Mindjet’s Innovation Strategy Directors, Harvey Wade and Tom Brister, discuss the key dimensions to building a strong, successful innovation program. It’s not an easy road, but Mindjet’s team of seasoned services professionals will chat about how to overcome obstacles and assess your program for a better understanding of your strengths and weaknesses.
Nick Wensley, Business Adviser, Young Enterprise Programme who will cover business cases past, present and future and consider what the future holds for developing business cases.
Enhancing the Entrepreneurial Mindset Through Industry Collaborations - Chris...KEEN
From the 2016 KEEN Winter Conference: Faculty from Santa Clara, Ohio Northern, and Bucknell University explain how the entrepreneurial mindset needs to be a "plus and" to industry partnerships. Learn www.EngineeringUnleashed.com/keen
Nick Wensley, Business Adviser, Young Enterprise Programme who will cover business cases past, present and future and consider what the future holds for developing business cases.
Enhancing the Entrepreneurial Mindset Through Industry Collaborations - Chris...KEEN
From the 2016 KEEN Winter Conference: Faculty from Santa Clara, Ohio Northern, and Bucknell University explain how the entrepreneurial mindset needs to be a "plus and" to industry partnerships. Learn www.EngineeringUnleashed.com/keen
APM Portfolio Management SIG survey 2020 results
- including comparison to the 2015 survey
The SIG microsite: https://www.apm.org.uk/community/portfolio-management-sig/
Enhancing EML in Senior Design - Ken Bloemer, Steve Silliman, and Don WeinkaufKEEN
From the 2016 KEEN Winter Conference: faculty from the University of Dayton, Gonzaga, and St Thomas share examples of how they implement the entrepreneurial mindset in senior design Learn more at www.EngineeringUnleashed.com/keen
APM webinar held on 27 April 2021.
Presenters:
Naomi Brooks, Sebastian Williams, Martin Paver
Revolutions, it’s been remarked, never go backward. Nor do they advance at a constant rate. Just consider the radical transformation unleashed by data analytics.
By now, it’s clear the data revolution is changing businesses and industries in profound and unalterable ways.
We have a real opportunity, as project professionals, to harness the benefits of data to support the progress of our projects.
We can only do this if we fully understand and embrace the fundamental requirements of data. This session will look to explore the why of data, providing an initial insight into why you should embrace it’s role in current and future projects.
Links:
https://youtu.be/AxXengxxNcQ
https://www.apm.org.uk/news/why-data-matters-webinar/
Procuring for agile: thoughts on what good looks like webinar
Thursday 23 April 2020
presented by
Dr Jon Broome, Olubukola Feyisetan, John Lake, Jason Sprague, Will Webster
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/procuring-for-agile-thoughts-on-what-good-looks-like-webinar/
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Marketorum is an experienced team of Business Strategists with expertise in technology and marketing based solutions.
Our solutions are based on in-depth research and facts found through Di2 methodology. This methodology is predicated on a proven, unique three-phase process which is comprised of discovery, innovation and implementation; and, has been used for finding solutions for leading worldwide organizations in a wide array of industry sectors, including hospitality, banking, consumer brands, human resources, executive recruiting, pharmaceuticals, medical and medical devices, specialty chemicals, technology and telecommunications, among others.
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.
APM Portfolio Management SIG survey 2020 results
- including comparison to the 2015 survey
The SIG microsite: https://www.apm.org.uk/community/portfolio-management-sig/
Enhancing EML in Senior Design - Ken Bloemer, Steve Silliman, and Don WeinkaufKEEN
From the 2016 KEEN Winter Conference: faculty from the University of Dayton, Gonzaga, and St Thomas share examples of how they implement the entrepreneurial mindset in senior design Learn more at www.EngineeringUnleashed.com/keen
APM webinar held on 27 April 2021.
Presenters:
Naomi Brooks, Sebastian Williams, Martin Paver
Revolutions, it’s been remarked, never go backward. Nor do they advance at a constant rate. Just consider the radical transformation unleashed by data analytics.
By now, it’s clear the data revolution is changing businesses and industries in profound and unalterable ways.
We have a real opportunity, as project professionals, to harness the benefits of data to support the progress of our projects.
We can only do this if we fully understand and embrace the fundamental requirements of data. This session will look to explore the why of data, providing an initial insight into why you should embrace it’s role in current and future projects.
Links:
https://youtu.be/AxXengxxNcQ
https://www.apm.org.uk/news/why-data-matters-webinar/
Procuring for agile: thoughts on what good looks like webinar
Thursday 23 April 2020
presented by
Dr Jon Broome, Olubukola Feyisetan, John Lake, Jason Sprague, Will Webster
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/procuring-for-agile-thoughts-on-what-good-looks-like-webinar/
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Marketorum is an experienced team of Business Strategists with expertise in technology and marketing based solutions.
Our solutions are based on in-depth research and facts found through Di2 methodology. This methodology is predicated on a proven, unique three-phase process which is comprised of discovery, innovation and implementation; and, has been used for finding solutions for leading worldwide organizations in a wide array of industry sectors, including hospitality, banking, consumer brands, human resources, executive recruiting, pharmaceuticals, medical and medical devices, specialty chemicals, technology and telecommunications, among others.
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.
In this interactive discussion, CEO of DevelopIntelligence, Kelby Zorgdrager, will share strategies for measuring the impact of training from a variety of large organizations across the country: Salesforce, Eventbrite, VMware and Autodesk. In this session, you will discover and engage with current training program methodologies in order to determine your company’s return on investment on learning.
This presentation describes a powerful facilitated strategic planning workshop method that will assist your organization in addressing the issues raised on this page, and build a winning Information Governance (IG), Enterprise Content Management (ECM), or Records and Information Management (RIM) Strategy. This strategy will be used to guide your organization, or department, as it plans to initiate new programs and systems, or upgrade your current information management practices, content management systems and tools, or plan to improve your overall program maturity. You will learn the power of a strategic framework providing all of the strategic tools necessary to support your initiative, project, and implementation effort.
Our experience helping companies launch their innovation strategy has led us to believe that, to a great extent, one of the most important challenges facing companies that have started out on this journey is without doubt intelligent risk management.
e2e November 2014 Workshop "Business Strategy for Startups – Knowing Your Capabilities is Knowing Your Limitations"
Our Speaker: Mr. Omer Alimam “Human Capital Strategist”
ورشة مبادرة التعليم من أجل التوظيف شهر نوفمبر 2014
عنوان الورشة: كيفية تصميم استراتيجية للشركات الناشئة - بمعرفتك امكانياتك تعرف حدود مقدراتك
المتحدث: السيد/ عمر الإمام
الشركاء والداعمون: Global Aid Hand - Capability Consulting - Afrocam Media Services - 4D MEDIA - مركز الفيصل الثقافي
https://www.facebook.com/e2eSudan
progrow Strategy Implementation Services for SMEsProServ
progrow is a strategy implementation service for SME’s specifically designed to guide and facilitate the strategy development process.
More details visit https://www.i-proserv.com/strategy-implementation/
Distance PGDM Marketing Management is distance learning program equivalent to online MBA. Recommended for working professionals looking for promotion, job change or upskilling.
Similar to Innovation Cafe: Charting the Path of Innovation Maturity (20)
Ideas That Work: Extending the Success of Your Innovation ProgramMindjet
Companies that invest in developing strong innovation teams in their core product areas can extend that skill to other parts of the organization. In this eBook, Mindjet's Doug Collins looks at the skills your innovators are now developing and how they can be repurposed and extended.
MindManager Users: Spotlight on Project ManagementMindjet
This presentation showcases how MindManager users from all over the world use Mindjet's mind mapping software to facilitate efficient, focused, and successful project management.
Turning Crowd Innovation Into Real Products and RevenueMindjet
When any organization ramps up a new or refined business approach, it must align with their goals as a company and provide benefits that outweigh any associated costs. And, due to their typical ambiguity, corporate innovation programs often present many challenges that can be difficult to face without expert guidance.
In this presentation, Mindjet’s John Welder discusses how you can support your crowd innovation management programs through design thinking, agile methodologies, and lean start-up processes, in order to accelerate real business outcomes and revenue.
Developing a Coherent Social Strategy for Enterprise InnovationMindjet
In this presentation from Altimeter's Charlene Li and Mindjet's Milind Pansare, you'll learn how to develop a coherent social business strategy that supports enterprise innovation initiatives.
Much of the time, we view innovation through a lens of total newness, but teachings from a variety of industries and professions might hold the key to defining successful strategies, and positively influence the way innovation is executed in the enterprise space.
Change Starts Here: Building a Culture of InnovationMindjet
Company culture is not always considered a priority, but it certainly should be. And, if a business wants to promote innovation from within -- after all, great people are the best assets an organization can have -- it's vital that leaders and decision-makers place a strong focus on developing environments that cater to intrapreneurs, crowdsourcing, and surfacing great ideas.
Check out our latest SlideShare for more information on how to strategically foster a stronger, more engaging, more innovative company culture.
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
Our customers are smart, savvy, and always finding innovative new ways to use our products. That's why we asked 10 of them to share their Mindjet stories.
Driving Repeatable Business Innovation: The Vision to Action LifecycleMindjet
The current generation of Social Business tools has missed
a huge opportunity to impact business innovation and
results. By focusing on functionality that emphasizes
communications, they’ve omitted the required structure
and process needed to meaningfully affect the business.
In this presentation, we take you through the Vision to Action Lifecycle, and explain why a holistic approach to innovation can create repeatable, tangible results for your business.
MindManager 14 for Windows is the most flexible, powerful, and intuitive mind mapping software available. MindManager for Windows offers a better way to capture ideas, organize information, analyze data, and plan projects using interactive mind maps that function as virtual whiteboards. Whether you’re brainstorming a presentation for your biggest client, coordinating an event, seeking approval for your business plan, or validating project requirements, MindManager’s visual approach gives you the clarity you need to succeed.
You have a big idea. It’s the business innovation equivalent of sliced bread. You’re pumped. You’re excited. Your coworkers are on board. And you can’t wait to execute it. But slow down, grasshopper, and make sure you’ve thought things through. Because while big ideas are great, true business innovation requires creative brainstorming, exceptional planning, and flawless execution. Luckily, we’re here to help. From fuzzy end goals to lazy implementation, we’ve identified seven deadly sins that companies commit when trying to carry their ideas from genesis to fruition.
Check out our newest SlideShare – the Seven Deadly Sins of Innovation, to find out what they are.
Project teams are more dependent on effective collaboration than ever. Staying on the same page from start-to-finish is essential to preventing conflicts and delays. Mindjet ProjectDirector helps today’s agile teams stay on track. Brainstorm, plan, collaborate, and execute on projects of all sizes—with fewer snags along the way.
From engineers to creative directors, our customers are innovative, smart, and always finding exciting new ways to use our software. That’s why we asked 10 of them to share their stories.
"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
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➢ 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."
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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!
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.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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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.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
2. Meet the Speakers
Tom Brister, Director, Innovation Strategy
As a Mindjet Strategist, Tom helps Mindjet customer's build successful
programs to transform their business using our SpigitEngage platform.
Prior to joining Mindjet, Tom built and lead the Enterprise Innovation
Program at Allstate Insurance. Tom has 15 years of experience in
strategy development, leading change, and innovation management. He
is a graduate of Texas State University with a bachelors in Computer
Science.
Harvey Wade, Director, Innovation Strategy
Harvey provides strategic direction and support to Mindjet’s key clients, as
they engage their workforce and customers to identify ideas that solve and
overcome key challenges. Based in the UK, he has over 17 years
experience in the financial services sector, working for Commercial Union,
CGU, Aviva and Allianz Insurance, where he designed, setup and ran the
employee ideation and innovation program. He is a graduate of Warwick
University with a bachelors in Chemistry.
5. Where are you on your Innovation Journey?
• Where are we on our
innovation journey?
• How far have we gone?
• Where could we get to?
• Where do we go next?
• What are we doing well and
what needs to improve?
6. Why change?
• Seeking better or different
results and outcomes from their
innovation program
• Need to reduce risk of change
• Uncertain of the effect changes
may have
• We need confidence to make
the changes that brings greater
success
“If you do the same thing
over and over again, don’t
be surprised that you
always get the same
results.”
8. Foundation of Innovation assessments
Mindjet’s innovation maturity model is the foundation any
assessment process. This model, developed by Mindjet, enables the
innovation maturity and capabilities of an organization to be
objectively measured.
Mindjet
Innovation
Maturity
Model
9. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Strategy
Skills &
Capabilities
Process
Tools &
Technology
Measurements
& Metrics
Implement
& Execute
Engagement
Culture
Governance
Sponsorship
Mindjet
Innovation
Maturity
Model
10. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Strategy
Skills &
Capabilities
Process
Tools &
Technology
Measurements
& Metrics
Implement
& Execute
Engagement
Culture
Governance
Sponsorship
Strategy
What is the focus of
innovation and how does it
align with the corporate
objectives?
Mindjet
Innovation
Maturity
Model
Strategy
11. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Strategy
Skills &
Capabilities
Process
Tools &
Technology
Measurements
& Metrics
Implement
& Execute
Engagement
Culture
Governance
Sponsorship
Do your sponsors enable
your program to grow?
Mindjet
Innovation
Maturity
Model
Sponsorship
12. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Strategy
Skills &
Capabilities
Process
Tools &
Technology
Measurements
& Metrics
Implement
& Execute
Engagement
Culture
Sponsorship
Governance
How and who is responsible
for the regulation and control
of the program?
Mindjet
Innovation
Maturity
Model
Governance
13. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Strategy
Skills &
Capabilities
Tools &
Technology
Measurements
& Metrics
Implement
& Execute
Engagement
Culture
Governance
Sponsorship
Process
Is the innovation process
formalized and widely used?
Mindjet
Innovation
Maturity
Model Process
14. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Strategy
Skills &
Capabilities
Process
Tools &
Technology
Measurements
& Metrics
Implement
& Execute
Engagement
Governance
Sponsorship
Culture
Is the culture receptive to
change and does the
organization encourage
experimentation and
innovative behaviors?
Mindjet
Innovation
Maturity
Model
Culture
15. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Strategy
Skills &
Capabilities
Process
Tools &
Technology
Measurements
& Metrics
Implement
& Execute
Culture
Governance
Sponsorship
Engagement
Who are you engaging with
and how?
Mindjet
Innovation
Maturity
Model
Engagement
16. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Strategy
Process
Tools &
Technology
Measurements
& Metrics
Implement
& Execute
Engagement
Culture
Governance
Sponsorship
Skills & Capabilities
Do you give people the
ability to think and act
creatively to solve critical
business problems?
Mindjet
Innovation
Maturity
Model
Skills &
Capabilities
17. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Strategy
Skills &
Capabilities
Process
Tools &
Technology
Measurements
& Metrics
Engagement
Culture
Governance
Sponsorship
Implement
& Execute
What resources and
methods does your
organization have to
implement ideas?
Mindjet
Innovation
Maturity
ModelImplement
& Execute
18. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Strategy
Skills &
Capabilities
Process
Tools &
Technology
Implement
& Execute
Engagement
Culture
Governance
Sponsorship
Measurements
& Metrics
Is innovation being
measured and is success
clearly defined and
communicated?
Mindjet
Innovation
Maturity
Model
Measurements
& Metrics
19. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Strategy
Skills &
Capabilities
Process
Measurements
& Metrics
Implement
& Execute
Engagement
Culture
Governance
Sponsorship
Tools & Technology
Do you have an
infrastructure of innovation
tools and technologies and a
broad set of methodologies
on use them?
Mindjet
Innovation
Maturity
Model
Tools &
Technology
20. Innovation Model Dimensions
The model looks at the ten key dimensions of any
successful and mature innovation program.
Mindjet
Innovation
Maturity
Model
Strategy
Skills &
Capabiltiies
Process
Measurements
& Metrics
Implement
& Execute
Engagement
Culture
Governance
SponsorshipTools &
Technology
21. Dimension Maturity Level
Novice
Experienced
Op/mized
As an organization grows in it’s maturity, it moves through
levels in each dimension.
23. So putting this altogether…
Maturity Level 1
Indicator
DIMENSION
An area of concern for our clients that can be
assessed and matured.
Each Dimension has a set of assessment
criteria associated with it.
MATURITY LEVEL
A generalization used to help customer’s self-
identify.
Each Maturity level has a set of:
• Advancement Timing
• Dimension Indicators
• Dimension Advancement Activities
DIMENSION INDICATOR
A characterization of a particular dimension for
this maturity level.
Each Dimension Indicator has a set of
examples associated with it.
Strategy
Sponsorship
Governance
Process
Culture
Engagement
Skills & Capabiltiies
Implement & Execute
Measurement & Metrics
Tools & Technology
Strategy
Sponsorship
Governance
Process
Culture
Engagement
Skills & Capabiltiies
Implement & Execute
Measurement & Metrics
Tools & Technology
24. The Innovation Maturity Model…
Novice Experienced Optimized
Strategy Reactive & short-term
Aligned to corporate
objectives
Drives competitive
advantage
Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role
Governance
Undefined &
uncontrolled
Defined but not fully
developed
Clear ownership &
responsibility
Process Sporadic
Process defined but limited
adoption
Repeatable process &
used in all areas
Culture Risk averse
Pockets of
Innovative behavior
Experimentation valued
& widespread
Engagement Siloed & limited Internal collaboration
Internal & external
co-creation
Skills & Capabilities Self-directed Limited training Formalized program
Implement & Execute Serendipitous
Defined but
constrained
Multiple defined
channels
Measurement & Metrics Adhoc Balanced scorecard Strategic & shared
Tools & Technology
Limited technologies
& tools
Variety of technologies
or methods
Multiple approaches &
methods are used
25. Identify the “current state”
Novice Experienced Optimized
Strategy Reactive & short-term
Aligned to corporate
objectives
Drives competitive
advantage
Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role
Governance
Undefined &
uncontrolled
Defined but not fully
developed
Clear ownership &
responsibility
Process Sporadic
Process defined but limited
adoption
Repeatable process &
used in all areas
Culture Risk averse
Pockets of
Innovative behavior
Experimentation valued
& widespread
Engagement Siloed & limited Internal collaboration
Internal & external
co-creation
Skills & Capabilities Self-directed Limited training Formalized program
Implement & Execute Serendipitous
Defined but
constrained
Multiple defined
channels
Measurement & Metrics Adhoc Balanced scorecard Strategic & shared
Tools & Technology
Limited technologies
& tools
Variety of technologies
or methods
Multiple approaches &
methods are used
Assigned Exec role
Reactive & short-term
Defined but not fully
developed
Process defined but limited
adoption
Risk averse
Internal collaboration
Self-directed
Serendipitous
Adhoc
Limited technologies
& tools
26. Novice Experienced Optimized
Strategy Reactive & short-term
Aligned to corporate
objectives
Drives competitive
advantage
Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role
Governance
Undefined &
uncontrolled
Defined but not fully
developed
Clear ownership &
responsibility
Process Sporadic
Process defined but limited
adoption
Repeatable process &
used in all areas
Culture Risk averse
Pockets of
Innovative behavior
Experimentation valued
& widespread
Engagement Siloed & limited Internal collaboration
Internal & external
co-creation
Skills & Capabiltiies Self-directed Limited training Formalized program
Implement & Execute Serendipitous
Defined but
constrained
Multiple defined
channels
Measurement & Metrics Adhoc Balanced scorecard Strategic & shared
Tools & Technology
Limited technologies
& tools
Variety of technologies
or methods
Multiple approaches &
methods are used
Identify the “current state”
Novice Experienced Optimized
Strategy Reactive & short-term
Aligned to corporate
objectives
Drives competitive
advantage
Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role
Governance
Undefined &
uncontrolled
Defined but not fully
developed
Clear ownership &
responsibility
Process Sporadic
Process defined but limited
adoption
Repeatable process &
used in all areas
Culture Risk averse
Pockets of
Innovative behavior
Experimentation valued
& widespread
Engagement Siloed & limited Internal collaboration
Internal & external
co-creation
Skills & Capabilities Self-directed Limited training Formalized program
Implement & Execute Serendipitous
Defined but
constrained
Multiple defined
channels
Measurement & Metrics Adhoc Balanced scorecard Strategic & shared
Tools & Technology
Limited technologies
& tools
Variety of technologies
or methods
Multiple approaches &
methods are used
Novice
Reactive & short-term
Informal/ part-time
Undefined &
uncontrolled
Sporadic
Risk averse
Siloed & limited
Self-directed
Serendipitous
Adhoc
Limited technologies
& tools
27. Novice Experienced Optimized
Strategy Reactive & short-term
Aligned to corporate
objectives
Drives competitive
advantage
Sponsorship Informal/ part-time Assigned Exec role Dedicated senior Exec role
Governance
Undefined &
uncontrolled
Defined but not fully
developed
Clear ownership &
responsibility
Process Sporadic
Process defined but limited
adoption
Repeatable process &
used in all areas
Culture Risk averse
Pockets of
Innovative behavior
Experimentation valued
& widespread
Engagement Siloed & limited Internal collaboration
Internal & external
co-creation
Skills & Capabilities Self-directed Limited training Formalized program
Implement & Execute Serendipitous
Defined but
constrained
Multiple defined
channels
Measurement & Metrics Adhoc Balanced scorecard Strategic & shared
Tools & Technology
Limited technologies
& tools
Variety of technologies
or methods
Multiple approaches &
methods are used
Help to prioritize
Novice
Reactive & short-term
Informal/ part-time
Undefined &
uncontrolled
Sporadic
Risk averse
Siloed & limited
Self-directed
Serendipitous
Adhoc
Limited technologies
& tools
#1
#2
#3
#4
28. Build Recommendations…
Strategy
• Work with Executives to identify 2014 business goals
• Map 2014 program goals to 2014 business goals
Tools &
Technology
Measurement &
Metrics
Culture
• Build Regional Challenge Platform and Process
• Expand platform usage to all employees
• Identify new measurements based upon new goals
• Integrate program metrics into executive dashboard
• Formalize Key Innovation Roles
• Revise Challenge incentive structure
#1
#2
#3
#4
30. The Customer Profile
$11B/revConsumer Products Company
§ 20,000 Employees
§ 2.3 Million Customers
§ Sales & Digital Leadership Partner
50+ Years of…Traditional thinking and process
§ Conservative Culture
§ Opaque leadership decision making
§ Old fashioned project prioritization &
management
On Transforming how they interact
with partners and customers to…
§ Identify & prioritize their needs
§ Create a deeper relationship
§ Consumer generated solutions
Focused
Commitment to moving forward with a
transformative capability and the required
resources to get…
§ Employee & Consumer Ideas
§ Consumer Feedback & Evaluations
§ Selecting “Good” Ideas
100%
31. Obstacle to Innovation Success - The Customer’s
Reality
Brand First
Any change to the relationship with
customers bring tremendous brand risk
that tend paralyze the organization and
the launching of similar capabilities in the
past.
It’s Complicated
The customer has a very complex
relationship with partners & customers
globally, that varies by geography and
maturity of each market. They don’t know
how to rationalize and manage a change
to that relationship
A fear of not fully understanding their
current innovation maturity, and their
own agendas before launching a
transformation effort.
Cart, Horse
Leadership does not want to engage in
risk mitigation behavior that limits scope
and opportunity. They want to proceed
with confidence and with scope that will
make a meaningful market impact on
their business or want to move to other
business opportunities that will.
All or Nothing
32. Our Journey with the Client
Today
Forward
Tomorrow
Help Them
Understand their
“Today”
Help Them
Understand Their
“Tomorrow”
Help them Agree
Upon Their Path
Forward
33. Gaining Clarity – The Mindjet Innovation Maturity
Assessment
Man in
the Mirror
The client understands what they are
capable of as an organization in the near
and long term. They also understand how
they measure up against industry
standards.
Defined
SuccessThe client gained clarity about the key success
factors that any innovation capability will need to
have to accommodate their customer/partner
relationship
To Thine
Own Self…The client recognized, prioritized, and
integrated key internal organizational
agendas into the path forward as program
requirements
The client received a detailed set of
recommendations that reflects their
strengths, weakness, and opportunities
for change. These recommendations
where socialized to gain broad alignment
for the future capability.
Path
Forward
34. CapabilityPartner
Gaining Clarity – The Mindjet Innovation Maturity
Assessment
“Mindjet enabled us to
understand what we need to
focus on to build our innovative
capabilities; their expertise was
invaluable.”
“The strategic assessment
allowed us to develop robust
approach to innovation and get
us to get broad alignment for
the resulting future vision.”
Detailed Compelling Vision for the
future of innovation in their
organization still guiding them today.
Multi-phase program underway with
broad organizational support and
input.
Transformation journey is being
received by all corners of the
organization with excitement and
readiness for change.
35. Breaking through to New Levels
1. Understand your organization
2. Comparatively benchmark
3. Refocus innovation activities
4. Future vision clarity
5. Tools & Technology support
“Mindjet’s assessment allowed
us to develop robust approach
to innovation and get us to get
broad alignment for the resulting
future vision.”
37. Register for the Next Webinar
Speakers: Tom Kneen of Cisco and Matt Chapman of Mindjet
Date: Wednesday, February 26, 2014
Time: 10AM GMT/ 1PM EDT!
Format: 45 min interactive webinar and Q&A
To register today, email: webinars@mindjet.com or visit: mindjet.com
Speaker: Charlene Li of Altimeter and Milind Pansare of Mindjet
Date: Wednesday, March 12, 2014
Time: 10AM PST/ 1PM EST!
Format: 45 min interactive webinar and Q&A
To register today, email: webinars@mindjet.com or visit: mindjet.com