Innovation strategy and models by kuldeep singh
•Download as PPTX, PDF•
0 likes•232 views
Give you information about innovation strategy and models of information technology . It is also a topic of MBA second semster.
Report
Share
Report
Share
Recommended
Best Practices for an Effective Innovation Process
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
Marketing Innovation
What is innovation?
Various types of innovation?
The process of innovation.
Examples of successful and unsuccessful innovation.
packaging innovation.
Importance of innovation.
Innovation Process Management
The document discusses innovation process management (IPM) in healthcare. IPM uses tools and workflows to help healthcare institutions rationalize, coordinate, and focus innovative thinking and efforts. It enables ideas to thrive and technologies to come to market by examining how knowledge and ideas can be converted into improved products, processes, or services. The IPM solution addresses the end-to-end innovation management process through stages including strategize, capture, formulate, evaluate, define, and select. This helps healthcare organizations foster a culture of innovation and manage the process in an objective, strategic manner.
Introduction to Innovation
This document provides an introduction to innovation, including definitions, importance, examples, challenges, and levels of maturity. It defines innovation as positive financial and organizational growth through unique products, services, and opportunities. Innovation is essential for 90% of CEOs to drive organic growth. It enhances value, reduces costs, strengthens brands, and provides stronger relationships. The document also outlines VerseOne's innovation process and contact information to learn more.
Innovation Management for BU syllabus
This document provides an overview of innovation management. It defines innovation and different types of innovation including product, process, position, and paradigm innovation. It discusses Schumpeter's distinction between invention and innovation. It also outlines the innovation process including stages from idea generation to commercialization. Approaches to studying innovation from a macroeconomic perspective and different frameworks for categorizing innovation are presented. Barriers and sources of innovation are mentioned.
Radial vs incr
This document discusses and compares radical and incremental innovation. Radical innovation involves new technologies that are significantly different from existing products and require new manufacturing and service processes, like wifi charging. Incremental innovation involves small changes to existing technologies and similar manufacturing and service processes to previous versions, like minor changes to mobile phone configurations. The key difference is that radical innovation introduces totally new technologies while incremental innovation makes slight improvements to existing technologies.
Innovation models
This presentation discusses innovation models and disruptive technologies. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. The presentation covers Resource, Process, and Values theory for understanding firm strengths and weaknesses. It also discusses Clayton Christensen's theories of sustaining versus disruptive innovation. Disruptive innovations target new markets or the low-end of existing markets with lower-priced, simpler products. Established firms often overlook disruptive technologies as they focus on their major customers. The presentation provides examples like personal computers and cell phones.
The importance of an innovation management system_Maie Peetri
This document summarizes a dissertation on innovation management systems. It provides an overview of relevant literature and frameworks for innovation management. It then describes a case study conducted with nine Portuguese IT companies, five of which had certification under the Portuguese NP4457:2007 standard for research, development and innovation management. The case study aimed to identify advantages of implementing a certified innovation management system and impacts of certification. Results indicated that certified companies had more systematic information management and documentation of their innovation processes. Certification also seemed to positively influence company strategies and outcomes related to innovation.
Recommended
Best Practices for an Effective Innovation Process
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
Marketing Innovation
What is innovation?
Various types of innovation?
The process of innovation.
Examples of successful and unsuccessful innovation.
packaging innovation.
Importance of innovation.
Innovation Process Management
The document discusses innovation process management (IPM) in healthcare. IPM uses tools and workflows to help healthcare institutions rationalize, coordinate, and focus innovative thinking and efforts. It enables ideas to thrive and technologies to come to market by examining how knowledge and ideas can be converted into improved products, processes, or services. The IPM solution addresses the end-to-end innovation management process through stages including strategize, capture, formulate, evaluate, define, and select. This helps healthcare organizations foster a culture of innovation and manage the process in an objective, strategic manner.
Introduction to Innovation
This document provides an introduction to innovation, including definitions, importance, examples, challenges, and levels of maturity. It defines innovation as positive financial and organizational growth through unique products, services, and opportunities. Innovation is essential for 90% of CEOs to drive organic growth. It enhances value, reduces costs, strengthens brands, and provides stronger relationships. The document also outlines VerseOne's innovation process and contact information to learn more.
Innovation Management for BU syllabus
This document provides an overview of innovation management. It defines innovation and different types of innovation including product, process, position, and paradigm innovation. It discusses Schumpeter's distinction between invention and innovation. It also outlines the innovation process including stages from idea generation to commercialization. Approaches to studying innovation from a macroeconomic perspective and different frameworks for categorizing innovation are presented. Barriers and sources of innovation are mentioned.
Radial vs incr
This document discusses and compares radical and incremental innovation. Radical innovation involves new technologies that are significantly different from existing products and require new manufacturing and service processes, like wifi charging. Incremental innovation involves small changes to existing technologies and similar manufacturing and service processes to previous versions, like minor changes to mobile phone configurations. The key difference is that radical innovation introduces totally new technologies while incremental innovation makes slight improvements to existing technologies.
Innovation models
This presentation discusses innovation models and disruptive technologies. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. The presentation covers Resource, Process, and Values theory for understanding firm strengths and weaknesses. It also discusses Clayton Christensen's theories of sustaining versus disruptive innovation. Disruptive innovations target new markets or the low-end of existing markets with lower-priced, simpler products. Established firms often overlook disruptive technologies as they focus on their major customers. The presentation provides examples like personal computers and cell phones.
The importance of an innovation management system_Maie Peetri
This document summarizes a dissertation on innovation management systems. It provides an overview of relevant literature and frameworks for innovation management. It then describes a case study conducted with nine Portuguese IT companies, five of which had certification under the Portuguese NP4457:2007 standard for research, development and innovation management. The case study aimed to identify advantages of implementing a certified innovation management system and impacts of certification. Results indicated that certified companies had more systematic information management and documentation of their innovation processes. Certification also seemed to positively influence company strategies and outcomes related to innovation.
Innovation ,creativity and invention
Innovation ,creativity and invention - product innovation,Process Innovation, Business model innovation
Innovation Techniques
The document discusses various types of innovations including discontinuous, evolutionary, and disruptive innovations. It also covers models for how new products are adopted such as the Bass diffusion model, Everett Rogers' diffusion of innovation model, and the technology acceptance model. Finally, it provides an overview of the new product development process which involves idea generation, product design, market research, and bringing a new product to market through various stages.
INNOVATIONS IN MARKETING
The document discusses principles of marketing and innovation. It defines innovation as exploiting new ideas to create new products, processes or services. Key aspects of innovation discussed include creating an innovative culture within an organization, having the proper organizational structure for innovation management, and the role of marketers in driving innovation. The innovation process involves collaborating, strategizing, selecting, evaluating ideas. Managing the innovation process requires making innovations available to customers, collecting feedback, addressing deficiencies, and documenting the process. Open innovation is also discussed as engaging external partners and customers in the innovation process.
2016 - Lecture 7.pot
This document discusses themes related to creating innovative new firms and managing innovation. It defines a startup as an organization searching for a repeatable and scalable business model. It also profiles a technical entrepreneur as someone with a high achievement motivation who likes taking responsibility for problems, sets challenging goals, and needs feedback. The document notes that research shows innovative SME activities tend to involve product over process innovation, target niche markets, focus on final rather than component products, involve external linkages, and are associated with output and employment growth though not necessarily profit.
2016 - 2. Innovation as a core business process.pot
The document discusses innovation processes and capabilities. It defines innovation processes as a series of changes from ideas to new products and services. The main stages are beginning with a problem or challenge, generating ideas collaboratively, combining and evaluating ideas, developing ideas, and implementing ideas. It also discusses four types of organizational innovation capabilities - from unaware to creative dominant positions. Sustainable innovation requires the right strategy, processes, organization, linkages, and learning to bridge ongoing and disruptive changes.
Innovation as a core business process
The document discusses managing innovation as a core business process. It defines the innovation process as having main stages: (1) beginning with a problem or challenge, (2) generating ideas through collaboration, (3) combining and evaluating ideas, (4) developing ideas through prototypes or testing, and (5) implementing successful ideas. It also discusses developing an organization's innovation capability through factors like strategy, processes, linkages between groups, and learning. Finally, it emphasizes that a sustainable innovation process requires ongoing efforts to bridge different paces of change, address cultural and financial barriers, and properly plan and implement innovation tools.
SCFI - Day Two Barriers to Innovation and Sources of Innovation
The document outlines the agenda and schedule for Day 2 of a workshop on tools and techniques for innovation. The schedule includes reviewing concepts from Day 1, discussing innovation portfolios, barriers to innovation, sources of innovation, and innovation implementation. Key lessons from the prior week are reviewed, including establishing innovation goals and criteria. Common causes of innovation failure like poor leadership, communication, and understanding customer adoption are examined. The importance of organizational culture and aligning activities to foster innovation over incremental improvement is highlighted.
Product innovation & process innovation
Drivers for product innovation; Process innovation; Concurrent engineering; Business process re-engineering - BPR; Reverse engineering; Value chain model & process innovation
Innovation management
iicie.com is a global centre of innovations and entrepreneurs offering training,
certifications and membership in the fields of Technology, Biotech, Green Energy,
Gaming and New Media.
hIgh 5 My innovation process
a 5 steps innovation process to design new processes and business solutions and results in a more rapid and agile implementation in comparison to the standard PE methodology
Innovation & Change Management
This presentation outlines our research and concept of introducing 'change management services' within a design consultancies service offerings.
We chose Hot Studio as the consultancy because of their unique position within the marketplace, a studio who offers strategy and digital design services as well as a small bridge into the physical design realm. This is a class project and is in no way professionally affiliated with Hot Studio.
Managing Innovation
This document discusses management innovation. It begins by looking at the most innovative countries and companies, finding that the US, Germany, UK, Japan, and others are highly innovative and also economically prosperous. It then defines management innovation as successfully exploiting new ideas through products, processes, business models, and other means. The document outlines different types of innovations like incremental, quantum, and disruptive. It discusses how companies can become innovators through challenges like thinking outside the box, having innovative culture and infrastructure, and using a structured innovation process involving cross-functional teams and idea generation, screening, implementation, and capturing value. The purpose of innovation is ultimately to create value for customers, markets, and society.
Innovation and the S-Curve
The document discusses innovation and the S-curve model of adoption. It describes the four stages of the S-curve: startup, growth, maturation, and decline. It emphasizes that innovation is needed at each stage to jump to the next S-curve. The document provides tips for managing innovation, including pursuing big market insights, managing talent, knowing when to innovate, and getting ideas from customer needs rather than research. It also covers disruptive innovation, culture, leadership, and provides a case study of a company that successfully jumped to a new S-curve.
Strategic innovation
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.
Ent. Innovation
1. Innovation is important for companies to survive as competitors will develop new products that change the competitive landscape. Businesses must adapt and evolve.
2. Innovation has been studied across disciplines like economics, business management, and organizational behavior to understand how science and technology impact economic growth. Studies examined knowledge generation, development of products/processes, and commercialization.
3. The innovation process involves an economic perspective, business strategy perspective, and examining internal organizational activities and individuals who are key to defining problems and having ideas that lead to innovations.
The Business of Innovation
Learn some of the most popular types of the business innovation followed by examples and success stories from the industry.
Innovation Framework For Manufacturing (With Addendum)
A strategy for innovation in manufacturing, including an appendix with overviews of key innovation thinkers.
Innovation management
The document discusses various topics related to innovation management including:
1. It defines management, innovation management, and the three stages of the innovation process: invention, translation, and commercialization.
2. It describes the four types of innovation according to the Oslo Manual: product, process, marketing, and organizational innovation.
3. It contrasts technological and social innovations and discusses the differences between closed and open innovation models.
4. It provides tips for effective innovation including analyzing opportunities, gathering user feedback, focusing on simplicity and specific needs, starting small, and gaining a leading position. It also lists things to avoid like being too complex or trying to do too much at once.
ORGANIZATIONAL INNOVATION MODEL
This document outlines a 6-step organizational innovation model. Step 1 involves diagnosing alignment between innovation objectives and employee interests. Step 2 trains middle managers as facilitators. Step 3 holds a company forum where employees are organized into teams, challenges are identified and projects selected. Step 4 implements the projects. Step 5 evaluates the projects. Step 6 establishes the innovation process within the company.
Managing innovation
The document discusses innovation and its management. It outlines that innovation matters for economic growth and business success. It defines innovation as the process of translating ideas into goods and services with value. The document presents innovation as a multi-stage process involving searching for opportunities, selecting ideas, implementing solutions, and capturing value. It also explores different aspects of innovation such as the degree of novelty, platform innovation, and the innovation life cycle.
Inovasi
The document discusses various types and models of innovation. It outlines three types of innovation: product, process, and strategy innovation. It also describes five models of managing innovation: the suggestion system, continuous improvement teams, new venture teams, incubator lab, and innovation teams. Finally, it provides recommendations for developing an innovation strategy and producing innovative products, including scanning for opportunities, challenging assumptions, and using cross-functional teams.
Innovation Strategy
This document discusses different types and levels of innovation including product, process, and strategy innovation. It also describes five models for managing innovation: the suggestion system, continuous improvement teams, new venture teams, incubator lab, and innovation teams. The key aspects of each model are outlined. The document concludes with recommendations for developing an innovation strategy such as scanning for opportunities, challenging industry assumptions, and focusing on value creation throughout the new product development process.
More Related Content
What's hot
Innovation ,creativity and invention
Innovation ,creativity and invention - product innovation,Process Innovation, Business model innovation
Innovation Techniques
The document discusses various types of innovations including discontinuous, evolutionary, and disruptive innovations. It also covers models for how new products are adopted such as the Bass diffusion model, Everett Rogers' diffusion of innovation model, and the technology acceptance model. Finally, it provides an overview of the new product development process which involves idea generation, product design, market research, and bringing a new product to market through various stages.
INNOVATIONS IN MARKETING
The document discusses principles of marketing and innovation. It defines innovation as exploiting new ideas to create new products, processes or services. Key aspects of innovation discussed include creating an innovative culture within an organization, having the proper organizational structure for innovation management, and the role of marketers in driving innovation. The innovation process involves collaborating, strategizing, selecting, evaluating ideas. Managing the innovation process requires making innovations available to customers, collecting feedback, addressing deficiencies, and documenting the process. Open innovation is also discussed as engaging external partners and customers in the innovation process.
2016 - Lecture 7.pot
This document discusses themes related to creating innovative new firms and managing innovation. It defines a startup as an organization searching for a repeatable and scalable business model. It also profiles a technical entrepreneur as someone with a high achievement motivation who likes taking responsibility for problems, sets challenging goals, and needs feedback. The document notes that research shows innovative SME activities tend to involve product over process innovation, target niche markets, focus on final rather than component products, involve external linkages, and are associated with output and employment growth though not necessarily profit.
2016 - 2. Innovation as a core business process.pot
The document discusses innovation processes and capabilities. It defines innovation processes as a series of changes from ideas to new products and services. The main stages are beginning with a problem or challenge, generating ideas collaboratively, combining and evaluating ideas, developing ideas, and implementing ideas. It also discusses four types of organizational innovation capabilities - from unaware to creative dominant positions. Sustainable innovation requires the right strategy, processes, organization, linkages, and learning to bridge ongoing and disruptive changes.
Innovation as a core business process
The document discusses managing innovation as a core business process. It defines the innovation process as having main stages: (1) beginning with a problem or challenge, (2) generating ideas through collaboration, (3) combining and evaluating ideas, (4) developing ideas through prototypes or testing, and (5) implementing successful ideas. It also discusses developing an organization's innovation capability through factors like strategy, processes, linkages between groups, and learning. Finally, it emphasizes that a sustainable innovation process requires ongoing efforts to bridge different paces of change, address cultural and financial barriers, and properly plan and implement innovation tools.
SCFI - Day Two Barriers to Innovation and Sources of Innovation
The document outlines the agenda and schedule for Day 2 of a workshop on tools and techniques for innovation. The schedule includes reviewing concepts from Day 1, discussing innovation portfolios, barriers to innovation, sources of innovation, and innovation implementation. Key lessons from the prior week are reviewed, including establishing innovation goals and criteria. Common causes of innovation failure like poor leadership, communication, and understanding customer adoption are examined. The importance of organizational culture and aligning activities to foster innovation over incremental improvement is highlighted.
Product innovation & process innovation
Drivers for product innovation; Process innovation; Concurrent engineering; Business process re-engineering - BPR; Reverse engineering; Value chain model & process innovation
Innovation management
iicie.com is a global centre of innovations and entrepreneurs offering training,
certifications and membership in the fields of Technology, Biotech, Green Energy,
Gaming and New Media.
hIgh 5 My innovation process
a 5 steps innovation process to design new processes and business solutions and results in a more rapid and agile implementation in comparison to the standard PE methodology
Innovation & Change Management
This presentation outlines our research and concept of introducing 'change management services' within a design consultancies service offerings.
We chose Hot Studio as the consultancy because of their unique position within the marketplace, a studio who offers strategy and digital design services as well as a small bridge into the physical design realm. This is a class project and is in no way professionally affiliated with Hot Studio.
Managing Innovation
This document discusses management innovation. It begins by looking at the most innovative countries and companies, finding that the US, Germany, UK, Japan, and others are highly innovative and also economically prosperous. It then defines management innovation as successfully exploiting new ideas through products, processes, business models, and other means. The document outlines different types of innovations like incremental, quantum, and disruptive. It discusses how companies can become innovators through challenges like thinking outside the box, having innovative culture and infrastructure, and using a structured innovation process involving cross-functional teams and idea generation, screening, implementation, and capturing value. The purpose of innovation is ultimately to create value for customers, markets, and society.
Innovation and the S-Curve
The document discusses innovation and the S-curve model of adoption. It describes the four stages of the S-curve: startup, growth, maturation, and decline. It emphasizes that innovation is needed at each stage to jump to the next S-curve. The document provides tips for managing innovation, including pursuing big market insights, managing talent, knowing when to innovate, and getting ideas from customer needs rather than research. It also covers disruptive innovation, culture, leadership, and provides a case study of a company that successfully jumped to a new S-curve.
Strategic innovation
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.
Ent. Innovation
1. Innovation is important for companies to survive as competitors will develop new products that change the competitive landscape. Businesses must adapt and evolve.
2. Innovation has been studied across disciplines like economics, business management, and organizational behavior to understand how science and technology impact economic growth. Studies examined knowledge generation, development of products/processes, and commercialization.
3. The innovation process involves an economic perspective, business strategy perspective, and examining internal organizational activities and individuals who are key to defining problems and having ideas that lead to innovations.
The Business of Innovation
Learn some of the most popular types of the business innovation followed by examples and success stories from the industry.
Innovation Framework For Manufacturing (With Addendum)
A strategy for innovation in manufacturing, including an appendix with overviews of key innovation thinkers.
Innovation management
The document discusses various topics related to innovation management including:
1. It defines management, innovation management, and the three stages of the innovation process: invention, translation, and commercialization.
2. It describes the four types of innovation according to the Oslo Manual: product, process, marketing, and organizational innovation.
3. It contrasts technological and social innovations and discusses the differences between closed and open innovation models.
4. It provides tips for effective innovation including analyzing opportunities, gathering user feedback, focusing on simplicity and specific needs, starting small, and gaining a leading position. It also lists things to avoid like being too complex or trying to do too much at once.
ORGANIZATIONAL INNOVATION MODEL
This document outlines a 6-step organizational innovation model. Step 1 involves diagnosing alignment between innovation objectives and employee interests. Step 2 trains middle managers as facilitators. Step 3 holds a company forum where employees are organized into teams, challenges are identified and projects selected. Step 4 implements the projects. Step 5 evaluates the projects. Step 6 establishes the innovation process within the company.
Managing innovation
The document discusses innovation and its management. It outlines that innovation matters for economic growth and business success. It defines innovation as the process of translating ideas into goods and services with value. The document presents innovation as a multi-stage process involving searching for opportunities, selecting ideas, implementing solutions, and capturing value. It also explores different aspects of innovation such as the degree of novelty, platform innovation, and the innovation life cycle.
What's hot (20)
2016 - 2. Innovation as a core business process.pot
2016 - 2. Innovation as a core business process.pot
SCFI - Day Two Barriers to Innovation and Sources of Innovation
SCFI - Day Two Barriers to Innovation and Sources of Innovation
Innovation Framework For Manufacturing (With Addendum)
Innovation Framework For Manufacturing (With Addendum)
Similar to Innovation strategy and models by kuldeep singh
Inovasi
The document discusses various types and models of innovation. It outlines three types of innovation: product, process, and strategy innovation. It also describes five models of managing innovation: the suggestion system, continuous improvement teams, new venture teams, incubator lab, and innovation teams. Finally, it provides recommendations for developing an innovation strategy and producing innovative products, including scanning for opportunities, challenging assumptions, and using cross-functional teams.
Innovation Strategy
This document discusses different types and levels of innovation including product, process, and strategy innovation. It also describes five models for managing innovation: the suggestion system, continuous improvement teams, new venture teams, incubator lab, and innovation teams. The key aspects of each model are outlined. The document concludes with recommendations for developing an innovation strategy such as scanning for opportunities, challenging industry assumptions, and focusing on value creation throughout the new product development process.
2013-03 Creating a Culture of Innovation for Health Plans
How can health insurers become more innovative and flexible in a heavily regulated market? You must develop an organizational culture that prioritizes innovation and ties it to the organization’s strategic direction.
Innovazione 2. Suggerimenti e Team di supporto all’innovazione
The document describes 5 different models for innovation: 1) The Suggestion System which allows employees to submit ideas to be reviewed by management, 2) Continuous Improvement Teams which rely on collaboration to make incremental process or product improvements that can significantly impact the bottom line over time, 3) New Venture Teams which develop new business ideas and products, 4) The Incubator Lab which provides funding and resources for teams to develop innovations, and 5) Innovation Teams which are long term teams focused on developing innovations.
The lean startup
The document discusses the key ideas of the Lean Startup methodology. It explains that the Lean Startup aims to help entrepreneurs balance activities like running operations, improving products, and deciding when to pivot or change direction. The Lean Startup treats everything a startup does as an experiment to achieve validated learning. It advocates for building products and features incrementally and getting early customer feedback through experiments rather than extensive planning. The document contrasts the Lean Startup approach of constant adjustment using a Build-Measure-Learn loop with traditional strategic planning based on assumptions.
Innovation
Dr. G. Syamala discusses innovation in a document for the Department of Commerce at Savitribai Phule Pune University. Innovation involves applying creative solutions to appropriate situations. It is the ability to overcome situations using common sense. Innovation differs from invention in that it results in new products, services or processes through the transformation of ideas. Characteristics of innovation include being intentional, challenging, and aiming to benefit an organization. Types of innovation discussed include product, process, radical, incremental, and social innovation. Innovation management concerns planning, organizing and controlling innovation efforts to foster creativity and achieve organizational goals.
Innomantra Viewpoint - Getting Bold innovation Right v1.0
Getting ‘BOLD INNOVATION’ Right
By Neelima Joseph & Lokesh Venkataswamy
The element ‘SUPPORT’ finds relevance in the innovation management system. To manage innovation effectively, the organization should jump in and facilitate the required resources for establishing, implementing, maintaining, and continual improvement of the innovation management system. The resources come in different forms such as Time, Knowledge, Financial resources, Infrastructure, and Human resources. For effective implementation of the standard, organizations are responsible for determining, providing, and managing the right people. Organizations must identify and develop teams with diverse backgrounds, to enhance cross-pollination and leverage the collective competence of the organization (ISO 56002:2019).
The element 'SUPPORT' encompasses the following sub-clauses, which are the different ways in which support could be extended:
Innovation management
This document provides an overview of innovation management. It defines innovation as introducing something new, like an idea, method, or product. It discusses the definition of innovation management, sources of opportunities for innovation, and conditions for successful innovation. The document outlines the key aspects of innovation management as capabilities, structures, culture, and strategy. It describes the major pillars of innovation management as shaping framework conditions and actively searching for, developing, and implementing ideas. Finally, it discusses the phases of innovation as ideas, concept, solution, and market, and provides examples of different types of innovation like sustaining, disruptive, incremental, and radical innovation.
Lean startup-final
The benefits and challenges of using Lean Startup practices in software companies.
Lean Startup Presentation
How Lean Startups work?
The lean start
The document discusses the Lean Startup approach to new ventures. It advocates building a minimum viable product and getting early customer feedback through experiments rather than extensive planning. This validated learning approach helps startups test their assumptions and pivot if needed to find product-market fit more efficiently. The Lean Startup process focuses on rapid learning through the build-measure-learn feedback loop rather than traditional product development cycles. It enables startups to adapt quickly to changing customer needs.
Enterprise Agility: Pushing Innovation to the Edge of the Organization
To match the accelerating speed with which market sectors are changing, companies must take a broader approach to becoming innovative – an approach that we refer to as ‘enterprise agility.’ Explore three areas on how to unlock new value from innovation.
Innovation Guest lecture Tu Delft
The document discusses factors for success and failure in innovation. It outlines an innovation growth model with 5 phases (adhoc, program, co-creation, eco-innovation, value chain innovation) and the challenges of moving between each phase. Key success factors discussed are people, management processes, tools, and opening innovation processes to external partners through co-creation.
The ultimate guide to innovation
This document provides an overview of innovation and creativity. It discusses that passion and motivation lead to innovation, which involves applying ideas, imagination, and initiative to create new value for customers. There are different types of innovation, including product, process, marketing, and management innovation. The document also outlines various techniques for fostering creativity and solving problems innovatively, such as brainstorming, assumption busting, and morphological analysis. It emphasizes that innovation management is crucial for organizations to sustain a competitive advantage in today's unpredictable business environment.
A holistic approach to Innovation Excellence
Kienbaum Management Consultants provides a holistic model for building innovation excellence within organizations. The model includes 10 elements: innovation strategy, processes, tools/methodologies, leadership, management/communication systems, cooperation/collaboration, training/development, performance management, readiness assessment, and workshops. It advocates a flexible, integrated approach connecting people and ensuring organizations are prepared for innovation. The summary highlights Kienbaum's experience supporting strategic transformations to implement sustainable innovation practices.
INNOVATION MANAGEMENT IN SUPPLY CHAIN LOGISTICS MANAGEMENT - Lecture 1.pptx
This document provides an overview of an innovation management course being taught at the Institute of Business Management. The course covers topics such as the basic concepts of innovation, trends in logistics and supply chain management, and the effects of emerging technologies like artificial intelligence and 3D printing on supply chains. The course is taught by Muhammad Ahsan and includes assignments, quizzes, and exams. Innovation is defined as starting from problem recognition and leading to the best solution. Several innovation activities that organizations can use are also outlined, including ideation sessions, hackathons, and human-centered design. The relationship between invention, ideas, and innovation is explored, with innovation requiring the exploitation of an idea for customer benefit. Drivers of innovation
Lean startup
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Module 04 (Innovation Process).ppt
The document discusses various techniques for idea generation and innovation. It begins by defining idea generation as the process of forming new thoughts and concepts to drive innovation. It then describes several brainstorming techniques like mind mapping, random word associations, role playing and 6-3-5 brainwriting. Additional techniques discussed include SCAMPER, problem reversal, free writing, analogies/metaphors and challenges. The document emphasizes that idea generation is an ongoing skill that can be improved with practice and using diverse techniques.
Information System Strategy
The document discusses management information systems (MIS) and business innovation. MIS involves using technology to help organizations and people work more effectively. Business innovation is the process of introducing new ideas, methods, products or services to create value for an organization. Common drivers of business innovation include artificial intelligence, which is transforming many industries. Successful business innovation involves an ongoing cycle of generating, testing, developing and delivering new ideas. There are various models and types of innovation, such as product or process innovations, and innovations can be either revolutionary or incremental. While innovation offers benefits like competitive advantages, it also carries risks such as high costs and potential failures.
Venture Path
Venture Path is Deloitte's approach to helping large enterprises adopt lean startup principles and embed disruptive innovation. It includes the Venture Path Method (lean startup methodology), Venture Path Structure (blueprint for roles, processes, and governance), and Venture Path Platform (software to track and measure innovation initiatives). The platform guides users through three phases - concept, validation, and scale. It provides venture builders guidance and collects metrics to help portfolio managers make informed investment decisions. The goal is to help organizations test ideas quickly, reduce risk, and consistently innovate in a digital world.
Similar to Innovation strategy and models by kuldeep singh (20)
2013-03 Creating a Culture of Innovation for Health Plans
2013-03 Creating a Culture of Innovation for Health Plans
Innovazione 2. Suggerimenti e Team di supporto all’innovazione
Innovazione 2. Suggerimenti e Team di supporto all’innovazione
Innomantra Viewpoint - Getting Bold innovation Right v1.0
Innomantra Viewpoint - Getting Bold innovation Right v1.0
Enterprise Agility: Pushing Innovation to the Edge of the Organization
Enterprise Agility: Pushing Innovation to the Edge of the Organization
INNOVATION MANAGEMENT IN SUPPLY CHAIN LOGISTICS MANAGEMENT - Lecture 1.pptx
INNOVATION MANAGEMENT IN SUPPLY CHAIN LOGISTICS MANAGEMENT - Lecture 1.pptx
Recently uploaded
“I’m still / I’m still / Chaining from the Block”
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Generative AI Deep Dive: Advancing from Proof of Concept to Production
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Artificial Intelligence for XMLDevelopment
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Video Streaming: Then, Now, and in the Future
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
“Building and Scaling AI Applications with the Nx AI Manager,” a Presentation...
“Building and Scaling AI Applications with the Nx AI Manager,” a Presentation...Edge AI and Vision Alliance
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
TrustArc Webinar - 2024 Global Privacy Survey
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Communications Mining Series - Zero to Hero - Session 1
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AI
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentationsMicrosoft - Power Platform_G.Aspiotis.pdf
Revolutionizing Application Development
with AI-powered low-code, presentation by George Aspiotis, Sr. Partner Development Manager, Microsoft
Securing your Kubernetes cluster_ a step-by-step guide to success !
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
20 Comprehensive Checklist of Designing and Developing a Website
Dive into the world of Website Designing and Developing with Pixlogix! Looking to create a stunning online presence? Look no further! Our comprehensive checklist covers everything you need to know to craft a website that stands out. From user-friendly design to seamless functionality, we've got you covered. Don't miss out on this invaluable resource! Check out our checklist now at Pixlogix and start your journey towards a captivating online presence today.
Introducing Milvus Lite: Easy-to-Install, Easy-to-Use vector database for you...
Join us to introduce Milvus Lite, a vector database that can run on notebooks and laptops, share the same API with Milvus, and integrate with every popular GenAI framework. This webinar is perfect for developers seeking easy-to-use, well-integrated vector databases for their GenAI apps.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Mind map of terminologies used in context of Generative AI
Mind map of common terms used in context of Generative AI.
Recently uploaded (20)
Generative AI Deep Dive: Advancing from Proof of Concept to Production
Generative AI Deep Dive: Advancing from Proof of Concept to Production
“Building and Scaling AI Applications with the Nx AI Manager,” a Presentation...
“Building and Scaling AI Applications with the Nx AI Manager,” a Presentation...
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...
Communications Mining Series - Zero to Hero - Session 1
Communications Mining Series - Zero to Hero - Session 1
Monitoring Java Application Security with JDK Tools and JFR Events
Monitoring Java Application Security with JDK Tools and JFR Events
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AI
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AI
Securing your Kubernetes cluster_ a step-by-step guide to success !
Securing your Kubernetes cluster_ a step-by-step guide to success !
20 Comprehensive Checklist of Designing and Developing a Website
20 Comprehensive Checklist of Designing and Developing a Website
Introducing Milvus Lite: Easy-to-Install, Easy-to-Use vector database for you...
Introducing Milvus Lite: Easy-to-Install, Easy-to-Use vector database for you...
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024
Mind map of terminologies used in context of Generative AI
Mind map of terminologies used in context of Generative AI
Innovation strategy and models by kuldeep singh
- 2. Innovationcan be defined simply as a "new idea, device or method". However, innovation is often also viewed as the application of better solutions that meet new requirements, unarticulated needs, or existing market needs. A plan made by an organization to encourage advancements in technology or services, usually by investing in research and development activities. For example, an innovation strategy developed by a high technology business might entail the use of new management or production procedures and the invention of technology not previously used by competitors. Innovation strategy
- 3. ”To generate ideas is to be creative; to convert ideas to results is to be innovative. Being innovative in an organized and user oriented fashion is the essential competitive parameter of the 21st century” Steve Jobs, Apple Inc.
- 4. INNOVATION MODELS: Model 1: The suggestion system. Model 2: Continuous improvement system. Model 3: New venture team. Model 4: The incubator lab. Model 5: Innovation teams.
- 5. Model 1: The Suggestion System Suggestion programs provide employees an organized system through which to submit ideas and to have those idea considered by a panel of dispassionate reviewer, who accept or reject them depending on pre-established criteria for management. Model 2: Continuous improvement System A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI), is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once.
- 7. A new venture team is the group of founders, key employees, and advisers that either manage or help manage a new business in its start-up years. If the founder or founders of a new venture have identified several individuals they believe will join the firm after it is launched and these individuals are highly capable, that knowledge lends credibility to eth organizational feasibility of the potential venture. The same rationale applies for highly capable people who a new venture believes would be willing to join its board of directors or board of advisers. The primary elements of a new venture team are the company founders, key employees, the board of directors, the board of advisors, lenders and investors, and other professionals. Model 3: New Venture Team
- 8. Model 4: The incubator lab
- 10. Model 5: Innovation Teams