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.
This document discusses creativity and innovation. It defines creativity as the generation of novel and useful ideas, while defining innovation as the implementation of new ideas. Creativity involves idea generation and is seen as the first step of innovation. The document also discusses different types of creativity and innovation, as well as factors that influence them at the individual, group and organizational levels. It links creativity and innovation, noting that creativity is necessary for generating ideas that can then be implemented through innovation.
The document discusses strategic thinking, including defining it as being flexible to adapt to uncertainty and assuming organizations interact with their environment. It discusses moving from planning to strategic thinking, which aligns with leadership versus management. Strategic thinking involves asking the right questions to vision the future. It is presented as both an individual competency involving understanding interconnections and having a bi-focal and creative vision for the future, and as an organizational competency involving strategic dialogue, creativity, and influencing the external environment rather than controlling it. The overall objective of strategic thinking is creating new possibilities rather than having a set plan.
Innovation is defined as a new idea, device, or method. It involves introducing something new that is more effective than what is already available. There are three main types of innovation: operational, which improves existing processes; tactical, which introduces new products or services; and strategic, which disrupts existing markets to create new ones. Strategic innovation does not follow existing market rules and takes advantage of weaknesses in the market to differentiate itself. It connects users rather than owning them and relies on users to generate value in order to create new markets and new types of users. For a company to survive disruption, it may need to disrupt itself through strategic innovation.
This document summarizes a design thinking workshop for AIP partners. It discusses the design thinking process which involves framing the problem, understanding user needs through tools like interviews and shadowing, exploring solutions through brainstorming and reframing, and prototyping ideas. Specific tools mentioned include role playing, analogy mapping, and physical models. The benefits of design thinking are highlighted such as taking a human-centered approach and thinking outside the box. Examples are provided of how tools like shadowing, how might we questions, and role playing have been used internally. Learning points emphasize understanding user needs, challenging assumptions during exploration, and prototyping ideas to test feasibility.
"You can download this product from SlideTeam.net"
This deck consists of a total of twenty-four slides. It has PPT slides highlighting important topics of Project Risk Assessment Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. It is Google Slides friendly. Avail it in standard screen and widescreen size and save it in JPG, PNG or PDF file formats. Edit the color, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready-made presentation. https://bit.ly/3ueCVQ4
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
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.
This document discusses creativity and innovation. It defines creativity as the generation of novel and useful ideas, while defining innovation as the implementation of new ideas. Creativity involves idea generation and is seen as the first step of innovation. The document also discusses different types of creativity and innovation, as well as factors that influence them at the individual, group and organizational levels. It links creativity and innovation, noting that creativity is necessary for generating ideas that can then be implemented through innovation.
The document discusses strategic thinking, including defining it as being flexible to adapt to uncertainty and assuming organizations interact with their environment. It discusses moving from planning to strategic thinking, which aligns with leadership versus management. Strategic thinking involves asking the right questions to vision the future. It is presented as both an individual competency involving understanding interconnections and having a bi-focal and creative vision for the future, and as an organizational competency involving strategic dialogue, creativity, and influencing the external environment rather than controlling it. The overall objective of strategic thinking is creating new possibilities rather than having a set plan.
Innovation is defined as a new idea, device, or method. It involves introducing something new that is more effective than what is already available. There are three main types of innovation: operational, which improves existing processes; tactical, which introduces new products or services; and strategic, which disrupts existing markets to create new ones. Strategic innovation does not follow existing market rules and takes advantage of weaknesses in the market to differentiate itself. It connects users rather than owning them and relies on users to generate value in order to create new markets and new types of users. For a company to survive disruption, it may need to disrupt itself through strategic innovation.
This document summarizes a design thinking workshop for AIP partners. It discusses the design thinking process which involves framing the problem, understanding user needs through tools like interviews and shadowing, exploring solutions through brainstorming and reframing, and prototyping ideas. Specific tools mentioned include role playing, analogy mapping, and physical models. The benefits of design thinking are highlighted such as taking a human-centered approach and thinking outside the box. Examples are provided of how tools like shadowing, how might we questions, and role playing have been used internally. Learning points emphasize understanding user needs, challenging assumptions during exploration, and prototyping ideas to test feasibility.
"You can download this product from SlideTeam.net"
This deck consists of a total of twenty-four slides. It has PPT slides highlighting important topics of Project Risk Assessment Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. It is Google Slides friendly. Avail it in standard screen and widescreen size and save it in JPG, PNG or PDF file formats. Edit the color, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready-made presentation. https://bit.ly/3ueCVQ4
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
Project Management Theory and Practice Rick Holman
This document summarizes one project manager's experience reconciling project management theory with real-world practice. It discusses some disconnects between PM processes and knowledge areas outlined in methodologies and the realities of managing projects. Specifically, it notes that while PM process groups are understood, properly rightsizing processes to projects and accounting for factors beyond the triple constraint of time, cost, and quality can be challenging. Managing stakeholder expectations and controlling scope creep are also areas where methodologies provide limited practical guidance.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
This document discusses innovation and change management. It notes that innovation is the creation of new ideas or rearranging old ideas. It identifies challenges to innovation such as unwillingness to expose failed ideas, bureaucracy, lack of vision/strategy, and risk aversion. Success factors for facilitating change include cultures that support change, willingness to listen to new ideas, communication, and involvement of those affected. The document outlines elements of the PDCA cycle for incremental change and lists elements needed for managing change such as leadership support, communication, training, and measurement of results. It stresses the importance of customer focus in any change and avoiding changes that negatively impact operations or quality.
Project managers use Key Performance Indicators (KPIs) and dashboards to monitor and communicate the status of a project. KPIs should be measurable metrics that indicate if objectives are being met. Effective KPIs are specific, measurable, attainable, relevant and time-bound. KPIs can be quantitative or qualitative and should be selected to provide insights without overwhelming stakeholders with too much data. Dashboards consolidate multiple KPIs using visual widgets like charts, tables and gauges to give viewers a quick status update in an easy to understand format.
This document is from a textbook on innovation management and new product development. It introduces the topic of innovation management in Chapter 1 and provides an overview of key concepts. These include definitions of innovation, examples of innovations that drove economic growth and technological advances, models of the innovation process, and factors that influence innovative capability. Tables and figures are presented on topics like market leaders, historical innovations, a typology of innovations, linear and interactive models of innovation, and disruptive innovations.
This document discusses creativity and innovation. It defines creativity as the generation of new ideas or concepts, while defining innovation as the application of creative ideas. It then discusses different types of innovation including operational, management, product/service, and strategic innovation. The document also covers innovation strategies such as inventive, adaptive, economic, and innovative application strategies. Overall, the document provides an overview of creativity, innovation, and how innovation strategies can be applied.
Let McKinsey 7s PowerPoint templates help your organization achieve its intended goal. Assess and evaluate the internal changes in an organization using Mckinsey 7s Strategic Management PPT slides. This readymade slideshow is based on the soft and hard key elements which determine the organization success. Use these professionally designed Mckinsey 7s model PowerPoint templates to improve organizational performance. Analyse and assess the impact of future changes on the organization. These templates will also help you implement the strategic plan of action. The Mckinsey 7s strategic management presentation provides a pathway to for reaching from the current state to the desired organizational state. Templates on seven interdependent elements position the organization to achieve its desired future state. Assess your organization’s any internal changes with the help of Mckinsey 7s strategic management PowerPoint presentation. Work towards getting a desired future state by aligning all the elements of the 7s. Get access to this complete presentation on Mckinsey 7s framework to create a strategic plan of action for an organization to reach to its goal.
The document discusses various aspects of strategic thinking including defining strategic issues, domains, and sources of competitive advantage. It emphasizes that strategy is about creating value by leveraging knowledge and relationships. True strategic thinking requires considering opportunities and threats, strengths and weaknesses, organizational values, and stakeholder expectations. It also involves embracing change, leveraging core capabilities, and taking a systems perspective that considers interconnections over time. Democratic strategy making should involve diverse voices and perspectives to encourage unconventional options.
This document discusses project risk management for an IT project management course. It defines risk management and identifies key risk management processes: planning, identification, analysis, response planning, and monitoring/control. Various risk analysis techniques are described like probability/impact matrices and decision trees. The goal of risk management is to minimize negative risks while maximizing positive opportunities through risk avoidance, acceptance, transference, or mitigation strategies.
Strategic Management of Technological InnovationDima Leont'ev
Technological innovation is important for competitive success through new products and more efficient processes. It benefits society through improved goods and services, effective resource use, better healthcare and transportation, though it can also create negative externalities like pollution. The document discusses strategic management of innovation, showing that most ideas fail to become successful new products. It also shows product development cycles can take from 8 months for incremental improvements to over 3 years for new-to-world products. Later chapters will discuss formulating innovation strategy, implementation, and managing new product development teams and processes.
Project management-project life cycle-pdfAditi Garg
The document outlines the typical phases in a construction project lifecycle:
1) Initiation/Conceptual Stage - The initial idea is developed and feasibility studies are conducted.
2) Design Stage - Detailed design and planning of the project occurs.
3) Tendering Stage - Contractors are solicited and a contract is awarded for construction.
4) Construction Stage - The project is built according to the plans.
5) Completion Stage - The finished project is handed over and put into operation. Monitoring of performance continues.
Developing creative and innovative thinking in the workplaceAquatix Pharma
This document provides an outline and overview of developing creative and innovative thinking in the workplace. It discusses what innovation and creativity are, different types of innovation, the value of creativity and innovation, and tips for enhancing creativity. It also presents frameworks for organizational creativity and innovation, including balancing the opposing forces of create and control. The document emphasizes that innovation happens through solving problems for people and outlines habits of creative thinkers. It also includes an example activity to experience the creative process in designing packaging.
Design thinking combines problem-solving techniques from design with empathy for users. It is a human-centered approach that starts by observing people and understanding their needs rather than defining problems. The five principles of design thinking are to empathize with users, define insights about their needs, ideate potential solutions, prototype ideas, and test prototypes with users to find the best solution. An example is how PepsiCo used design thinking to address women's snacking preferences by releasing quieter Doritos chips in trays to avoid mess and noise.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
This document discusses innovation and creativity. It defines innovation as implementing something new through a productive process, such as introducing improvements. Creativity is defined as an imaginative process that generates new ideas through conception. The document lists ways to improve innovation skills, such as focusing on changing behaviors rather than technical skills. It also provides tips to improve creativity skills, such as writing and trying challenges. Overall, the document promotes developing innovation and creativity in the workplace to solve problems and attract employees.
TRIZ theory of inventive problem solvingReza Hashemi
This document provides an overview of TRIZ, the Theory of Inventive Problem Solving. It begins with an introduction to TRIZ, explaining that it was developed in the former Soviet Union to provide a systematic approach to innovation. The document then covers TRIZ concepts like the ideal final result, contradictions, the 39 parameters, separation principles, and the contradiction matrix. It provides examples of how TRIZ has been used to solve problems. Finally, it discusses the future of TRIZ, including training opportunities and a potential TRIZ users group at Glenn Research Center.
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Business Toolkit created by former management consultants from Deloitte and McKinsey.
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
The document discusses the differences between creativity and innovation, as well as project and portfolio management. It outlines nine basic steps for innovation, from problem identification to implementation. It then presents the innovation project portfolio concept, which involves defining a portfolio, developing a strategy, ensuring the right blend and balance of projects, and engaging leadership. The key points are that innovation requires managing tasks and resources like projects, and that combining project management skills with idea generation can increase innovative success.
Create a blue ocean using Innovation and Project Managementfrancishung
As the world is becoming more global, China is facing problems in competing with other developing world in labor cost, and the global economic downturn has drastically reduced export to US and the European world. There are winners and losers in this game: only the companies that are constantly innovate can innovate their way out and maintain their leadership and long term sustain growth. This presentation provides a intro to the first step in innovation.
Project Management Theory and Practice Rick Holman
This document summarizes one project manager's experience reconciling project management theory with real-world practice. It discusses some disconnects between PM processes and knowledge areas outlined in methodologies and the realities of managing projects. Specifically, it notes that while PM process groups are understood, properly rightsizing processes to projects and accounting for factors beyond the triple constraint of time, cost, and quality can be challenging. Managing stakeholder expectations and controlling scope creep are also areas where methodologies provide limited practical guidance.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
This document discusses innovation and change management. It notes that innovation is the creation of new ideas or rearranging old ideas. It identifies challenges to innovation such as unwillingness to expose failed ideas, bureaucracy, lack of vision/strategy, and risk aversion. Success factors for facilitating change include cultures that support change, willingness to listen to new ideas, communication, and involvement of those affected. The document outlines elements of the PDCA cycle for incremental change and lists elements needed for managing change such as leadership support, communication, training, and measurement of results. It stresses the importance of customer focus in any change and avoiding changes that negatively impact operations or quality.
Project managers use Key Performance Indicators (KPIs) and dashboards to monitor and communicate the status of a project. KPIs should be measurable metrics that indicate if objectives are being met. Effective KPIs are specific, measurable, attainable, relevant and time-bound. KPIs can be quantitative or qualitative and should be selected to provide insights without overwhelming stakeholders with too much data. Dashboards consolidate multiple KPIs using visual widgets like charts, tables and gauges to give viewers a quick status update in an easy to understand format.
This document is from a textbook on innovation management and new product development. It introduces the topic of innovation management in Chapter 1 and provides an overview of key concepts. These include definitions of innovation, examples of innovations that drove economic growth and technological advances, models of the innovation process, and factors that influence innovative capability. Tables and figures are presented on topics like market leaders, historical innovations, a typology of innovations, linear and interactive models of innovation, and disruptive innovations.
This document discusses creativity and innovation. It defines creativity as the generation of new ideas or concepts, while defining innovation as the application of creative ideas. It then discusses different types of innovation including operational, management, product/service, and strategic innovation. The document also covers innovation strategies such as inventive, adaptive, economic, and innovative application strategies. Overall, the document provides an overview of creativity, innovation, and how innovation strategies can be applied.
Let McKinsey 7s PowerPoint templates help your organization achieve its intended goal. Assess and evaluate the internal changes in an organization using Mckinsey 7s Strategic Management PPT slides. This readymade slideshow is based on the soft and hard key elements which determine the organization success. Use these professionally designed Mckinsey 7s model PowerPoint templates to improve organizational performance. Analyse and assess the impact of future changes on the organization. These templates will also help you implement the strategic plan of action. The Mckinsey 7s strategic management presentation provides a pathway to for reaching from the current state to the desired organizational state. Templates on seven interdependent elements position the organization to achieve its desired future state. Assess your organization’s any internal changes with the help of Mckinsey 7s strategic management PowerPoint presentation. Work towards getting a desired future state by aligning all the elements of the 7s. Get access to this complete presentation on Mckinsey 7s framework to create a strategic plan of action for an organization to reach to its goal.
The document discusses various aspects of strategic thinking including defining strategic issues, domains, and sources of competitive advantage. It emphasizes that strategy is about creating value by leveraging knowledge and relationships. True strategic thinking requires considering opportunities and threats, strengths and weaknesses, organizational values, and stakeholder expectations. It also involves embracing change, leveraging core capabilities, and taking a systems perspective that considers interconnections over time. Democratic strategy making should involve diverse voices and perspectives to encourage unconventional options.
This document discusses project risk management for an IT project management course. It defines risk management and identifies key risk management processes: planning, identification, analysis, response planning, and monitoring/control. Various risk analysis techniques are described like probability/impact matrices and decision trees. The goal of risk management is to minimize negative risks while maximizing positive opportunities through risk avoidance, acceptance, transference, or mitigation strategies.
Strategic Management of Technological InnovationDima Leont'ev
Technological innovation is important for competitive success through new products and more efficient processes. It benefits society through improved goods and services, effective resource use, better healthcare and transportation, though it can also create negative externalities like pollution. The document discusses strategic management of innovation, showing that most ideas fail to become successful new products. It also shows product development cycles can take from 8 months for incremental improvements to over 3 years for new-to-world products. Later chapters will discuss formulating innovation strategy, implementation, and managing new product development teams and processes.
Project management-project life cycle-pdfAditi Garg
The document outlines the typical phases in a construction project lifecycle:
1) Initiation/Conceptual Stage - The initial idea is developed and feasibility studies are conducted.
2) Design Stage - Detailed design and planning of the project occurs.
3) Tendering Stage - Contractors are solicited and a contract is awarded for construction.
4) Construction Stage - The project is built according to the plans.
5) Completion Stage - The finished project is handed over and put into operation. Monitoring of performance continues.
Developing creative and innovative thinking in the workplaceAquatix Pharma
This document provides an outline and overview of developing creative and innovative thinking in the workplace. It discusses what innovation and creativity are, different types of innovation, the value of creativity and innovation, and tips for enhancing creativity. It also presents frameworks for organizational creativity and innovation, including balancing the opposing forces of create and control. The document emphasizes that innovation happens through solving problems for people and outlines habits of creative thinkers. It also includes an example activity to experience the creative process in designing packaging.
Design thinking combines problem-solving techniques from design with empathy for users. It is a human-centered approach that starts by observing people and understanding their needs rather than defining problems. The five principles of design thinking are to empathize with users, define insights about their needs, ideate potential solutions, prototype ideas, and test prototypes with users to find the best solution. An example is how PepsiCo used design thinking to address women's snacking preferences by releasing quieter Doritos chips in trays to avoid mess and noise.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
This document discusses innovation and creativity. It defines innovation as implementing something new through a productive process, such as introducing improvements. Creativity is defined as an imaginative process that generates new ideas through conception. The document lists ways to improve innovation skills, such as focusing on changing behaviors rather than technical skills. It also provides tips to improve creativity skills, such as writing and trying challenges. Overall, the document promotes developing innovation and creativity in the workplace to solve problems and attract employees.
TRIZ theory of inventive problem solvingReza Hashemi
This document provides an overview of TRIZ, the Theory of Inventive Problem Solving. It begins with an introduction to TRIZ, explaining that it was developed in the former Soviet Union to provide a systematic approach to innovation. The document then covers TRIZ concepts like the ideal final result, contradictions, the 39 parameters, separation principles, and the contradiction matrix. It provides examples of how TRIZ has been used to solve problems. Finally, it discusses the future of TRIZ, including training opportunities and a potential TRIZ users group at Glenn Research Center.
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Business Toolkit created by former management consultants from Deloitte and McKinsey.
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
The document discusses the differences between creativity and innovation, as well as project and portfolio management. It outlines nine basic steps for innovation, from problem identification to implementation. It then presents the innovation project portfolio concept, which involves defining a portfolio, developing a strategy, ensuring the right blend and balance of projects, and engaging leadership. The key points are that innovation requires managing tasks and resources like projects, and that combining project management skills with idea generation can increase innovative success.
Create a blue ocean using Innovation and Project Managementfrancishung
As the world is becoming more global, China is facing problems in competing with other developing world in labor cost, and the global economic downturn has drastically reduced export to US and the European world. There are winners and losers in this game: only the companies that are constantly innovate can innovate their way out and maintain their leadership and long term sustain growth. This presentation provides a intro to the first step in innovation.
The document discusses a case study of Avatar Solar, Inc.'s expansion to India. It addresses two questions:
1) What constitutes a successful technology/knowledge transfer? A successful transfer requires investing time to make practices compatible, establish trust and collaboration, and decrease dependence through mutual dependence.
2) What are critical success factors for cross-border knowledge transfer? A successful transfer requires countries with similar institutional profiles or a person familiar with both countries to reduce difficulties from institutional distance. Compatibility of practices and developing commitment, identification, and trust are also important.
El MTA o Análisis de Tendencia de Hitos es una herramienta gráfica que permite a los gerentes de proyecto visualizar fácilmente el progreso del proyecto mediante el análisis del comportamiento en el tiempo de los hitos planificados. Se grafica colocando los hitos en el eje vertical y las fechas de los informes en el horizontal, permitiendo identificar desviaciones que puedan afectar el cronograma general del proyecto.
El documento habla sobre la certificación Microsoft Technology Associate (MTA), la cual es una certificación introductoria de Microsoft para personas que desean iniciar una carrera en tecnología. MTA valida conocimientos fundamentales en tecnología a través de exámenes sencillos y ayuda a conseguir empleos en cualquier parte del mundo. Incluye diferentes niveles como Especialista y Experto.
Managerial analysis of Innovative Biscuits (Pvt) Ltd.Malik Umar Hayat
Here are the key points about organizing at Innovative Biscuits Pvt Ltd:
- The organizational structure is organic with decentralized authority and wide spans of control. Cross-departmental and cross-hierarchical teams are formed for projects.
- Work is specialized with each person focused on specific tasks. However, job rotation is also practiced when needed.
- Departments are organized based on functions like production, marketing, finance etc. Some process and customer based departments also exist.
- There is a clear chain of command from top managers to middle managers to frontline managers. However, an open-door policy allows free flow of information.
- Decision making is decentralized with managers having authority. However, strategic
The document summarizes information about Chernihiv National University of Technology. It discusses the university's structure, including 9 faculties and 47 departments. It also notes that the university has 518 regular scientific-pedagogical workers, including 75 doctors and 270 candidates. Additionally, the university participates in 17 international projects and has agreements for scientific-technical cooperation with 45 international partners.
All too often, hastily planned brainstorming sessions bring up a lot of good ideas that somehow never get used, while the boring kinds of ideas you are trying to get away from seem to be used again and again. One reason for this is the lack of an innovation plan, according to Jeffrey Baumgartner.
3 stages linear arrow process innovation diagram slide shop powerpoint slidesSlideTeam.net
The document describes an editable linear arrow process innovation diagram template for PowerPoint. It includes stages 1 through 3 represented by arrows. All images in the template can be edited in terms of color, size, orientation, and other properties using the ungroup, format shape, and theme color options in PowerPoint. The template allows users to customize the diagram to capture their audience's attention.
Using a Design Sprint to Accelerate Innovation - Agile AustraliaRob Scherer
Last year, we worked on a project where we trialled the design sprint process created by Google Ventures.
We’d identified an opportunity. We had a segment of the market that we weren’t serving particularly well and when we had a look around, it seemed that nobody else was either. The area was ripe for disruption and we believed that if we didn't disrupt ourselves, somebody else would.
This talk covers:
1. what a design sprint is
2. some of the modifications we made to the Google Ventures process
3. a few practical tips that might help if you're running your own sprints
SharePoint User Experience Design Project Plan v1.0Marcy Kellar
This is the first draft of the User Experience timeline of a WCM/ECM SharePoint Project. I found myself drawing this on cocktail napkins at Sharepints and thought I'd pdf it for discussion.
The primary objective of creating this graphic was to explain the approximate onset of visual design in a user-centric SharePoint project. I'm interested in hearing your ideas.
O documento descreve as três etapas de um método de design centrado no usuário: 1) Descobrir, onde são realizadas pesquisas de mercado e entrevistas para entender os usuários atuais e futuros. 2) Definir, onde ideias são geradas através de sessões com usuários para desenvolver princípios e uma nova jornada de usuário. 3) Desenvolver, quando protótipos são testados diretamente com usuários para refinar o produto mínimo viável antes do lançamento.
Service Blueprint - Visualize and understand the entire service networkHeller de Paula
This document outlines a service blueprinting technique used to visualize and understand an entire service network. A service blueprint maps out key aspects of a customer's journey through a service, including touchpoints, channels, frontstage and backstage processes, and moments along the journey. It is used to ensure service standards are met, identify weak points in the service, and find opportunities for improvement by examining the complete customer experience and operations supporting it.
User experience (UX) is one of the top priorities of organizations in 2016. Customers simply expect that they will intuitively understand how to use your software - and if they don't, they will rapidly move on to using your competitor's products. However, how can you ensure that your project to develop a powerful UX will be delivered on-time and on-budget, with the results you are expecting?
In this webinar, Belatrix's user experience (UX) guru, Bruno Vilches, will demonstrate how to successfully scope and estimate a UX project.
In the webinar you will take away:
* Key factors to consider when scoping your UX project
* Step-by-step guide to scoping and estimating a UX project
* How the UX process will help you make accurate estimations
Here's the webinar recording: http://www.belatrixsf.com/index.php/tactics-to-successfully-scope-and-estimate-ux-projects/
The document discusses human-centered design and how user experience design should be focused on understanding users and designing experiences based on how people think and work. It provides guidance on concepts like only presenting necessary information, using images over words when possible, reducing choices to minimize decision time, and providing feedback to guide desirable behaviors. The document also includes examples of good and poor UI design practices.
This document outlines the scope and content of an innovative project management program for working professionals. The program will cover topics such as project concepts and standards, formulation and approval processes, risk analysis, quality assurance, and case studies. It will demonstrate the use of tools like CPM, PERT and Gantt charts for project scheduling. The objectives are to define what constitutes a project, explain the project manager's role, and analyze reasons for cost and time overruns in government projects in India. Successful project management requires experienced people, well-defined processes and organizational structure.
Strategies for Managing Human Centered Design Projects CORE Group
This document discusses taking a design-led approach to prioritize three key things: ensuring a desirable user experience, optimizing operational efficiency, and maximizing operational effectiveness. It describes applying this approach to develop an innovative mobile technology solution called the Care Community Hub to address barriers in health worker motivation by providing knowledge, learning, motivation and communication tools. The solution includes a learning center, point-of-care center, achievement center, staying well center, and planning center, as well as a supervisor dashboard.
9 tips to boost your innovation project (by @nickdemey @boardofinno)Board of Innovation
Nine practical tips to consider before starting an innovation or ideation project. Based on LinkedIn discussions and our own experience in running innovation projects for our clients.
From Intuit's Design for Delight (D4D) resource center on Intuit Labs: the NEXT Tool.
Use this tool when you have a clear, customer-backed vision but still want to experiment with different ideas that ladder up to your established vision.
This presentation covers the following topics: the strategic perspective, market, customers, competition, technology, driving forces for change, organizational capacity and capability, organization culture, values and development, stakeholders, strategic elements, strategy, and strategic thinking.
This presentation covers strategy, organizational culture, values in organizations, building values and community and a leaders role building community in an organization.
The document outlines Paul Schumann's innovation roadmap model which includes analyzing market stakeholders, enterprise capabilities and capacities, and developing a roadmap. It discusses assessing customers, competition, technologies, and other factors in the market. The model also involves evaluating enterprise resources, culture, and developing a vision, mission, and strategy. Finally, it outlines the innovation lifecycle from scientific findings to widespread social and economic impacts.
This presentation discusses what technology is, in a very genral sense what are the key information technologies for the future, what is technology management and guidelines for thriving.
This presentation covers the following topics: The Goal is Wisdom, Process, Ways of Looking at the Future, What is a Market?, Four Causes of Reality, The Impact of Temperament and Guidelines.
Building an innovative enterprise can be your most significant accomplishment for it can live beyond the your tenure or even your life.
Innovation is the way of transforming the resources of an enterprise through the creativity of people into new resources and wealth.
Innovation also reduces costs and increases profitability. But innovation is risky. Most innovations fail resulting in increased costs. On the other hand, to stay competitive you must innovate. To reduce risks you must target your innovations to meet customer needs and you must assure that your business is optimized to implement the innovation required by your customers.
Innovation is the lifeblood of a enterprise. It courses through a vital enterprise spawning new markets, enlarging existing markets, increasing market share or swelling profits.
Innovation flows from a strategy that balances the opportunities and threats in a market, the desires of stakeholders, the capability and capacity of the enterprise for innovation. Values derived from the market drive the development of the enterprise's resources, focus the organizational culture of the enterprise and align the enterprise's five innovation enablers inspiring people to be effective and efficient.
Innovation is not static. The need for innovation is a moving target that must be forecast as far into the future as it will take the enterprise to respond. Your foresight has to be greater than your ability to innovate.
The Key to Creating New Resources and Wealth
This presentation covers Innovation, Enterprise Innovation, Organizational Development, and Innovation Commons Getting Started.
The document discusses strategies for survival and career fulfillment in a changing work environment. It outlines how work is shifting from traditional hierarchical jobs to more flexible, expansive work defined by one's purpose. It recommends identifying constraints and goals, developing skills, networking with others, and continually adapting one's approach. The workplace is becoming more chaotic, decentralized and virtual, requiring workers to create their own opportunities and contracts. Success requires interconnection, flexibility and accepting contradiction.
Innovation in Corporations: Creative Productivity in a BoxPaul Schumann
This presentation covers productivity and creativity in organizations, patterns of change and how that is related to innovation. It also covers the innovation grid, patterns of industrial innovation, an innovation perspective and guidelines for successful intrapreneurship.
Presentation to GIBBS MBA class on Disruption and InnovationBrian Pinnock
This is a talk I did a few weeks back to a GIBBS MBA class. It covers a nice wide range on digital disruption and how to try and innovate in a disruptive world. It does acknowledge sources in the slides but I would specifically like to acknowledge:
- Mary Meeker - KPCB (multiple presentations)
- Brynjolfsson & McAfee 2012 (Race against the machine)
- Govindarajan & Trimble 2010 (The other side of Innovation)
- Hobcraft 2012 (navigating-the-three-horizon-framework)
Business Value of Agile Organizations: Strategies, Models, & Principles for E...David Rico
This document presents a metamodel for business agility created by Dave Rico in 2015-2016. The metamodel analyzes 18 major approaches to business agility across 8 dimensions: strategic agility, cultural agility, process agility, product & service agility, technology agility, IT infrastructure agility, organization design agility, and capital infrastructure agility. Each dimension contains attributes that help define business agility. The metamodel provides a framework for understanding the key elements of an agile business.
This document discusses how crowdsourcing and leveraging people as assets can generate new ideas that drive innovation within enterprises. It argues that companies should source ideas both from their own employees and customers using technology like idea marketplaces and contests on social media. Best practices for idea generation include engaging customers and employees to participate in an integrated collaboration suite that facilitates sharing and discussion of ideas. Tracking social interactions can provide insights into how innovative ideas are generated within organizations.
Serendipity, Abundance and the Relentless Pursuit of InnovationPaul Schumann
This presentation covers the topics of Exploiting Change, Leveraging the Innovation Profile, Revealing Hidden Innovations and Tapping the Magic of Groups.
The document discusses skills needed to lead enterprise programs. It begins by covering the evolution of industry and disruptors like technology changes. It then discusses change management and different types of change. The rest of the document details skills across various areas like business, technical, and leadership that are important for leading large, complex enterprise programs. These include skills like communication, problem solving, emotional intelligence, strategic planning, and adapting to changing technologies. The key takeaway is to balance skills across business, technical and leadership domains and align program objectives to organizational strategy.
The document discusses assessing technology needs, acquiring new technologies, characteristics of innovative organizations, and managing change effectively. It provides learning objectives, forces driving technological development, ways to assess organizational needs and criteria for technology decisions. It also outlines technology acquisition strategies, roles in technological innovation, characteristics of innovative companies, and approaches for managing change.
The document discusses assessing technology needs, acquiring new technologies, characteristics of innovative organizations, and managing change effectively. It provides learning objectives, forces driving technological development, ways to assess organizational needs and criteria for technology decisions. Methods of technology acquisition include internal development, licensing, and contracted development. The roles of a CIO/CTO and innovation team are described. Characteristics of innovative companies include an organizational culture that encourages creativity and learning from failures. Organizational development techniques and a three-stage change management model are also summarized.
This document discusses how conjoint analysis can be used in the innovation process. It provides an overview of conjoint analysis and how it can help answer questions about feature priorities, pricing, and market share predictions. The document then discusses a case study where conjoint analysis was used by Aperion Audio to understand what factors drive consumer decisions for speakers and what value they place on certain features. The results provided guidance to direct R&D efforts and product positioning.
The document discusses skills needed to lead enterprise projects in an environment of constant change and disruption. It emphasizes understanding one's industry and aligning research with organizational strategy. The PMI Talent Triangle highlights technical, leadership, and strategic skills areas including requirements gathering, risk management, team building, and business acumen. Future skills will include complex problem solving, creativity, emotional intelligence, and cognitive flexibility. Leaders must inspire others to achieve more in this shifting landscape.
World Innovation Forum Survey Full Details FinalDianne
The document discusses a survey on innovation conducted by Capgemini. Some key findings:
- Innovation leaders (over 75% success rate) significantly outperform the market financially over 5 years.
- Most companies continued innovating during the recession, with leaders using it as a transformation opportunity.
- Successful innovation is customer-focused, intentional, and creates value.
- Day-to-day business demands are the top barrier to breakthrough innovation.
- Innovation leaders engage employees at all levels and take advantage of external partners and customers more than others.
- Having executive commitment to innovation and aligning innovation with strategic vision correlates with success.
Client Training: How to Recruit New Grads and Millennials Glassdoor
The document discusses a webinar on recruiting new graduates and millennials. It includes an agenda for the webinar that covers what new graduates and millennials want from jobs, how companies can attract top candidates, and lowering the cost-per-hire. There are also brief biographies of two featured speakers from Glassdoor and Triage Consulting Group. The webinar will provide tips and research on engaging millennials and maintaining a culture that appeals to new candidates.
I believe that it is our duty to wear a mask during the pandemic and not recklessly expose others in our sphere of influence to Covid-19. If you are interested, read my analysis.
The Lost Creek Civic Organization passed a resolution opposing CodeNEXT 3.0, Austin's proposed rewrite of its land development code. The resolution expressed concerns that CodeNEXT 3.0 would contradict deed restrictions in Lost Creek, increase litigation and degrade the neighborhood. It requested that the City commit to enforcing deed restrictions, reject provisions allowing non-residential uses or increased density, traffic, or impervious cover. The resolution also asked the City to postpone any vote on CodeNEXT 3.0 until more review and analysis could occur.
Lost Creek Wildfire Adapted Community PlanPaul Schumann
The Lost Creek Wildfire Adapted Community Plan aims to improve wildfire preparedness and safety in the Lost Creek neighborhood. The plan seeks to (1) inspect homes in high risk wildland-urban interface areas to assess compliance with firewise standards, (2) educate homeowners on mitigation measures and provide assistance with landscaping/debris removal, and (3) develop an evacuation plan coordinated with other entities in the area and provide education to residents. The plan also aims to conduct fuel reduction projects on public and private lands, advocate for improved emergency response times, and update local development codes to incorporate firewise building standards.
- The document analyzes housing affordability data from ZIP code 78704 in Austin.
- It finds that housing price is most strongly correlated with size and age of the home. Only condos built before 1972 are around $200,000, the price affordable to median income.
- Increasing density or housing diversity alone will not make housing affordable given current market conditions and construction costs. The real issue is socioeconomic and requires broader policies than land development code changes can address.
This document provides definitions and standards for 11 transect zones (T3-T6) that regulate building types, forms, and uses to create walkable urban environments. Each zone is defined by its intent, allowed building types and sizes, setbacks, parking standards, and intended uses. The zones range from low-density residential edges (T3) to high-intensity mixed-use cores (T6).
A Tale of Two Cities (Austin and Seattle)Paul Schumann
The document summarizes recommendations from a Seattle task force on housing affordability and compares planning approaches between Seattle and Austin. It notes that Seattle requires developers to include affordable units, prioritizes affordable housing on public land, and offers subsidies and tax breaks to encourage affordable development and prevent displacement. In contrast, the document argues Austin accepts too much development without ensuring affordability and quality of life. It calls for Austin to update neighborhood plans, engage diverse voices, and require all neighborhoods to participate in housing supply solutions.
by David King
A 2012 study by the City showed that Austin’s zoning capacity would accommodate a doubling of the population. That is apparently not enough for
organizations like the Real Estate Council of Austin
(RECA), Austin Board of Realtors (ABOR), and Austinites For Urban Rail Action (AURA). These groups blame single family zoning for the City’s housing affordability crisis and claim that entrenched neighborhood groups resist any changes to neighborhoods.
Fact Sheets on Fencing for Wildfire MitigationPaul Schumann
Noncombustible fencing materials within 5 feet of a home can help reduce wildfire risks. Combustible fencing can ignite from embers and spread fire to the nearby home. Fencing products made of noncombustible materials like steel or those with designs allowing better air flow are less likely to ignite from embers.
A wildfire adapted community is defined by the United States Forest Service as "a knowledgeable and
engaged community in which the awareness and actions of residents regarding infrastructure, buildings, landscaping, and the surrounding ecosystem lessens the need for extensive protection actions and enables the community to safely accept wildfire as a part of the surrounding landscape." The National Wildfire Coordinating Group definition, which was developed approved by the Wildland Urban Interface Mitigation Committee, is "A human community consisting of informed and prepared citizens collaboratively planning and taking action to safely coexist with wildland fire."
The document provides an assessment of wildfire risk for the Lost Creek community. It analyzes various wildfire risk factors like ignition density, fire intensity, rate of spread, and home defensibility across different areas of Lost Creek. GIS maps are used to visualize the data. Home defensibility is rated based on homeowners' ability to implement wildfire risk reduction measures within 100-200 feet of their homes. The analysis finds that Lost Creek has a serious wildfire risk and many homeowners have limited ability to protect their homes individually. It identifies priority areas for wildfire mitigation based on a combination of wildfire risk factors and home defensibility ratings.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
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The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
[To download this presentation, visit:
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
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22. This work is licensed under the Creative Commons Attribution license. You may distribute, remix, tweak, and build upon this work, even commercially, as long as you credit me for the original creation as Paul Schumann, Glocal Vantage Inc, www.glocalvantage.com. Glocal Vantage Inc.