The reflections of a successful corporate intrapreneur, change agent and innovation program manager.
What to do,
What not to do
and of course the results achieved, well they're on my LinkedIn profile
All organizations need a Disaster Recovery (DR) plan, but many are unsure what is appropriate or how to scope the organization’s needs. Operating with an insufficient DR plan leaves organizations vulnerable to negative business impacts in the event of a disaster. Organizations can save time and money by properly scoping their DR plan.
The process of examining your DR plan can be broken down into a series of steps:
* Determine the current DR capability which IT can provide
* Know what DR capabilities the business wants
* Align the business’ and IT’s DR priorities
Use this Storyboard to begin the process of building your organization’s ultimate DR plan.
A strong communication capability between the business and IT ensures the alignment of business requirements with delivered IT functionality and value. Use this storyboard to understand common barriers to effective requirements management, tactical solutions to overcome these barriers, and how to achieve a high level of project success.
This storyboard will help you:
•Understand the common barriers to effective requirements management
•Learn how organizations have solved these challenges
•Implement your own tactical solutions to enable effective communication of business requirements for IT projects in your organization
•Achieve a high level of project success
Whether an organization develops its own applications or implements packaged solutions, the success of the project depends on the clear communication of business requirements in terms IT can understand and deliver.
Consumer technology is invading the enterprise and IT must embrace it in order to encourage employee productivity and satisfaction. Info-Tech recommends that organizations allow personal mobile devices on their corporate networks. This research addresses the following:
•Understand differences in security and management between the three major platforms – BlackBerry, Apple iOS, and Google Android.
•Evaluate the organization's position on the mobile device security scale and determine if third-party infrastructure is necessary.
•Development and enforcement of a personal mobile acceptable use policy to encourage end-user compliance and foster success.
Embrace consumer technology in the enterprise, and focus on end-user compliance to leverage productivity and maximize the potential for success.
Selection of a standard collaboration platform and toolset used to be easy: Microsoft or IBM Lotus. Now there are many competitors in this market, fueled by the rise of Web 2.0 collaboration paradigms, requiring organizations to know what the problem is they are trying to solve.
This storyboard will help you:
•Understand and identify collaboration opportunities that exist within your organization.
•Identify leading vendors and compare capabilities.
•Select the right solution to implement.
Organizations are embracing the need to support teams with enterprise collaboration solutions.
Lotusphere Id601 - Understanding the marketplace advantages for IBM Lotus sol...Ed Brill
In this session, we'll examine the marketplace for collaboration, highlighting where the industry is going and how IBM is innovating in this space. We'll then help to define the trends forming and highlight Lotus capabilities and their advantages. In addition, we'll discuss how IBM is positioned in the marketplace, discussing best practices, real-world experiences, and considerations customers should make when looking at these solutions. You'll learn how customers are examining the real costs involved in deploying these solutions in their organization. Come and hear the reasons why Lotus solutions are the choice of tens of thousands of customers worldwide.
A Custom Technology Adoption Profile Commissioned b
y IBM
The Risks Of ”Do It Yourself” Disaster Recovery
Firms Bringing Disaster Recovery Back “In-House” Fa
ce Significant Challenges In Resources, Funding,
And Preparedness
All organizations need a Disaster Recovery (DR) plan, but many are unsure what is appropriate or how to scope the organization’s needs. Operating with an insufficient DR plan leaves organizations vulnerable to negative business impacts in the event of a disaster. Organizations can save time and money by properly scoping their DR plan.
The process of examining your DR plan can be broken down into a series of steps:
* Determine the current DR capability which IT can provide
* Know what DR capabilities the business wants
* Align the business’ and IT’s DR priorities
Use this Storyboard to begin the process of building your organization’s ultimate DR plan.
A strong communication capability between the business and IT ensures the alignment of business requirements with delivered IT functionality and value. Use this storyboard to understand common barriers to effective requirements management, tactical solutions to overcome these barriers, and how to achieve a high level of project success.
This storyboard will help you:
•Understand the common barriers to effective requirements management
•Learn how organizations have solved these challenges
•Implement your own tactical solutions to enable effective communication of business requirements for IT projects in your organization
•Achieve a high level of project success
Whether an organization develops its own applications or implements packaged solutions, the success of the project depends on the clear communication of business requirements in terms IT can understand and deliver.
Consumer technology is invading the enterprise and IT must embrace it in order to encourage employee productivity and satisfaction. Info-Tech recommends that organizations allow personal mobile devices on their corporate networks. This research addresses the following:
•Understand differences in security and management between the three major platforms – BlackBerry, Apple iOS, and Google Android.
•Evaluate the organization's position on the mobile device security scale and determine if third-party infrastructure is necessary.
•Development and enforcement of a personal mobile acceptable use policy to encourage end-user compliance and foster success.
Embrace consumer technology in the enterprise, and focus on end-user compliance to leverage productivity and maximize the potential for success.
Selection of a standard collaboration platform and toolset used to be easy: Microsoft or IBM Lotus. Now there are many competitors in this market, fueled by the rise of Web 2.0 collaboration paradigms, requiring organizations to know what the problem is they are trying to solve.
This storyboard will help you:
•Understand and identify collaboration opportunities that exist within your organization.
•Identify leading vendors and compare capabilities.
•Select the right solution to implement.
Organizations are embracing the need to support teams with enterprise collaboration solutions.
Lotusphere Id601 - Understanding the marketplace advantages for IBM Lotus sol...Ed Brill
In this session, we'll examine the marketplace for collaboration, highlighting where the industry is going and how IBM is innovating in this space. We'll then help to define the trends forming and highlight Lotus capabilities and their advantages. In addition, we'll discuss how IBM is positioned in the marketplace, discussing best practices, real-world experiences, and considerations customers should make when looking at these solutions. You'll learn how customers are examining the real costs involved in deploying these solutions in their organization. Come and hear the reasons why Lotus solutions are the choice of tens of thousands of customers worldwide.
A Custom Technology Adoption Profile Commissioned b
y IBM
The Risks Of ”Do It Yourself” Disaster Recovery
Firms Bringing Disaster Recovery Back “In-House” Fa
ce Significant Challenges In Resources, Funding,
And Preparedness
Creating IT Value-A Better Way to Make IT Investment DecisionsScottMadden, Inc.
All IT organizations are resource constrained—demand exceeds supply. Organizations need criteria to decide which projects warrant allocation of high-value constrained resources. This is the second in a series on maximizing IT investment value.
This ISG white paper discusses the benefits of linking IT costs to business activity, and of analyzing the potential impact of IT investment on performance improvement
Market Research Report : ICT Adoption in Manufacturing Sector India 2011Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
Need for maintenance of global standards is stimulating ICT adoption in manufacturing sector, finds Netscribes
The current model of GS100 is based on market performance and
leadership, breadth of services, spread of global delivery capabilities, and
customer leadership. Next year, we would extend the model to measure
how service providers move towards leveraging platforms and solutions to
deliver the next wave of business value.
Congratulations to all the GS100 companies!
Is Outsourcing the Answer in an Economic Downturn? Outsourcing Support for Op...ActiveState
It’s no surprise that outsourcing is on the rise, especially in the finance sector that was
hit so hard by last year’s economic meltdown. Financial organizations are tightening their belts by sending more work outside company walls. In the last quarter of 2008,
the combined value of outsourcing contracts in the finance sector reached a whopping
$3.6 billion.1 The lion’s share of those contracts went to IT projects, according to
Information Age. Analyst firm IDC predicts that banks will continue to trim IT costs in
2009 by outsourcing more IT.2
Intel it business_review_building_stronger_bridges_between_users_itxband
“ The ultimate value and the greatest insights are found when we align and correlate this data with other business intelligence, projects, and investments.”
Ed Goldman, Intel IT CTO
IBM's CIO Study: Telecom Industry Executive SummaryIBMTelecom
As part of IBM's Chief Information Officer (CIO) Study, we listened to more than 2,500 CIOs worldwide including 80 CIOs from telecommunications (Telecom) companies. This Executive Summary focuses on findings related to our conversations with Telecommunications CIOs.
Creating IT Value-A Better Way to Make IT Investment DecisionsScottMadden, Inc.
All IT organizations are resource constrained—demand exceeds supply. Organizations need criteria to decide which projects warrant allocation of high-value constrained resources. This is the second in a series on maximizing IT investment value.
This ISG white paper discusses the benefits of linking IT costs to business activity, and of analyzing the potential impact of IT investment on performance improvement
Market Research Report : ICT Adoption in Manufacturing Sector India 2011Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
Need for maintenance of global standards is stimulating ICT adoption in manufacturing sector, finds Netscribes
The current model of GS100 is based on market performance and
leadership, breadth of services, spread of global delivery capabilities, and
customer leadership. Next year, we would extend the model to measure
how service providers move towards leveraging platforms and solutions to
deliver the next wave of business value.
Congratulations to all the GS100 companies!
Is Outsourcing the Answer in an Economic Downturn? Outsourcing Support for Op...ActiveState
It’s no surprise that outsourcing is on the rise, especially in the finance sector that was
hit so hard by last year’s economic meltdown. Financial organizations are tightening their belts by sending more work outside company walls. In the last quarter of 2008,
the combined value of outsourcing contracts in the finance sector reached a whopping
$3.6 billion.1 The lion’s share of those contracts went to IT projects, according to
Information Age. Analyst firm IDC predicts that banks will continue to trim IT costs in
2009 by outsourcing more IT.2
Intel it business_review_building_stronger_bridges_between_users_itxband
“ The ultimate value and the greatest insights are found when we align and correlate this data with other business intelligence, projects, and investments.”
Ed Goldman, Intel IT CTO
IBM's CIO Study: Telecom Industry Executive SummaryIBMTelecom
As part of IBM's Chief Information Officer (CIO) Study, we listened to more than 2,500 CIOs worldwide including 80 CIOs from telecommunications (Telecom) companies. This Executive Summary focuses on findings related to our conversations with Telecommunications CIOs.
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
Esta presentación formó parte de la conferencia "Liderazgo para Innovación" impartida por el Ing. Gerardo Silva, Head of Strategy and Innovation, Engineering Manager de Continental en el XXVII Congreso de la Industria de Alta Tecnología.
STAT Part 3: Failure at CTO (anonymized) mindful action without performance o...David Denyer
In this series of articles, I will discuss each of the four approaches to Organizational Resilience (preventative control, mindful action, performance optimization, and adaptive innovation).
How do you become a leader in the tech industry_.pdfAnil
Becoming a leader in the tech industry requires a combination of technical expertise, leadership skills, and a strategic mindset. Here are some steps you can take to position yourself as a leader in the tech industry
Shaping the Future: Product Strategy in the Age of UncertaintyAggregage
In this webinar, we'll explore product strategy obstacles and present practices to overcome them while driving clarity and alignment across your executive team.
Ignite your strategic thinking mit innovation labAlan Scrase
IGNITE your…. strategic thinking
Presenter – Dr. Dave Richards, experienced and highly successful serial entrepreneur, innovator and master strategist, will be presenting on
“The MIT Innovation Lab: 5 key Learnings”
Dr Dave is an inspirational speaker, adviser, author and globally recognised thought leader.
He is honorary visiting Fellow with the Faculty of Management, Cass Business School, City University, London, co-founder and honorary lifetime member of the Massachusetts Institute of Technology Innovation Lab, Fellow of the Institute of Directors and the Royal Society for the Encouragement of the Arts, Manufactures & Commerce as well as adviser to a variety of business and government leaders.
Riding on the Currents of Innovation to Supercharge Employee RelationsJoris Claeys
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
NASA 's use of TRIZ (systematic innovation methodology)Richard Platt
This is the public presentation from NASA where they used a systematic innovation methodology known as TRIZ on "Improving Innovation Through TRIZ for the Microgravity Project Managers Working Group" for the NASA Glenn Research Center - Engineering Development Center at Lewis Field (2004). This is a companion presentation that was conducted by GE to NASA on TRIZ's use and application at their company. (See link here: https://www.slideshare.net/rplatt/general-electric-overview-presentation-of-triz-deployment-presented-to-nasatrizoverviewtonasa)
Kia Hyundai - Concept Development of Variable Compression Engine-hw lee(korea...Richard Platt
This is the public presentation from Kia Hyundai using systematic innovation methodology TRIZ on a Variable Compression Engine, it is the companion presentation on the other paper that we posted here - https://www.slideshare.net/rplatt/patent-strategies-using-triz-at-kia-hyundai-within-a-dfss-framework
The related paper to this presentation illustrates using Patent strategies called the "trimming strategy", the "antidote strategy", and the "picket-fence strategy" for patenting.
Patent Strategies using TRIZ at Kia Hyundai within a DFSS framework Richard Platt
Kia Hyundai has long been known as a company that uses TRIZ in its product development activity. This paper illustrates the Design For Six Sigma (DFSS) process using the TRIZ (Russian acronym for Theory of Inventive Problem Solving) methodology for creating new ideas from the current engineering systems, using Patent strategies called the "trimming strategy", the "antidote strategy", and the "picket-fence strategy". In this paper as an example uses the Variable Compression Ratio (VCR) engine, windshield wiper blade, and
Continuously Variable Valve Actuation (CVVA) of the car engine, and selected new concepts for each system that were created by applying the previously mentioned three strategies.
Responding to the Impact of #Covid19 Pandemic & Economic Crisis and Beyond - ...Richard Platt
So this Economic Crisis caused by the #Covid19 pandemic has hit us all pretty hard, so I thought you might want to get a leg up and over this whole thing and leverage your own and your organization's talents and abilities to make that Innovation Pivot, that everyone is going to need to do, and done quickly, otherwise it's not good for you and your company. This #Covid19 has been a big reset, but more than that, it's a #StrategicInflectionPoint, which basically means that everyone's profitability and competitive advantage got smashed, and you all are going to have to do something about that...and the one way we know, that will work, is to #innovate your way out of this economic downturn, because at the end of the day, no company or individual is going to survive this impact without Innovating their way out of the situation. So we suggest you have a read and let us know what you think, and if you need help let us know, we do know how to deal with this, learn how to #systematically innovate and get you going once again and back to being profitable and competitive individuals and firms.
Michelin Using TRIZ in the Product Development of Tweel Richard Platt
This is a presentation on How Michelin Tires used TRIZ to develop their Tweel design that has been making its way into the commercial market for its application on multiple automotive and wheeled vehicle applications
Aviation Aerospace & Defense industry TRIZ Case Studies - An Overview Richard Platt
As a part of my series on different companies and industries using TRIZ (a systematic innovation methodology), here is a compilation of case studies from across the globe, applying the methodology...Enjoy
Agile Hardware Product Development (NextGen NPD plus - MRO shop example) inc...Richard Platt
This is the Master draft of a presentation that I gave to the Project Management Institute (pmi.org), on Next Generation New Product Development with an MRO Shop performance increase as a result of applying this methodology to shop operations, However the methodology in and of itself was intended for New Product Development teams, but the methodology was equally relevant and applicable for Mfg and Process operations, particularly when you are dealing with heterogeneous flows within the process itself, which current methods of NPD, are not able to address, and thus why in many cases they are not as effective an approach to getting the said process to move even faster, more efficiently and effectively. Have a look for yourself, try it out, let me know what you think.
Richard Platt
Panasonic - The Practical Use of Scientific Innovation Techniques for Teleco...Richard Platt
Here is another presentation in my series of showing which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, this is another from the Panasonic Corporation. This one is is a presentation was given to the Japanese TRIZ Community Conference of 2010, presented by Mr. Takahiro Shoji of the Panasonic Communications division, specifically the Telecommunications device design group. This presentation walks through the scientific process that he and other TRIZ trained engineers inside of Panasonic apply TRIZ, as a scientific method in discovering new solutions and continuous improvement of designs. This is the 2nd presentation that Panasonic has emphasized the "scientific approach", and it is the same that we at the S+IG, use towards problem-solving, strategy and innovation, and of note it is the same approach that we see Samsung also using. It is an interesting insight into how this company has applied TRIZ inside of their Corporate organization and to give them the edge they seek competitively against
Panasonic Corporation's Training of TRIZ for Managers Using a Scientific Richard Platt
Another presentation in my series of showing which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another from the Panasonic Corporation. This one is is a presentation from the 7th Japan TRIZ Community Conference of 2010, presented by Mr. Kazuya Yamaguchi who had recently retired from Panasonic as the Deputy General Manager of the Corporate Management Quality Promotion Division inside of the Panasonic Corporation. This presentation walks through the process that he and others trained managers inside of Panasonic on applying TRIZ at the managerial level, as a scientific method in discovering new lines of business and continuous improvement of operations, and in support of their TRIZ trained engineers. An interesting insight into how this company has applied TRIZ inside of a Corporate organization
Panasonic Corporation Use and Application of TRIZ Methodology (2007 3rd Japan...Richard Platt
Another presentation in my series of showing which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another in this series. This one is is a presentation from the 3rd Japan TRIZ Community Conference of 2007, presented by Mr. Yosuke Koga of the Corporate Management Quality Promotion Division at the Panasonic Corporation. This is a case study application of using TRIZ to eliminate defects in a printer assembly process.
Mitsubishi-Hitachi Power Systems Ltd - Introduction of a Productive Process C...Richard Platt
In my attempt to show which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another presentation in this series, this one is is a presentation from the Japan TRIZ Community, presented by Mr. Shoji Yoshida of the Mitsubishi Hitachi Power Systems (a joint venture between Mitsubishi and Hitachi), they are a subdivision within Mitsubishi Heavy Industries Group. They build Turbines, big ones, and this presentation is from their Global Turbine Manufacturing facility and group. Mr Yoshida discusses their proliferation of a new framework for new product development using TRIZ, that is also a faster, more efficient approach, that I had not seen done before in other firms, but I can definitely recognize when I see it, despite that some of the presentation is in Japanese kanji, and this is despite my Japanese isn't good enough to translate it. Nonetheless, it is illustrative of this additional framework that this company uses in deploying TRIZ and be able to effectively execute delivering the product and it's the value proposition to the marketplace, something that I don't see other companies doing with near the same efficiency or effectiveness.
Denso Corporation - How they Select TRIZ concepts at the firm (2017)Richard Platt
Denso Corporation's path forward using TRIZ has been interesting to watch as they have continued to make strides integrating this systematic innovation methodology into their Engineering and Manufacturing of their products. This presentation from the Japan TRIZ Society is excellent example of how they select down from different concepts into what they will implement in their process and product domains. A good read.
TRIZ Promotion activity in Sony Semiconductor Group (2016)Richard Platt
Here is another presentation in the series of presentations showing which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage. This presentation is from the Sony Semiconductor Group they started their deployment in 2004, and this presentation goes over a specific part of the company, the Sony Semiconductor Manufacturing Group and deployment of training into the Fabs themselves, with numerous internal Sony awards given for projects undertaken and the results achieved.
Motorola Corporation's approach to Directed Innovation Methods Richard Platt
In my attempt to show which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another presentation in this series, this one is from Motorola Corporation's Ms. Maria Thompson (Director, Intellectual Asset Management Process and Tools), who is a part of the Motorola Law Department. This presentation covers how Motorola integrated its corporate processes for capturing the IP (Intellectual Property), in greater detail and references
Motorola Corporation - How they Integrated Six Sigma and TRIZRichard Platt
In my attempt to show which companies are using or have used TRIZ inside of their organizations for their own profitability and competitive advantage, here is another presentation in this series, this one is from Motorola Corporation's Mr. Jeff Summers (Director of Motorola University) and Ms. Maria Thompson (Director, Intellectual Asset Management Process and Tools). This presentation covers how Motorola integrated Design for SIx Sigma with TRIZ inside of their corporate processes for capturing the IP (Intellectual Property), as well how they use the tools in combination.
Denso Corporation Japan How to Lead Practitioners into the practical applic...Richard Platt
DENSO is a leading supplier of advanced automotive technology, systems and components for all the world's major automakers. Mr. Shigeru Hisanaga and Mr. Hiroshi Takenaka of the Research and Development Planning Section of the DENSO Corporation, present to the Japan TRIZ Society their practical application of developing their own internal deployment of TRIZ for the company as a whole, there are two parts to this, as the follow on presentation illustrates how the lessons they learned in the process of deployment, all did not go as well, for them in the 2nd presentation, but they prevailed... A worthwhile read.
Denso Corporation Japan - A corporate history of TRIZ deployment and applica...Richard Platt
DENSO is a leading supplier of advanced automotive technology, systems and components for all the world's major automakers. Mr . Shigeru Hisanaga and Mr. Hiroshi Takenaka of the Research and Development Planning Section of the DENSO Corporation, present to the Japan TRIZ Society their practical application of developing their own internal deployment of TRIZ for the company as a whole, there are two parts to this, as the follow on presentation illustrates how the lessons they learned in the process of deployment, all did not go as well, for them in the 2nd presentation, but they prevailed... A worthwhile read.
Toyo Tire and Rubber - Applying QFD and TRIZ (2017)Richard Platt
Another presentation from Mr. Naoto Kashihara and Mr. Kazuhiro Sakakibura of Leading Tire Technology Development department of TOYO TIRES, applying TRIZ in combination with QFD from the Six Sigma House of Quality. This is a follow on presentation from the 2016 presentation. Presentation was originally presented at the Japan TRIZ Society conference in 2017.
A presentation from Mr. Naoto Kashihara of Leading Tire Technology Development department of TOYO TIRES, applying TRIZ on "surprise" tire product development activity, to illustrate technical development capacity using the methodology.
Fujitsu Advanced Technologies - Apply TRIZ for a Green Solution to eWasteRichard Platt
An Engineer from Fujitsu Advanced Technology Assembly Engineering Division deploys and uses TRIZ to solve the problem of eWaste contributed to landfills, by printed circuit boards, increasing reuse and recycling, with a $22.4M USD savings in one year (2.4B Yen)
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
VAT Registration Outlined In UAE: Benefits and Requirements
Intel Corporate Change Agent
1. Innovation and Change Management:
“Reflections of a
Corporate Change Agent”
Richard Platt
Senior Instructor Innovation Methods
Intel Corporation
26 June 2006
Page 1
Researcher/Author: Richard Platt | Intel Corporation
2. Innovation: Engine of Economic Growth
Business is Darwinian
o “Survival of the fittest” → Evolve or your species dies out
o “Innovate or Die” → John Kao
Relevant for ALL companies
o From the local shoe store to the automotive manufacturer, to the hi-
tech firm, no company is immune or can escape this reality
Page 2
Researcher/Author: Richard Platt | Intel Corporation
3. Organizational Barriers
Organizational Arrogance: “overbearing pride evidenced by a superior
manner toward inferiors”
» Typified by the attitude of: “We know innovation better than anyone else, we lead the
industry”
Resistance to change – Clinging to old standards, resist new ideas, culture of
resistance
Threats and fears – Others pose threat, fear of competition, lack of trust
Lack of time or interest – Constant interruptions, unwilling to invest time
Corporate atmosphere/Political maneuvering – Lack of cooperative efforts,
stove-piped approach to holistic solutions
Continuity – More convenient to make incremental changes, significant gains
believed to be unachievable
Rush to results – Failure to invest appropriate time. Ideas too quickly rejected
No competitive pressure – Necessity is the mother of invention
Lack of opportunity for partnerships with other organizations
Page 3
Researcher/Author: Richard Platt | Intel Corporation
4. The Dark Side of Success
Individual and Organizational Challenge of the inevitable
Downward spiral of Repeated Successes
Repeated Successes
Attitude of “we can do no wrong”
Arrogance
Complacency
Decline
Basic Guideline: Honesty with oneself and NEVER, EVER believe your own PR
Page 4
Researcher/Author: Richard Platt | Intel Corporation
5. What are we up against?
Get ready to run the
corporate gauntlet
Innovative
Concept
The corporate structure and its immune system (ALL companies have it)
Page 5
Researcher/Author: Richard Platt | Intel Corporation
6. Change Management Iceberg
(according to Wilfried Krüger)
Top of the Iceberg:
o Most managers only consider
the top
Below the Surface:
o Management of Perceptions and
Beliefs
o Power and Politics Management
People Involved in Change
Opponents
o
Promoters
o
Hidden Opponents
o
Potential Promoters
o
Page 6
Researcher/Author: Richard Platt | Intel Corporation
7. Four Main Reasons for Resistance to Change
(according to Kotter and Schlesinger [1979])
1. Parochial self-interest:
Some people are more concerned with the implication of the change
o
themselves and how it may affect their own interests rather than
considering the effects for the success of the business
2. Misunderstanding:
Communication problems, inadequate information
o
3. Low tolerance of Change:
Certain people are very keen on feeling secure and having stability in
o
their work
4. Different assessments of the situation:
Some employees may disagree with the reasons for the change and with
o
the advantages/disadvantages of the proposed change
Best Advice: “Some people will get it about what you do and some wont,
work around those that don’t” – Senior Intel VP
Page 7
Researcher/Author: Richard Platt | Intel Corporation
8. Are you ready for the Challenge?
→ →
Conviction Courage Capability
Firm belief that Willingness to “do the The ability to act
right thing” and take on effectively on
a) Change is
the necessary personal commitments…a
needed, and and professional risks matter of talent,
b) The change is and sacrifices…a ‘gut” skills, experience
emotional commitment and support
right …an
Intellectual
commitment
Yourself
Others
Around and
Below You
Top
Management
Page 8
Researcher/Author: Richard Platt | Intel Corporation
9. Real Change Leaders / Maverick Champions
Real Change Leaders / Maverick Champions have:
• A No Excuses mind-set
• More focus on changing leadership styles depending on the situation, learning
as they go
• Broad-based change efforts are catalyzed by Maverick Champion’s creative
ideas
• Real Change Leaders / Maverick Champions act within the scope that they can
reach and often beyond the normal bounds of their authority
o They follow the Jesuit belief that it is easier to ask forgiveness than permission
Maverick Champions:
• Invent new products
• Discover new markets
• Find new resources
• Land new accounts
• Create new approaches
Excellent institutions / High-performing companies nourish and
encourage them and capitalize on their unique insights and gifts
Source: “Real Change Leaders”, Jon R. Katzenbach and the RCL Team. 1999
Page 9
Researcher/Author: Richard Platt | Intel Corporation
10. Driving the Innovation Agenda Using a
Team or a Maverick Champion
1. Real Teams are best when:
o Potential for collective performance is high
o The solution and approach are unclear
o You have the time and skills to build a real team
o Are essential for broad-based change, assuming organizational commitment to move
forward with the change
2. Single-leader working groups are best when:
o Time and Efficiency are critical
o The task/solution are straight forward
o Their potential for high collective or joint performance and skill enhancement is not high
3. Maverick Champions are best when:
o You want individual attention
o Creativity, and accountability
o And when individual expertise is more important than multi-person skills
o When you need to pilot broad-based, behavioral change to prove the value proposition
Source: “Real Change Leaders”, Jon R. Katzenbach and the RCL Team. 1999
Page 10
Researcher/Author: Richard Platt | Intel Corporation
11. 6 Approaches to Deal with Resistance
(according to Kotter and Schlesinger [1979])
1. Education and Communication
2. Participation and Involvement
3. Facilitation and Support
4. Negotiation and Agreement
5. Manipulation and Co-Option
6. Explicit and Implicit Coercion
Page 11
Researcher/Author: Richard Platt | Intel Corporation
12. Organizational Change Model Formula
Powerful tool for quick 1st
impression of the possibilities and
conditions to change an organization
Important Note: All 3 components
must be present to overcome the
resistance to change:
o Dissatisfaction with the present
situation
o A Vision of what is possible in the
future
o Achievable First steps towards
reaching that vision
If any of these are zero or near zero,
then the possibility of change will
also be near zero and the resistance
to change will dominate
Page 12
Researcher/Author: Richard Platt | Intel Corporation
13. Framework for Changing Minds
LEGEND:
Type of Idea: Concept / Story / theory / skill
Desired Content: The mind change being sought
Counter-content: The idea(s) that run counter to the desired content
Type of Audience/Arena: Large/small; diverse/uniform
Format: Intelligences, media, symbol systems by which content is
conveyed
Levers of change / tipping point factors: The most germane of the
seven levers* that determine whether a tipping point is reached
Seven Change Levers: Reason, Research, Resonance,
Redescription, Resources and Rewards, Real World Events and
Resistances
Source: “Changing Minds – The Art and Science of Changing our Own and Other People’s Minds”, Howard Gardner. Pp 243, 2004
Page 13
Researcher/Author: Richard Platt | Intel Corporation
14. Checklist for Innovators
1. Set a noble goal for oneself – in service to others, not your own ego
2. Develop a Plan and Execute it – start w/ the end in mind and step back
from it step-by-step
3. Develop problem solving skills. – TRIZ, “Problem Finding”, interpersonal
conflict management etc…
4. Passion for Creative / Innovative Work – This will carry you beyond the
capabilities of the normative attitude of “this is just a job”
5. “Hard Knock” Resistance – Know how to fight (appropriately) for your
ideas and win – this is a skill that is developed by experience
6. Drive For and Get Intermediate results – Do whatever is legally necessary
and appropriate for acceptance and adoption to take place.
Source: Altshuller, G. S., Vertkin, I. M., How to Become a Heretic. Life Strategy of a Creative Person, Petrozavodsk,
Karelia, 1991, Pp 11. (Russian)
Page 14
Researcher/Author: Richard Platt | Intel Corporation
15. The Champion ‘Must Do’ List
Gaining Support: Change Agent
READ THE LANDSCAPE IDENTIFY STAKEHOLDERS
Identify the most important
Identify opponents
players and
and allies
target groups for a campaign
Desired Results
Identify how to influence Investigate the balance
each target group of power involved in the
issue
BUILD CONSENSUS ALIGN OBJECTIVES
Make the “Shift” in Thinking About Your Role
Page 15
Researcher/Author: Richard Platt | Intel Corporation
16. Guidelines for Champions
Mantra: “Results” + “Constantly seek the ideal final
result.”
Performance Discipline
1. Set goals and measures that make sense to customers and
employees
2. Be the demanding boss who walks the talk
3. Reward those who earn it and punish those that deserve it
4. Raise the bar in the areas that are lagging
5. Reward that which you are demanding
6. Tie into already established programs and support them in
being successful
Source: “Real Change Leaders”, Jon R. Katzenbach and the RCL Team
Page 16
Researcher/Author: Richard Platt | Intel Corporation
17. “ Art of the Strategist ” -10 Basic Principles
1. Commit Fully to a Definite Objective:
Define your goals. Commit to them publicly. Hold on and hold fast !
o
2. Seize the Initiative and maintain it:
Analyze thoroughly. Choose when and where to move forward. Don’t wait for perfect conditions, Act.
o
Then keep the pressure on.
3. Economize to mass resources:
Determine your competitive advantages. Concentrate your $$, people, time, and influence
o
accordingly. Cut elsewhere, ruthlessly if necessary. Take Risks
4. Use Strategic Positioning:
Locate your power spot – the point where if can win your argument then you will win everywhere.
o
5. Do the Unexpected:
Employ secrecy, speed and boldness. Surprise the current status quo argument with an
o
uncharacteristic or brand-new move. Attempt the impossible
6. Keep things simple:
Understand that complexity kills, Simplify your org chart
o
7. Prepare simultaneous alternatives:
Put backups into your strategic plan. Bypass obstacles by using multiple approaches
o
8. Take the indirect route to your objective;
Study the variables of influence, (see Seven Levers). Sidestep obstacles by doing what others cannot
o
do
9. Practice Timing and Sequencing:
Do the Right Thing, but not at the Wrong Time. Separate one-shots from on-going actions
o
10. Exploit Your Success:
Don’t Quit before the game is over. Measure your progress. Build on and promote your achievements
o
Page 17
Researcher/Author: Richard Platt | Intel Corporation
18. Using Values as a Guide
At Intel we guide our behavior by the Intel Values: these may not be at your
company – but you can use them too
Subset of the Intel Values
Risk Taking: Fostering Innovation and Creative Thinking; Embracing Change
and Challenging the Status Quo; Listening to all ideas and viewpoints, Learning
from our mistakes.
Quality: Continuously learn, develop and improve
Great Place to Work: Be open and direct; Promote a challenging work
environment that develops the our diverse workforce.
Discipline: Make and meet commitments; pay attention to detail.
Results Orientation: Set challenging and competitive goals; focus on output;
assume responsibility; constructively confront and solve problems; execute
flawlessly
Customer Orientation: Listen and respond to our customers, suppliers and
stakeholders; Clearly communicate mutual expectations; Deliver innovative and
competitive products and services; Excel at customer satisfaction
Don’t be afraid to fail, but fail quickly. Don’t be afraid to go out on a limb. That is where the fruit is.
But, be careful, that is also where the nuts are!
Page 18
Researcher/Author: Richard Platt | Intel Corporation
19. Summary of Results
Focus Areas of Problem Statements Product Development
Manufacturing
Pathfinding
R&D / TD
$XXXXXXXXXXX
Total cost savings of solutions generated
Keys to Buy-in and Support:
o Get Early Successes they are the Key to buy-in. State what you are going to
do and deliver it.
o Understate and Over-perform towards objectives
o Tie metrics and results to the bottom line, must be measured in $$
o Focus on constant improvement of training materials and manage
perception
o Understand why others failed in pushing similar agendas, Listen to those
that have preceded you and those who offer unsolicited advice,
o It can only help to refine your positioning statements
o Actively pursue Senior management approval / support.
o When challenging the status quo you will need the help
Page 19
Researcher/Author: Richard Platt | Intel Corporation
20. BACKUP
Page 20
Researcher/Author: Richard Platt | Intel Corporation
21. Typical Managerial types:
“Budget Beaters” and “Participative Managers”
Budget Beaters Participative Managers
Command-and-Control managers who Other end of the spectrum, their problem
is not being tough enough
set and make tight annual budgets no
matter what Their people like them and feel good
about being involved
Tend to be “Corporate Careerists”
Over time the problems they encounter:
1. Take a long time to generate results
1. Focusing on climbing the corporate ladder
2. Business performance erodes due to a lack of
can be seen at the expense of their people
discipline hitting the #’s
2. Not getting the better people to work for 3. Unable to make the tough people-decisions.
them, (see #1 above)
4. Tendency to focus on the feelings of people,
3. Not extracting initiative and innovative ideas instead of what is in the best interests of the
customers and the shareholders of the
from their people
company
4. Not delivering more than cost reduction
results
Source: “Real Change Leaders”, Jon R. Katzenbach and the RCL Team
Page 21
Researcher/Author: Richard Platt | Intel Corporation
22. The Performance of Real Teams vs.
Single Leader Groups
Performance
Higher driven
Performance
Real
Team
Collective Personal
Work products Growth
Leader
driven
Single
Leader
Group
Individual
Efficiency
assignments
Faster Performance
Source: Adapted from “Real Change Leaders”, Jon R. Katzenbach and the RCL Team. 1999
Page 22
Researcher/Author: Richard Platt | Intel Corporation
23. Example Template for Changing
Minds
Charles Darwin’s Evolutionary Revolution:
Type of Idea: Theory
Desired Content: Origin of species through natural selection over
long periods of time
Counter-content: Religious accounts, intuitive theories of
creationism
Type of Audience/Arena: Initially small and uniform, larger and
more diverse
Format: Linguistic argument in book form, corroborating evidence
in fossils, flora and fauna
Levers of change / tipping point factors: Reason, research,
representational redescription, overcoming resistances
Source: “Changing Minds – The Art and Science of Changing our Own and Other People’s Minds”, Howard Gardner. Pp 243, 2004
Page 23
Researcher/Author: Richard Platt | Intel Corporation
24. Example: Challenge & Commitment Map
Conviction → Courage
→
Capability
Firm belief that Willingness to “do the The ability to act
right thing” and take on effectively on
a) Change is
the necessary personal commitments…a
needed, and and professional risks matter of talent,
b) The change is and sacrifices…a ‘gut” skills, experience
emotional commitment and support
right …an
Intellectual
commitment
+ 20 years of
John Olden - sees no big + Good record of taking
experience
(purchasing dept. issues in product on tough projects (dept
head; critical to design processes consolidation in 2003) + Knows vendors
success of product (sees main + Always willing to speak capabilities intimately
design problem as sales) his mind (reamed CEO - Probably doesn’t
reengineering team) -Doesn’t see big for awarding Acme understand
role for purchasing contract) reengineering
in improving concept and
design process mechanics
- May think entire
reengineering
effort is just a fad
pushed by
someone for their
own glory
In this situation some fact sharing (to build conviction) and exposure to reengineering (to build capability) would go a long
way to build Jim’s commitment
Page 24
Researcher/Author: Richard Platt | Intel Corporation
25. The Champion’s Attitude: Risk Taking
Leads by example:
o Takes steps that no one else would attempt, fails fast, learns quick, spreads
excitement, infectious attitude towards the task at hand.
o Visualizes the end game, shares the results, offers help with no expectations in
return.
o Above all, has integrity and morals to pursue the goals of the task at hand without
(permanent) damage to those around him.
Commitment: Foundation of a Champion
A champion’s traits can be thought of as a collection of values and
beliefs that are based upon theory, constant learning and most
importantly, the impressions of “life’s experiences” have had upon
one’s outlook.
o Constantly learning being that utilizes one’s experience.
o Constantly apply improvements to seek out the optimal path
o A true champion blends one’s life’s experience both good and bad, with the
optimized and perceived paths of those around him.
Champions take a path (refer to The Way within the Art of War) and
when choosing a path considers “ideality”.
Take advantage of the traits of other innovators and work with them if
possible
Page 25
Researcher/Author: Richard Platt | Intel Corporation
26. References and Resources
“Real Change Leaders”, Jon R. Katzenbach and
the RCL Team. 1999
“Changing Minds – The Art and Science of
Changing our Own and Other People’s Minds”,
Howard Gardner. Pp 243, 2004
“The Art of the Strategist - 10 Essential Principles
for Leading Your Company to Victory”, William A.
Cohen, PhD, Major General, USAFR, Ret.
12Manage Website: http://www.12manage.com
Page 26
Researcher/Author: Richard Platt | Intel Corporation