This document provides tips for negotiating skills and common mistakes. It discusses preparing effectively, understanding other parties, avoiding adversarial approaches, negotiating internally first, and managing emotions. Common mistakes include rigid mindsets, making concessions too early, failing to call timeouts, and not recognizing different negotiating styles. The document presents frameworks for collaborative problem solving and guidelines for competitive negotiations, emphasizing understanding interests, brainstorming options, and managing information.
The document discusses time management and productivity. It presents five myths about time management and the mastery of managing time effectively. Some of the keys to effective time management include focusing on results rather than time, valuing your time, and being ruthless with tasks but gracious with people. Developing clarity of purpose and desired outcomes is important for optimizing personal productivity. Concentration and focus are also essential skills for enhancing efficiency.
Morey stettner wrote a very practical guide for managers, do surely read it.. this is my prime reference for managing my teams at work.. the presentation is a precis of that book and the key principles resident there..
This document provides an overview of problem solving techniques, focusing on brainstorming. It discusses how brainstorming works, guidelines for effective brainstorming sessions, and ways to address potential issues. The key points covered are:
1. Brainstorming is a technique to generate many ideas quickly by following rules like not criticizing ideas and encouraging creative thinking.
2. Effective brainstorming requires a group, leader, meeting space, equipment and understanding of the problem. Sessions involve taking turns sharing one idea at a time.
3. Challenges like silent members or slowing ideas can be addressed by direct questions, building on others' ideas, or having a second session after reflection. Checking all potential problem
The 7 Habits of Highly Effective Car People - NADA Show 2018Sean Bradley
The "7 Habits" are timeless principles that allow us to be the most effective, both personally and professionally, in the areas that matter most to you. This overview will cover each of the "7 Habits" as described in the #1 non-fiction audio book in history, The 7 Habits of Highly Effective People, and how they can be applied in the dealership. You will learn to focus on things within your influence and not waste time on those that are not; achieve your highest priorities and eliminate distractions; work smarter; and more! Ultimately, you’ll learn to achieve work/life balance.
This document summarizes a workshop on creative and innovative thinking skills. It discusses what creativity and innovation are, types of innovation including product, process, business model, and service innovation. It covers conceptual blocks to creativity like constancy, compression, and complacency. The three components of creativity are discussed as expertise, motivation, and creative thinking skills. Tools for defining problems like the Kipling method and creating new ideas like brainstorming and attribute listing are presented. Finally, the document discusses creating a creative climate in the workplace with elements like risk-taking, access to knowledge, rewarding innovators, and openness to new ideas.
This is a complete workshop for training managers on "Time Management". Don't worry every one has problem Managing Time. Since no one can control time but you can learn to manage your time from this workshop.
The creativity & innovation tool overview is a suitable overview of various commonly used techniques which are also relevant to Innovation, Research & Development processes.
The techniques are grouped by:
Diverging & Converging techniques
Open & Closed challenges / problems
Products & Services situations
Individual & Group techniques
Techniques can be classified in many, many ways, yet the only real
criterium is the passion and comfort you feel with a technique.
The only way to really get to know the techniques is to use them.
So go ahead, try them and share your experiences.
Enjoy the overview!
Ramon Vullings & Marc Heleven
Creativity techniques for computer scientistsMarco Cattani
This document presents various techniques for improving creativity, such as brainstorming, divergent and convergent thinking, biomimicry, and challenging assumptions. It discusses methods like personal analogy, Osborn's checklist, reverse brainstorming, and systematic inventive thinking (SIT) to generate new ideas. Selection techniques like the COCD-box, force-field analysis, negative selection, and PINC filter are described to evaluate ideas and select the most promising ones. The conclusion emphasizes that creativity can be developed with practice and by breaking rules, and that innovation involves selecting and refining ideas, not just generating them.
The document discusses time management and productivity. It presents five myths about time management and the mastery of managing time effectively. Some of the keys to effective time management include focusing on results rather than time, valuing your time, and being ruthless with tasks but gracious with people. Developing clarity of purpose and desired outcomes is important for optimizing personal productivity. Concentration and focus are also essential skills for enhancing efficiency.
Morey stettner wrote a very practical guide for managers, do surely read it.. this is my prime reference for managing my teams at work.. the presentation is a precis of that book and the key principles resident there..
This document provides an overview of problem solving techniques, focusing on brainstorming. It discusses how brainstorming works, guidelines for effective brainstorming sessions, and ways to address potential issues. The key points covered are:
1. Brainstorming is a technique to generate many ideas quickly by following rules like not criticizing ideas and encouraging creative thinking.
2. Effective brainstorming requires a group, leader, meeting space, equipment and understanding of the problem. Sessions involve taking turns sharing one idea at a time.
3. Challenges like silent members or slowing ideas can be addressed by direct questions, building on others' ideas, or having a second session after reflection. Checking all potential problem
The 7 Habits of Highly Effective Car People - NADA Show 2018Sean Bradley
The "7 Habits" are timeless principles that allow us to be the most effective, both personally and professionally, in the areas that matter most to you. This overview will cover each of the "7 Habits" as described in the #1 non-fiction audio book in history, The 7 Habits of Highly Effective People, and how they can be applied in the dealership. You will learn to focus on things within your influence and not waste time on those that are not; achieve your highest priorities and eliminate distractions; work smarter; and more! Ultimately, you’ll learn to achieve work/life balance.
This document summarizes a workshop on creative and innovative thinking skills. It discusses what creativity and innovation are, types of innovation including product, process, business model, and service innovation. It covers conceptual blocks to creativity like constancy, compression, and complacency. The three components of creativity are discussed as expertise, motivation, and creative thinking skills. Tools for defining problems like the Kipling method and creating new ideas like brainstorming and attribute listing are presented. Finally, the document discusses creating a creative climate in the workplace with elements like risk-taking, access to knowledge, rewarding innovators, and openness to new ideas.
This is a complete workshop for training managers on "Time Management". Don't worry every one has problem Managing Time. Since no one can control time but you can learn to manage your time from this workshop.
The creativity & innovation tool overview is a suitable overview of various commonly used techniques which are also relevant to Innovation, Research & Development processes.
The techniques are grouped by:
Diverging & Converging techniques
Open & Closed challenges / problems
Products & Services situations
Individual & Group techniques
Techniques can be classified in many, many ways, yet the only real
criterium is the passion and comfort you feel with a technique.
The only way to really get to know the techniques is to use them.
So go ahead, try them and share your experiences.
Enjoy the overview!
Ramon Vullings & Marc Heleven
Creativity techniques for computer scientistsMarco Cattani
This document presents various techniques for improving creativity, such as brainstorming, divergent and convergent thinking, biomimicry, and challenging assumptions. It discusses methods like personal analogy, Osborn's checklist, reverse brainstorming, and systematic inventive thinking (SIT) to generate new ideas. Selection techniques like the COCD-box, force-field analysis, negative selection, and PINC filter are described to evaluate ideas and select the most promising ones. The conclusion emphasizes that creativity can be developed with practice and by breaking rules, and that innovation involves selecting and refining ideas, not just generating them.
This document provides an overview of sales strategies and techniques for non-salespeople. It discusses key problems in sales such as understanding what customers want to buy and how they want to buy. It also addresses common sales myths and emphasizes the importance of understanding customers. The document provides tips for sales conversations such as approaching customers with positive intent, mutual curiosity, and transparency. It also outlines strategies for qualifying opportunities and discovering customers' needs, like identifying risks and key insights. Overall, the document aims to equip non-salespeople with best practices for engaging customers effectively.
Davis managing conflict. negotiaton and getting to yes 02_17_15Murad Abel
This document outlines a presentation on managing conflict, negotiation, and getting to yes. The presentation covers key concepts from Getting to Yes by Fisher and Ury, including separating people from the problem, focusing on interests not positions, inventing options for mutual gain, and insisting on objective criteria. It discusses managing emotions in conflict, understanding interests, brainstorming solutions, and using fairness standards. The presentation emphasizes skills like preparation, flexibility, listening, and emotional intelligence in negotiation. It encourages practicing techniques through role plays and provides final reminders on maintaining a positive attitude.
This document discusses the importance of self-management skills. It explains that an individual is the creator, executor, and judge of their own destiny. It outlines some key areas of life that are affected by self-management like career, family, income, and health. The document then discusses developing self-acceptance, accepting personal responsibility, and mastering creator language to take control of outcomes rather than feeling like a victim. It also identifies six components of self-management: motivation, learning style/strategies, time management, physical environment, social environment, and performance.
To explore the facilitation of a Knowledge Management intervention and/or process and develop the appropriate skillset to facilitate a Knowledge Management intervention.
This document summarizes an agenda for a negotiation and influencing skills training course. The agenda includes introductions, best hopes for the course, ground rules, definitions of negotiation styles, exercises on negotiation techniques like setting objectives and finding win-win solutions, influencing styles, dealing with conflict, and a closing reflection on skills learned.
1. The document discusses the importance of creating a sense of safety in negotiations in order to have productive discussions and reach mutually agreeable solutions. It states that all parties negotiate to attain or maintain a position of safety.
2. It recommends focusing negotiations on solving real problems, addressing past issues, listening to understand other perspectives, proposing solutions to resolve pain points, and appealing to the other side's self-interest. This helps make the other party feel comfortable and open to agreement.
3. Additionally, it advises negotiating with the right decision-makers at the right time, using strategic planning and tactical questions, and building competence through consistent delivery rather than just relationships. This establishes safety through addressing core needs and interests
This document provides an overview of a conference on conflict resolution presented by Chris Hylton. Some key points discussed include understanding perceptions and root causes of conflict, learning from how animals avoid conflict through senses like smell, exploring Maslow's hierarchy of needs in relation to conflict, and introducing the "win-win" approach to conflict resolution through cooperative problem solving. Communication techniques for active listening and dealing with difficult emotions were also covered. The presentation addressed various types of conflicts such as those between employees and managers, with elected officials, youth, and between different cultures.
The objections of this presentation include: to experience and practice motivational interviewing, learn motivational interviewing styles and principles and see how it integrates into everyday practice.
The document discusses skills for negotiating, including common mistakes like not preparing effectively or allowing negotiations to become adversarial. It outlines sources of negotiating power like value created, quality of alternatives, and relationships. It provides guidelines for asking questions in a consultative selling process and emphasizes listening to customers. Finally, it lists best practices for competitive negotiations like being prepared, testing facts, making slow concessions, and managing emotions.
The document provides techniques for effective closing in sales. It begins by emphasizing the importance of enthusiasm and belief in the product when closing. Prospects will sense whether the salesperson truly believes in what they are selling. It also stresses the importance of qualifying prospects and determining if they have a genuine need or desire for the product before attempting to close the sale. Closing is difficult due to the prospect's fears of failure, rejection, and making a mistake. However, sales resistance is normal and the goal is to smoothly guide prospects past that tension. The document then provides examples of closing techniques including gaining appointments over the phone by focusing on the prospect's needs and only requesting 10 minutes of their time to evaluate if it meets their goals.
This document outlines strategies for having difficult conversations effectively. It discusses how assumptions, fears, roles and personalities can make conversations difficult. It emphasizes active listening skills like maintaining eye contact and acknowledging feelings. Reframing issues and separating people from problems are presented as ways to facilitate understanding. Role playing difficult scenarios is suggested as practice to apply the strategies. The overall message is that difficult conversations require preparation and focus to have positive outcomes.
The document discusses principles for successful negotiations. It states that negotiating is a common part of life with family, friends, colleagues, and business associates. While an agreement benefits all parties, people often accept deals that are not in their best interest due to processing information incorrectly and letting emotions sway judgment. The document provides tips for rational negotiations, including understanding biases and mistakes, setting goals to maximize joint gains and your share, and avoiding irrational tendencies like unrealistic expectations, escalating commitment, and anchoring effects. It emphasizes preparing by knowing your alternatives and limits, being open to new information, considering fairness and trust between parties.
Bite back - Survival Techniques for Technical AuthorsJang F.M. Graat
This was a fun presentation to give to an audience of tech writers, back in 2003. As a Philosopher and Psychologist, I was able to give people some real insights in their usual personalities and communication styles - and show them some non-aggressive methods to cope with more extravert, more aggressive bosses and co-workers.
Conflict arises when people perceive the same situation differently due to incompatible goals, priorities, opinions or values. While conflict can create stress and lower productivity, it also promotes creativity and innovation when focused on ideas. There are five main approaches to managing conflict: competing, collaborating, compromising, avoiding, and accommodating. The best approach depends on factors like issue importance and maintaining relationships. Effective conflict resolution requires understanding different perspectives, finding mutually agreeable solutions, and preventing conflicts from becoming personal attacks.
Here are some strategies for handling this situation:
- Initiate feedback conversations yourself. Schedule regular check-ins to discuss your work and get their perspective.
- Ask specific questions to elicit feedback, like "How am I doing on X project?" or "What can I do to improve in area Y?"
- Share examples of your work for their input. Ask "What do you think of how I handled this situation?"
- Express your desire to develop in your role and how feedback will help with that. Say something like "Feedback is really important to me for continuing to grow in this position."
- If they still don't provide feedback, request setting goals and metrics for evaluation. Ask them to commit to
The document provides guidance on conducting successful negotiations through various techniques:
1) It outlines the typical stages of a negotiation including introducing parties, setting the agenda, exchanging opening statements, identifying overlaps and gaps, bargaining to find solutions, and deciding when to close.
2) It describes methods for effective teamwork during negotiations and strategies such as using logic, appealing to emotions, and asking questions to lead the other party to the desired outcome.
3) Finally, it discusses how to develop negotiation skills like preparing well, listening, summarizing, and making concessions to achieve agreements.
One of my very first public presentations, this was an internal training on Sales Techniques. It\'s on my list for a redo, as since this I have learned a lot more about presentations and powerpoint.
Decision Taking & Making Personal Developement January 2010 27122009Pozzolini
This document discusses decision making and outlines a process for making decisions based on the OODA (observe, orient, decide, act) loop. It describes different types of "deciders" or personality types involved in decision making. It also discusses managing anxiety, ego, and other psychological factors that can interfere with decision making. The key aspects of preparing for decision making involve defining the issue, focusing on facts, acquiring necessary skills, asking questions, training to handle criticism, and having confidence to stand by your decisions. Communicating parts of a decision early and getting feedback can help build consensus and support.
The document provides guidance on creating an effective 30 second elevator pitch to succinctly communicate the benefits of your business to potential contacts in order to generate more referrals and business. It emphasizes keeping the pitch simple, focusing on the problems your business solves for customers rather than just describing what you do, and leaving the listener with a memorable call to action. The document also includes tips for incorporating visual aids and a strong closing statement to make your elevator pitch stand out.
This document provides an overview of sales strategies and techniques for non-salespeople. It discusses key problems in sales such as understanding what customers want to buy and how they want to buy. It also addresses common sales myths and emphasizes the importance of understanding customers. The document provides tips for sales conversations such as approaching customers with positive intent, mutual curiosity, and transparency. It also outlines strategies for qualifying opportunities and discovering customers' needs, like identifying risks and key insights. Overall, the document aims to equip non-salespeople with best practices for engaging customers effectively.
Davis managing conflict. negotiaton and getting to yes 02_17_15Murad Abel
This document outlines a presentation on managing conflict, negotiation, and getting to yes. The presentation covers key concepts from Getting to Yes by Fisher and Ury, including separating people from the problem, focusing on interests not positions, inventing options for mutual gain, and insisting on objective criteria. It discusses managing emotions in conflict, understanding interests, brainstorming solutions, and using fairness standards. The presentation emphasizes skills like preparation, flexibility, listening, and emotional intelligence in negotiation. It encourages practicing techniques through role plays and provides final reminders on maintaining a positive attitude.
This document discusses the importance of self-management skills. It explains that an individual is the creator, executor, and judge of their own destiny. It outlines some key areas of life that are affected by self-management like career, family, income, and health. The document then discusses developing self-acceptance, accepting personal responsibility, and mastering creator language to take control of outcomes rather than feeling like a victim. It also identifies six components of self-management: motivation, learning style/strategies, time management, physical environment, social environment, and performance.
To explore the facilitation of a Knowledge Management intervention and/or process and develop the appropriate skillset to facilitate a Knowledge Management intervention.
This document summarizes an agenda for a negotiation and influencing skills training course. The agenda includes introductions, best hopes for the course, ground rules, definitions of negotiation styles, exercises on negotiation techniques like setting objectives and finding win-win solutions, influencing styles, dealing with conflict, and a closing reflection on skills learned.
1. The document discusses the importance of creating a sense of safety in negotiations in order to have productive discussions and reach mutually agreeable solutions. It states that all parties negotiate to attain or maintain a position of safety.
2. It recommends focusing negotiations on solving real problems, addressing past issues, listening to understand other perspectives, proposing solutions to resolve pain points, and appealing to the other side's self-interest. This helps make the other party feel comfortable and open to agreement.
3. Additionally, it advises negotiating with the right decision-makers at the right time, using strategic planning and tactical questions, and building competence through consistent delivery rather than just relationships. This establishes safety through addressing core needs and interests
This document provides an overview of a conference on conflict resolution presented by Chris Hylton. Some key points discussed include understanding perceptions and root causes of conflict, learning from how animals avoid conflict through senses like smell, exploring Maslow's hierarchy of needs in relation to conflict, and introducing the "win-win" approach to conflict resolution through cooperative problem solving. Communication techniques for active listening and dealing with difficult emotions were also covered. The presentation addressed various types of conflicts such as those between employees and managers, with elected officials, youth, and between different cultures.
The objections of this presentation include: to experience and practice motivational interviewing, learn motivational interviewing styles and principles and see how it integrates into everyday practice.
The document discusses skills for negotiating, including common mistakes like not preparing effectively or allowing negotiations to become adversarial. It outlines sources of negotiating power like value created, quality of alternatives, and relationships. It provides guidelines for asking questions in a consultative selling process and emphasizes listening to customers. Finally, it lists best practices for competitive negotiations like being prepared, testing facts, making slow concessions, and managing emotions.
The document provides techniques for effective closing in sales. It begins by emphasizing the importance of enthusiasm and belief in the product when closing. Prospects will sense whether the salesperson truly believes in what they are selling. It also stresses the importance of qualifying prospects and determining if they have a genuine need or desire for the product before attempting to close the sale. Closing is difficult due to the prospect's fears of failure, rejection, and making a mistake. However, sales resistance is normal and the goal is to smoothly guide prospects past that tension. The document then provides examples of closing techniques including gaining appointments over the phone by focusing on the prospect's needs and only requesting 10 minutes of their time to evaluate if it meets their goals.
This document outlines strategies for having difficult conversations effectively. It discusses how assumptions, fears, roles and personalities can make conversations difficult. It emphasizes active listening skills like maintaining eye contact and acknowledging feelings. Reframing issues and separating people from problems are presented as ways to facilitate understanding. Role playing difficult scenarios is suggested as practice to apply the strategies. The overall message is that difficult conversations require preparation and focus to have positive outcomes.
The document discusses principles for successful negotiations. It states that negotiating is a common part of life with family, friends, colleagues, and business associates. While an agreement benefits all parties, people often accept deals that are not in their best interest due to processing information incorrectly and letting emotions sway judgment. The document provides tips for rational negotiations, including understanding biases and mistakes, setting goals to maximize joint gains and your share, and avoiding irrational tendencies like unrealistic expectations, escalating commitment, and anchoring effects. It emphasizes preparing by knowing your alternatives and limits, being open to new information, considering fairness and trust between parties.
Bite back - Survival Techniques for Technical AuthorsJang F.M. Graat
This was a fun presentation to give to an audience of tech writers, back in 2003. As a Philosopher and Psychologist, I was able to give people some real insights in their usual personalities and communication styles - and show them some non-aggressive methods to cope with more extravert, more aggressive bosses and co-workers.
Conflict arises when people perceive the same situation differently due to incompatible goals, priorities, opinions or values. While conflict can create stress and lower productivity, it also promotes creativity and innovation when focused on ideas. There are five main approaches to managing conflict: competing, collaborating, compromising, avoiding, and accommodating. The best approach depends on factors like issue importance and maintaining relationships. Effective conflict resolution requires understanding different perspectives, finding mutually agreeable solutions, and preventing conflicts from becoming personal attacks.
Here are some strategies for handling this situation:
- Initiate feedback conversations yourself. Schedule regular check-ins to discuss your work and get their perspective.
- Ask specific questions to elicit feedback, like "How am I doing on X project?" or "What can I do to improve in area Y?"
- Share examples of your work for their input. Ask "What do you think of how I handled this situation?"
- Express your desire to develop in your role and how feedback will help with that. Say something like "Feedback is really important to me for continuing to grow in this position."
- If they still don't provide feedback, request setting goals and metrics for evaluation. Ask them to commit to
The document provides guidance on conducting successful negotiations through various techniques:
1) It outlines the typical stages of a negotiation including introducing parties, setting the agenda, exchanging opening statements, identifying overlaps and gaps, bargaining to find solutions, and deciding when to close.
2) It describes methods for effective teamwork during negotiations and strategies such as using logic, appealing to emotions, and asking questions to lead the other party to the desired outcome.
3) Finally, it discusses how to develop negotiation skills like preparing well, listening, summarizing, and making concessions to achieve agreements.
One of my very first public presentations, this was an internal training on Sales Techniques. It\'s on my list for a redo, as since this I have learned a lot more about presentations and powerpoint.
Decision Taking & Making Personal Developement January 2010 27122009Pozzolini
This document discusses decision making and outlines a process for making decisions based on the OODA (observe, orient, decide, act) loop. It describes different types of "deciders" or personality types involved in decision making. It also discusses managing anxiety, ego, and other psychological factors that can interfere with decision making. The key aspects of preparing for decision making involve defining the issue, focusing on facts, acquiring necessary skills, asking questions, training to handle criticism, and having confidence to stand by your decisions. Communicating parts of a decision early and getting feedback can help build consensus and support.
The document provides guidance on creating an effective 30 second elevator pitch to succinctly communicate the benefits of your business to potential contacts in order to generate more referrals and business. It emphasizes keeping the pitch simple, focusing on the problems your business solves for customers rather than just describing what you do, and leaving the listener with a memorable call to action. The document also includes tips for incorporating visual aids and a strong closing statement to make your elevator pitch stand out.
Similar to Winning Edge - Negotiation Skills Presentation Slides (20)
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
2. Most Common Negotiating MistakesMost Common Negotiating Mistakes
Not realizing when negotiationsNot realizing when negotiations BeginBegin
Underestimating of onesUnderestimating of ones PowerPower
GivingGiving concessionsconcessions toto EarlyEarly,, OftenOften andand EasilyEasily!!
NotNot PreparingPreparing effectively, thus failing to understand theeffectively, thus failing to understand the
other partyother party
Allowing the negotiations to becomeAllowing the negotiations to become AdversarialAdversarial
Failing to negotiateFailing to negotiate InternallyInternally firstfirst
Letting yourLetting your EGOEGO (emotions) get in the way(emotions) get in the way
3. Most Common Negotiating MistakesMost Common Negotiating Mistakes
A mind-set that it isA mind-set that it is RigidRigid, failing to listen & understand, failing to listen & understand
SayingSaying YesYes to things that you have not previously thoughtto things that you have not previously thought
throughthrough
Failing to callFailing to call Time - OutTime - Out, in the heat of the action, in the heat of the action
Not knowing when toNot knowing when to WalkWalk awayaway
Failing to recognize when we areFailing to recognize when we are NotNot dealing with a win –dealing with a win –
win negotiatorwin negotiator
Ineffective follow- throughIneffective follow- through
4. 1010 Things you must Know about Lower BrainThings you must Know about Lower Brain
It operates on aIt operates on a subsub - conscious level- conscious level
It has only one purpose – to keep usIt has only one purpose – to keep us safesafe
Always using 5Always using 5 sensessenses to scan environment looking forto scan environment looking for
potential threats and dangers … Can’t tell the differencepotential threats and dangers … Can’t tell the difference
between some real and imaginedbetween some real and imagined
It is the well-spring of all humanIt is the well-spring of all human emotionsemotions (Seat of(Seat of
Values and Beliefs)Values and Beliefs)
Wants immediateWants immediate gratificationgratification … Does not anticipate… Does not anticipate
consequences well … Thinks short-termconsequences well … Thinks short-term
Success Insight # 1 - Biology of BehaviorSuccess Insight # 1 - Biology of Behavior
5. Success Insight # 1 - Biology of BehaviorSuccess Insight # 1 - Biology of Behavior
Operational system is “association” always asks … “WhatOperational system is “association” always asks … “What
does thisdoes this meanmean” … Meaning is” … Meaning is PositivePositive oror NegativeNegative
It is largelyIt is largely visuallyvisually drivendriven
It is aIt is a outcome basedoutcome based mechanismmechanism
Unlimited source ofUnlimited source of creativitycreativity
It is the seat of procedural memory or onesIt is the seat of procedural memory or ones habithabit patternspatterns
1010 Things you must Know about Lower BrainThings you must Know about Lower Brain
6. Negotiating – Best PracticesNegotiating – Best Practices
In any long-term relationship, your method of negotiating canIn any long-term relationship, your method of negotiating can
only be based on the guiding principle -only be based on the guiding principle - Win/ WinWin/ Win oror nono DealDeal!!
Learn to “Learn to “Sit on your own shoulderSit on your own shoulder””
Separate person from issuesSeparate person from issues … Be objective &… Be objective & LogicalLogical
level …level … Be soft on people & hard on issuesBe soft on people & hard on issues
Build in asBuild in as many variables as possiblemany variables as possible …. Greater number…. Greater number
of options … Avoids take-it-or-leave win-lose situationof options … Avoids take-it-or-leave win-lose situation
Never sayNever say YesYes to anything you have not previously thought-to anything you have not previously thought-
out … “I will get back to you quickly on that one.”out … “I will get back to you quickly on that one.”
WheneverWhenever disagreementdisagreement arisesarises ask questionsask questions andand listenlisten
When emotions are running high call for aWhen emotions are running high call for a TimeTime -- OutOut
7. ““Collaborative Problem Solving” ProcessCollaborative Problem Solving” Process
1.1. DefineDefine in terms ofin terms of needsneeds && interestsinterests, not, not PositionsPositions!!
CreateCreate Win-WinWin-Win modemode byby discoveringdiscovering needsneeds && interestsinterests
BehindBehind their position … What’stheir position … What’s truly importanttruly important to them!to them!
I.I. Seek firstSeek first toto UnderstandUnderstand and demonstrate that you doand demonstrate that you do
II.II. State concisely your needs, interests and restrictionsState concisely your needs, interests and restrictions
III.III. Repeat until both parties understand the otherRepeat until both parties understand the other
2.2. BrainstormBrainstorm possible alternative solutions … Best Practicespossible alternative solutions … Best Practices
I.I. Sit side by side facing the problemSit side by side facing the problem
II.II. Employ a “Employ a “No CriticismNo Criticism” rule” rule
III.III. Record all ideas in full viewRecord all ideas in full view
8. ““Collaborative Problem Solving” ProcessCollaborative Problem Solving” Process
3.3. EvaluateEvaluate the alternative solution against the needs &the alternative solution against the needs &
interests of both parties … Best Practices …interests of both parties … Best Practices …
I.I. Group alternative solutions into broad categoriesGroup alternative solutions into broad categories
II.II. Star the most promising alternative solutionsStar the most promising alternative solutions
III.III. Work on improving and / or combining alternativeWork on improving and / or combining alternative
solutionssolutions
4.4. Make DecisionMake Decision – Only agree to solutions that both parties– Only agree to solutions that both parties
feel Good about!feel Good about!
5.5. Develop an “ActionDevelop an “Action PlanPlan” … WHO does WHAT by WHEN” … WHO does WHAT by WHEN
9. Competitive Negotiations - GuidelinesCompetitive Negotiations - Guidelines
We mustWe must learnlearn toto identifyidentify && defenddefend against hard ball tacticsagainst hard ball tactics
Guiding PrincipleGuiding Principle - Win the best possible deal for self / us,- Win the best possible deal for self / us,
without making the counterpart feel like they lostwithout making the counterpart feel like they lost
Ask for more than you expectAsk for more than you expect … Why??… Why??
– Higher opening positionHigher opening position thethe betterbetter thethe outcomeoutcome
– You justYou just might getmight get what you ask forwhat you ask for
– LeavesLeaves room to haggleroom to haggle
Build inBuild in bufferbuffer by “by “bracketingbracketing” your offer in preparation to” your offer in preparation to
““split the differencesplit the difference” …” …
Always beAlways be reluctant sellerreluctant seller and anand an unenthusiastic buyerunenthusiastic buyer!!! …!!! …
Demonstrates “walk-away” powerDemonstrates “walk-away” power
10. Competitive Negotiations - GuidelinesCompetitive Negotiations - Guidelines
IfIf buyer request cost breakdownsbuyer request cost breakdowns; If; If sellingselling trytry notnot to giveto give
Making theMaking the first offerfirst offer ……
– Try to get the other person to makeTry to get the other person to make firstfirst offeroffer
– If “Price Range” hasIf “Price Range” has notnot been set … Make first offerbeen set … Make first offer
– Never sayNever say YESYES to first offer … to avoid “to first offer … to avoid “winners cursewinners curse””
Never give without aNever give without a GETGET! … Why! … Why
– You justYou just might getmight get what you ask forwhat you ask for
– Elevates the value of the concessionElevates the value of the concession
– STOPS further requests for further concessionsSTOPS further requests for further concessions
– Don’t trust – “I’ll make it up to you later”Don’t trust – “I’ll make it up to you later”
TactfullyTactfully testtest theirtheir estimatesestimates,, statisticsstatistics, averages and facts!, averages and facts!
… Encourage use of… Encourage use of objective criteriaobjective criteria
11. Competitive Negotiations - GuidelinesCompetitive Negotiations - Guidelines
Shut up!! … Info isShut up!! … Info is PowerPower, less they know about the better!, less they know about the better!
Discover other persons “Discover other persons “degree of authoritydegree of authority” ASAP” ASAP
If identify manipulative tactic –If identify manipulative tactic – NameName it! … “You wouldn’t useit! … “You wouldn’t use
MakingMaking concessionsconcessions – Best Practices …– Best Practices …
– Conserve your concessions - Make themConserve your concessions - Make them SLOWLYSLOWLY
– Make them with regret orMake them with regret or painpain
– Ensure counterpart fullyEnsure counterpart fully appreciates valueappreciates value of concessionof concession
– MakeMake smallsmall concessionsconcessions
– Don’tDon’t make firstmake first concessionconcession
– Do make lastDo make last concessionconcession
– BewareBeware late in processlate in process
12. Competitive Negotiations - GuidelinesCompetitive Negotiations - Guidelines
Don’t be fooled by “Don’t be fooled by “FunnyFunny money”money”
YIKESYIKES! … When other party requests a concession or favour! … When other party requests a concession or favour
- use the- use the WinceWince or in extreme cases, the full-bodyor in extreme cases, the full-body FlinchFlinch!!
Don’t overreact to threats and deadlines - … demonstrateDon’t overreact to threats and deadlines - … demonstrate
““assertive pacifismassertive pacifism”… Ask questions and”… Ask questions and ListenListen!!
Take goodTake good NotesNotes! Power goes to the person with the best! Power goes to the person with the best
documentation! … Low Trust – High Notes!documentation! … Low Trust – High Notes!
Learn to walk away and then walk back gracefully withoutLearn to walk away and then walk back gracefully without
losing facelosing face
LeverageLeverage Time PowerTime Power ……
– Try to identify counter-parts true time line or real deadlinesTry to identify counter-parts true time line or real deadlines
– Try not to disclose your own time lineTry not to disclose your own time line
13. Competitive Negotiations - GuidelinesCompetitive Negotiations - Guidelines
Remember - “Remember - “Silence is GoldenSilence is Golden” … Sais more than talking” … Sais more than talking
Low trust -Low trust - Get it in writingGet it in writing or …“Do I have your word onor …“Do I have your word on
that?”that?”
When using “higher authority” tactic be as vague as possibleWhen using “higher authority” tactic be as vague as possible
… Committee or board, try not to provide name… Committee or board, try not to provide name
Never say no without wooingNever say no without wooing … “we would love to do… “we would love to do
business with you, however …”business with you, however …”
When confronted with unacceptable offer …”When confronted with unacceptable offer …”I’m having aI’m having a
hard time seeing how this deal works for mehard time seeing how this deal works for me …… If youIf you
were in my position, how would you justify this deal?”were in my position, how would you justify this deal?”