The document outlines a multi-layered framework for collaborative innovation with five main layers: strategic needs, people/skills/culture, processes/platforms, approach types, and strategic alignment. It discusses each layer in detail, emphasizing the importance of strategic alignment, developing the right culture and skills, and establishing a consistent innovation process to move ideas through different stages from generation to commercialization. The goal is to develop a common framework that simplifies and accelerates innovation efforts.
Slides from a keynote at the Intrapreneurship Conference in London in 2016, outlining how established companies design new growth ventures from within.
The presentation from my workshop at the Organizational Development World Summit in Budapest in August 2010. The presentation outlines some theory on business model innovation and how it has been driven in a company using "The Future Space", a large group event as a central element.
Powerful strategies to grow your business efficientlyDavid Hughesh
Competition in today’s world of business is way too much and business owners must do everything required to grow. The techniques utilized for scaling a business are the thing that separates an independent company, a start-up, or potentially a gainful association from one another.
Who is your customer? What does the customer value? How do you deliver value to customers at an appropriate cost? Business models that focus on the who, what, and how to clarify managerial choices and their consequences underpin the operations of successful organizations
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
THNK vision on corporate innovation.
We believe that corporations can build industry leadership through innovation; and a corporation’s ability to innovate can be deliberately orchestrated.
http://www.thnk.org/program-landing/corporate-programs/
Here you will find more information on our Corporate Programs, and our Creative Leadership Program: http://www.thnk.org/program-landing/
Using Innovation to Manage Brand Positioning | P Collings 2014Patrick Collings
I recently spoke at the Marketing Indaba conference in South Africa on using innovation methodologies and tools to determine and manage brand positioning. I have added speaker notes to several of the slides where you needed a speaker in front of them.
Not your Grandfather's Business Plan Writing Workshop by Thadeus GieddThadeus Giedd
The questions you should be asked (or should have been) and the items that should be addressed prior to starting the business plan writing process.
A different style, but I think the correct starting approach to tackling writing a business plan.
Slides from a keynote at the Intrapreneurship Conference in London in 2016, outlining how established companies design new growth ventures from within.
The presentation from my workshop at the Organizational Development World Summit in Budapest in August 2010. The presentation outlines some theory on business model innovation and how it has been driven in a company using "The Future Space", a large group event as a central element.
Powerful strategies to grow your business efficientlyDavid Hughesh
Competition in today’s world of business is way too much and business owners must do everything required to grow. The techniques utilized for scaling a business are the thing that separates an independent company, a start-up, or potentially a gainful association from one another.
Who is your customer? What does the customer value? How do you deliver value to customers at an appropriate cost? Business models that focus on the who, what, and how to clarify managerial choices and their consequences underpin the operations of successful organizations
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
THNK vision on corporate innovation.
We believe that corporations can build industry leadership through innovation; and a corporation’s ability to innovate can be deliberately orchestrated.
http://www.thnk.org/program-landing/corporate-programs/
Here you will find more information on our Corporate Programs, and our Creative Leadership Program: http://www.thnk.org/program-landing/
Using Innovation to Manage Brand Positioning | P Collings 2014Patrick Collings
I recently spoke at the Marketing Indaba conference in South Africa on using innovation methodologies and tools to determine and manage brand positioning. I have added speaker notes to several of the slides where you needed a speaker in front of them.
Not your Grandfather's Business Plan Writing Workshop by Thadeus GieddThadeus Giedd
The questions you should be asked (or should have been) and the items that should be addressed prior to starting the business plan writing process.
A different style, but I think the correct starting approach to tackling writing a business plan.
Django Fiber - a simple, user-friendly CMS for all your Django projectsdbunskoek
Django Fiber - a simple, open-source, user-friendly CMS for all your Django projects. It complements your project, it doesn’t take it over. It allows you to create simple textual, template based pages, add simple content items in pages and views, and adds simple menus that always work. All this can be maintained with a friendly frontend admin.
This is the second deck of three which defines a collaborative innovation reference model. In this deck we identify five areas of consideration whenever an innovation effort is considered: Strategic context, Insights, Go To Market, enabling infrastructure and systematic innovation processes.
This is the third of three decks which present a new collaborative innovation reference model. This deck considers different "types" of innovation: Open Innovation, Business Model innovation, etc within the context of the reference model we suggested in the second deck. Your comments and suggestions are welcome.
The attached document describes a robust process of supporting innovation within a large corporation.
The document is an executive summary of a slidedeck of the same name (also on slideshare).
The Digital Side Of Startup Ecosystem Development GEC 2018 istanbulGrow VC Group
The digital economy requires economic development and digital development to be understood and be operated closely together for ecosystem orchestration.
In this session, we explore how to unbundle and connect application silos, to build connectivity between applications to make valuable data to flow within and between ecosystems. What practical steps are required and who should be involved?
We explore learning from other industries to help imagine use and concepts of digital in ecosystem development and orchestration context and share our own key learnings of digital from several ecosystems around the world.
Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
This presentation was shared by Vanessa Theoharis and Julie Ried at the American Marketing Association Higher Education Symposium in November 2022.
The market has gone through a whirlwind of a year, as individuals contemplate the next stages of their career journeys, whether within the organization or elsewhere. As higher education leaders, you have the opportunity to create a workplace environment that will attract top talent, engage your team and motivate individuals to stay.
Bringing best practices from across the field, this presentation includes strategies around employee recruitment, retention, and engagement, specifically for marketing and communications teams.
4 Constraints Strategy Canvas–challenges the team to assess the organization’s track record to-date for how each of the 4 constraints is affecting the organization and where we stand in each of these constraints. Through debate and discussion, the team seeks to develop a graphic representation of the current state regarding the degree to which each of 4 constraints is focused on during the launch and implementation of a major change initiative
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra
Getting ‘BOLD INNOVATION’ Right
By Neelima Joseph & Lokesh Venkataswamy
The element ‘SUPPORT’ finds relevance in the innovation management system. To manage innovation effectively, the organization should jump in and facilitate the required resources for establishing, implementing, maintaining, and continual improvement of the innovation management system. The resources come in different forms such as Time, Knowledge, Financial resources, Infrastructure, and Human resources. For effective implementation of the standard, organizations are responsible for determining, providing, and managing the right people. Organizations must identify and develop teams with diverse backgrounds, to enhance cross-pollination and leverage the collective competence of the organization (ISO 56002:2019).
The element 'SUPPORT' encompasses the following sub-clauses, which are the different ways in which support could be extended:
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.
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.
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.
"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."
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
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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.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
5. The Multi-Layers Building an Innovation Business Architecture Strategic Needs People, Skills & Culture Approach Type Processes & Platforms
6.
7.
8. Screen & Rationalize Identify Potential The value of consistently mapping back to these four reference points is important to gain consistency and validation of return on innovation investment Evaluate Establish The four orientation points are briefly explained Existing Portfolio and Capabilities Organizational Readiness, Motivation & Desire Align Market & Customer Environment Understand markets and customer needs and aligning your products & services to meet these needs. Understand existing competitors and new entrants to exploit gaps and white space opportunities Establish corporate strategies and where innovation links Establish and align the vision, mission, objectives, strategy and tactics for realization, Clarify the desire and motivation of the organization to innovate. Ensure that business leaders are prepared to innovate. Align compensation and evaluation to innovation activity Existing product and service portfolio and identified gaps resolution. Existing capabilities and capacity. Strategic Alignment to Vision & MOST (Mission, Objectives, Strategies & Tactics)
9. Innovation Management Universal Need Environment Strategic Intent Innovation Funding Communications Strategic Leadership & Direction Thinking through the Strategic and Organizational Issues Culture & Climate Customer needs / wants Foresight, Scenarios Context & Visioning Identify Potential Establish Strategy Screen & Rationalize Evaluate Skills Likely new entrants and competitive challenges Changing environmental conditions (legal, regulatory, etc) Clarify the Innovation Dynamics Needed Value creation objectives Considerations for Time Resource Allocation & People Considerations Capability & Competency Build Training Strategic Needs Critical Strategic Questions and Considerations Alignment & Orientation of Product & Services Align Market & Customer Environment Existing Portfolio and Capabilities Strategic Alignment to Vision & MOST (Mission, Objectives, Strategies & Tactics) Organizational Readiness. Motivation & Desire Capability gaps Ability to deliver
10.
11. People, Skills & Culture Strategy People, Skills & Culture Approach Types Processes & Platforms Incentives Creativity No fear of risk Open communication Trust
12.
13. People, skills, competencies Creativity Invention & Innovation Culture & Climate for Innovation Relationship Building Innovation Techniques Training Reward & Recognition Capability Building Identify Potential Screen & Rationalize People, Skills & Structures Recruiting new Skills Encouraging Leadership & Knowledge Thinking through the People, skills & competencies Existing Portfolio and Capabilities Strategic Alignment & Validation Operational Readiness, Motivation & Desire Align Market & Customer Environment Establish Strategy Evaluate Skills
14. Innovation Techniques & Training Relationship & Trust Building Capability & Capacity Building Addressing the People, Culture, Skills & Structure Governance & Managing Risk Communicating Listening & Feedback Broad Leadership Facilitation Value of networks, teams and the individual Building ‘thinking time’ into the process Accumulating Tacit Knowledge and putting it to different use Building that sense of community purpose. Encouraging Diversity & Creative Tension Challenging the status quo and inertia Exposure to new perspectives Emotional Equity needs to be forward focused Internal markets for ideas, talent and resources Depoliticize decision-making and personal bias Find new ways to ‘unleash’ human imagination Achieve a sense of identity and passion Building new Skills & habits Encourage Creativity Invention & Innovation Culture & Climate for Innovation Recruiting new Skills Relationship Building Reward & Recognition Encouraging Leadership & Knowledge Capability Building Dealing with Fear & Change Strive to humanize the process-people are the active ingredient Resolving Barriers & Constraints
15. Processes & Platforms Strategy People, Skills & Culture Approaches Processes & Platforms Innovation Pipeline Information Gathering Idea to Commericalisation 5 Focal Areas Lifecycle Management 4 P‘s Complete view
16.
17. Providing Feedback Generate Incubate Filter Evaluate Select Prototype Platform, Pipeline & Portfolio Management Regular Innovation Development Program is Established Synchronize Build Manage Monitor Measure Process & Platforms Strategic Considerations People and Skills
18.
19. A Consistent Innovation Process Needs to Be In Place Providing Feedback Generate Incubate Filter Evaluate Select Prototype Platform, Pipeline & Portfolio Management Synchronize Build Manage Monitor Measure Generate Incubate Filter Evaluate Select Prototype Generate ideas about a specific problem or opportunity using idea generation techniques such as brainstorming or a distributed community Capture the ideas in a public forum or applicable application to allow team members to comment on, review and rank ideas. Tag and categorize ideas for easy searching and filtering. Filter all ideas to find the ones that are relevant to a specific need, challenge or opportunity Using established transparent criteria, evaluate all ideas that address a specific challenge or problem Once the evaluation is complete, rank the ideas that are relevant to a problem or challenge and select the ideas according to their ranking, evaluation, ability to address the problem or challenge. Develop rough rapid prototypes that demonstrate the main concepts of the idea and gain feedback from potential customers
20.
21. Finally within Process & Platforms Stepping back and viewing the approach so far We establish a more ‘holistic’ view of building an innovation business architecture and the four alignment points.
22. Approach Type To be discussed in next presentations Align Market & Customer Environment Strategic Alignment & Validation Existing Portfolio and Capabilities Organizational Readiness, Motivation & Desire Identify Potential Screen & Rationalize Strategic Considerations Processes & Platforms The Innovation Business Architecture Layered Process and the 4 Orientation Points People , Skills & Culture Establish Strategy Evaluate Skills
23. . 4.Go-to-market execution 5. Enabling Infrastructure Common Environment, Networking & Collaboration-Building Tools 3. Systematic Innovation Process 2. Front End Strategic Alignment & Validation Align Market & Customer Environment Existing Product & Service Management New idea Generation & Opportunity Identification Identify Potential Screen & Rationalize 1. Strategic Context Desire & Motivation for innovation Existing Capabilities & Skills Strategies, Strategic Intent Resources and funding Trend Spotting Scenario Planning Product Development Launch Execution Software Infrastructure Scouting Voice of Customer Moving to the Mapping the 4 orientations within the 5 focal points (next deck). Establish Strategy Evaluate Skills