Helps in elimnating outsourcing failures that result from companies rushing into transactions with unrealistic or unsubstantiated perceptions of cost savings and performance improvements. There are certain common myths that vendors and clients cling to about offshore outsourcing – false assumptions about how the process should work.
Trends in Outsourcing & Offshoring in the Financial Services Industry 2008-20...newtonsa1
Financial Services companies continue to face headwinds in the global marketplace. Whilst outsourcing activity has not returned to the levels it enjoyed pre-Credit Crunch we are starting to see signs of strengthening demand across North America, EMEA and Asia-Pacific. The third edition of Elix-IRR’s report on Trends in Outsourcing and Offshoring in the Financial Services Industry examines developments in the market since 2011 and the key deal activity which has taken place. We once again assess the health of outsourcing in Financial Services by geography and by domain as well as applying particular scrutiny to the ever-increasing pressure of global regulation and the role of service management in ensuring that outsourcing contributes to the achievement of strategic goals. And because of our longstanding commitment to Africa we return to the continent with fresh insights to the health of the market there, particularly supplier activity in the region.
This document describes SBI's exploratory technology roadmapping process. The process involves 8 steps: 1) identifying decision focus and themes, 2) developing a knowledge base, 3) creating technology scenarios, 4) anticipating new applications, 5) considering the impact of driving forces, 6) identifying new business models, 7) developing product roadmaps, and 8) monitoring results. The goal is to help companies identify new opportunities and nurture new business units by taking a systematic approach to guiding corporate evolution and branching into new technologies and markets.
SBI provided training to Samsung Advanced Institute of Technology (SAIT) to standardize its technology roadmapping processes and formats. SAIT developed over 40 technology roadmaps per year using different processes, with little collaboration between R&D programs. The training taught SBI's proven roadmapping framework to SAIT executives and managers. This would allow SAIT to better align its R&D programs with business needs and improve communication and efficiency.
Strategic Issues in Managing Technology and Innovation by THOMAS L. WHEELEN ...Anisah Anisah
The document discusses strategic issues in managing technology and innovation. It covers executive concerns over the loss of innovation, the role of management in innovation and technology management, environmental scanning both internally and externally, the impact of stakeholders on innovation, outsourcing technology, intellectual property, categories of innovation, product/market evolution, stages of new product development, characteristics of innovative organizations, designs for corporate entrepreneurship, and techniques for evaluating and controlling innovation and technology.
The document introduces the Innovation Value Institute (IVI), a consortium developing an industry standard framework called the IT Capability Maturity Framework (IT-CMF) for managing IT to deliver business value. The IT-CMF assesses 33 critical IT processes across four key areas and provides maturity levels, tools, and best practices to help organizations increase the maturity of their IT management and realize more value from IT investments. The document outlines the development of the IT-CMF and benefits organizations can expect from implementing and improving their maturity levels based on the framework.
Research and development can be the most productive and successful part of a company. With a business value driven R&D process and good portfolio optimization tools one can even tenfold the R&D value, making it by far the most successful part of the company.
This document provides an overview of SBI's scenario planning process for strategic decision making. It outlines the 6 main steps: 1) Identify the decision focus and elements. 2) Identify key external factors. 3) Identify external forces. 4) Select axes of uncertainty. 5) Select scenarios. 6) Analyze decision implications. Tables and examples are provided for each step. The goal is to develop 3 scenarios by combining different endpoints of axes of uncertainty to cover planning uncertainties and analyze their implications.
Helps in elimnating outsourcing failures that result from companies rushing into transactions with unrealistic or unsubstantiated perceptions of cost savings and performance improvements. There are certain common myths that vendors and clients cling to about offshore outsourcing – false assumptions about how the process should work.
Trends in Outsourcing & Offshoring in the Financial Services Industry 2008-20...newtonsa1
Financial Services companies continue to face headwinds in the global marketplace. Whilst outsourcing activity has not returned to the levels it enjoyed pre-Credit Crunch we are starting to see signs of strengthening demand across North America, EMEA and Asia-Pacific. The third edition of Elix-IRR’s report on Trends in Outsourcing and Offshoring in the Financial Services Industry examines developments in the market since 2011 and the key deal activity which has taken place. We once again assess the health of outsourcing in Financial Services by geography and by domain as well as applying particular scrutiny to the ever-increasing pressure of global regulation and the role of service management in ensuring that outsourcing contributes to the achievement of strategic goals. And because of our longstanding commitment to Africa we return to the continent with fresh insights to the health of the market there, particularly supplier activity in the region.
This document describes SBI's exploratory technology roadmapping process. The process involves 8 steps: 1) identifying decision focus and themes, 2) developing a knowledge base, 3) creating technology scenarios, 4) anticipating new applications, 5) considering the impact of driving forces, 6) identifying new business models, 7) developing product roadmaps, and 8) monitoring results. The goal is to help companies identify new opportunities and nurture new business units by taking a systematic approach to guiding corporate evolution and branching into new technologies and markets.
SBI provided training to Samsung Advanced Institute of Technology (SAIT) to standardize its technology roadmapping processes and formats. SAIT developed over 40 technology roadmaps per year using different processes, with little collaboration between R&D programs. The training taught SBI's proven roadmapping framework to SAIT executives and managers. This would allow SAIT to better align its R&D programs with business needs and improve communication and efficiency.
Strategic Issues in Managing Technology and Innovation by THOMAS L. WHEELEN ...Anisah Anisah
The document discusses strategic issues in managing technology and innovation. It covers executive concerns over the loss of innovation, the role of management in innovation and technology management, environmental scanning both internally and externally, the impact of stakeholders on innovation, outsourcing technology, intellectual property, categories of innovation, product/market evolution, stages of new product development, characteristics of innovative organizations, designs for corporate entrepreneurship, and techniques for evaluating and controlling innovation and technology.
The document introduces the Innovation Value Institute (IVI), a consortium developing an industry standard framework called the IT Capability Maturity Framework (IT-CMF) for managing IT to deliver business value. The IT-CMF assesses 33 critical IT processes across four key areas and provides maturity levels, tools, and best practices to help organizations increase the maturity of their IT management and realize more value from IT investments. The document outlines the development of the IT-CMF and benefits organizations can expect from implementing and improving their maturity levels based on the framework.
Research and development can be the most productive and successful part of a company. With a business value driven R&D process and good portfolio optimization tools one can even tenfold the R&D value, making it by far the most successful part of the company.
This document provides an overview of SBI's scenario planning process for strategic decision making. It outlines the 6 main steps: 1) Identify the decision focus and elements. 2) Identify key external factors. 3) Identify external forces. 4) Select axes of uncertainty. 5) Select scenarios. 6) Analyze decision implications. Tables and examples are provided for each step. The goal is to develop 3 scenarios by combining different endpoints of axes of uncertainty to cover planning uncertainties and analyze their implications.
This document discusses key factors in managing technology, including the importance of creativity, invention, innovation, research and development. It emphasizes that managing technology requires continuous efforts to create new technologies and bring novel products and services to market. While invention generates new concepts, innovation involves integrating existing technologies into new products and systems. Both are essential for technology development and application. The document also examines types of innovation, how to foster creativity, and the importance of timing when bringing innovations to market.
This document discusses strategies for managing technology and innovation, specifically regarding customization, speed, knowhow, and time pacing. It provides examples of how companies like Toyota, Dell, and Motorola quickly customize and deliver products to customers. It also discusses how standardization strategies can enable customization through approaches like part, process, and product standardization. The development of the video cassette recorder industry is presented as a case study showing the stages of competition for industry foresight, shortening migration paths, and market position.
This document discusses the link between research and development (R&D) and business value creation. It addresses questions about how R&D relates to a company's overall business and long term objectives. The document discusses core competencies as the common threads across business units that differentiate companies and provide sustainable competitiveness. It also discusses the importance of aligning R&D strategy with corporate strategy and identifying the value provided by R&D to customers at each step of the value chain. The perception gap between R&D and other departments is also addressed.
This document summarizes Porter's framework for technology strategy formulation. It discusses that Porter identified two key decisions: selecting the business area and positioning within it. Technology affects industry attractiveness through the five forces model and a firm's value chain. A technology strategy has three elements: selecting technologies, deciding whether to lead or follow, and whether to sell technologies. The strategy should support the firm's overall competitive strategy and assess sustainability of leadership, advantages of leading, and disadvantages of leading.
The document discusses the rationale for outsourcing and the benefits it provides. It argues that outsourcing allows companies to focus on their core competencies by outsourcing other functions to specialized external vendors. This can improve performance, reduce costs, and provide access to expertise, resources, and best practices. However, outsourcing also carries some risks like loss of control that need to be mitigated through strategic partnering and service level agreements.
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
The Technology Radar - a Tool of Technology Intelligence and Innovation StrategyRené Rohrbeck
The document describes the Technology Radar tool used by Deutsche Telekom Laboratories to foster technology intelligence and innovation strategy. The Technology Radar identifies emerging technologies, assesses their relevance, and disseminates the information throughout the company. It aims to raise awareness of opportunities and threats, stimulate innovation, and increase absorptive capacity. Technologies are selected by scouts and evaluated based on factors like market impact and complexity. Results are shared as technology profiles, trends, workshops, and papers. The tool creates value by gaining executive attention, stimulating cross-unit collaboration, and introducing external perspectives to help guide innovation strategy. Lessons learned include choosing skilled scouts and using a portfolio approach to technology assessment.
[SirionLabs Webinar] Faster Contracts, Better Contracts: Eliminating the Fric...SirionLabs
Watch this webinar to discover the friction points across the contracting lifecycle and the role of CLM technology in driving business agility by addressing these friction points. The webinar features experts from Morgan Stanley, Vodafone, World Commerce & Contracting, and SirionLabs.
You can watch the webinar recording on this page
https://www.sirionlabs.com/faster-contracts-better-contracts-eliminating-the-friction-points-in-contracting/
This document discusses developing an IT value proposition and strategic themes for IT strategy maps. It explores several approaches for constructing the IT value proposition based on case studies of different organizations. Key approaches identified include: 1) linking applications that support business objectives to the strategic IT service portfolio, 2) including business unit strategic outcomes in the IT scorecard using a linkage scorecard, 3) defining IT's role in enabling organizational objectives as the value proposition, and 4) capturing expectations of IT from business units as the value proposition. The document also discusses using information criteria from COBIT to define the customer perspective of an IT strategy map.
Adaptation in the Shadow of Target Operating ModelNathan Allchin
Risk and opportunities for your engagement in an environment of strategic change.
Our clients are now having to revisit some of the fundamental assumptions of their corporate and business strategy, and as a result, many of these clients will increase their appetite for strategic change to their business model and operating model.
This has the potential to be an exciting time for us as consultants, yet it is not always a blessing to live in exciting times. To maximise our opportunities to deliver value, we need to appreciate how this change in the environment might impact our engagements, and what actions and mitigations we can take for the mutual benefit of the client and ourselves:
- What is driving clients to embrace strategic changes to their Business and Operating Models;
- What the emergence of a client’s Target Operating Model can mean for your engagement;
- What approaches you should take as consultants to adapt and thrive in this environment.
The document discusses innovation management and related topics including:
1) Innovation management involves tasks like innovation within organizations, strategies, and forecasting technology.
2) Companies should strive to be innovative for competitive advantages like responding to changing consumer and market needs. However, companies may lack innovation due to factors such as high costs, fear of failure, or relying on existing business models.
3) Managing innovation requires considering an organization's structure and culture as well as promoting creativity among employees through techniques like brainstorming.
The document discusses the university technology transfer process, including invention disclosure, evaluation, patenting, marketing, licensing, and starting spin-off companies. It notes that universities and industry have different missions and measures of success. The technology transfer process is complex and involves assessing inventions' technical and commercial merits, appropriate intellectual property protection, and valuation methods like cost, market, and income approaches. Negotiating licenses and starting companies also requires understanding different perspectives.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
With technology innovation continuing at a dizzying pace, is your organization investing its technology budget wisely? Are you concerned you might be buying yesterday's technology with little or no hope for return on investment? How do you determine what technologies will have the most beneficial impact for your organization? This session provides perspective on how to develop a technology strategy that looks at how the latest technologies can be utilized to streamline processing and improve control—and have positive impact on the organization. Ensure your organization is properly poised to fully leverage technology in the years ahead by attending this session.
Outsourcing - Key Management Challenges, An India-specific analysis of the outsourcing industry and the key challenges that it faces. Part of a report that was submitted as a part of a credit course at IIT Madras.
The document discusses a process for managing an IT project portfolio using Total Value of Ownership (TVO). It describes how TVO can provide metrics for assessing technology delivery systems, user productivity, benefits, and ROI. TVO considers both IT and business metrics to determine the overall value of IT investments and help optimize spending. The process involves establishing a baseline, analyzing proposed initiatives and potential what-if scenarios, and ongoing support to evaluate the portfolio.
The document discusses strategies for effectively combining a TV show brand with supplemental marketing materials like posters, magazines, and trailers. It emphasizes using consistent colors, fonts, and logos to clearly identify the brand across materials while allowing for some creative adaptations. Key elements like broadcast network, characters, and storyline details should be prominently featured to engage the target audience.
The Business Model Design practice supports the definition of a sustainable business model, collaboratively with all its stakeholders. To Technology Transfer Officers this practice proposes reference canvas and tools easily tailored to support most business strategic decision. To researchers, this practice is in essence a way to promote a sound business culture and a set of tools to facilitate the design of a business model. Its foundation from the design science make it practical and result oriented.
www.FITT-for-Innovation.eu
This document provides a simple guide for adding various types of content and modules to a Blackboard course site. It outlines how to upload files and folders, add audio, images, videos, YouTube videos, Flickr images, and SlideShare presentations. It also describes how to create learning modules, module packages, and embed modules within a course site.
This presentation aims to explain why attention is so important in Social Media in building trust and engagement. It analyses the key components of attention and how the quality of the content can make this happen.
This document provides an introduction to using social media for marketing purposes. It outlines some key questions for businesses to consider about leveraging current investments, engaging target markets, networking, websites, and tracking client relationships. The document then discusses benefits of social media such as leveraging investments, increasing candidate quality, growing potential client databases, strengthening community relationships, cultivating client relationships, improving response times, and boosting SEO. It concludes by providing contact information for questions.
The document provides tips for living a better life in 2011, including taking daily walks while smiling, sitting in silence for 10 minutes, sleeping 7 hours, living with energy, enthusiasm and empathy, playing games, reading more books, drinking plenty of water, eating more whole foods and less processed foods, eating smaller meals throughout the day, making time for meditation and prayer, practicing positive thinking, smiling and laughing more, spending time with the elderly and children, forgiving others and not taking yourself too seriously, focusing on the present instead of the past, and staying in touch with friends.
This document discusses key factors in managing technology, including the importance of creativity, invention, innovation, research and development. It emphasizes that managing technology requires continuous efforts to create new technologies and bring novel products and services to market. While invention generates new concepts, innovation involves integrating existing technologies into new products and systems. Both are essential for technology development and application. The document also examines types of innovation, how to foster creativity, and the importance of timing when bringing innovations to market.
This document discusses strategies for managing technology and innovation, specifically regarding customization, speed, knowhow, and time pacing. It provides examples of how companies like Toyota, Dell, and Motorola quickly customize and deliver products to customers. It also discusses how standardization strategies can enable customization through approaches like part, process, and product standardization. The development of the video cassette recorder industry is presented as a case study showing the stages of competition for industry foresight, shortening migration paths, and market position.
This document discusses the link between research and development (R&D) and business value creation. It addresses questions about how R&D relates to a company's overall business and long term objectives. The document discusses core competencies as the common threads across business units that differentiate companies and provide sustainable competitiveness. It also discusses the importance of aligning R&D strategy with corporate strategy and identifying the value provided by R&D to customers at each step of the value chain. The perception gap between R&D and other departments is also addressed.
This document summarizes Porter's framework for technology strategy formulation. It discusses that Porter identified two key decisions: selecting the business area and positioning within it. Technology affects industry attractiveness through the five forces model and a firm's value chain. A technology strategy has three elements: selecting technologies, deciding whether to lead or follow, and whether to sell technologies. The strategy should support the firm's overall competitive strategy and assess sustainability of leadership, advantages of leading, and disadvantages of leading.
The document discusses the rationale for outsourcing and the benefits it provides. It argues that outsourcing allows companies to focus on their core competencies by outsourcing other functions to specialized external vendors. This can improve performance, reduce costs, and provide access to expertise, resources, and best practices. However, outsourcing also carries some risks like loss of control that need to be mitigated through strategic partnering and service level agreements.
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
The Technology Radar - a Tool of Technology Intelligence and Innovation StrategyRené Rohrbeck
The document describes the Technology Radar tool used by Deutsche Telekom Laboratories to foster technology intelligence and innovation strategy. The Technology Radar identifies emerging technologies, assesses their relevance, and disseminates the information throughout the company. It aims to raise awareness of opportunities and threats, stimulate innovation, and increase absorptive capacity. Technologies are selected by scouts and evaluated based on factors like market impact and complexity. Results are shared as technology profiles, trends, workshops, and papers. The tool creates value by gaining executive attention, stimulating cross-unit collaboration, and introducing external perspectives to help guide innovation strategy. Lessons learned include choosing skilled scouts and using a portfolio approach to technology assessment.
[SirionLabs Webinar] Faster Contracts, Better Contracts: Eliminating the Fric...SirionLabs
Watch this webinar to discover the friction points across the contracting lifecycle and the role of CLM technology in driving business agility by addressing these friction points. The webinar features experts from Morgan Stanley, Vodafone, World Commerce & Contracting, and SirionLabs.
You can watch the webinar recording on this page
https://www.sirionlabs.com/faster-contracts-better-contracts-eliminating-the-friction-points-in-contracting/
This document discusses developing an IT value proposition and strategic themes for IT strategy maps. It explores several approaches for constructing the IT value proposition based on case studies of different organizations. Key approaches identified include: 1) linking applications that support business objectives to the strategic IT service portfolio, 2) including business unit strategic outcomes in the IT scorecard using a linkage scorecard, 3) defining IT's role in enabling organizational objectives as the value proposition, and 4) capturing expectations of IT from business units as the value proposition. The document also discusses using information criteria from COBIT to define the customer perspective of an IT strategy map.
Adaptation in the Shadow of Target Operating ModelNathan Allchin
Risk and opportunities for your engagement in an environment of strategic change.
Our clients are now having to revisit some of the fundamental assumptions of their corporate and business strategy, and as a result, many of these clients will increase their appetite for strategic change to their business model and operating model.
This has the potential to be an exciting time for us as consultants, yet it is not always a blessing to live in exciting times. To maximise our opportunities to deliver value, we need to appreciate how this change in the environment might impact our engagements, and what actions and mitigations we can take for the mutual benefit of the client and ourselves:
- What is driving clients to embrace strategic changes to their Business and Operating Models;
- What the emergence of a client’s Target Operating Model can mean for your engagement;
- What approaches you should take as consultants to adapt and thrive in this environment.
The document discusses innovation management and related topics including:
1) Innovation management involves tasks like innovation within organizations, strategies, and forecasting technology.
2) Companies should strive to be innovative for competitive advantages like responding to changing consumer and market needs. However, companies may lack innovation due to factors such as high costs, fear of failure, or relying on existing business models.
3) Managing innovation requires considering an organization's structure and culture as well as promoting creativity among employees through techniques like brainstorming.
The document discusses the university technology transfer process, including invention disclosure, evaluation, patenting, marketing, licensing, and starting spin-off companies. It notes that universities and industry have different missions and measures of success. The technology transfer process is complex and involves assessing inventions' technical and commercial merits, appropriate intellectual property protection, and valuation methods like cost, market, and income approaches. Negotiating licenses and starting companies also requires understanding different perspectives.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
With technology innovation continuing at a dizzying pace, is your organization investing its technology budget wisely? Are you concerned you might be buying yesterday's technology with little or no hope for return on investment? How do you determine what technologies will have the most beneficial impact for your organization? This session provides perspective on how to develop a technology strategy that looks at how the latest technologies can be utilized to streamline processing and improve control—and have positive impact on the organization. Ensure your organization is properly poised to fully leverage technology in the years ahead by attending this session.
Outsourcing - Key Management Challenges, An India-specific analysis of the outsourcing industry and the key challenges that it faces. Part of a report that was submitted as a part of a credit course at IIT Madras.
The document discusses a process for managing an IT project portfolio using Total Value of Ownership (TVO). It describes how TVO can provide metrics for assessing technology delivery systems, user productivity, benefits, and ROI. TVO considers both IT and business metrics to determine the overall value of IT investments and help optimize spending. The process involves establishing a baseline, analyzing proposed initiatives and potential what-if scenarios, and ongoing support to evaluate the portfolio.
The document discusses strategies for effectively combining a TV show brand with supplemental marketing materials like posters, magazines, and trailers. It emphasizes using consistent colors, fonts, and logos to clearly identify the brand across materials while allowing for some creative adaptations. Key elements like broadcast network, characters, and storyline details should be prominently featured to engage the target audience.
The Business Model Design practice supports the definition of a sustainable business model, collaboratively with all its stakeholders. To Technology Transfer Officers this practice proposes reference canvas and tools easily tailored to support most business strategic decision. To researchers, this practice is in essence a way to promote a sound business culture and a set of tools to facilitate the design of a business model. Its foundation from the design science make it practical and result oriented.
www.FITT-for-Innovation.eu
This document provides a simple guide for adding various types of content and modules to a Blackboard course site. It outlines how to upload files and folders, add audio, images, videos, YouTube videos, Flickr images, and SlideShare presentations. It also describes how to create learning modules, module packages, and embed modules within a course site.
This presentation aims to explain why attention is so important in Social Media in building trust and engagement. It analyses the key components of attention and how the quality of the content can make this happen.
This document provides an introduction to using social media for marketing purposes. It outlines some key questions for businesses to consider about leveraging current investments, engaging target markets, networking, websites, and tracking client relationships. The document then discusses benefits of social media such as leveraging investments, increasing candidate quality, growing potential client databases, strengthening community relationships, cultivating client relationships, improving response times, and boosting SEO. It concludes by providing contact information for questions.
The document provides tips for living a better life in 2011, including taking daily walks while smiling, sitting in silence for 10 minutes, sleeping 7 hours, living with energy, enthusiasm and empathy, playing games, reading more books, drinking plenty of water, eating more whole foods and less processed foods, eating smaller meals throughout the day, making time for meditation and prayer, practicing positive thinking, smiling and laughing more, spending time with the elderly and children, forgiving others and not taking yourself too seriously, focusing on the present instead of the past, and staying in touch with friends.
7 ways to create memorable customer experience with social media mpDeep Banerjee
The document outlines 7 ways for companies to create a memorable customer experience on social media. It recommends that companies (1) give customers a place to post feedback, both positive and negative, (2) integrate social media into customer service to respond to complaints, (3) activate existing customers by encouraging them to engage on social media, (4) proactively interact with customers discussing the brand, (5) reward influential social media users, (6) create compelling brand content, and (7) use interactive features to stand out from competitors. The goal is to turn unhappy customers into advocates by resolving issues publicly on social media.
Module 1 project planning and appraisaldmkanchepalya
This module provides an overview of project planning and capital budgeting. It is divided into five sections: capital expenditures and their importance/difficulties, phases of capital budgeting, generating and screening project ideas, facets of project analysis, and resource allocation frameworks. The key phases of capital budgeting are planning, analysis, selection, implementation, and review. Generation of project ideas involves monitoring the business environment, conducting corporate appraisals, scouting for ideas, and preliminary screening.
IT Outsourcing: Engaging with the Market to Leverage your Buying PowerWalter Adamson
This presentation covers the following 5 core issues: 1. Strategic Sourcing – what does it mean?
2. What factors influence the decision-making process?
3. Assessing different models for streamlining buying and effectively structuring procurement
4. Effectively managing risk while delivering business value and constructing back-to-back deals
5. Expanding the sourcing options to include offshore in-house.
Supply Chain Summit on Innovation Driven Procurement Business ModelRobbert den Braber
Presentation given on the Global SC Summit @ October 4 in Venlo, The Netherlands
It shows the change in Procurement business model required to contribute to innovation
In the search to find the winning formula, managing innovation is based on hard work and reliable data, not entirely on the practice, recognizing necessary but sufficient conditions and context. A set of propositions potentially lay the foundation for a review of the existing basis for measuring performance and success in delivering towards shareholder expectations in today’s knowledge era – however, how does existing concepts, methods, approaches, models, practices and theoretical constructs support investment decision-making for achieving maximum shareholder value and sustained business success, recognizing your specific business context, whether starting up, growing, mature or in turn-around.
2014.01.30 Innovation overview by Glenn WintrichNUI Galway
Glenn Wintrich, Innovation Leader at Dell, presented this seminar entitled Innovation Overview on 30th January 2014 at the Whitaker Institute, NUI Galway.
This document summarizes a presentation on managing risks when offshoring services, including experiences from India. The key points discussed include:
- Offshoring provides benefits like lower costs, access to skilled talent, and time zone advantages, but also poses operational, strategic, and compliance risks.
- Common risks include miscommunication due to language/cultural barriers, public resistance, security/data integrity issues, and wage inflation reducing cost benefits.
- Risks can be managed through measures like joint knowledge sharing, well-defined risk matrices, transition management, and monitoring offshored activities.
- India is a favored offshore destination for its skilled English-speaking workforce and quality standards, though economic downturn
Yonix presents: Business Analysis: Where transformation and innovation beginsyonix
This document provides an overview of business analysis and the role of a business analyst. It discusses how business analysts act as a liaison between stakeholders to identify business needs and determine solutions. The document then outlines some of the key responsibilities of a business analyst, including enterprise analysis, requirements gathering and management, and communicating solutions. It also discusses trends in the business analysis field and how the role is changing with factors like outsourcing and a push for agility.
Open Innovation In Financial Services Innovation Summit 2009Saine
The document discusses open innovation in the financial services sector. It notes that knowledge now sits beyond organizational boundaries, requiring a blend of openness and focus on customers. Financial services firms typically have little intellectual property protection, so open innovation can help leverage external knowledge for growth. The document outlines how financial firms can transition to more open business models and innovation processes that integrate external partners and customers.
This PDF details the things that make a company drive innovation by listing the nature and necessary ingredients on innovation for a capital rich to an entrepreneurial setup.
Selling to the CIO by Chandima Mayanademiya, CIO, AON SAitnewsafrica
This document provides guidance on how to effectively sell technology solutions to a Chief Information Officer (CIO). It recommends defining the solutions being sold as products, product suites, or full outsourcing services. When preparing to sell, research the organization and CIO, understand their priorities around cost reduction and convergence. The first meeting with the CIO is critical, so come prepared to demonstrate how the solutions address their needs and industry through case studies and pricing models. Follow up after to continue the conversation.
Harryson Consulting Group provides strategic technology management consulting services. It has 12 employees, annual revenues of 800,000 euro, and offices in Malmö and Zürich. Its services include innovation strategy, managing innovation networks, capturing intellectual property value, and guiding innovation from vision to value. Harryson helps clients audit and enhance innovation capabilities. It uses a Growth Through Innovation process to design strategic frameworks and create business concepts through workshops. Harryson also implements knowledge networks for cost-efficient growth and manages momentum from vision to value.
The document discusses various topics related to business strategy formulation including:
1. Different levels of strategy from corporate to operational.
2. Types of competitive advantage like cost leadership and differentiation.
3. Porter's five forces model for industry analysis.
4. SWOT analysis for understanding internal strengths and weaknesses and external opportunities and threats.
5. Strategic management process involving analysis, strategy development and implementation.
Epitude Consultants provides outsourcing consulting services with over 20 years of experience. They have a team of experienced advisors with expertise in engineering, manufacturing, and business process outsourcing. They work with large $1 billion+ organizations globally on outsourcing strategies. Epitude tailors their services to each client's unique business needs across industries like manufacturing, construction, aerospace, and industrial products. Their presentation outlines key considerations for outsourcing strategies including challenges, building centers of excellence, and transforming outsourcing approaches for the future.
Holloway Consulting provides management consulting services including assessment, strategy preparation, selection process review, and more. The company was established in 2002 and is led by owner Simon Holloway, who has over 25 years of experience in IT consulting. Holloway Consulting helps organizations apply technology like RFID to improve business processes and meet organizational goals.
This document provides an overview of innovation concepts including:
- Peter Drucker's seven sources of innovative ideas and the importance of analyzing opportunities both within and outside an organization.
- Joseph Schumpeter's definitions of invention, innovation, and imitation in economic development.
- The four types of innovation according to the OECD - product, process, marketing, and organizational.
- Models of the innovation process from linear to interactive, emphasizing the increasing role of feedback loops and cross-functional collaboration.
Procurement Management
Importance of Project Procurement Management
Procurement means acquiring goods and/or services from an outside source
Other terms include purchasing and outsourcing
Debates on Outsourcing
Some companies, such as Wal-Mart, prefer to do no outsourcing at all, while others do a lot of outsourcing.
GM recently announced plans to switch from outsourcing 90% of IT service to only 10%
Most organizations do some form of outsourcing to meet their IT needs and spend most money within their own country
Why Outsource?
To access skills and technologies
To reduce both fixed and recurrent costs
To allow the client organization to focus on its core business
To provide flexibility
To increase accountability
PM Network – Risks of Outsourcing
Boeing’s Dreamliner
Following suit and not minding risks
Vendor Issues
Misunderstanding
Information Exchange
Schedule Overruns
PM Network – The More the Merrier
More providers, more problems
Differing methodologies and tools
Service and Operating Level Agreements
Find a balance that works for the organization
Contracts
A contract is a mutually binding agreement that obligates the seller to provide the specified products or services and obligates the buyer to pay for them
Contracts can clarify responsibilities and sharpen focus on key deliverables of a project
Because contracts are legally binding, there is more accountability for delivering the work as stated in the contract
Project Procurement Management Processes
Project procurement management: Acquiring goods and services for a project from outside the performing organization
Processes include:
Planning procurement management
Conducting procurements
Controlling procurements
Closing procurements
Planning Procurement Management
Identifying which project needs can best be met by using products or services outside the organization
Types of Contracts:
Fixed Price (or lump sum)
Cost Reimbursable
Time and Material
Unit Price
Point of Total Assumption
The Point of Total Assumption (PTA) is the cost at which the contractor assumes total responsibility for each additional dollar of contract cost
Contractors do not want to reach the point of total assumption, because it hurts them financially, so they have an incentive to prevent cost overruns
The PTA is calculated with the following formula:
PTA = (ceiling price – target price)/government share + target cost
Cost Reimbursable Contracts
Cost plus incentive fee (CPIF
Cost plus fixed fee (CPFF)
Cost plus percentage of costs (CPPC)
Contract Clauses
Contracts should include specific clauses to take into account issues unique to the project
Can require various educational or work experience for different pay rights
Often includes:
Termination clause
Limitation of liability clause
Tools and Techniques for Planning Purchases and Acquisitions
Expert judgment
Market research
Make-or-buy analysis: General management technique ...
This document discusses the importance of effective governance practices for justifying technology investments. It notes that companies without mature justification processes have high rates of failed IT projects that waste millions. In contrast, companies with strong processes report almost no failures. The document recommends using a business case approach like VAL IT to align investments with goals, quantify costs/benefits/risks, and establish accountability. Considering flexibility options and adjusting projections based on risk can improve ROI estimates and confidence in a project's likelihood of success.
An effective specification:
1. Defines the buyer's needs to enable providers to propose cost-effective solutions and allow for fair tender evaluation.
2. Includes minimum requirements like clear, concise descriptions of requirements, responsibilities, and evaluation criteria to form the basis for contract management.
3. Is important to avoid mistakes, undermine strategic aims, and ensure information is complete to prevent wrong assumptions.
This document discusses starting an IT consulting practice. It outlines why consulting is a valuable proposition that does not depend on specific technologies and can provide sustainable competitive advantages. The Indian consulting market is growing significantly. Key areas of consulting include IT strategy, enterprise architecture, and business agility. Top technologies to focus on include cloud computing, analytics, social computing and security. An effective business model involves key partnerships, developing expertise in industries/processes/technologies, and packaging consulting with existing product/service offerings to build the practice. The document recommends initially offering free consulting to existing customers to build the practice.
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Presentatie over innovatie in outsourcing
1. Innovation in an Outsourcing Relationship
Seminar ICT Contracten voor Juristen
IIR Legal
Alan Steele Nicholson
a.steele@mitopics.nl
Walter van Holst
w.van.holst@mitopics.nl
30 august 2012
Onafhankelijk IT-advies vanuit de combinatie van technische, bedrijfskundige en juridische expertise
2. Independent IT consultancy
through technical, business and legal expertise
Strategy Contracting
Feasibility studies Contracts and SLAs
IT policy Negotiation
Change management Dispute resolution
Procurement Assessment
(Out)sourcing Audits
European public sector procurement Valuations
Contract management Expert reports
Renewal And
Programme of requirements Second opinions
IT and partner selection Project management
Implementation management Workshops
3. Innovation in an Outsourcing Relationship 3
Agenda
Introduction
PON’s Innovation Workgroup
Lessons Learned
PON’s Standard Outsourcing Contract
Discussion
4. Can innovation happen after the ink is dry?
Platform Outsourcing Nederland
‘Creating innovation by outsourcing and alignment’
8 December 2010
Alan Steele Nicholson
a.steele@mitopics.nl
5. Where does it go wrong?
Creating innovation by outsourcing and alignment 5
It’s human nature. People like watching the
vendor grovel and getting them to come down in
price. The client deal team comes back and
everyone congratulates them on how they
kicked the vendor’s butt. But in the end, you get
what you pay for.
– Ben Trowbridge, CEO
Alsbridge plc
“
”
6. Pick up where PON left off in 2010
Review previous studies; build on them:
Academics and practitioners
Gather/circulate actual cases
Link up with groups abroad
Prepare a seminar & whitepaper
Task of PON Innovation Workgroup
8. Addedvaluetothebusiness
Low High
Low
High
Improve the
business
Improve the
business
Optimize ITOptimize IT
Impact on and risk for the organization
Innovate the
business
Innovate the
business
Optimize IT operations and services
Optimize IS development & change
Optimize systems and IT architecture
Optimize/cut IT cost
Improve customer service/convenience
Improve business processes (speed,
time to market, reliability, flexibility)
Improve/cut business cost
Improve market approach
Create new business
New products/services
New customer groups
New business models
New markets
Radical
innovation
Incremental
innovation
What is the level of innovation?
Spoor & Silvius (Presentation, 2010)
9. Time
Maturity level
Cost Stage
Economic Benefits
Transaction cost
Contracts
Principal – Agent
Firm Boundaries
Cost Stage
Economic Benefits
Transaction cost
Contracts
Principal – Agent
Firm Boundaries
Resource Stage
Access to resources
Innovation
Strategic Resources
Core Competences
Skills & Capabilities
Resource Stage
Access to resources
Innovation
Strategic Resources
Core Competences
Skills & Capabilities
Partnership Stage
Alliance
Economic Exchanges
Relational Norms
Social Exchanges
Stakeholders
Partnership Stage
Alliance
Economic Exchanges
Relational Norms
Social Exchanges
Stakeholders
Gottschalk & Solli-Seather (journal 2006)Gottschalk & Solli-Seather (journal 2006)
Improve the
business
Improve the
business
Innovate the
business
Innovate the
business
Optimize ITOptimize IT
10. Source of innovation in an outsourcing
Reactive
Innovation
Organisations
’s Innovation
Proactive
Innovation
Collaborative
Innovation
Level of domain expertise
Van der Linden (IEEE Conference, 2011)
11. What are the enablers/disablers?
Weeks & FeenyWeeks & Feeny (scientific paper, 2008)(scientific paper, 2008)
13. Conclusion
Think about at what level you want to boost innovation
Think about your maturity level of outsourcing and
innovation
Think about where innovation within organisation can
come from
Think about what and who the enablers/disablers are
Think about the impact of different cultures on innovation
15. Addedvaluetothebusiness
Low High
Low
High
Improve the
business
Improve the
business
Optimize ITOptimize IT
Impact on and risk for the organization
Innovate the
business
Innovate the
business
Optimize IT operations and services
Optimize IS development & change
Optimize systems and IT architecture
Optimize/cut IT cost
Improve customer service/convenience
Improve business processes (speed,
time to market, reliability, flexibility)
Improve/cut business cost
Improve market approach
Create new business
New products/services
New customer groups
New business models
New markets
Radical
innovation
Incremental
innovation
What is the level of innovation?
Spoor & Silvius (Presentation, 2010Spoor & Silvius (Presentation, 2010)
16. Do’s
Describe architectural framework/ limitations
Establish incentives for innovation
Sufficient know-how available in client organisation
Match needs with supplier
Implement standard approaches
Focus on requirements: ‘What’ do parties want (not ‘how’)
Enable process improvements E2E (chain)
Formal lessons learned sessions at end of contracts
17. Don’ts
Dictate or limit the solution
Enforce own standards
Focus on rates only
Not pay enough attention to innovation within contract
Ignore the win/win
Make it supplier’s problem
18. Observations
Most innovation organized in selection phase, not
contract phase
Technology roadmaps support operational
innovation
Challenge for ongoing relationships: More
efficiency means often less money for supplier
19. - doing the game differently -
Business Process innovation
20. Addedvaluetothebusiness
Low High
Low
High
Improve the
business
Improve the
business
Optimize ITOptimize IT
Impact on and risk for the organization
Innovate the
business
Innovate the
business
Optimize IT operations and services
Optimize IS development & change
Optimize systems and IT architecture
Optimize/cut IT cost
Improve customer service/convenience
Improve business processes (speed,
time to market, reliability, flexibility)
Improve/cut business cost
Improve market approach
Create new business
New products/services
New customer groups
New business models
New markets
Radical
innovation
Incremental
innovation
What is the level of innovation?
Spoor & Silvius (Presentation, 2010Spoor & Silvius (Presentation, 2010)
21. Do’s
Relationship based on trust and measurement
Soft skills and hard skills are always needed
Co-creation is possible
Innovation does not have to be part of the standard
contract
Innovation governance
Business / Domain knowledge
22. Don’ts
Deadlock: expecting the other party to start it
Focus on the contract
Independent actions
Not focusing on orthogonal innovation
Learn from other sectors
Outside your own scope
24. Addedvalueto
thebusiness
Low High
Low
High
Improve the
business
Improve the
business
Optimize ITOptimize IT
Impact on and risk for the organization
Innovate the
business
Innovate the
business
Optimize IT operations and services
Optimize IS development & change
Optimize systems and IT architecture
Optimize/cut IT cost
Improve customer service/convenience
Improve business processes (speed,
time to market, reliability, flexibility)
Improve/cut business cost
Improve market approach
Create new business
New products/services
New customer groups
New business models
New markets
What is strategic innovation?
25. Case study: Internet payment –Atos
1. Clear ownership and executive sponsorship
2. Clear responsibilities and governance
3. Trust
4. Transparency in objectives for both parties
5. Separate agreements for Innovation
6. Attention for communication
7. Commitment (long term, flexibility)
8. Capabilities (provider as well as customer)
26. Don’ts
- Stating the obvious:
No clear ownership
No alignment between or even within partners
Not enough attention for Innovation in contract
Not challenging the win/win of both parties
The (consortium of) client(s) should not focus
on technology requirements: leave this to the
IT partner
No Cultural fit
27. Conclusions:
• Level of outsourcing is important
• Flexibility is essential: parties are in a greenfield
• Strategic innovation does not originate from an
outsourcing contract
• The majority of strategic innovation initiatives
originates within the customer organization
• All the disablers found were obvious
• Parties underestimate strategic innovation challenges
28. Contracting Approach
For the contractual aspects, the contract is not
the only aspect…
For certain innovation, the contract is not even the
most important aspect
Contract
Contract
Management
Contracting life-cycle
RFx Process
29. Output
Best practices for of innovation throughout
contracting life-cycle:
RFx-phase: checklist
Contract: checklist & example clauses
Contract management: checklist
Best practices were similar for all types of
innovation, except for Strategic Innovation
30. RFx phase
Get incentives right
Pick right supplier
Set (mutual) goals and expectations
Set transparent business process(es) and domain
knowledge
Dedicate resources (people, approp. expertise, funding)
Establish path towards trust
Draft approp. clauses set up contract management
Process & strategic innovation: establish long-term
commitment
31. Contract
Define innovation required/expected
Agree metrics to track success
Establish dedicated governance structure:
Innovation board/ managers, communication, escalation
Allocate innovation funds & other required resources
Contract clauses themselves:
A schedule to the outsourcing contract
Not a mandatory list for each contract
Only provide guidance for discussions and negotiations
Innovation projects separate project agreement
32. Contract management
Work on building & maintaining trust, e.g.:
Periodic meetings: reviewing ambitions &
achievements
Setting realistic timelines
Ensure both parties adhere to the contract
Keep ‘innovation’ metrics separate from
operation
Ensure effective knowledge retention
Capture lessons learned
33. Contracting Conclusions
General best practices & conclusions
– Build, maintain and measure trust (=
ongoing process)
– Define and agree what parties expect
– Secure management support &
(financial) resources
– Innovation governance
– Incentives must promote shared
risk/reward
Contractual provisions re. innovation are an
enabler, not a prerequisite
34. Creating innovation by outsourcing and alignment 34
You want to get to thecastle, you
got to swimthemoat.
“
”– Elizabeth Gilbert
‘Eat Pray Love’
35. PON’s Standard Outsourcing Contract
Brief overview of the contract
Look at it from an innovation perspective
Other issues
38. Service innovation
Merely an expression of good intentions
No clauses on the process of innovation
No clauses on how to distribute the benefits
of innovation
40. Conclusions
Both from a contract control and an
innovation perspective the PON standard
contract may already be outdated
More of a set of building blocks than a
complete solution
Outsourcing contracts are still tailor made
Wrong metric: Cliets realise that a variety of internal and external factors could impact a business metric – not just the work of the service provider – and they are hesitant to link the dollar value of the contract to such a complex metric. Simple metrics (number of p-atents or R&D spending, don’t do the trick for outsourcing/innovation.
WAT IS INNOVATIE? Definitie: introductie van strategieën, business processen of technologie, welke nieuw is voor de relatie en dat bedoeld is/waarvan verwacht wordt dat het leidt tot nieuwe resultaten voor het bedrijf. Soorten: * beter opereren van de IT * beter bedrijfsproces bv. Introductie RFID, ERP * strategische: uitbreiden van producten en dienstenportfolio voor bestaande klanten of voor nieuwe markten VB: senseo
Slide eruit
HOE doe je het Level of Trust = hoe is de relatie m.a.w. Partnership => level of trust = hoog Organisations innovation: Ideal idee van ING: expertise is niet zo hoog, ING hoeft geen partnership te hebben met ATOS ze weten hoe het werkt Pro active Innovation: Philips met senseo apparaat gaat naar douwe egberts => collaborative HP
Wat maakt het mogelijk / best practices Best practices: enablers Als werkgroep hebben wij een 5-tal praktijk cases verzameld. In deze cases hebben we gekeken wat de gemeenschappelijke succesfactoren waren. Deze overeenkomsten zijn te categoriseren als: Enablers = Deze hebben duidelijk bijgedragen aan het eindresultaat Disablers = Deze hebben een negatief effect op het eindresultaat gehad. Vervolgens hebben we de door ons gevonden resultaten gecontroleerd door ze te vergelijken met bestaand onderzoek en te toetsen aan academische modellen. Het academisch model is van Weeks en Feeny, en raad ik zeker aan voor diegenen die… In grote lijnen komt het er op neer dat de noodzaak en vormen van Trust (te verstaan als…) en Measurement Specificity (te verstaan als…) toenemen naarmate de innovatie strategischer wordt. Door op deze manier naar de 5 cases te kijken hebben wij een zevental Enablers en Disablers voor innovatie kunnen ontdekken die alle cases in meer of mindere mate gemeen hadden. De Enablers en Disablers die we tegenkwamen waren:
WAT IS INNOVATIE? Definitie: introductie van strategieën, business processen of technologie, welke nieuw is voor de relatie en dat bedoeld is/waarvan verwacht wordt dat het leidt tot nieuwe resultaten voor het bedrijf. Soorten: * beter opereren van de IT * beter bedrijfsproces bv. Introductie RFID, ERP * strategische: uitbreiden van producten en dienstenportfolio voor bestaande klanten of voor nieuwe markten
WAT IS INNOVATIE? Definitie: introductie van strategieën, business processen of technologie, welke nieuw is voor de relatie en dat bedoeld is/waarvan verwacht wordt dat het leidt tot nieuwe resultaten voor het bedrijf. Soorten: * beter opereren van de IT * beter bedrijfsproces bv. Introductie RFID, ERP * strategische: uitbreiden van producten en dienstenportfolio voor bestaande klanten of voor nieuwe markten
Lessons learned
Lessons learned
Wij denken dat het op een aantal gebieden wezenlijk anders is..
Inleiding met uitleg van de karakteristieken van de subgroep. Dus uitleg over operational innovation, business process innovation en strategic innovation.
Uitleg van case aan de hand van model zoals door operational group gegeven. Dit zijn de door ons gevonden enablers
Lessons learned
Conclusie met de visie van de subgroep op hun specifieke laag