"Het team achter Tempeest" - presentatie Karin SikkemaTeamVenture
Karen Sikkema is een ondernemer met meerdere bedrijven op haar naam. Haar wapens zijn 'de kracht van spel en beleving'. Samen met enkele partners richtte zij onder meer het gamebedrijf Tempeest op. Met dit bedrijf haalde zij voor de iPad game Lost in Time €40.000 aan crowdfunding op. Karen kent het belang van de juiste zakenpartner met de juiste rol in het bedrijf om groei te bereiken. In 2013 ging het ondernemersteam op zoek naar een nieuwe compagnon die de juiste business kennis en ervaring heeft om de rol van CEO in deze groeifase op zich te nemen. Op 1 december ging de nieuwe CEO aan de slag. Karen vertelde op het Samen Sterker Symposium (6 februari 2014) over het vinden van balans in het ondernemersteam en het proces dat leidde naar hun nieuwe CEO.
Citaat: “De basis van een goede onderneming is een team in balans, waar onderling respect en vertrouwen voor elkaars kennis, expertise en manier van werken voorop staat.”
Design Als Motor Voor Innovatie Presentatie Cees HogendoornCees Hogendoorn
Wat is design, wat levert het op voor bedrijven en de economie, welke uitdagingen liggen er om het breed toe te passen, korte schets van een integrale aanpak en de rol van de Syntens design pressure cooker in die aanpak
"Het team achter Tempeest" - presentatie Karin SikkemaTeamVenture
Karen Sikkema is een ondernemer met meerdere bedrijven op haar naam. Haar wapens zijn 'de kracht van spel en beleving'. Samen met enkele partners richtte zij onder meer het gamebedrijf Tempeest op. Met dit bedrijf haalde zij voor de iPad game Lost in Time €40.000 aan crowdfunding op. Karen kent het belang van de juiste zakenpartner met de juiste rol in het bedrijf om groei te bereiken. In 2013 ging het ondernemersteam op zoek naar een nieuwe compagnon die de juiste business kennis en ervaring heeft om de rol van CEO in deze groeifase op zich te nemen. Op 1 december ging de nieuwe CEO aan de slag. Karen vertelde op het Samen Sterker Symposium (6 februari 2014) over het vinden van balans in het ondernemersteam en het proces dat leidde naar hun nieuwe CEO.
Citaat: “De basis van een goede onderneming is een team in balans, waar onderling respect en vertrouwen voor elkaars kennis, expertise en manier van werken voorop staat.”
Design Als Motor Voor Innovatie Presentatie Cees HogendoornCees Hogendoorn
Wat is design, wat levert het op voor bedrijven en de economie, welke uitdagingen liggen er om het breed toe te passen, korte schets van een integrale aanpak en de rol van de Syntens design pressure cooker in die aanpak
This document outlines a 6-step organizational innovation model. Step 1 involves diagnosing alignment between innovation objectives and employee interests. Step 2 trains middle managers as facilitators. Step 3 holds a company forum where employees are organized into teams, challenges are identified and projects selected. Step 4 implements the projects. Step 5 evaluates the projects. Step 6 establishes the innovation process within the company.
The document discusses how organizational designs that support innovation differ from those that support current performance. It notes that innovation requires slack resources, high uncertainty, and exploration outside the current paradigm, while efficiency requires focus, execution, and innovations within the existing business model. The document then outlines characteristics of organizational models that support innovation, such as establishing autonomous R&D groups and encouraging interaction between functions.
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
Building an Innovative Culture in CorporationsWendy Castleman
Building an innovative culture in corporations requires embracing new ways of thinking, diverse perspectives, and ambiguity. It also means getting comfortable with failure, taking risks, and working to achieve shared visions. To help a company become more innovative, one should introduce them to new approaches, encourage diverse input, help them accept uncertainty, promote shared goals, view failures as learning opportunities, and make risk-taking feel less daunting.
A New Framework for Disruptive Innovation Management - Dr. Jose a. BrionesJose Briones
Product innovation has been described as the way out of today’s difficult business environment. However, the rate of success of development projects, in particular white space or disruptive innovation projects remains too low.
We believe that a reason for the low success rate is the erroneous application of methods designed for incremental innovation like Stage Gate to projects with high levels of uncertainty. In this presentation we will discuss the different types of development projects based on degree of uncertainty, and the creation of different project tracks. Projects are managed using different tool sets based on the best fit between information available and decision making needs.
Webinar: THE ART OF OPPORTUNITY: Strategic Innovation Through Visual ThinkingDr. Marc Sniukas
The document discusses strategic innovation through visual thinking. It provides examples of how established companies like ProSiebenSat.1 and Nine Inch Nails identified new opportunities for growth. ProSiebenSat.1 helped small businesses access television advertising traditionally out of their reach, generating over €2 billion in additional revenue. The document advocates using visual frameworks to analyze where and how to play in new markets, as well as how to create value for customers, partners, and the company. It promotes taking a human-centered, iterative approach to opportunity identification and business design.
This Guide for Executives is aimed at senior healthcare leaders. It provides 31 practical tips for leaders
who want to contribute positively to the culture for innovation in their organisations and systems.
A more in-depth practitioners guide, Creating the Culture for Innovation, provides much more
detailed advice and guidance, a host of additional examples, and information about an online staff
survey that can be used to assess, benchmark and understand the culture for innovation.
This document provides an overview and introduction to innovation management from a course taught by Marcos Lima. The course covers topics such as defining innovation, different types of innovation, models of the innovation process, and the importance of innovation. It discusses innovation as an integrated business process and introduces frameworks for understanding innovation at different levels from incremental to radical and disruptive.
Innovation is thrown around so casually these days it's lost its meaning. This talk spells out how to build a culture of learning based on emergent strategies driven by collaborative, cross-functional teams.
1. Innovations often fail due to internal causes within an organization's control, such as poor leadership, communication, and goal definition, as well as external causes outside its control like government regulations or new competitor technologies.
2. Proper management of innovation is important because innovations require significant investments but have high failure rates, so losses must be minimized. Innovation success should also be measured using metrics like new product revenue and customer satisfaction.
3. For innovations to succeed, likely failures should be identified early, exceptional inventors retained, cross-functional collaboration ensured, and a supportive culture with flexibility and tolerance for mistakes established.
This document presents an innovation map framework that defines and differentiates four main types of innovation: operational innovation, product and service innovation, strategic innovation, and management innovation. The map charts these according to whether they are internal or external focused and evolutionary or revolutionary. It provides descriptions of each innovation type and discusses how the map can be used to align innovation initiatives and focus discussions. The goal is to help organizations better define innovation objectives and outcomes.
Slides from my keynote w/ Capgemini in Copenhagen - looking at how Microsoft, GE, KLM and Uber use Salesforce Marketing Cloud to innovate, disrupt and build customer relationships faster.
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
This document outlines a 6-step organizational innovation model. Step 1 involves diagnosing alignment between innovation objectives and employee interests. Step 2 trains middle managers as facilitators. Step 3 holds a company forum where employees are organized into teams, challenges are identified and projects selected. Step 4 implements the projects. Step 5 evaluates the projects. Step 6 establishes the innovation process within the company.
The document discusses how organizational designs that support innovation differ from those that support current performance. It notes that innovation requires slack resources, high uncertainty, and exploration outside the current paradigm, while efficiency requires focus, execution, and innovations within the existing business model. The document then outlines characteristics of organizational models that support innovation, such as establishing autonomous R&D groups and encouraging interaction between functions.
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
Building an Innovative Culture in CorporationsWendy Castleman
Building an innovative culture in corporations requires embracing new ways of thinking, diverse perspectives, and ambiguity. It also means getting comfortable with failure, taking risks, and working to achieve shared visions. To help a company become more innovative, one should introduce them to new approaches, encourage diverse input, help them accept uncertainty, promote shared goals, view failures as learning opportunities, and make risk-taking feel less daunting.
A New Framework for Disruptive Innovation Management - Dr. Jose a. BrionesJose Briones
Product innovation has been described as the way out of today’s difficult business environment. However, the rate of success of development projects, in particular white space or disruptive innovation projects remains too low.
We believe that a reason for the low success rate is the erroneous application of methods designed for incremental innovation like Stage Gate to projects with high levels of uncertainty. In this presentation we will discuss the different types of development projects based on degree of uncertainty, and the creation of different project tracks. Projects are managed using different tool sets based on the best fit between information available and decision making needs.
Webinar: THE ART OF OPPORTUNITY: Strategic Innovation Through Visual ThinkingDr. Marc Sniukas
The document discusses strategic innovation through visual thinking. It provides examples of how established companies like ProSiebenSat.1 and Nine Inch Nails identified new opportunities for growth. ProSiebenSat.1 helped small businesses access television advertising traditionally out of their reach, generating over €2 billion in additional revenue. The document advocates using visual frameworks to analyze where and how to play in new markets, as well as how to create value for customers, partners, and the company. It promotes taking a human-centered, iterative approach to opportunity identification and business design.
This Guide for Executives is aimed at senior healthcare leaders. It provides 31 practical tips for leaders
who want to contribute positively to the culture for innovation in their organisations and systems.
A more in-depth practitioners guide, Creating the Culture for Innovation, provides much more
detailed advice and guidance, a host of additional examples, and information about an online staff
survey that can be used to assess, benchmark and understand the culture for innovation.
This document provides an overview and introduction to innovation management from a course taught by Marcos Lima. The course covers topics such as defining innovation, different types of innovation, models of the innovation process, and the importance of innovation. It discusses innovation as an integrated business process and introduces frameworks for understanding innovation at different levels from incremental to radical and disruptive.
Innovation is thrown around so casually these days it's lost its meaning. This talk spells out how to build a culture of learning based on emergent strategies driven by collaborative, cross-functional teams.
1. Innovations often fail due to internal causes within an organization's control, such as poor leadership, communication, and goal definition, as well as external causes outside its control like government regulations or new competitor technologies.
2. Proper management of innovation is important because innovations require significant investments but have high failure rates, so losses must be minimized. Innovation success should also be measured using metrics like new product revenue and customer satisfaction.
3. For innovations to succeed, likely failures should be identified early, exceptional inventors retained, cross-functional collaboration ensured, and a supportive culture with flexibility and tolerance for mistakes established.
This document presents an innovation map framework that defines and differentiates four main types of innovation: operational innovation, product and service innovation, strategic innovation, and management innovation. The map charts these according to whether they are internal or external focused and evolutionary or revolutionary. It provides descriptions of each innovation type and discusses how the map can be used to align innovation initiatives and focus discussions. The goal is to help organizations better define innovation objectives and outcomes.
Slides from my keynote w/ Capgemini in Copenhagen - looking at how Microsoft, GE, KLM and Uber use Salesforce Marketing Cloud to innovate, disrupt and build customer relationships faster.
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
Een publicatie over het EFRO doelstelling 2 project Creatieve Starters waarin een aantal projectresultaten worden weergegeven alsook inspirerende verhalen van creatieve startende ondernemers.
In deze presentatie kom je te weten hoe je door de klant centraal te stellen jouw dienstverlening kan optimaliseren. De Dinobusters Nancy De Vogelaere en Elke Wambacq hebben jarenlange ervaring in leidinggeven, coaching en het bouwen van innovatieve, klantgerichte arbeidsorganisaties.
Workshop van Dinobusters bij Politeia - de klant centraal in jouw dienstverlening
Deze workshop gaven we als 4de in een reeks van 4 bij Uitgeverij Politeia op 20 januari 2016
Presentatie over duurzame inzetbaarheid (meurs hrm)Quint Dozel
Vergeet duurzame inzetbaarheid... maak werk van talent!
Duurzame Inzetbaarheid staat bij steeds meer organisaties op de agenda en dat is terecht. in deze tijd is flexibiliteit van organisaties en mensen op de arbeidsmarkt van groot belang. Toch zijn maar weinig DI-programma’s echt succesvol. Hoe dat kan? Ze worden door het management vaak gezien als een 'hobbyprojectje van HR'. Voor medewerkers is het vaak abstract en verwarrend. Dit kan anders!
Het Ondernemerscafé Berkelland is in januari 2013 door Buro vanAtotO geïntroduceerd in Berkelland. Het is een fictief café, waar verbinding tussen ondernemers centraal staat. De bijeenkomsten worden gekenmerkt door interessante en nuttige informatie voor ondernemers gecombineerd met ongedwongen netwerken. Op iedere bijeenkomst worden sprekers uitgenodigd die een professional zijn in hun vak en hun kennis graag willen delen met anderen.
Tijdens deze derde bijeenkomst was de Verbeterman gastspreker.
Focuspunten: klantwaarde innovatie door gebruik te maken van de Blue Ocean Strategy toolset, het Business Model Generation canvas en vooral jouw eigen intuitie en verbeeldingskracht.
Om deze verbeeldingskracht te testen en verder te ontwikkelen neemt de Verbeterman allerlei "gadgets" mee, vaak uit de keuken van Apple maar ook leuke voorwerpen uit de nanotech en 3D printing wereld. De aanwezigen mogen deze "gadges" bekijken, bestasten, beruiken etc. om vervolgens te vertellen: "wat is dit en wat zou je er mee kunnen doen"?
Een presentatie aan de ambassadeurs van A&O Metalektro over de mogelijkheden van sociale media. Wat kunnen zij er als ambassadeurs mee, met hun eigen bedrijf of als instrument om draagvlak te creëren voor nieuwe i
Fex is er leven na hofstede en demming - in 5 stappen naar winnende org cul...Flevum
IS ER LEVEN NA HOFSTEDE EN DEMMING: CULTUUR OORZAAK OF GEVOLG ?
In vijf stappen naar een winnende organisatie cultuur
De impact van organisatiecultuur op business performance is moeilijk te overschatten: 81% gelooft dat een organisatie die geen high-performance cultuur heeft gedoemd is tot middelmatigheid. Echter slechts 10% is succesvol in het daadwerkelijk bouwen van zo’n cultuur (Bron: Bain&Company). Hoe is dat in uw organisatie?
Onze huidige maatschappij draait niet meer (alleen) om presteren en resultaten: de menselijke maat als leidraad voor het functioneren van een organisatie wordt steeds meer herontdekt. Zowel op management- als op uitvoeringsniveau. Als iedereen ‘het naar zijn zin heeft’, komen resultaten ‘vanzelf’: zeer betrokken klanten en significant betere financiële prestatie over langere termijn.
Zoals Wendy Woods (Sr. Partner Boston Consulting Group ) het zei: “Slimme, betrokken mensen vormen uw kostbaarste en meest waardevolle grondstof.”
“De taak van het management is niet (meer) om risico’s te vermijden, maar om zo snel mogelijk weer te herstellen bij gemaakte fouten”, onderschrijft ook Ed Catmull (co-founder Pixar) de manier van het aansturen van een organisatie. “Risicomijdend gedrag brengt u niet verder! Leren van fouten wel.”
CO.CREATIE is mijn nieuwe bedrijf in de dop: een jonge, creatieve onderneming die zich specialiseert op het gebied van visie- en strategieontwikkeling door interactie en innovatie op het terrein van stads- en plattelandsontwikkeling, erfgoed- en natuurbehoud. Een formule waarin u onder persoonlijke en ervaren begeleiding - als groep of als individu - uw vraag kunt voorleggen, kunt voortbouwen op nieuwe ideeën en een oplossing kunt vinden voor een duurzaam resultaat. CO.CREATIE werkt vanuit de formule denken - ontdekken - creëren. Omdat uit deze logische opeenvolging vaak vanzelf vernieuwing ontstaat. 'Adaptation is smart development !'
Similar to Presentatie Sandra Boer, Daniël Horn IT Innovation Day 2014 (20)
The document discusses radical innovation and the new style of business required to address emerging megatrends and technological changes. It notes that current IT infrastructure strategies are unsustainable given demands for mobility, cloud services, big data and social engagement. The new style of IT must align to six megatrends: engaging and transacting through cloud, mobility, big data, automation, security and delivering new experiences that are context aware, seamless and secure. It also discusses moving from products to services and the need for both big innovations that create change as well as little innovations that perfect the current state.
Krux is a data management platform company founded in 2010 with headquarters in San Francisco. Their mission is to improve marketing effectiveness through the responsible use of data. They have a 5PB analytic environment and handle 80% of connected web traffic and 100 billion impressions. The document discusses how IT professionals can help leverage big data and customer insights to improve marketing and business decisions. It also highlights challenges of getting a single customer view and lack of tools, and how a data management platform can help address these issues. An example case study shows how Krux helped a brand reduce media waste and improve ROI by better managing audience frequency across channels.
This document discusses how Transparency Lab uses big data in consulting. It notes that Transparency Lab has automated knowledge work and consulting using big data from over 14,000 questions across 120 topics and 500+ projects in multiple countries. This has generated over 7 million data points. The data provides insights into areas like strategy, HR, IT, marketing and sales, and supply chain management to help organizations change and improve.
This document discusses biohacking and near field communication implants. It mentions Ruben Horbach and his website discussing implants like NFC chips. NFC allows simple communication when devices are close together, and is the focus of discussion on enhancing humans with technology. The document promotes Ruben Horbach as an expert on this topic and directs readers to his website for more information on biohacking and implants.
The document discusses Intel's new Core M processor, which allows for the creation of razor-thin laptops with high performance capabilities that rival tablets. It emphasizes that innovation requires anticipation, collaboration, planning, and execution to have value.
1. The document discusses using value management and increasing certainty to successfully innovate projects.
2. It notes that executives often feel transformation programs do not deliver expected benefits and that the human element is key to success or failure.
3. Applying techniques like value management, precisely defining projects, and aligning short term wins with long term value can help increase certainty and the value of transformation initiatives.
This document discusses how technology has changed and continues to change our lives through innovations like computers, laptops, tablets, and wearables. It emphasizes that the world is changing rapidly but it is cheap to change with it by quickly realizing and validating ideas using the business model canvas. The document encourages working in a Build-Measure-Learn cycle and stresses that ideas are not sacred and can evolve through validating assumptions with real user behavior. The overall message is that in times of change, some people build walls while others build windmills.
The document discusses the potential uses and implications of blockchain technology and cryptocurrencies like Bitcoin. It describes how blockchain provides a trustable digital ledger without a central authority by using consensus and collaboration across a distributed network. Some potential applications mentioned include financial instruments, public and private records, physical asset keys, intangibles, and more. It also briefly touches on some of the societal impacts like increased transparency, mobility, and potential solutions to issues like unemployment.
Presentatie Sandra Boer, Daniël Horn IT Innovation Day 2014
1. Skyscraping by Slinkachu
ArtisticFire als aanjager van verandering en innovatie
Hoe? Anders!
Sandra Boer, Art Partner | @SandrArtPartner
Daniel Horn, KPMG | @Dizzii1
25 september 2014 | Amersfoort
67. Stel je voor dat er in jouw bedrijf ruimtewordt gemaakt voor een
Chief
Creative
Innovation
Officer?
68. “Het is onze droom…
Sandra Boer & Robert Tordoir
www.art-partner.nl
… dat het binnen organisaties
normaal én noodzakelijk gevonden wordt om altijd één of meerdere kunstenaars in huis te hebben.
Om scherp te houden, te bevragen, te verwonderen, te verbazen, te verbinden, te bereiken. Om mee te werken aan actuele vraagstukken en thema’s…