Venture on demand: step up your start-up gameXylos
Intrapreneurship and entrepreneurship increasingly go well together. Corporations learn how to act lean and increase their speed of execution. Start-ups on the other hand get access to important corporate resources in terms of market knowledge, data and cash. In this breakfast session, Nicolas Cap told us more about how the start-up-as-a-service model works.
Organazational and Strategic innovationAfrouz Hojati
Strategic Innovation is the creation of growth strategies, new product categories, services or business models that change the game and generate significant new value for consumers, customers and the corporation
Discover and understand the critical actions needed on the venture journey to scale successfully.
What is it for?
To help corporate entrepreneurs identify and successfully navigate each critical action that will ultimately become the foundation of a corporate venture’s scaling effort. Based on the insights from 200+ corporate innovation and venture tracks, this practical guide provides a deeper understanding of what’s needed early-on for long-term venture growth.
Benefits:
Identify the right measurement approach that shines a light on your path forward.
Create an ideal team setup with access to the right talent at the right time.
Select the appropriate ownership structure and legal entity format.
iMinds insights - Flipped Knowledge Transfer ModeliMindsinsights
Giving digital startups access to vital research capacity.
iMinds insights is a quarterly publication providing you with relevant tech updates based on interviews with academic and industry experts. iMinds is a digital research center and incubator based in Belgium.
Venture on demand: step up your start-up gameXylos
Intrapreneurship and entrepreneurship increasingly go well together. Corporations learn how to act lean and increase their speed of execution. Start-ups on the other hand get access to important corporate resources in terms of market knowledge, data and cash. In this breakfast session, Nicolas Cap told us more about how the start-up-as-a-service model works.
Organazational and Strategic innovationAfrouz Hojati
Strategic Innovation is the creation of growth strategies, new product categories, services or business models that change the game and generate significant new value for consumers, customers and the corporation
Discover and understand the critical actions needed on the venture journey to scale successfully.
What is it for?
To help corporate entrepreneurs identify and successfully navigate each critical action that will ultimately become the foundation of a corporate venture’s scaling effort. Based on the insights from 200+ corporate innovation and venture tracks, this practical guide provides a deeper understanding of what’s needed early-on for long-term venture growth.
Benefits:
Identify the right measurement approach that shines a light on your path forward.
Create an ideal team setup with access to the right talent at the right time.
Select the appropriate ownership structure and legal entity format.
iMinds insights - Flipped Knowledge Transfer ModeliMindsinsights
Giving digital startups access to vital research capacity.
iMinds insights is a quarterly publication providing you with relevant tech updates based on interviews with academic and industry experts. iMinds is a digital research center and incubator based in Belgium.
DOWNLOAD DECK —> https://bundl.buzz/25corpincubators
Corporations are increasingly leaning into incubators to drive innovation and find growth in new markets.
In our latest downloadable deck, we’ve examined 25 leading Corporate Incubators to give you an insightful view of how this innovation strategy is being used successfully around the world.
Dive right in and learn from the corporations taking control of their future.
Download your copy using the following link: https://bundl.buzz/25corpincubators
The corporate venture dilemma: business unit vs spin-off.Bundl
DOWNLOAD DECK —> https://bundl.buzz/bu-spinoff
What’s the ideal entity set-up for a corporate venture: business unit or spin-off? We've examined the benefits of each to help your choice, in our latest report.
Together with Yannick Verryke and Timmy Baert, we defined and compared each entity format to provide you deeper insight and help you make the right decision for your corporate venture.
Download your copy using the following link: https://bundl.buzz/bu-spinoff
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
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For sale we have a Beretta model 92FS pistol in 9mm. Hand Guns for sale online, This gun features an alloy frame with matte black finish and black synthetic grips, Buy Hand Guns near me, a blued slide with ambidextrous decocker/safety, DA/SA action, 5″ barrel with 3-dot combat sights, and 15-round magazine. Discreet Hand Guns for sale online, Gun is in excellent condition, and comes in factory box with two magazines.
The reason is that it was designed–and has kept evolving–to be and remain the most accurate, durable and reliable semiauto handgun on the market. Online Hand Guns shop, Easy to use, absolutely safe and delivering impressive firepower, it remains the sidearm of the US military and of allied forces the world over, Best online Hand Guns shop, as well as of countless police and law-enforcement agencies.
Email Us: contact@buygunsandarmunitions.com
Call Us: +1 (510) 556-3514
The turmoil engulfing the global economy has forced many industries into reinvention in hope of discovering new growth. Every company faces the daily challenge of business growth; where to find it and how to generate profits from it. Every business leaders’ primary task should be aligning internal resources to capitalise on new growth opportunities quicker and better than competitors.
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.
Ensemble's "Startup Excubator" Model vs. Other Accelerator ProgramsRed Rocket Ventures
Here is the presentation George Deeb, of Red Rocket Ventures and the Ensemble Alliance, made at Techweek Chicago 2014. It summarizes the plusses and minuses of Ensemble's "Startup Excubator" model vs. other accelerator programs.
Here is a link to the matching video on YouTube:
https://www.youtube.com/watch?v=yqBbjzUJqUc
Here is a link to Ensemble website: http://EnsembleHQ.com.
The values we live by got us to this point. And we are naturally, completely, and utterly Bundl.
Find out more about our purpose, method, culture, and habits in our ‘This is Bundl’ book.
Description of the Business Development Bank's BMI program and how it helps Canadian SMEs.
Presentation made at the Feb. 2019 Montreal Lean Startup Circle meetup.
Enhance Your Strategic Innovation EffortsDuncan Jones
Outline of a process from ideation and strategy, through planning (technical, commercial, financial, operational) to execution based on asking questions and seeking the answers.
Fourth seminar for my Managing Marketing Processes course in the MGM program at the Stockholm School of Economics, http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
DOWNLOAD DECK —> https://bundl.buzz/25corpincubators
Corporations are increasingly leaning into incubators to drive innovation and find growth in new markets.
In our latest downloadable deck, we’ve examined 25 leading Corporate Incubators to give you an insightful view of how this innovation strategy is being used successfully around the world.
Dive right in and learn from the corporations taking control of their future.
Download your copy using the following link: https://bundl.buzz/25corpincubators
The corporate venture dilemma: business unit vs spin-off.Bundl
DOWNLOAD DECK —> https://bundl.buzz/bu-spinoff
What’s the ideal entity set-up for a corporate venture: business unit or spin-off? We've examined the benefits of each to help your choice, in our latest report.
Together with Yannick Verryke and Timmy Baert, we defined and compared each entity format to provide you deeper insight and help you make the right decision for your corporate venture.
Download your copy using the following link: https://bundl.buzz/bu-spinoff
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
BERETTA 92FS 9mm w/FACTORY BOX & 2 MAGS For Sale Onlinemegacannabisab
For sale we have a Beretta model 92FS pistol in 9mm. Hand Guns for sale online, This gun features an alloy frame with matte black finish and black synthetic grips, Buy Hand Guns near me, a blued slide with ambidextrous decocker/safety, DA/SA action, 5″ barrel with 3-dot combat sights, and 15-round magazine. Discreet Hand Guns for sale online, Gun is in excellent condition, and comes in factory box with two magazines.
The reason is that it was designed–and has kept evolving–to be and remain the most accurate, durable and reliable semiauto handgun on the market. Online Hand Guns shop, Easy to use, absolutely safe and delivering impressive firepower, it remains the sidearm of the US military and of allied forces the world over, Best online Hand Guns shop, as well as of countless police and law-enforcement agencies.
Email Us: contact@buygunsandarmunitions.com
Call Us: +1 (510) 556-3514
The turmoil engulfing the global economy has forced many industries into reinvention in hope of discovering new growth. Every company faces the daily challenge of business growth; where to find it and how to generate profits from it. Every business leaders’ primary task should be aligning internal resources to capitalise on new growth opportunities quicker and better than competitors.
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.
Ensemble's "Startup Excubator" Model vs. Other Accelerator ProgramsRed Rocket Ventures
Here is the presentation George Deeb, of Red Rocket Ventures and the Ensemble Alliance, made at Techweek Chicago 2014. It summarizes the plusses and minuses of Ensemble's "Startup Excubator" model vs. other accelerator programs.
Here is a link to the matching video on YouTube:
https://www.youtube.com/watch?v=yqBbjzUJqUc
Here is a link to Ensemble website: http://EnsembleHQ.com.
The values we live by got us to this point. And we are naturally, completely, and utterly Bundl.
Find out more about our purpose, method, culture, and habits in our ‘This is Bundl’ book.
Description of the Business Development Bank's BMI program and how it helps Canadian SMEs.
Presentation made at the Feb. 2019 Montreal Lean Startup Circle meetup.
Enhance Your Strategic Innovation EffortsDuncan Jones
Outline of a process from ideation and strategy, through planning (technical, commercial, financial, operational) to execution based on asking questions and seeking the answers.
Fourth seminar for my Managing Marketing Processes course in the MGM program at the Stockholm School of Economics, http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
Business Investments and Planning - Venstone AGVenstone AG
Few products offered to the market without that other similar products already exist (direct competition) or not others can be proposed substitution (indirect competition). We must take into account what may be near, or meet the same uses to determine where to place the product or service to deal with such another, which will set the arguments and rates.
05.21.15 Vanderbilt Presentation on Building Leadership SkillsMichael Burcham
Presentation to Leadership Team at Vanderbilt University Medical Center on Transformational Leadership. A Discussion of Disruption in the Market, Becoming a Leader in Creating Change, and Tools for Self Improvement as a Leader.
This is the second deck of three which defines a collaborative innovation reference model. In this deck we identify five areas of consideration whenever an innovation effort is considered: Strategic context, Insights, Go To Market, enabling infrastructure and systematic innovation processes.
Questions in the meeting: From Startups to Venture CapitalistsWiziin Inc.
Are you a startup founder looking to secure funding from venture capitalists? Do you want to know the questions to expect during a meeting with VCs? If so, our new ebook, "Questions in the Meeting: From Startups to Venture Capitalists," is perfect for you.
Securing funding from venture capitalists is critical for many startups. However, it can be challenging to navigate the process, especially if you are not familiar with the types of questions that VCs usually ask during meetings.
To help startup founders prepare for these meetings, our ebook provides a comprehensive list of questions that VCs typically ask when considering investing in a startup. By preparing for these questions, you can communicate your business's value proposition, market opportunity, and growth potential effectively.
In addition, the ebook also provides a list of questions that startups should ask during meetings with VCs. By asking these questions, you can gain a better understanding of the VC's investment strategy, and determine if they are the right fit for your business.
By downloading "Questions in the Meeting: From Startups to Venture Capitalists," you'll have access to a valuable resource that can help you prepare for your next meeting with a VC. With the right preparation, you'll be able to answer any question with confidence and increase your chances of securing the funding that your business needs to grow and succeed.
Don't miss out on this opportunity to take your startup to the next level. Download "Questions in the Meeting: From Startups to Venture Capitalists" today, and start preparing for your next meeting with a VC. With our ebook, you'll be well on your way to securing the funding that your business needs to succeed.
Business Planning in Real Life, Part 1John Doxaras
In the context of "Innovation and Entrepreneurship" course of Health and Exercise MSc of University of Thessaly we gave the following lecture on business planning (http://www.pe-uth.gr/msc/). We adopted a case study approach elaborating on a project that resonates with the background of the majority of the students in the class, originating from medical, coaching and nutritionist backgrounds.
In particular we describe a fitness and biorhythms monitoring portal where end users upload their trainings and life-casting behaviors, socializing and getting advices from experts on fitness straining, diets, supplements and apparel!
Your company's identity (what you do) and implementation (how you do it) should be closely linked. Here are the precepts to keep in mind as you bring them together: Aim high. Build on your strengths. Be ambidextrous (sophisticated at both strategy and execution). Clarify everyone's strategic role. Align structures to strategy. Transcend functional barriers. Become a fully digital enterprise. Keep it simple, sometimes. Shape your value chain. And cultivate collective mastery. Do all those things, and your company will be on its way to effectively executing its strategy.
Social business or social enterprise needs careful planning. This slide series was developed and presented for the Social Business Launch Pad seminars by William P. Kittredge, PhD. The Social Business Launch Pad is a joint education seminar series co-sponsored by the Yunus Center at AIT and the Thai Social Enterprise Office http://www.tseo.or.th/
Strategy for the Thinking Leader (Digital Transformation) - Digital DNA Armag...Niall McKeown
A presentation from Niall McKeown from www.ionology.com describing what digital transformation is, how the implementation of technology is often not transformational and the difference between those 'doing digital' and 'digital innovators' and why the innovators are winning.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
5. Triggers of strategy change at Marriot Vacation Club International Innovation should be a continual and progressive process in every organization Transformative strategy (high innovation) Incremental strategy (execution) Degree of Change Encompassed by Strategy Ideal transformative strategy curve Transformative strategy (high innovation) Innovation vs Strategy
10. Build through Co-Creation Start to ripple Create Movement Keep the wave rolling Execute Innovation Break the rules Define the Opportunity- Don't blow with the wind 40% of managers do not determine where to focus innovation efforts. Three quarters of the executives consider customers, employees and affiliates as an important source of new ideas, but in most organizations there is no central governance to manage innovation. Only 4% of the R&D projects obtain the expected results (BusinessWeek). The problem is R&D in normally constrained under a conservative strategy 64% of the executives say that they have enough of the right kind of people to innovate, however almost 70% of them considers this talent is not being used due to lack of processes or of an adequate culture Innovation vs Strategy
11. 40% of managers do not determine where to focus innovation efforts. Don't just blow with the wind Define the opportunity
12. COSTUMER JOURNEY ANALYSIS Get to know the customer's experience and all the processes that relate to the service VALUE CHAIN ANALYSIS Understand the current situation and the processes in the company. LOOK BEYOND PRODUCT AND SERVICE OFFERINGS Define the opportunity XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX
16. Define the opportunity; case study. Metro de Madrid Public Transport 1. Advertisement & Public Relations 2. Subscription Administration / Consortium 4.Entrance Hall & In-Station Stores & Turn-tickets 6. Navigation & Information Support 7. Providing Information & Support 8. Navigation & Other information Support 1. Choosing a daily transport 2. Applying for a card for season ticket 3. Buying Season Ticket 4.Getting Inside Public Transport Space 5. Public Transport Train 6. Train Change 7. Problems / Breakdown 8. Getting Outside of Public Transport Space Customer of Public Transport 5. Vehicles (Conductor) 3.Selling Points
17. Define the opportunity; case study. Metro de Madrid 4 MAIN QUESTIONS What next when no tickets and no conductors are needed?, will Metro have employees? Should Metro care for better use of citizen time? Should Metro provide further information from the surface? 1. Advertisement & Public Relations 2. Subscription Administration / Consortium 4.Entrance Hall & In-Station Stores & Turn-tickets 6. Navigation & Information Support 7. Providing Information & Support 8. Navigation & Other information Support 1. Choosing a daily transport 2. Applying for a card for season ticket 3. Buying Season Ticket 4.Getting Inside Public Transport Space 5. Public Transport Train 6. Train Change 7. Problems / Breakdown 8. Getting Outside of Public Transport Space 5. Vehicles (Conductor) 3.Selling Points
18. Build Through Co-Creation Three quarters of the executives consider customers, employees and affiliates as an important source of new ideas, but in most organizations there is no central governance to manage innovation. Start to ripple
19.
20. 4 COMBINING and DEVELOPMENT OF IDEAS 2 GROUPS EMPLOYEES AND NON - EMPLOYEES GENERATION OF IDEAS STORAGE OF IDEAS PORTFOLIO OF INITIATIVES 5 CUSTOMERS, AND NON-CUSTOMERS AFFILIATES, UNIVERSITIES,ETC.. 3 CO-CREATION 1 2 3 4 5 Key success factors Leadership and commitment around opportunity areas Common language and philosophy 1 6 Co-create. Interaction generates creativity Combine and develop ideas using imagination Right resources to the right initiatives Coordination and communication Build Through Co-Creation
21. Build Through Co-Creation Tools; Ideation ECC Lateral thinking Anthropology Ask about how they use the product, their problems, their dreams, encourage or challenge your customers to change or improve. (i.e; restaurant) OTHER COMPANY CUSTOMER SUPPLIER REGULATOR CONSULTANT
24. Build Through Co-Creation; COMBINE AND DEVELOP THE IDEAS USING IMAGINATION 1. iPod “music access and listening” experience 2. iTunes “music management and download” experience 3. iTunes “music browsing” experience 4. iMix sharing playlists experience Go beyond product and services, Create new experiences What is it with the i-pod?
25.
26. Execute Innovation Only 4% of the R&D projects obtain the expected results (BusinessWeek) Break the rules
27. You can have an excellent idea and still be stuck in the same jam
28. Once the organisation has evaluated the impact of the innovation initiatives on the strategy, it's time to EXECUTE! Impact on the strategy Execute Innovation Initiatives generating a differential costumer experience Initiatives improving processes radically STRATEGY INTEGRATION
29. 20% 80% Execute Innovation FOCUS Strategy Map Visual representation of the strategic objectives and their interactions ACTION Initiatives (Incorporate Innovative Initiatives) Key action programs to reach objectives Economic value added Asset productivity Be the lowest cost producer Pick the winners globally Create new market demand Price performance Partnering Integrate and align resources Sales and customer development Focused technology development Perfect manufacturing People and change management Strategic competencies and skills Individual and team performance Customer sensitive culture Perspectiva Financial Customer Internal Learning & Growth Objetivos Procurement redesign Emerging markets strategy Partner with the winners Res sec and W&L and hurricane Quality needs identification Quality proc for root cause elim Reformulation SV commercialization/facilities Cust complaint tracking process Side lam VP/partnerships IT enhancement in value chain SCOP implementation ABM Develop/cascade BSC Communicate vision Asia reformation facilities IT strategy alignment Scrap rework proc improvement Yield improvement program Facilities upgrade ISO 9002 NA resin mfg cert Expert systems Rewards dev/implementation Global communications Training strategic skills Iniciativas FOLLOW UP Balanced Scorecards / Indicators / Goals Key strategy success factors and definition of the anticipated performance results
30.
31. ‘ Suddenly they start running, but no matter how hard Alice runs, they stay in the same place. The queen explains that in this country you have to run at least twice as fast to get somewhere else…’ Alice in Wonderland Execute Innovation; case study; Metro de Madrid Execution Premium BUSINESS RESULTS: Sustained customer satisfaction > 70%. Growth of the public transportation share within Madrid: from 32% to 40%. Employees productivity from 43 agents per million Kms x Car in 2001 to 37 in 2004. Improved safety ratings (even after 11-M terrorist attacks). OTHER BENEFITS: Developed a culture of “measure” Begin to understand customer’s experience Improved cross-unit’s communication
32. Create Movement 64% of the executives say that they have enough of the right kind of people to innovate, however almost 70% of them considers this talent is not being used due to lack of processes or of an adequate culture Keep the wave rolling
33.
34. INTERESTING FOR STRATEGY MANAGEMENT? Idea Management tools facilitate continuous Co-creation; structure and process determine success
35. City's Observatory Functions Internal Provide local government with the necessary information to plan and manage their services accordingly External Keep citizens informed of the activities of the local government and the perceived level of satisfaction for the services offered by the administration Create Movement. Case study Ayuntamiento de Madrid
36. Information Systems Governance Management Evaluation In accordance with the City Model In accordance with the citizen's needs INTERNAL PERSPECTIVE EXTERNAL PERSPECTIVE Operation Management System Budget Management System Complaint and Suggestion System Service Form System Citizen's Perception Evaluation System Strategy Management System Budget Management System Create Movement. Case study Ayuntamiento de Madrid
37. A co-created strategy will deliver new mutual value for a company and its customers NEW ATRIBUTE BEFORE NEW MODEL Planning Number of reports Consistency Reliability Innovation Learning Motivation Execution Participation Customer Orient. Co-creation the strategy is part of the experience for employees and customers, and it improves the EXECUTION PREMIUM NEW MODEL Strategy management value Proposition Create Movement. New model for strategic development
38. Implementation (Operations) Management Definition SCOPE PARTICIPATION Board of Directors Senior Management All Employees Customers / Affiliates STRATEGY MANAGEMENT 2.0 Management is about having a continuous conversation with the people around you (Gary Hamel) Create Movement. New model for strategic development Strategy Management Evolution