New tools assess your portfolio in new ways to reveal where the gaps are, what will succeed and fail and how to change portfolio projects for the better.
An Innovation System consists of the integrated organization, operation, governance and people that insure long-term growth through successful innovation of incremental and transformational opportunities throughout a company.
Digital transformation has and is still shifting the world we live in. Products are now living entities which require a more modern and innovative way to create and support products in enterprises. This presentation shares some insight how Pearson, the worlds largest learning company is adopting Agile and Lean at an enterprise level, whilst ensuring the learner and customer is at the centre. Embedding principles from Agile, Lean, Lean Startup, Beyond Budgeting and more,all of which is captured and embraced into the Global Product Lifecycle.
During this talk, I shared some insights on how we in the Product Lifecycle team use the Global Product Lifecycle to provide a lens into Product Strategy. This enables us to take a look closer into products in the portfolio and make decisions based upon Core, Adjacent and Transformational strategic decisions. At the practices level I also shared how Agile, Lean and Lean Startup are built into the product development practices and form the engine of product development.
Behind the product lifecycle I also shared how we are developing a strategic knowledge network across the organisation to empower the enabling functions to work together and contribute to the product lifecycle. This is a direct systems thinking strategy, utilising the specialists skills to surfacing a network of key partners and individuals. Through this network we are able to increase the organisational capabilities to innovate, share knowledge and reduce waste. All of this supports the open source structure we are applying in portfolio governance to truly embrace a learning organisation.
There is always much debate between different practices and methodologies which usually cascade into subjective opinions and preferences. In this talk we will explore some of the key principles behind Agile, Lean, Lean startup and traditional waterfall methods in context to the product domain you are working within. We will explore how iterative Agile and Lean delivery models benefit learning and exploration, whilst comparing the contextual application, risks benefits and pitfalls of different methodologies.
Lecturer in Management Consultancy at Cardiff University. Currently a Fellow of the Advanced Institute of Management investigating management innovation in the consulting profession. Joe will update us on how innovation is changing and offering new challenges for the future of the profession. Joe has recently published a book with Oxford University Press based upon his research and interest in the profession.
An Innovation System consists of the integrated organization, operation, governance and people that insure long-term growth through successful innovation of incremental and transformational opportunities throughout a company.
Digital transformation has and is still shifting the world we live in. Products are now living entities which require a more modern and innovative way to create and support products in enterprises. This presentation shares some insight how Pearson, the worlds largest learning company is adopting Agile and Lean at an enterprise level, whilst ensuring the learner and customer is at the centre. Embedding principles from Agile, Lean, Lean Startup, Beyond Budgeting and more,all of which is captured and embraced into the Global Product Lifecycle.
During this talk, I shared some insights on how we in the Product Lifecycle team use the Global Product Lifecycle to provide a lens into Product Strategy. This enables us to take a look closer into products in the portfolio and make decisions based upon Core, Adjacent and Transformational strategic decisions. At the practices level I also shared how Agile, Lean and Lean Startup are built into the product development practices and form the engine of product development.
Behind the product lifecycle I also shared how we are developing a strategic knowledge network across the organisation to empower the enabling functions to work together and contribute to the product lifecycle. This is a direct systems thinking strategy, utilising the specialists skills to surfacing a network of key partners and individuals. Through this network we are able to increase the organisational capabilities to innovate, share knowledge and reduce waste. All of this supports the open source structure we are applying in portfolio governance to truly embrace a learning organisation.
There is always much debate between different practices and methodologies which usually cascade into subjective opinions and preferences. In this talk we will explore some of the key principles behind Agile, Lean, Lean startup and traditional waterfall methods in context to the product domain you are working within. We will explore how iterative Agile and Lean delivery models benefit learning and exploration, whilst comparing the contextual application, risks benefits and pitfalls of different methodologies.
Lecturer in Management Consultancy at Cardiff University. Currently a Fellow of the Advanced Institute of Management investigating management innovation in the consulting profession. Joe will update us on how innovation is changing and offering new challenges for the future of the profession. Joe has recently published a book with Oxford University Press based upon his research and interest in the profession.
A journey of a Lean Enterprise adopting Agile, Lean Startup and Lean practices beyond technology teams. This shares our journey so far and how we have created and embraced these practices into a Product Lifecycle framework to embrace a change a global culture. This is helping and improving our products and strategy.
To get updates on our progress and latest updates follow us on twitter :
@craigstrong @sonjak18 @shirleychin @tendayiviki
Sophia Muradyan of the World Bank Group on Acceleration in Sub Saharan Africa. Presented at the Global Entrepreneurship Congress in Johannesburg, South Africa.
WASH For India offers innovation consulting services to improve sanitation and hygiene in India. Our services span Strategy, Research, Design, & Management.
Please get in touch to discuss possible collaborations.
Innovation Management Support - Accialini Training & ConsultingNicola Accialini
Accialini Training & Consulting provides support in Innovation Management. Please visit our website www.accialiniconsulting.com or send us an email at info@accialiniconsulting.com for additional info.
Please don't forget to subscribe to our newsletter!
At Richert Innovation Consulting, we are innovation catalysts. We activate the value of your entire organization by combining fire with focus so you can transform your organization. Together, we unleash the possibilities.
(Cover Photo Credit: "Power of the Sun" by Dave Gough)
Crowdsourced Innovation & Problem SolvingHoward Smith
A CSC case study of "Collective Intelligence" at Enterprise Scale. Presents results, techniques and best practices in the design and conduct of enterprise scale ideation events and challenges.
Kent Business School Open innovation network (Presentation: 5th June 2013): H...Kent Business School
Designed to bring organisations – large and small - together who are interested in developing innovation both internally and collaboratively with others.
This paper proposes the effective approaches to “Innovation & Entrepreneurial Management Activities” from the
points of view of “S-curve theory” and “the Patterns of technical evolutions.
Kent Business School Open innovation Network (Presentation: 23 January 2014):...Kent Business School
Designed to bring organisations – large and small - together who are interested in developing innovation both internally and collaboratively with others.
Innovation is at the heart of most companies’ growth strategy. Deciding which concepts to progress is critical, as significant investment is required at the product development stage. But traditional approaches to selecting which concepts to progress are flawed.
To introduce strategic design for an entrepreneurial venture
To discuss some of the reasons why entrepreneurs do not carry out strategic planning
To outline entrepreneurial strategy and some benefits of strategic planning
To examine the transition from an entrepreneurial style to a managerial approach
To discuss the five stages of a typical venture life cycle
To identify key management issues occurring during the growth stages
To introduce the steps useful for breaking through the growth wall
To identify the unique managerial concerns with a growth business
To elaborate the concept of entrepreneurial leadership
To outline ways to incorporate sustainability into business strategy
A journey of a Lean Enterprise adopting Agile, Lean Startup and Lean practices beyond technology teams. This shares our journey so far and how we have created and embraced these practices into a Product Lifecycle framework to embrace a change a global culture. This is helping and improving our products and strategy.
To get updates on our progress and latest updates follow us on twitter :
@craigstrong @sonjak18 @shirleychin @tendayiviki
Sophia Muradyan of the World Bank Group on Acceleration in Sub Saharan Africa. Presented at the Global Entrepreneurship Congress in Johannesburg, South Africa.
WASH For India offers innovation consulting services to improve sanitation and hygiene in India. Our services span Strategy, Research, Design, & Management.
Please get in touch to discuss possible collaborations.
Innovation Management Support - Accialini Training & ConsultingNicola Accialini
Accialini Training & Consulting provides support in Innovation Management. Please visit our website www.accialiniconsulting.com or send us an email at info@accialiniconsulting.com for additional info.
Please don't forget to subscribe to our newsletter!
At Richert Innovation Consulting, we are innovation catalysts. We activate the value of your entire organization by combining fire with focus so you can transform your organization. Together, we unleash the possibilities.
(Cover Photo Credit: "Power of the Sun" by Dave Gough)
Crowdsourced Innovation & Problem SolvingHoward Smith
A CSC case study of "Collective Intelligence" at Enterprise Scale. Presents results, techniques and best practices in the design and conduct of enterprise scale ideation events and challenges.
Kent Business School Open innovation network (Presentation: 5th June 2013): H...Kent Business School
Designed to bring organisations – large and small - together who are interested in developing innovation both internally and collaboratively with others.
This paper proposes the effective approaches to “Innovation & Entrepreneurial Management Activities” from the
points of view of “S-curve theory” and “the Patterns of technical evolutions.
Kent Business School Open innovation Network (Presentation: 23 January 2014):...Kent Business School
Designed to bring organisations – large and small - together who are interested in developing innovation both internally and collaboratively with others.
Innovation is at the heart of most companies’ growth strategy. Deciding which concepts to progress is critical, as significant investment is required at the product development stage. But traditional approaches to selecting which concepts to progress are flawed.
To introduce strategic design for an entrepreneurial venture
To discuss some of the reasons why entrepreneurs do not carry out strategic planning
To outline entrepreneurial strategy and some benefits of strategic planning
To examine the transition from an entrepreneurial style to a managerial approach
To discuss the five stages of a typical venture life cycle
To identify key management issues occurring during the growth stages
To introduce the steps useful for breaking through the growth wall
To identify the unique managerial concerns with a growth business
To elaborate the concept of entrepreneurial leadership
To outline ways to incorporate sustainability into business strategy
Optimally, a Project Management System is based on a stage and gate approach where the gatekeepers provide portfolio governance. Learn the details of Portfolio Management as well as the four keys to successful implementation by downloading our whitepaper: Portfolio Management.
Making it StickHow to make sure your new Performance Manageme.docxsmile790243
Making it Stick:
How to make sure your new Performance Management System catches on and stays!
Large projects often fail and there potential is never realized:
People don’t get onboard and eventually resources dry up and leaders begin to push for abandoning the project.
How can you make sure that your new custom performance management system will be a success?
There are 8 guidelines to keep in mind when planning and implementing your new systems rollout….
Leading the Charge:
How should you introduce the new performance management system to the company?
A one-and-done e-mail to the staff will not suffice!
Effective Change Management will require getting people actively involved in the process:
Everyone should be working towards the common goal of adopting the new system
Resist the urge to push the project forward without making sure that people see the reasoning and value of the change, and are ready to use the new system.
Effective Change Management:
Increases success rate of Organizational Change by 96%
Makes projects 6 times more likely to meet and exceed expectations
Make the Case:
Convince people that the new performance management system is a good idea!
People are naturally averse to change even when they know its for the best!
Neuroscience tells us that change triggers stress….
Stress triggers fight or flight hormones!
Therefore the case for your new system should have both a rational and emotional appeal.
The Rider and the Elephant:
An analogy about rational thinking and emotional response
by Chip and Dan Heath, in their book “Switch”
The Rider is the rational side, diligently processing facts, providing direction and analysis
The elephant is the emotional side, but it ultimately does the work of moving the rider from place to place
You can explain anything to the rider, but if the elephant decides its going another direction, then its impossible to stop
You need to appeal to appeal to both the rider and the elephant
Even if people see the reasoning behind your proposed changes, they wont stick if their hearts aren’t in it
Start with the Business Side:
Appeal to the rider!
Ask what the old performance management system cost in actual dollars and cents
Gauge the amount of time and resources spent on the current system
What is the opportunity cost of not making the change?
Analysis by CEB Inc. found that the average manager spends 200 hours a year planning for and conducting annual performance reviews
Average employee spends 20 hours a year planning and participating in performance reviews
With 4,000 employees and 500 mangers, at an average rate of $50/hour, that’s 8.5 million dollars invested in performance
Is your company getting a good return on this investment?
Now Appeal to the Elephant:
Your pitch needs a tangible representation of the need for change!
Consider adding….
Quotes from your focus groups
Videos of your people sharing their thoughts on the current approach
A huge pile of paper that represents one ...
Digital Health Success Stories (and Failures) Report - Part 2Tom Parsons
Part 2 of our report looks closely at some of the high profile failures to date in order to highlight warnings signs for projects and collaborations in the future. You’ll hear from Skip Fleshman, General Partner at Asset Management Ventures, about his perspective on the enormous investment being pumped into the market and how it should be managed. You’ll get an insider view from Cure Forward and Imperial College Health Partners about some of the reasons behind failures they have experienced and what we can learn from them. And through 2 case studies, you’ll learn more about how transparent and accurate results and trials are integral to ongoing development and success.
We created an assessment to measure a company's innovation readiness. ttp://www.fast-bridge.net/innovready/
This presentation shows some of the results included in a standard report
2013-03 Creating a Culture of Innovation for Health Plansimagine.GO
How can health insurers become more innovative and flexible in a heavily regulated market? You must develop an organizational culture that prioritizes innovation and ties it to the organization’s strategic direction.
The Digital Side Of Startup Ecosystem Development GEC 2018 istanbulGrow VC Group
The digital economy requires economic development and digital development to be understood and be operated closely together for ecosystem orchestration.
In this session, we explore how to unbundle and connect application silos, to build connectivity between applications to make valuable data to flow within and between ecosystems. What practical steps are required and who should be involved?
We explore learning from other industries to help imagine use and concepts of digital in ecosystem development and orchestration context and share our own key learnings of digital from several ecosystems around the world.
Roles of a Corporate Innovation Unit - ECSI FrameworkECSI
Corporate innovation efforts at large companies often lack a clear mission
Recently, more and more companies are setting up a Corporate Innovation Unit (CIU) or similar responsibilities attached to other titles …
… however, in many situations the CIU’s role is unclear and lacks a framework to design its future state and its efforts
At the European Center for Strategic Innovation (ECSI), we have researched on the role of successful Corporate Innovation Units across various industries
Drawing on our research and consulting work, we have developed a framework that breaks the CIU’s mission down into some specific roles – or “jobs” – and provides a way to decide on what role to play, or not, and how
Will your portfolio deliver the growth you expect? Now, for the first time, be able to accurately predict which projects in your portfolio will fail - and why. A new, proven method for accurate prediction of future success will improve what your portfolio can deliver.
How to Balance Sustaining and Strategic Innovation - An Inovo Group Master ClassThe Inovo Group
In this Master Class hosted by Innovation Leader and presented by Inovo Group's Managing Partners, they talk about key aspects of balancing exploitation and exploration activities by an organization's corporate innovation group and business units. Various tensions between these two sections create confusion toward the smooth functioning of a comprehensive innovation system. This Master Class discusses the various strategies and solutions about how to master the balance and reduce tensions between these groups and work toward achieving success along the sustaining-strategic continuum of innovation.
Innovation is a practice, a mindset and a set of skills that can be consistently applied, perhaps not by everyone, but many skills can be practiced and strengthened to make you a better innovator.
What should a next era innovation organization look like. What types of jobs will it do, what roles and proficiencies are needed? Answering these questions will be critical to a company's innovation efforts.
A rigorous approach to discovering new opportunities will insure that ones that are a) boundary pushing and b) embraced by the company. The use of iterative deepening learning paradigm is key to this approach.
How do you align your innovation initiatives with the company's strategic intent? How do you push the companies boundaries yet maintain the essence of what the company does. You use Domaining as a key part of your innovation process.
Predictive testing of opportunities example reportThe Inovo Group
An example of the report produced by Inovo's PTO service. Based on the Growth Science Business Model Simulation tool, Inovo provides a detailed analysis of an opportunity a company is pursuing or considering to pursue and predicts it's probability of success and growth rate.
FAQ for the Predictive Testing of OpportunitiesThe Inovo Group
Information about the new service from Inovo that can accurately predict whether or not an opportunity your company is considering will succeed or not.
Now you can accurately predict if an opportunity you are considering pursuing will fail - and why. A new, AI-based method predicts the potential survival and growth rate of Horizon 3 opportunities with twice the accuracy of humans. The results are used to kill opportunities when they should be killed and shape Horizon 3 opportunities so they can actually deliver the growth rates your company needs. The Predictive Testing of Opportunities (PTO) service helps turn potential failure into success and helps you achieve the true potential of your most uncertain, highest impact opportunities.
What do you look for in an innovator, in an innovation leader, in an innovation team? These are things you won't see on a resume but they are critical nonetheless.
Validating an opportunity involves gathering confirming evidence of its value, its possibility and its desirability. A structured validation process increases the probability of innovation success.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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).
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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.
Exploring Patterns of Connection with Social Dreaming
Portfolio overview
1.
2. Why A Different Portfolio Approach?
Despite the use of portfolio management systems, most organizations still have portfolios
biased to the incremental (vs the transformational), misaligned to the future, and filled with likely failures
Lack of future robustness
Opportunity gaps & costs
Misaligned strategy
Your portfolio can tell you – are you listening?
3. » Lack of Confidence – You don’t know if your
portfolio is robust enough to prepare you well
for the future
» Lack of Balance – Your high-impact
projects are the ones that can make your
portfolio robust, but they are also the most
problematic
» Lack of Options – Traditional portfolio
management tools and methods are not
sufficient to deal with high-impact projects
Crux of the Problem
“Only about 10% (of the projects in your portfolio) are truly
innovative. … about 80% of the new value creation comes
from the innovative launches.”
Stephen King, Portfolio Manager and Head of Innovation Support, Nestle
R&D
# Projects
Value Created
4. Imagine:
A Portfolio Approach That Tells You Something New
Uncover key stakeholder opinion about how
the portfolio should look
Show you the health of your current portfolio in
new and valuable ways
Build the future your portfolio is predicting and
identify the blind-spots
Guide you in reshaping and realigning your
portfolio to be more robust
Identify the high-impact projects that can
create future robustness
Triage
Align
Assess
Predict
Shape
5. Voice-of-the-Portfolio™ Focuses on High-impact Projects
» Does your portfolio have enough
high-impact projects?
» Will they make a difference? Will
they succeed? If not, why not?
» Do they create a robust portfolio
that makes you resilient?
» The world could change much faster than you
are prepared for
» Your high-impact projects prepare you for a
world of greater change
» >80% of your projects are preparing you for the
world of linear change
*in customers, technology, ecosystem, your
company …
0 10 – 15
Change*
Linear
Exponential
Years from now
6. A Three-pronged Approach
Health Check » The portfolio is objectively analyzed using a panel of
empirical health indicators based known success and failures
Portfolio Alignment » The company voices its opinion on how the portfolio should be designed
Presumed Future » The future for which the portfolio is optimized. Is that really the
future you’re anticipating?
Tools developed for front-end assessment of new opportunities can now be applied to
portfolio design – bringing much needed new insight to a mature practice
7. Measure the health of your portfolio by running a panel of ‘lab-tests’
Portfolio
Signature
Health Check
» Where does each project
fall on the panel of tests?
» What is the sum of all
projects and what does it
reveal?
» Where does the portfolio
need ‘treatment’?
Panel
of ‘tests’
Premium service –
Predictive Testing of Opportunities
8. Align your portfolio with what the stakeholders think it should look like
» Is there consensus on how
your portfolio should
look?
» Does this consensus
match your stated
strategy?
» Does your portfolio look
like the consensus says it
should?
Newness to
the Company
Newness to
the World
Disruptive
Incremental
Core Horizon
Strategic
Sustaining
Speculativ
e
Stakeholders ‘invest’ to reveal their
preferred portfolio
Mind-of-the-Company™ reveals how the company
thinks the portfolio should look
Portfolio Alignment
9. Discover the future that your portfolio is built for
» What is the future that
your portfolio assumes?
» Does this future look
probable and complete?
» How robust is your
portfolio in the face of
alternative futures?
This is what the ecosystem within
which we will be operating will
look like
Here are the types of customers
you will have and what they will
want
Here are the new business
models that will be effective
Here are the possibilities
technology will enable
Each project in your portfolio says something about
the future you think will happen.
Presumed Future
10. A Case Study in Pet Products
» Leaders were dissatisfied – the portfolio had many opportunities, but
were they the right ones? How good were they?
» Wanted to know the mix of opportunities that would provide the most
robust portfolio for ongoing success.
» A 3-month project used the Health-Check and Portfolio Alignment tools to
look at existing and new projects.
» Gaps and inconsistencies were identified between current portfolio
structure and desired portfolio structure
» Built a new opportunity portfolio that fit the company’s priorities and
was more impactful and robust for the future
Strategic
Projects
Consensus
Allocation
Diverse
Portfolio
Future
Resilience
11. The outcomes you need from your portfolio tools
» Diagnose where the portfolio is healthy and
where it is ailing.
» Align the portfolio with what the company
thinks it should look like.
» Discover the future the portfolio is
preparing you for.
» Develop specific actions to fix the
problems.
12. Who and How – Projects that Deliver
Role Relevant Challenges
Portfolio Managers How should the company be allocating its
scarce capital resources for both the short and
long term?
Heads of R&D Which technology platforms should the
company be investing in to drive future growth
opportunities?
Innovation Executives How should we choose and prioritize among a
vast number of opportunities that flow through
our field of vision?
Innovation Project
Leaders
How should we choose and prioritize among a
range of opportunities that are surfaced during
my project?
» Collaborative projects can mix & match portfolio
approaches and tools and combine with other
innovation offerings such as Innovation Strategy,
Futuring, Opportunity Discovery and Pursuit
13. The Inovo Group
For more information, check out the portfolio resources
on our website, or drop Larry an e-mail.
With Inovo as collaboration partner and
guide, clients transform their portfolios,
cultures and future potential.
Larry Schmitt
Managing Partner and Co-founder
Ann Arbor, Michigan
P: +1 (734) 604-3887
E: lschmitt@TheInovoGroup.com