This document provides information on startup support programs in Estonia. It discusses the volatile, ambiguous, complex, and uncertain (VUCA) environment that startups operate within. Approximately 180 potential startups are identified annually but only 30-50 have the right attitude to participate in support programs. The programs include workshops, coaching, networking events, and incubation. The goal is to help startups test and validate ideas, find product-market fit, and reach fundraising milestones. Since 2006, 79 companies have gone through the programs, with 70% still active and having generated over €3 million in value.
This document discusses innovation and open innovation. It defines key terms like inventor, entrepreneur, and innovation. It provides examples of disruptive innovations like transistor radios and downloadable music that displaced older technologies. The document also discusses open innovation models and examples from companies like Philips that use both outside-in and inside-out innovation. It highlights the Aravind Eye Care System as an example of customer-focused process innovation and concludes with discussions of overcoming challenges to innovation and Joy's theory on accessing outside expertise.
From Operational Effectiveness to Service ExcellenceGary Slater
Business & Enterprise North East adopted Oracle on Demand to improve organizational effectiveness and customer service excellence. The implementation was business-led and helped achieve operational and cost saving goals within 6 months. However, the organization is not fully realizing its vision of a customer-centric model. Adopting social CRM techniques, such as online customer portals and communities, could transform service delivery by putting customers in control and allowing the organization to gain insight from customer experiences and feedback. This would help achieve the ultimate vision of delighting customers.
Dinosaurs evolved from reptiles called archosaurs during the Triassic period. They walked on two legs, unlike modern crocodiles, and some evidence suggests dinosaurs were warm-blooded. Dinosaur names come from Greek and Latin words describing various physical attributes. During the Jurassic period, climate changes resulted from shifting continents and seas, creating favorable conditions for dinosaurs to diversify. The Cretaceous period saw further changes to plants and herbivore groups, as well as rising sea levels, until the mass extinction at the end of this era.
A study on_the_factors_influencing_the_effectiveness_of_internship_traininSheham Aliyar
The document discusses a study on the factors influencing the effectiveness of internship training programs for students at an Advanced Technological Institute in Colombo, Sri Lanka. It aims to measure the effectiveness of the internship program and identify factors leading to ineffectiveness. Data was collected through questionnaires and interviews with 50 past interns and analyzed using statistical methods. The findings show the factors influencing effectiveness were at a moderate level, with variables like training need analysis, resource personnel, trainer/trainee commitment, training methods, and evaluation all contributing. The key recommendation is to focus more on these factors when designing internship programs to achieve a higher level of effectiveness.
Objectives of financial management- Nisarg Vasavada Nisarg Vasavada
This document discusses time value of money concepts and encourages the reader to move forward with projects but also warns of potential issues that should be addressed promptly. It suggests moving ahead with optimism but also handling problems that arise in a timely manner.
This document provides information on startup support programs in Estonia. It discusses the volatile, ambiguous, complex, and uncertain (VUCA) environment that startups operate within. Approximately 180 potential startups are identified annually but only 30-50 have the right attitude to participate in support programs. The programs include workshops, coaching, networking events, and incubation. The goal is to help startups test and validate ideas, find product-market fit, and reach fundraising milestones. Since 2006, 79 companies have gone through the programs, with 70% still active and having generated over €3 million in value.
This document discusses innovation and open innovation. It defines key terms like inventor, entrepreneur, and innovation. It provides examples of disruptive innovations like transistor radios and downloadable music that displaced older technologies. The document also discusses open innovation models and examples from companies like Philips that use both outside-in and inside-out innovation. It highlights the Aravind Eye Care System as an example of customer-focused process innovation and concludes with discussions of overcoming challenges to innovation and Joy's theory on accessing outside expertise.
From Operational Effectiveness to Service ExcellenceGary Slater
Business & Enterprise North East adopted Oracle on Demand to improve organizational effectiveness and customer service excellence. The implementation was business-led and helped achieve operational and cost saving goals within 6 months. However, the organization is not fully realizing its vision of a customer-centric model. Adopting social CRM techniques, such as online customer portals and communities, could transform service delivery by putting customers in control and allowing the organization to gain insight from customer experiences and feedback. This would help achieve the ultimate vision of delighting customers.
Dinosaurs evolved from reptiles called archosaurs during the Triassic period. They walked on two legs, unlike modern crocodiles, and some evidence suggests dinosaurs were warm-blooded. Dinosaur names come from Greek and Latin words describing various physical attributes. During the Jurassic period, climate changes resulted from shifting continents and seas, creating favorable conditions for dinosaurs to diversify. The Cretaceous period saw further changes to plants and herbivore groups, as well as rising sea levels, until the mass extinction at the end of this era.
A study on_the_factors_influencing_the_effectiveness_of_internship_traininSheham Aliyar
The document discusses a study on the factors influencing the effectiveness of internship training programs for students at an Advanced Technological Institute in Colombo, Sri Lanka. It aims to measure the effectiveness of the internship program and identify factors leading to ineffectiveness. Data was collected through questionnaires and interviews with 50 past interns and analyzed using statistical methods. The findings show the factors influencing effectiveness were at a moderate level, with variables like training need analysis, resource personnel, trainer/trainee commitment, training methods, and evaluation all contributing. The key recommendation is to focus more on these factors when designing internship programs to achieve a higher level of effectiveness.
Objectives of financial management- Nisarg Vasavada Nisarg Vasavada
This document discusses time value of money concepts and encourages the reader to move forward with projects but also warns of potential issues that should be addressed promptly. It suggests moving ahead with optimism but also handling problems that arise in a timely manner.
This document discusses profit maximization vs wealth maximization as objectives for a firm. It outlines arguments in favor of each, such as profit maximization ensuring survival but not being socially desirable, while wealth maximization serves owners and stakeholders but is difficult to achieve when ownership and management differ. The document concludes that wealth maximization is a more appropriate objective, as it implies long-term growth and maximizing shareholder utility. It also defines economic value added and market value added as ways to measure shareholders' value creation.
The document discusses leadership style and organizational effectiveness. It begins with an introduction on leadership and provides definitions of leadership. It then covers various leadership theories such as transformational, transactional, and contingency leadership theories. It also discusses six different leadership styles identified by research. The document uses Apple Inc. as a case study, providing a timeline of key events and analyzing Steve Jobs' transformational leadership style. It discusses the impact of Jobs' style on organizational behavior at the individual and group level. Finally, it explores the relationship between leadership, organizational climate, and organizational effectiveness.
The document discusses driving forces for change, defines the role of change agents, and identifies reasons for resistance to change. It also discusses how organizations can overcome resistance to change through education, communication, participation, support and other strategies. Key factors that drive change include technology, the workforce, economics, competition and social trends. Resistance stems from habits, fear of the unknown, and threats to power, expertise or resources.
Organizational change can face resistance from both individuals and the organization itself. Sources of individual resistance include habits, fear of the unknown, and threats to established power relationships, while organizational resistance stems from structural inertia and threats to expertise or resources. To minimize resistance, organizations should focus on clear communication, training, employee involvement, and stress management. Successfully implementing change also requires pilot programs, top management support, diffusion strategies, and evaluating results to stabilize changes.
Organizational change refers to modifications in an organization's structure, processes, or products that impact how work is performed. Changes can involve the organization's structure, operations, workforce size, working hours/practices, roles, or scope of roles. Forces driving organizational change include both external factors like technological changes or globalization, as well as internal factors like changes in management or work climate issues. There are two types of changes - planned changes resulting from deliberate decisions, and unplanned changes imposed on the organization. Resistance to change can come from both individuals, due to fears about jobs or status, and from the organization itself due to issues like resource constraints or threats to expertise. Managing resistance involves tactics like education, participation, empathy,
This document provides an overview of organizational change. It discusses the concept of organizational change, forces for change, levels of change, types of change, steps in managing change, and resistance to change. It also outlines methods for successfully implementing change and making changes permanent, such as using group forces, leadership, shared rewards, and showing concern for employees. The overall document serves to introduce the topic of organizational change.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document discusses the business environment and its various components. It defines the business environment as comprising internal and external factors that influence a company's operations. It classifies the external environment into political, legal, economic, sociocultural, demographic, technological, and natural factors. The internal environment includes elements like organizational culture, management practices, and employee relations. Regular scanning and monitoring of the business environment is important for companies to identify opportunities and threats and respond with appropriate strategies.
The document discusses the key elements and process of communication. It defines communication as the exchange of information between individuals through common symbols. The main elements of the communication process are the sender, message, channel, receiver, feedback, and environment. Communication can take different forms such as verbal, nonverbal, formal, informal, and therapeutic. There are also various levels of communication including intrapersonal, interpersonal, group, public, and organizational. Barriers to effective communication include physiological, environmental, psychological, social, cultural, and organizational factors. Overcoming these barriers requires consideration of sensory abilities, comfort levels, cultural differences, clear messaging, and feedback.
Peter Jones of Blue Oyster Business Growth gave a presentation on external influences on ideation processes and opportunities for startups and product developers. He discussed how understanding marketplaces and solving real-world problems can provide commercial opportunities. Some opportunities he identified included improving performance in UK health, education, and commerce through new technologies and better integration and collaboration.
Our experience helping companies launch their innovation strategy has led us to believe that, to a great extent, one of the most important challenges facing companies that have started out on this journey is without doubt intelligent risk management.
Richard Corbridge is the Chief Information Officer at the National Institute for Health Research (NIHR). His presentation focused on using information systems and a cultural shift to more quickly embed clinical research in health care in the UK. He discussed how over the past year NIHR has established the necessary policy, education, and IT infrastructure to support research through improved systems and processes. However, research findings still take an average of 17 years to be implemented in health care. Corbridge argued for connecting data systems to facilitate collaboration and insight in order to reduce this research lag time.
The document provides information about the Global Business Events conference on 14-15 April 2015 at the Celtic Manor Resort in Wales. It will include roundtable discussions and presentations on topics like agility, innovation, and the evolving role of the CIO. Speakers will discuss digital strategies, security risk mitigation, and using technology for new business opportunities. Attendees will include CIOs, CISOs, and other IT leaders who want to drive business results through technology.
The document summarizes the growth of Spire Research and Consulting, a boutique consultancy, into an international network with 10 offices over 16 years. It describes Spire's focus on customized market research and consulting projects for multinational companies. Spire emphasizes strategic planning, evolving solutions based on experience, cultivating clients and networks, and organic international expansion to become a leading research consultancy in emerging markets.
The document summarizes a business growth breakfast series event held in Salford on October 13th 2016. The agenda includes welcome remarks, presentations on business growth in Salford by the City Mayor and a guest speaker from Mettler Toledo Safeline. There would also be a presentation from the University of Salford on research and enterprise. The event aims to provide information to help businesses in Salford grow and includes time for networking.
The document discusses innovation at Atlassian, an Australian software company. It describes how Atlassian fosters a culture of innovation through programs like ShipIt that give employees freedom and time to work on projects they're passionate about. It also highlights Atlassian's use of collaborative tools, funding for successful employee ideas, and emphasis on experimentation. The document asserts Atlassian scores highly on five facets of innovative work environments outlined by experts Hugh Molotsi and Jeff Zias.
The document discusses strategies for innovation at both the societal and organizational levels. It provides 10 rules for strategic innovators, which include having clarity of direction, clear communication, reducing bureaucracy, shared purpose, implementing R&D at institutional and local levels, tolerating risks and failures, quickly dropping things that don't work, being irreverent to established norms, funding "crazy ideas", and avoiding an accounting approach. It also discusses managing the present while selectively forgetting the past to create the future, and the need for a strategic balance between competition in the present and future.
The document is a presentation by Peter Jones of Blue Oyster Business Growth about an innovation toolkit for startup CEOs and product managers. It discusses entrepreneurial mindset, the roles and responsibilities of CEOs, critical pre-business questions, and 10 foundation stones for business growth such as leadership, product-market fit, and marketing. The presentation provides an overview of the innovation toolkit and Peter Jones' background to help entrepreneurs and product managers.
This document discusses trends in startup funding and incubation in Italy. It describes various models for supporting startups, including business incubators, accelerators, venture capital funds, corporate venture funds, and crowdfunding. It provides examples of startup programs like StartupBus Italia and H-Camp that help founders build companies over the course of a few months. Overall, the document outlines the growing startup ecosystem in Italy and increasing opportunities for funding and supporting new ventures.
This document discusses profit maximization vs wealth maximization as objectives for a firm. It outlines arguments in favor of each, such as profit maximization ensuring survival but not being socially desirable, while wealth maximization serves owners and stakeholders but is difficult to achieve when ownership and management differ. The document concludes that wealth maximization is a more appropriate objective, as it implies long-term growth and maximizing shareholder utility. It also defines economic value added and market value added as ways to measure shareholders' value creation.
The document discusses leadership style and organizational effectiveness. It begins with an introduction on leadership and provides definitions of leadership. It then covers various leadership theories such as transformational, transactional, and contingency leadership theories. It also discusses six different leadership styles identified by research. The document uses Apple Inc. as a case study, providing a timeline of key events and analyzing Steve Jobs' transformational leadership style. It discusses the impact of Jobs' style on organizational behavior at the individual and group level. Finally, it explores the relationship between leadership, organizational climate, and organizational effectiveness.
The document discusses driving forces for change, defines the role of change agents, and identifies reasons for resistance to change. It also discusses how organizations can overcome resistance to change through education, communication, participation, support and other strategies. Key factors that drive change include technology, the workforce, economics, competition and social trends. Resistance stems from habits, fear of the unknown, and threats to power, expertise or resources.
Organizational change can face resistance from both individuals and the organization itself. Sources of individual resistance include habits, fear of the unknown, and threats to established power relationships, while organizational resistance stems from structural inertia and threats to expertise or resources. To minimize resistance, organizations should focus on clear communication, training, employee involvement, and stress management. Successfully implementing change also requires pilot programs, top management support, diffusion strategies, and evaluating results to stabilize changes.
Organizational change refers to modifications in an organization's structure, processes, or products that impact how work is performed. Changes can involve the organization's structure, operations, workforce size, working hours/practices, roles, or scope of roles. Forces driving organizational change include both external factors like technological changes or globalization, as well as internal factors like changes in management or work climate issues. There are two types of changes - planned changes resulting from deliberate decisions, and unplanned changes imposed on the organization. Resistance to change can come from both individuals, due to fears about jobs or status, and from the organization itself due to issues like resource constraints or threats to expertise. Managing resistance involves tactics like education, participation, empathy,
This document provides an overview of organizational change. It discusses the concept of organizational change, forces for change, levels of change, types of change, steps in managing change, and resistance to change. It also outlines methods for successfully implementing change and making changes permanent, such as using group forces, leadership, shared rewards, and showing concern for employees. The overall document serves to introduce the topic of organizational change.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
The document discusses the business environment and its various components. It defines the business environment as comprising internal and external factors that influence a company's operations. It classifies the external environment into political, legal, economic, sociocultural, demographic, technological, and natural factors. The internal environment includes elements like organizational culture, management practices, and employee relations. Regular scanning and monitoring of the business environment is important for companies to identify opportunities and threats and respond with appropriate strategies.
The document discusses the key elements and process of communication. It defines communication as the exchange of information between individuals through common symbols. The main elements of the communication process are the sender, message, channel, receiver, feedback, and environment. Communication can take different forms such as verbal, nonverbal, formal, informal, and therapeutic. There are also various levels of communication including intrapersonal, interpersonal, group, public, and organizational. Barriers to effective communication include physiological, environmental, psychological, social, cultural, and organizational factors. Overcoming these barriers requires consideration of sensory abilities, comfort levels, cultural differences, clear messaging, and feedback.
Peter Jones of Blue Oyster Business Growth gave a presentation on external influences on ideation processes and opportunities for startups and product developers. He discussed how understanding marketplaces and solving real-world problems can provide commercial opportunities. Some opportunities he identified included improving performance in UK health, education, and commerce through new technologies and better integration and collaboration.
Our experience helping companies launch their innovation strategy has led us to believe that, to a great extent, one of the most important challenges facing companies that have started out on this journey is without doubt intelligent risk management.
Richard Corbridge is the Chief Information Officer at the National Institute for Health Research (NIHR). His presentation focused on using information systems and a cultural shift to more quickly embed clinical research in health care in the UK. He discussed how over the past year NIHR has established the necessary policy, education, and IT infrastructure to support research through improved systems and processes. However, research findings still take an average of 17 years to be implemented in health care. Corbridge argued for connecting data systems to facilitate collaboration and insight in order to reduce this research lag time.
The document provides information about the Global Business Events conference on 14-15 April 2015 at the Celtic Manor Resort in Wales. It will include roundtable discussions and presentations on topics like agility, innovation, and the evolving role of the CIO. Speakers will discuss digital strategies, security risk mitigation, and using technology for new business opportunities. Attendees will include CIOs, CISOs, and other IT leaders who want to drive business results through technology.
The document summarizes the growth of Spire Research and Consulting, a boutique consultancy, into an international network with 10 offices over 16 years. It describes Spire's focus on customized market research and consulting projects for multinational companies. Spire emphasizes strategic planning, evolving solutions based on experience, cultivating clients and networks, and organic international expansion to become a leading research consultancy in emerging markets.
The document summarizes a business growth breakfast series event held in Salford on October 13th 2016. The agenda includes welcome remarks, presentations on business growth in Salford by the City Mayor and a guest speaker from Mettler Toledo Safeline. There would also be a presentation from the University of Salford on research and enterprise. The event aims to provide information to help businesses in Salford grow and includes time for networking.
The document discusses innovation at Atlassian, an Australian software company. It describes how Atlassian fosters a culture of innovation through programs like ShipIt that give employees freedom and time to work on projects they're passionate about. It also highlights Atlassian's use of collaborative tools, funding for successful employee ideas, and emphasis on experimentation. The document asserts Atlassian scores highly on five facets of innovative work environments outlined by experts Hugh Molotsi and Jeff Zias.
The document discusses strategies for innovation at both the societal and organizational levels. It provides 10 rules for strategic innovators, which include having clarity of direction, clear communication, reducing bureaucracy, shared purpose, implementing R&D at institutional and local levels, tolerating risks and failures, quickly dropping things that don't work, being irreverent to established norms, funding "crazy ideas", and avoiding an accounting approach. It also discusses managing the present while selectively forgetting the past to create the future, and the need for a strategic balance between competition in the present and future.
The document is a presentation by Peter Jones of Blue Oyster Business Growth about an innovation toolkit for startup CEOs and product managers. It discusses entrepreneurial mindset, the roles and responsibilities of CEOs, critical pre-business questions, and 10 foundation stones for business growth such as leadership, product-market fit, and marketing. The presentation provides an overview of the innovation toolkit and Peter Jones' background to help entrepreneurs and product managers.
This document discusses trends in startup funding and incubation in Italy. It describes various models for supporting startups, including business incubators, accelerators, venture capital funds, corporate venture funds, and crowdfunding. It provides examples of startup programs like StartupBus Italia and H-Camp that help founders build companies over the course of a few months. Overall, the document outlines the growing startup ecosystem in Italy and increasing opportunities for funding and supporting new ventures.
Business West held a workshop in Swindon on the 6th October to shocase to SME Businesses some of the programmes they have to help businesses grow through Innovation and Internationalisation.
Future IT Technologies & Strategies for the Digital Enterprise. Axway's breakout session addresses leadership challenges and key lessons and takeaways to build and accelerate a culture of innovation.
Culture Eats Fintech for Breakfast - MEL Scott Bales
What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
Corporate culture can be defined as the values, norms, attitudes and behavior patterns, that are shared within an organization [Herzog, 2011]. Corporate culture can be seen as the personality of a company that influences people's behavior within the organization, regardless of size and field of action
Boundary specializes in developing international operations within India and China. It has teams within these locations to help multinational firms expand into these markets. The company has experience navigating the legal and cultural environments in these countries. It aims to be a reputable international operations firm for developing new and existing operations within India and China.
Sciencewise Community of Practice September meeting -including Jill Rutter pr...Sciencewise
Slides from September 19th 2013 Sciencewise Community of Practice meeting, held in Central London. Theses include Civil Service Reform, Open Policy Making, Dialogue
Part 5: The Foundation | Building a Culture of Excellence Webinar SeriesJuran
This session will see us build our house of excellence just like we build a home. We begin with a strong foundation – a foundation that includes aligning your “initiatives” to the organizational strategy, selecting the right methods and tools with proper governance, and implementing the infrastructure changes necessary to support the “home.”
SCIP11 Going Global - How to Build Local Intelligence Toolsets on a ShoestringEJulian
Effective strategic and competitive intelligence requires market-specific input which only the field can provide. Garnering this level of cooperation is difficult within headquarters, let alone in far-flung regional offices around the world. This presentation is designed to equip resource-constrained intelligence leaders to create powerful and localized toolsets by efficiently collaborating with local sales and marketing teams.
This document discusses open innovation and innovation ecosystems. It defines open innovation as collaborating both internally and externally to commercialize ideas. An innovation ecosystem includes elements like an open innovation network, R&D infrastructure, and dedicated resources. Open innovation provides benefits like accessing external technologies and intellectual property. Examples of notable innovations from outside companies include Bluetooth and dialysis. Large companies like P&G and Reliance have implemented open innovation frameworks to stimulate growth.
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1. Digital Foundations Organisational changes needed for social media success Mat Phillips Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com
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7. Social media – a game changer…really? Q: If you were launching Viagra today, how much would you invest in Social Media?
8. Orital Ltd - 11 Standingford House - 26 Cave St - Oxford - OX4 1BA - www.orital.com A:
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43. Digital Foundations Organisational changes needed for social media success Mat Phillips http://uk.linkedin.com/pub/mat-phillips/1/b53/254 @neovoca