A Culture Of Innovation In Practice - How To Tame The Culture BeastProduktbezogen.de
A Culture Of Innovation In Practice - How To Tame The Culture Beast. Präsentiert beim Reeperbahnfestival 2014 in Hamburg durch unseren Autor Daniel Neuberger.
This presentation was developed for UBC Engineering Physics project lab students.
What's new in this version is I introduce myself via a Pecha Kucha video.
I first ask the question. "What is Entrepreneurship?"
I follow-up with my favorite definition of a business.
Then I address the questions:
* What is the journey like?
* What is the process?
* How do I learn about customers?
* How do I keep score?
I focus on 5 Points — Purpose, You, Process, Customers, and Scorecard.
Purpose » Drucker’s Purpose of Business,
You » Martin’s Knowledge Funnel + Soft-Skills,
Process » Blank’s Customer Development,
Customers » Moore’s Crossing the Chasm + Product/Service Journey Sketch,
Scorecard » Osterwalder’s Business Model Canvas.
A mental model is any concept that helps explain, analyze, or navigate the world. More importantly, for product managers, our mental models drive our decision making and our prioritization.
In his 1994 talk at USC Law School Charlie Munger, the investment partner of Warren Buffet, gave his opinion that for success, you must have multiple mental models. Different situations call for different mental models. If all we have is a hammer, then everything looks like a nail, and that's obviously a bad situation to be in.
There are dozens, if not hundreds, of mental models that can help you in different situations. In this talk I'm going to focus on a handful that I find most useful as a product manager.
About Nils
20 years of practicing and studying software product management. I've learned a few things, against all odds. You can read my thoughts at pmhardcore.com, and hear me and Rob McGrorty talk about product management at alltheresponsibility.com.
Meetup Dare Devils: how to prototype your organisation?Nascom
In software development, a ‘prototype’ is what we describe as a rudimentary working model of a product or information system, which is usually built for demonstration purposes.
Here’s a crazy thought: Why not look at organizations in the same way? A working model that we can start from, but constantly revise as we move along? By using evidence-based practices to test, validate and improve our way of working?
Create culture. Create performers. Create habits.
What kind of company culture will nurture an experimental mindset and stimulate our willingness to keep learning? How do we adopt this culture, or even create it ourselves? Will it improve our performance in the long run? Can we prove it? How? How do cultural habits play a role in this story?
This document discusses innovation and leadership. It summarizes that many former industry leaders like AOL, Kodak, and Blackberry failed to innovate and have vanished. The greatest threat to business survival is a lack of innovation. Most innovations are created through networks of people working together, not lone geniuses. Excellence in leading innovation depends more on creating an organizational culture and structure that fosters innovation than on the leader having innovative ideas. Common obstacles to innovation are lack of communication between employees and groups, and "bad gatekeepers" who do not effectively react to new ideas.
1) The document discusses developing entrepreneurial intelligence and outlines several signs and skills of entrepreneurship.
2) It notes that Nigeria has a high rate of entrepreneurial enthusiasm and starting new businesses according to a Global Entrepreneurship Monitor survey.
3) Some of the signs of entrepreneurial intelligence discussed include having a clear vision with an emotional connection, being creative and different, being resourceful in getting things done, and having a proactive approach.
The document discusses democratizing youth entrepreneurship through various programs and initiatives. It describes a proposed 10-step program called "StartingUP.gr" that connects entrepreneurs with business developers, advisors, and funding. The program allows entrepreneurs to submit business ideas online, receives votes and feedback, develops business plans with advisors and developers, and culminates in a final competition and celebration event to promote the top ideas. The presentation encourages participation in initiatives like Global Entrepreneurship Week and the proposed StartingUP.gr program to foster youth entrepreneurship on a broad scale.
A Culture Of Innovation In Practice - How To Tame The Culture BeastProduktbezogen.de
A Culture Of Innovation In Practice - How To Tame The Culture Beast. Präsentiert beim Reeperbahnfestival 2014 in Hamburg durch unseren Autor Daniel Neuberger.
This presentation was developed for UBC Engineering Physics project lab students.
What's new in this version is I introduce myself via a Pecha Kucha video.
I first ask the question. "What is Entrepreneurship?"
I follow-up with my favorite definition of a business.
Then I address the questions:
* What is the journey like?
* What is the process?
* How do I learn about customers?
* How do I keep score?
I focus on 5 Points — Purpose, You, Process, Customers, and Scorecard.
Purpose » Drucker’s Purpose of Business,
You » Martin’s Knowledge Funnel + Soft-Skills,
Process » Blank’s Customer Development,
Customers » Moore’s Crossing the Chasm + Product/Service Journey Sketch,
Scorecard » Osterwalder’s Business Model Canvas.
A mental model is any concept that helps explain, analyze, or navigate the world. More importantly, for product managers, our mental models drive our decision making and our prioritization.
In his 1994 talk at USC Law School Charlie Munger, the investment partner of Warren Buffet, gave his opinion that for success, you must have multiple mental models. Different situations call for different mental models. If all we have is a hammer, then everything looks like a nail, and that's obviously a bad situation to be in.
There are dozens, if not hundreds, of mental models that can help you in different situations. In this talk I'm going to focus on a handful that I find most useful as a product manager.
About Nils
20 years of practicing and studying software product management. I've learned a few things, against all odds. You can read my thoughts at pmhardcore.com, and hear me and Rob McGrorty talk about product management at alltheresponsibility.com.
Meetup Dare Devils: how to prototype your organisation?Nascom
In software development, a ‘prototype’ is what we describe as a rudimentary working model of a product or information system, which is usually built for demonstration purposes.
Here’s a crazy thought: Why not look at organizations in the same way? A working model that we can start from, but constantly revise as we move along? By using evidence-based practices to test, validate and improve our way of working?
Create culture. Create performers. Create habits.
What kind of company culture will nurture an experimental mindset and stimulate our willingness to keep learning? How do we adopt this culture, or even create it ourselves? Will it improve our performance in the long run? Can we prove it? How? How do cultural habits play a role in this story?
This document discusses innovation and leadership. It summarizes that many former industry leaders like AOL, Kodak, and Blackberry failed to innovate and have vanished. The greatest threat to business survival is a lack of innovation. Most innovations are created through networks of people working together, not lone geniuses. Excellence in leading innovation depends more on creating an organizational culture and structure that fosters innovation than on the leader having innovative ideas. Common obstacles to innovation are lack of communication between employees and groups, and "bad gatekeepers" who do not effectively react to new ideas.
1) The document discusses developing entrepreneurial intelligence and outlines several signs and skills of entrepreneurship.
2) It notes that Nigeria has a high rate of entrepreneurial enthusiasm and starting new businesses according to a Global Entrepreneurship Monitor survey.
3) Some of the signs of entrepreneurial intelligence discussed include having a clear vision with an emotional connection, being creative and different, being resourceful in getting things done, and having a proactive approach.
The document discusses democratizing youth entrepreneurship through various programs and initiatives. It describes a proposed 10-step program called "StartingUP.gr" that connects entrepreneurs with business developers, advisors, and funding. The program allows entrepreneurs to submit business ideas online, receives votes and feedback, develops business plans with advisors and developers, and culminates in a final competition and celebration event to promote the top ideas. The presentation encourages participation in initiatives like Global Entrepreneurship Week and the proposed StartingUP.gr program to foster youth entrepreneurship on a broad scale.
Three proven techniques used by Google, Apple, and Samsung include segmenting customers based on their needs and circumstances, understanding customer needs even when unknown, and measuring success based on customer outcomes rather than internal processes. The document discusses how some businesses are thriving by applying these techniques through focusing on the customer experience, while others are falling behind by not adapting to changing customer expectations in the digital age.
What I Learnt About Building Great Products - Founders Institute - May 2016Ilter Dumduz
This document outlines the process for building great products which includes definition, ideation, prioritization, and execution. A great product has a clear value proposition, resonates with its target audience, and provides the simplest path between supply and demand. Ideation involves listening to customers qualitatively and quantitatively as well as following intuition. Prioritization uses an ROI framework to evaluate impact, cost, and ease of each idea. Execution requires visualizing the vision, setting goals, moving fast in the right direction, derisking, doing retrospectives, and networking.
The document discusses Essence Wise, a tool that uses advanced technology to facilitate fast and relevant discovery of what moves customers. This leads to agile innovation through discovering opinions on blogs, reviews and social media. The tool provides a dynamic frame of reference and intuitive flow that complements traditional research methods, serving as a starting point for research and innovation.
Ideas Matter! But, successful implementation of innovative ideas requires advocacy – the ability to sell to the people who make decisions in organizations.
Successful people: those who have learned how to advocate their ideas to gain interest, support & funding from decision-makers.
Everyone must perform the role of salesperson at some point
To successfully sell, people must
-Communicate their ideas clearly
-Understand how their “brands” shape opinions
-Build partnerships & alliances with subordinates, peers & managers.
-“Pre-sell” their ideas
The end of the (startup) world as we know itBrant Cooper
The document discusses the changing realities for startups and the rise of the "lean startup" model. It advocates for an approach where entrepreneurs validate their business model through customer development and iterative product testing rather than long development cycles. The key aspects of a lean startup discussed are developing a minimum viable product, continuously testing product-market fit, and getting customer feedback to make rapid pivots rather than large-scale launches. The goal is to maximize learning with limited funds and prove viability before scaling up.
The 4 Keys to Organizational CreativityRyan Kinsey
The document discusses creativity in organizations and teams. It states that everyone has ideas and creativity should be unleashed from all employees. High performing teams are more creative because members share ideas and collectively develop solutions. Products also provide opportunities for creativity as companies build upon previous versions to develop new, innovative features. Organizations should be open to wild ideas from any source to generate forward-thinking concepts.
[Srijan Wednesday Webinars] Why Most Indian Startups FailSrijan Technologies
The document discusses how the Indian startup ecosystem has been influenced by market forces, social changes, and ideas over recent decades. It notes that liberalization in the 1990s helped spur economic growth and technology development in India. From the 2000s onward, increased internet access, technology hubs, and global funds helped enable more Indian startups. Current trends see Indian startups starting early, failing fast, focusing on local problems with local solutions, and learning from global success stories and models from places like Silicon Valley. Questions are also raised about funding, the types of startups that can succeed, and the potential for social entrepreneurship.
Startup 1010, Vivere di videogames, Salerno 2014niccolosanarico
This document provides startup advice and resources for getting a new business off the ground. It recommends starting with a team and focusing on solving a real customer problem with your business idea. Several processes and methods are outlined for developing the business model canvas, validating the idea using lean startup and customer development principles, and preparing financial projections and a pitch for investors. Useful books and websites are referenced for additional guidance on business planning and connecting with startup communities. The presenter offers to answer any questions and provides contact information.
(Note: Slideshare slideshow's quality is not great. I recommend you to download the presentation.)
Culture at Atlassian
How it shapes what we are and what we do and
why we are so proud of it.
The Innovator's DNA - NYU Integrated Marketing PresentationKabeer Malhotra
This document summarizes the key skills and traits of innovative individuals and organizations. It identifies five discovery skills that innovative people possess: associating, questioning, observing, networking, and experimenting. Successful innovative companies have three elements in their DNA - people with discovery mindsets, processes that systematize innovation techniques, and philosophies where innovation is a company-wide priority. The document provides examples of innovative companies and teams that exemplify these traits.
The document discusses the differences between products and services. It notes that products are tangible objects that can be touched, felt, tasted, etc., while services are intangible amenities provided by people. The document then discusses how customers want innovative products and how innovative products drive revenue. It outlines the traditional new product development process and notes that most new products fail. It discusses the importance of building a minimum viable product and using the build-measure-learn loop to accelerate learning. Finally, it discusses the evolution of product thinking and some of the skills and approaches involved in product thinking.
The document discusses the five discovery skills that are essential for innovation: associating, questioning, observing, experimenting, and networking. It provides examples of how innovators like Steve Jobs, Michael Dell, and Ratan Tata employed these skills in developing new ideas and businesses. While some may have a natural proclivity for innovation, the document argues that these skills can be developed through practice and consistently thinking and acting differently than the norm. Regularly employing these skills will help strengthen one's innovative abilities.
This document summarizes Peter Van's presentation at the London Business School Entrepreneurship Forum on March 7, 2015. The presentation discusses common myths about innovation in large organizations, including the myths of no rules, failure, alignment, open innovation, and innovation labs. It emphasizes the importance of people in innovation and nurturing rebels within an organization who want to drive change. The presentation encourages entrepreneurs to sing their own song relentlessly and believe in themselves relentlessly.
My key takeaways from the LAST conference in Sydney 2018.
The following talk are covered:
- Simply Managing | Henry Mintzberg
- “I know better”, “that’s not Agile” and other signs you may be wasting your time... | Tony O'Halloran
- The Art and Science of On Boarding | Ted Tencza
- Evolving Digital Leadership | James Brett
- Unravelling Design Thinking | Josh Center
Growth Hacking @ Sup de Pub International Track — part 1Maxime Pico
Slides of the first part of my lecture on Growth Hacking at Sup de Pub in December 2016. It covers: startups, lean startup, business models, growth hacking, metrics, cohorts and more
This document discusses disruptive education for entrepreneurship and startups. It notes the global scope and challenges of entrepreneurship in a volatile world. The role of the entrepreneur is described as "creative destruction" - launching innovations that destroy old industries while creating new ones. It emphasizes that education should focus on dealing with uncertainty rather than just teaching known information. Quality education is defined as rigorous with real-life projects, relevance, creativity, collaboration, and developing grit. The document also references India's projected economic growth and role of educational initiatives in promoting entrepreneurship and establishing the country as a top innovative nation.
What it really takes to become a data driven marketing organizationJason Heller
While “big data” may be the buzzword du jour, many marketing organizations have never really prioritized and operationalized the value of “regular data”. Organizational silos, disparate data sources, legacy planning processes, and constrained resources have all contributed to “the data-driven organization” being more of an aspirational state than a strategic imperative for making more informed marketing decisions.
However, the tide is turning, and the competitive and operational advantages are clear. Being data-driven is as much a mindset as it is a set of processes, guidelines, systems, tools and analytics capabilities. Effective integrated marketing requires new approaches to cross-channel analytics and cross-functional collaboration in order to develop the ongoing actionable insights and business intelligence that can improve marketing performance — all while supporting, rather than stifling, creativity and innovation.
This document provides an overview of starting your own business, including identifying business opportunities and ideas, developing a business plan, understanding the market, funding options, building a team, operations, finances, and legal protections. It emphasizes validating market demand, competitive advantages, sustainability, networking to promote the business, and selling the product or service.
Three proven techniques used by Google, Apple, and Samsung include segmenting customers based on their needs and circumstances, understanding customer needs even when unknown, and measuring success based on customer outcomes rather than internal processes. The document discusses how some businesses are thriving by applying these techniques through focusing on the customer experience, while others are falling behind by not adapting to changing customer expectations in the digital age.
What I Learnt About Building Great Products - Founders Institute - May 2016Ilter Dumduz
This document outlines the process for building great products which includes definition, ideation, prioritization, and execution. A great product has a clear value proposition, resonates with its target audience, and provides the simplest path between supply and demand. Ideation involves listening to customers qualitatively and quantitatively as well as following intuition. Prioritization uses an ROI framework to evaluate impact, cost, and ease of each idea. Execution requires visualizing the vision, setting goals, moving fast in the right direction, derisking, doing retrospectives, and networking.
The document discusses Essence Wise, a tool that uses advanced technology to facilitate fast and relevant discovery of what moves customers. This leads to agile innovation through discovering opinions on blogs, reviews and social media. The tool provides a dynamic frame of reference and intuitive flow that complements traditional research methods, serving as a starting point for research and innovation.
Ideas Matter! But, successful implementation of innovative ideas requires advocacy – the ability to sell to the people who make decisions in organizations.
Successful people: those who have learned how to advocate their ideas to gain interest, support & funding from decision-makers.
Everyone must perform the role of salesperson at some point
To successfully sell, people must
-Communicate their ideas clearly
-Understand how their “brands” shape opinions
-Build partnerships & alliances with subordinates, peers & managers.
-“Pre-sell” their ideas
The end of the (startup) world as we know itBrant Cooper
The document discusses the changing realities for startups and the rise of the "lean startup" model. It advocates for an approach where entrepreneurs validate their business model through customer development and iterative product testing rather than long development cycles. The key aspects of a lean startup discussed are developing a minimum viable product, continuously testing product-market fit, and getting customer feedback to make rapid pivots rather than large-scale launches. The goal is to maximize learning with limited funds and prove viability before scaling up.
The 4 Keys to Organizational CreativityRyan Kinsey
The document discusses creativity in organizations and teams. It states that everyone has ideas and creativity should be unleashed from all employees. High performing teams are more creative because members share ideas and collectively develop solutions. Products also provide opportunities for creativity as companies build upon previous versions to develop new, innovative features. Organizations should be open to wild ideas from any source to generate forward-thinking concepts.
[Srijan Wednesday Webinars] Why Most Indian Startups FailSrijan Technologies
The document discusses how the Indian startup ecosystem has been influenced by market forces, social changes, and ideas over recent decades. It notes that liberalization in the 1990s helped spur economic growth and technology development in India. From the 2000s onward, increased internet access, technology hubs, and global funds helped enable more Indian startups. Current trends see Indian startups starting early, failing fast, focusing on local problems with local solutions, and learning from global success stories and models from places like Silicon Valley. Questions are also raised about funding, the types of startups that can succeed, and the potential for social entrepreneurship.
Startup 1010, Vivere di videogames, Salerno 2014niccolosanarico
This document provides startup advice and resources for getting a new business off the ground. It recommends starting with a team and focusing on solving a real customer problem with your business idea. Several processes and methods are outlined for developing the business model canvas, validating the idea using lean startup and customer development principles, and preparing financial projections and a pitch for investors. Useful books and websites are referenced for additional guidance on business planning and connecting with startup communities. The presenter offers to answer any questions and provides contact information.
(Note: Slideshare slideshow's quality is not great. I recommend you to download the presentation.)
Culture at Atlassian
How it shapes what we are and what we do and
why we are so proud of it.
The Innovator's DNA - NYU Integrated Marketing PresentationKabeer Malhotra
This document summarizes the key skills and traits of innovative individuals and organizations. It identifies five discovery skills that innovative people possess: associating, questioning, observing, networking, and experimenting. Successful innovative companies have three elements in their DNA - people with discovery mindsets, processes that systematize innovation techniques, and philosophies where innovation is a company-wide priority. The document provides examples of innovative companies and teams that exemplify these traits.
The document discusses the differences between products and services. It notes that products are tangible objects that can be touched, felt, tasted, etc., while services are intangible amenities provided by people. The document then discusses how customers want innovative products and how innovative products drive revenue. It outlines the traditional new product development process and notes that most new products fail. It discusses the importance of building a minimum viable product and using the build-measure-learn loop to accelerate learning. Finally, it discusses the evolution of product thinking and some of the skills and approaches involved in product thinking.
The document discusses the five discovery skills that are essential for innovation: associating, questioning, observing, experimenting, and networking. It provides examples of how innovators like Steve Jobs, Michael Dell, and Ratan Tata employed these skills in developing new ideas and businesses. While some may have a natural proclivity for innovation, the document argues that these skills can be developed through practice and consistently thinking and acting differently than the norm. Regularly employing these skills will help strengthen one's innovative abilities.
This document summarizes Peter Van's presentation at the London Business School Entrepreneurship Forum on March 7, 2015. The presentation discusses common myths about innovation in large organizations, including the myths of no rules, failure, alignment, open innovation, and innovation labs. It emphasizes the importance of people in innovation and nurturing rebels within an organization who want to drive change. The presentation encourages entrepreneurs to sing their own song relentlessly and believe in themselves relentlessly.
My key takeaways from the LAST conference in Sydney 2018.
The following talk are covered:
- Simply Managing | Henry Mintzberg
- “I know better”, “that’s not Agile” and other signs you may be wasting your time... | Tony O'Halloran
- The Art and Science of On Boarding | Ted Tencza
- Evolving Digital Leadership | James Brett
- Unravelling Design Thinking | Josh Center
Growth Hacking @ Sup de Pub International Track — part 1Maxime Pico
Slides of the first part of my lecture on Growth Hacking at Sup de Pub in December 2016. It covers: startups, lean startup, business models, growth hacking, metrics, cohorts and more
This document discusses disruptive education for entrepreneurship and startups. It notes the global scope and challenges of entrepreneurship in a volatile world. The role of the entrepreneur is described as "creative destruction" - launching innovations that destroy old industries while creating new ones. It emphasizes that education should focus on dealing with uncertainty rather than just teaching known information. Quality education is defined as rigorous with real-life projects, relevance, creativity, collaboration, and developing grit. The document also references India's projected economic growth and role of educational initiatives in promoting entrepreneurship and establishing the country as a top innovative nation.
What it really takes to become a data driven marketing organizationJason Heller
While “big data” may be the buzzword du jour, many marketing organizations have never really prioritized and operationalized the value of “regular data”. Organizational silos, disparate data sources, legacy planning processes, and constrained resources have all contributed to “the data-driven organization” being more of an aspirational state than a strategic imperative for making more informed marketing decisions.
However, the tide is turning, and the competitive and operational advantages are clear. Being data-driven is as much a mindset as it is a set of processes, guidelines, systems, tools and analytics capabilities. Effective integrated marketing requires new approaches to cross-channel analytics and cross-functional collaboration in order to develop the ongoing actionable insights and business intelligence that can improve marketing performance — all while supporting, rather than stifling, creativity and innovation.
This document provides an overview of starting your own business, including identifying business opportunities and ideas, developing a business plan, understanding the market, funding options, building a team, operations, finances, and legal protections. It emphasizes validating market demand, competitive advantages, sustainability, networking to promote the business, and selling the product or service.
Unlocking Innovation: Training Teams and Individuals to Have Every Day Breakthroughs
In order to stay ahead of the competition, people and teams must be creative and innovative. The key to success is engaging in ways of thinking that inspires breakthroughs. Science and technology is about using talent and skills to create possibilities. Did you know that there are proven tools to inspire teams to have every day breakthroughs? Uncover hidden talent on your team; learn strategies that are not only fun and creative, but also just might help you create the next breakthrough.
Learning Outcomes: Improve leadership skills to motivate, inspire, and foster innovation within an organization
At the end of this seminar participants will be able to:
a) Explore leadership skills that encourage creativity
b) Learn techniques and tools that support an inventive mind
c) Play games that inspire creativity and innovation
This is the presentation I used to start the 2011 activities of the CIET commission
(Innovation & New Tech) at the Engineers Association of Rome.
I explored the roots of innovation explaining its purpose in any organization.
The definition of business model is essential to pursue innovation and to do that it is important to understand what exactly is and which is the underlying philosophy.
The real aim of design in any successful product or service is highlighted and explained as well.
Loras College 2014 Business Analytics Symposium | Gebhard Rainer: Building a ...Cartegraph
We are data rich and information poor--many companies have lived through the same challenges. We used to look at data in standard form and try to justify why things did not go the way they were planned and forecasted. We performed "autopsies on dead bodies but never brought them back to life, instead of finding a remedy for cure to deal with the future!"
Now we analyze data from multiple sources, establish patterns and cross references and then work on predictable models to allow Strategic Planning with a high degree of insight and proactive priority setting.
It's a mind shift and mind-set change that has taken a hold of the company and is pervasive down to the lowest level of planning. Constant change is what challenges us to continuously question our own models and improve in order to manage our business successfully.
For more information on the Loras College 2014 Business Analytics Symposium, the Loras College MBA in Business Analytics or the Loras College Business Analytics Certificate visit www.loras.edu/mba or www.loras.edu/bigdata.
Implementing artificial intelligence in startupsTanishkShah
The document discusses how startups can implement artificial intelligence. It recommends that startup founders 1) become familiar with AI concepts and analytics, 2) train teams to develop AI solutions, and 3) identify problems their products could solve using AI. Additionally, startups should 4) create affordable products, 5) connect with other experts, 6) build robust data collection platforms, 7) implement AI in daily operations for a good customer experience, and 8) adopt modern AI techniques.
If you can understand the deepest concerns of your customers, you can certainly find an underserved niche to compete with any giant in your industry.
Discover how to find deep imaginative truths about motivations & behaviors with business value.
Understand several sources of Insights with examples from different industries.
Finding insights is a continuous process, especially in the digital world. In the industrial world, decisions are hard to change once they've been made, but in the software world, we can change as many times as necessary.
Furthermore, once we have built the habit of seeking insights into our culture, we will begin to see them everywhere.
ARTIFICIAL INTELLIGENCE: The Future of Business. Diego Saenz
This document summarizes an artificial intelligence presentation about how AI will help businesses grow. It discusses thought leaders saying AI will be highly disruptive. Over $6 billion has been invested in over 1,000 AI startups focusing on machine learning, computer vision, and other areas. The presentation uses the healthcare industry as a case study, noting big players making big bets in AI and how startups will transform industries. It encourages attendees to study funded startups, identify problems AI could solve, test solutions, find unused data sources, build networks, and learn lean startup principles to take action applying AI in their own industries and businesses.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
SXSW 2016: Everything that went down and moreVincent Teo
We went to SXSW 2016 to soak up the atmosphere, to learn, be inspired and network. At that time, we were running 3 side projects/startups - Lensy, Hashably and Freshly Pressed Socks. For Freshly Pressed, we created a SXSW sock "Austin" (https://www.freshlypressedsocks.com/products/austin) and did a giveaway by running an onground Twitter campaign. We also created an unofficial guide to SXSW using Hashably that leveraged on Instagram to show conference goers the best places to go and things to do around Austin during the festival.
The presentation shows why Personas can become a useful tool providing valuable information to corporations not fully bought with user-centred approaches, displaying different scenarios where Personas can be used to achieve different goals.
This document summarizes a presentation about setting vision and strategy for health IT leaders in dynamic times. It discusses exploring new leadership skills required for effective collaboration. It also addresses aligning technology strategies with organizational services and objectives. Additionally, it covers representing the organization to external partners to achieve business goals while leveraging technology. The presentation provides approaches for health IT leaders to develop an organizational vision and strategy that can adapt to changing conditions.
What is data science? No really, what is a data scientist?Dr. Melissa Sassi
This presentation was adapted from content and spired by by Eva-Marie Muller-Stuler, my friend and fellow IBMer. Learn the secret sauce of becoming a data scientist, including the soft & hard skills necessary to be successful in your data science career journey.
This is a broad set of thinking and tools to help entrepreneurs and innovators. I've taken the best practices of companies like Amazon, Apple and Google and decoded their approach.
You'll find frameworks and tools across the four areas (4P's) of innovation;
People
Product
Profit
Promotion
Updated: You Have An Idea ... Do You Have A Business?Marty Kaszubowski
Marty Kaszubowski, president of General Ideas, provides advice on starting a business. He emphasizes finding a real problem to solve rather than a pre-conceived solution. The document discusses evaluating ideas for being deep, intelligent, complete, empowering and elegant. It also stresses experimenting to find a repeatable business model and determining the type of startup company being formed, such as lifestyle, small business, or scalable.
The document discusses how to succeed through disruption. It notes that 30% of knowledge workers will be automated in the near future and that the next decade will bring unprecedented change. It recommends creating awareness of disruption, developing disruptive mindsets, helping people leverage their strengths and passions, developing new business models through research and prototyping, facilitating a global community to collaborate on succeeding through disruption, and evolving a framework for succeeding through disruption. The key ideas are to prepare for massive technological changes, develop entrepreneurial spirits, experiment with new business models, and collaborate globally to navigate disruption.
Future of Work with AI and Machine LearningFaisal Hoque
Because AI, machine learning, and deep learning can all be loosely grouped under the same umbrella, its best to think of the trio working in concert to help organizations work smarter, better, and faster. And while all three are still in their infancies on the technological growth curve, it is already impacting in ways that we may not even realize.
Culture Eats Fintech for Breakfast - MEL Scott Bales
What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
Dashboards are Dumb Data - Why Smart Analytics Will Kill Your KPIsLuciano Pesci, PhD
Organizations of every size have access to data dashboard technology, yet none of the solutions have delivered on their hype and right now across the world executives and analysts are staring at a dashboard and thinking the same thing, ""so what?""
The failure of dashboards to deliver meaningful insights is inherent in their simplicity: they only show surface level information, and not the relationships between data points that really drive the fate of your organization.
But all is not lost! By combining the right mix of technology and human expertise in business strategy, research and data mining you can embrace the smart analytics movement, and start accessing insights that grow your company and your competitive position.
You can watch the accompanying webinar here: https://youtu.be/RdOcPxv9wLs
Similar to Innovation doesn't matter - AI builds the future. (20)
1.) Introduction
Our Movement is not new; it is the same as it was for Freedom, Justice, and Equality since we were labeled as slaves. However, this movement at its core must entail economics.
2.) Historical Context
This is the same movement because none of the previous movements, such as boycotts, were ever completed. For some, maybe, but for the most part, it’s just a place to keep your stable until you’re ready to assimilate them into your system. The rest of the crabs are left in the world’s worst parts, begging for scraps.
3.) Economic Empowerment
Our Movement aims to show that it is indeed possible for the less fortunate to establish their economic system. Everyone else – Caucasian, Asian, Mexican, Israeli, Jews, etc. – has their systems, and they all set up and usurp money from the less fortunate. So, the less fortunate buy from every one of them, yet none of them buy from the less fortunate. Moreover, the less fortunate really don’t have anything to sell.
4.) Collaboration with Organizations
Our Movement will demonstrate how organizations such as the National Association for the Advancement of Colored People, National Urban League, Black Lives Matter, and others can assist in creating a much more indestructible Black Wall Street.
5.) Vision for the Future
Our Movement will not settle for less than those who came before us and stopped before the rights were equal. The economy, jobs, healthcare, education, housing, incarceration – everything is unfair, and what isn’t is rigged for the less fortunate to fail, as evidenced in society.
6.) Call to Action
Our movement has started and implemented everything needed for the advancement of the economic system. There are positions for only those who understand the importance of this movement, as failure to address it will continue the degradation of the people deemed less fortunate.
No, this isn’t Noah’s Ark, nor am I a Prophet. I’m just a man who wrote a couple of books, created a magnificent website: http://www.thearkproject.llc, and who truly hopes to try and initiate a truly sustainable economic system for deprived people. We may not all have the same beliefs, but if our methods are tried, tested, and proven, we can come together and help others. My website: http://www.thearkproject.llc is very informative and considerably controversial. Please check it out, and if you are afraid, leave immediately; it’s no place for cowards. The last Prophet said: “Whoever among you sees an evil action, then let him change it with his hand [by taking action]; if he cannot, then with his tongue [by speaking out]; and if he cannot, then, with his heart – and that is the weakest of faith.” [Sahih Muslim] If we all, or even some of us, did this, there would be significant change. We are able to witness it on small and grand scales, for example, from climate control to business partnerships. I encourage, invite, and challenge you all to support me by visiting my website.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
• For a full set of 530+ questions. Go to
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• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
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This presentation by Katharine Kemp, Associate Professor at the Faculty of Law & Justice at UNSW Sydney, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
The Intersection between Competition and Data Privacy – COLANGELO – June 2024...
Innovation doesn't matter - AI builds the future.
1. INNOVATION
DOESN'T MATTER
- AI BUILDS THE
FUTURE
A journey through the
future of innovation, with
concrete examples, tangible
ideas and hands-on tools to
apply by yourself
2. INNOVATION DIES
147 companies control 40% of
the world economy
Constant loss of productivity
in industrialized countries
Increasing trade restrictions
hinder knowledge flow
0
0,5
1
1,5
2
2,5
1981
1986
1991
1996
2001
2006
2011
2016
3. IN ORDER TO EMPOWER
PEOPLE TO THINK AND
ACT DIFFERENTLY
WE NEED NEW TOOLS
AND A DIFFERENT WAY
OF INNOVATING
4. INNOVATION TODAY IS BASED ON
HUMAN CREATIVITY, EMOTIONAL
INTELLIGENCE AND LATERAL THINKING.
BUT LET’S FACE IT: RELYING ON HUMAN
SKILLS ALONE WILL NOT HELP YOU TO
DISRUPT THE COMPLEX WORLD
OF TOMORROW.
HOW CAN MACHINES HELP US IN
THE FUTURE TO CREATE MORE
MEANINGFUL INNOVATIONS?
...
5. People Machines
• Cognitive distortion
• Fluctuation
• Memory
• Create
• Learn
• Understand context
• Pattern recognition
• Variance
• Anticipate
• Pattern recognition
speed
• Read and search
very fast
• Make pure data
based decisions
• no variance in
recollection
6. Heiko Tullney
WE BEST
PERFORM
TOGETHER
• Doctors: 91% accuracy – fluctuations during the day
• Machines: 83% accuracy – no fluctuations
• Together: 98% accuracy – no fluctuations, immediate
second opinion
7. AC
Human arts and creativity will
enable enterprises to be
innovative and future ready
DCDeep computing in AI will take
over human tasks in the future
9. HUMANS
MACHINES
AUGMENTATION
AUTOMATION
IDENTIFY EXPLORE IDEATE CREATE SCALE
Empathize
Define Point
of View
Create Ideas Prototype
Build MVPs
& Scale
Analyze
Data
Synthesize
Data
Create
Alternatives
Tuning
Test &
Validate
WE NEED PROCESSES THAT COMBINE HUMAN AND MACHINE SKILLS
12. • Designers and developers will understand real-time needs of their users
• Detect hidden patterns in the customer database and build correlations
with newest trends
• Discover new potential user groups and their future rising needs
AI PREDICTIVE
TREND RESEARCH
14. • Generates a vast variety of iterations and
variations of ideas (features & functions)
based on data, target and context
AI VARIATION
BOOSTER
15. AI HAS NO PURPOSE WITHOUT DATA
DATA HAS NO PURPOSE WITHOUT ACTIONS
ACTIONS ARE IMPLEMENTED BY HUMANS
Human Input and Machine Training
Data
Descriptive
(What happened?)
Diagnostic
(Why did it
happen?)
Predictive
(What will happen
and when?)
Prescriptive
(What must be done
and can it be
automated?)
Execution and Action
Decision Making and Automation – or Augmentation
VALUE
FROMDATATOACTION
HUMAN INPUT
16. EXAMPLES WHERE AI AND HUMANS ALREADY WORK TOGETHER
TO CREATE MORE INNOVATIONS FASTER
AI as Whiskey Master Blender
(Mackmyra, Sweden)
• AI analyzes sales data and develops Personas
• AI analyzes customer reviews to identify needs
• AI develops recipes based on sales data and
customer reviews
• Humans evaluate the results and select the
product that fits the company's strategy best
AI as Idea Selector
(innosabi, Germany)
• AI analyses innovation data in the company
such as patents, research projects, etc.
• AI can identify the DNA of good ideas - and
filter out the ones that fit a company’s strategy
• AI makes suggestions where human resources
can be allocated best to implement ideas
17. COMBINING THE SUPERPOWERS OF MACHINES TOGETHER WITH
THE TOP SKILLS OF HUMANS LEADS TO HYPERINNOVATION.
HYPERINNOVATION
HUMAN SUPERPOWERS
• Creativity
• Abstract & lateral thinking
• Emotional intelligence
• Strategic thinking
• Understanding context
MACHINE SUPERPOWERS
• Hidden pattern recognition
• Search and analyze big
amounts of data very fast
• Unbiased data-based decisions
(When programmed right)
• No variance in recollection
18. Activate your Hyperinnovation.
Tel.: 040/ 524 7845-0
E-Mail: hi@toi.expert
Internet: www.toi.expert
Tools of Innovators GmbH
Schopenstehl 15
20095 Hamburg, Germany
Managing Director: Karel J. Golta