank You
What winning product teams are doing right in today's economyalisoncs
A webinar presentation by Tom Grant, Sr. Analyst from Forrester and hosted by Accept Software & AIPMM.
Social media have demolished the myth that technology vendors were the sole source of innovation in this industry. While technology vendors have great ideas, so too do customers. Just as importantly, innovation is more than just “ideation” or invention. The classic friction between IT and business shows how the success of new ideas depends on acceptance and adoption.
Social media now offer a way for technology vendors to harness the good ideas of their customers, often through the Web 2.0 tools (forums, blogs, Wikis, etc.) that the vendors themselves sponsor. At the same time, social media can help vendors get under the skin of their target users and stakeholders, gaining critical insights that can help make better product decisions more quickly. The broader landscape of social media, beyond what the vendors themselves sponsor, are often the sources of these insights.
However, using social media in this fashion is not for amateurs. Meeting the information management challenges these new resources pose requires skill that not every product team may have, and tools with greater capabilities than spreadsheets and word processing documents.
Entrepreneurship 1: Introduction, Identifying Ides & Business OpportunitiesBernard Leong
The first of my course touches on the definition on entrepreneurship, the different forms of entrepreneurship, how countries measure growth of entrepreneurship activity, and the first toolkit: how to identify ideas and business opportunities. We also provide some interesting case studies for example, Aravind Eye Centre for social entrepreneurship. This is a series based on a course "MPS 812: Entrepreneurship" I have been teaching in School of Physical & Mathematical Sciences, Nanyang Technological University.
Dr Palie Smart, Senior Lecturer in Strategic Innovation Management at Cranfield University, speaking at a workshop on innovation hosted by the West Midlands Regional Observatory in Birmingham on 19 March 2009.
France has launched those past years many tools and programs to support entrepreneurship and innovation. Let\'s discover and understand, why, how and where launching a venture in France, as a step for Europe.
France has launched those past years many tools and programs to support entrepreneurship and innovation. Let's discover and understand, why, how and where launching a venture in France, as a step for Europe.
Presentation by Mr Sridhar Venkiteswaran, Director - Avalon Consulting, on addressing issues which prevent innovation from being adopted and pursued seriously within organisations
Presentation by Dr. Larry Schmitt, CEO - Inovo, specifically elaborating the ADOPTS process and concepts like ‘Mind of the Customer’ and ‘Persona Modeling’
My slides for the "Key Success Factors to better Technology Transfer" conference organized on April 2, in Marseille by Méditerranée Technologies and MET3.
The company was started in 1913 by Mario Prada and his brother Martino as a leathergoods shop - Fratelli Prada (English: Prada Brothers) - in Milan, Italy.[1][2] Initially, the shop sold leather goods and imported English steamer trunks and handbags.
Mario Prada did not believe that women should have a role in business, and so he prevented female family members from entering into his company. Ironically, Mario's son harbored no interest in the business, so it was his daughter Luisa Prada who took the helm of Prada as his successor, and ran it for almost twenty years. Her own daughter, Miuccia Prada, joined the company in 1970, eventually taking over for her mother in 1978.
ouis Vuitton Malletier – commonly referred to as Louis Vuitton (French: [lwi vɥitɔ̃], commonly /ˈluːiː viːˈtɒn/), or shortened to LV – is a French fashion house founded in 1854 by Louis Vuitton. The label is well known for its LV monogram, which is featured on most of its products - this ranging from luxury trunks and leather goods to ready-to-wear, shoes, watches, jewellery, accessories, sunglasses, and books. Louis Vuitton is one of the world's leading international fashion houses; it sells its products through standalone boutiques, lease departments in high-end department stores, and through the e-commerce section of its website.[2][3]
A business model describes the rationale of how an organization creates, delivers, and captures value. Research on business models has been sharply increasing in recent years. Following strong interest from managers and entrepreneurs, a consensus has been emerging among strategy and entrepreneurship scholars that business models are an important subject of academic inquiry.
Business models emphasize a system-level, holistic approach towards explaining how firms do business (not what, when or where). As such, they seek not only to explain the ways in which value is captured but also how it is created. Organizational activities play an important role in the various conceptualizations of business models that have been proposed. Although scholars have made progress in coming to grips with the business model as a concept, what is still less well understood are the links between relevant business model parameters -- such as the degree of its innovativeness -- and competitive advantage.
• What does it mean for a firm to adopt an innovative business model, and is it worth it?
• What are the costs and benefits of business model innovation?
• How does business model innovation relate to product and process innovation?
• How difficult is it for competitors to imitate a new business model, and what are the barriers to imitation?
• Under which circumstances does business model innovation create a competitive advantage?
Silicon Valley Start seminars present an overview covering the essentials you need to know to make your carreer in academia and start up your business successfully in Silicon Valley. Workshop speakers are experienced executives, venture capitalists and pioneering researchers.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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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.
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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.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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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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.
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1. ™
innovation, entreprenurship and
smart business models
Prof. Dr. Sc. math. Dr. h.c.
Mark Harris
CEO and Founder
1
Adjunct Professor for Technology Entrepreneurship & Innovation