The document provides the results of an innovation profiler assessment for an individual named rfireelz. The assessment measures scores across 8 innovation skill clusters and compares the individual's scores to benchmarks for the general population and innovators. Overall, rfireelz scored 100 on the innovation assessment, above the general population benchmark of 50 but below the innovator benchmark of 86. The assessment identifies rfireelz's highest scoring skill clusters as CREATE, CONNECT, and DELIVER, indicating relative strengths in generating new solutions, relating to and persuading others, and achieving goals adaptably.
strategy execution - Iceland conference by Jeroen De FlanderJeroen De Flander
This document provides an overview of a presentation on strategy execution by Jeroen De Flander. The presentation covers 6 topics: 1) building a simple strategy execution framework, 2) ensuring knowledge is not enough without application, 3) simplifying processes, 4) effective communication of strategy, 5) measuring strategy and execution, and 6) growing leadership capabilities. Key points include keeping strategy execution frameworks simple, treating strategy communication as a core product, and recognizing that execution is the responsibility of all leaders.
This document discusses strategy execution and achieving sustainable competitive advantage. It emphasizes the importance of clarity of purpose and vision, focus both internally and externally, and courageous leadership. Key aspects of effective execution include knowing your people and business, setting realistic goals and following through, expanding capabilities, and being resilient in the face of challenges. The document advocates for personal transformation by resetting one's "factory settings" and mental toolkit to execute strategies more effectively. Leaders like James Dyson and Jack Welch are presented as role models who learned from failures and reacted resiliently to challenges.
Getting the best out of a Global WorkforceQualtrics
Presented at the Employee Engagement Summit in London, this deck highlights findings from Qualtrics research conducted in 2015 on different attitudes to work globally. It offers interpretations on the data for other organisations to take away and better position themselves for attracting, retaining and managing global teams.
Unlocking the Black Box - Of Engagement & Discretionary BehaviourQualtrics
Good management is critical to getting the best out of your team, but it's also important to understand how your management has a positive or negative impact on your team's motivation.
This webinar will teach you both how to get the best out of your people, and how to measure the work you're doing.
Proven people and performance management techniques
Practical real-life case-studies
Different management styles, and how to adopt them to different employees and situations
How to measure your team's engagement levels, and their levels of "discretionary effort"
How to understand what you're doing to better motivate your team
The two-day masterclass features Dr. Robert Kaplan and Dr. David Norton, the creators of the Balanced Scorecard framework. They will provide new material on topics like co-creation, shared value, and scenario testing for risk management. Attendees will learn how to implement a comprehensive strategy execution system, align organizations and employees with strategy, and continually improve and sustain strategy execution over time. The masterclass aims to help participants apply the Balanced Scorecard to achieve transformational performance improvements.
London Business School - senior executive programmeJeroen De Flander
This document discusses strategy execution and provides tips for improving it. It emphasizes that a strategy is only as good as its execution, and that successful execution requires setting up an organizational environment that aligns with and drives the strategy. This includes focusing on structure and processes, culture and values, people, and measurements and incentives. It also stresses the importance of effectively communicating the strategy to build knowledge and engagement throughout the organization.
The document summarizes the theory of effectuation as proposed by Saras Sarasvathy. It outlines five principles of effectuation: (1) starting with the means available rather than predefined goals, (2) focusing on affordable loss by limiting downside risks, (3) leveraging unexpected contingencies by viewing surprises as opportunities, (4) building partnerships through pre-commitments to reduce uncertainty, and (5) maintaining control over outcomes rather than predicting an uncertain future. The theory is based on research analyzing the decision-making processes of expert entrepreneurs.
Causual and effectual reasoing dr sarsvatiZeeshan Ali
Effectuation and causation are two approaches to allocating resources in a corporation. Effectuation focuses on using available means to achieve flexible goals, while causation focuses on achieving predetermined goals with given means. Effectuation relies on principles like starting with available resources rather than waiting for perfect opportunities, accepting affordable losses, embracing surprises, and forming partnerships. Causation relies on predicting the future and controlling it through search and selection tactics. Effectuation is useful for unpredictable startup phases, while causation underlies traditional management theories.
strategy execution - Iceland conference by Jeroen De FlanderJeroen De Flander
This document provides an overview of a presentation on strategy execution by Jeroen De Flander. The presentation covers 6 topics: 1) building a simple strategy execution framework, 2) ensuring knowledge is not enough without application, 3) simplifying processes, 4) effective communication of strategy, 5) measuring strategy and execution, and 6) growing leadership capabilities. Key points include keeping strategy execution frameworks simple, treating strategy communication as a core product, and recognizing that execution is the responsibility of all leaders.
This document discusses strategy execution and achieving sustainable competitive advantage. It emphasizes the importance of clarity of purpose and vision, focus both internally and externally, and courageous leadership. Key aspects of effective execution include knowing your people and business, setting realistic goals and following through, expanding capabilities, and being resilient in the face of challenges. The document advocates for personal transformation by resetting one's "factory settings" and mental toolkit to execute strategies more effectively. Leaders like James Dyson and Jack Welch are presented as role models who learned from failures and reacted resiliently to challenges.
Getting the best out of a Global WorkforceQualtrics
Presented at the Employee Engagement Summit in London, this deck highlights findings from Qualtrics research conducted in 2015 on different attitudes to work globally. It offers interpretations on the data for other organisations to take away and better position themselves for attracting, retaining and managing global teams.
Unlocking the Black Box - Of Engagement & Discretionary BehaviourQualtrics
Good management is critical to getting the best out of your team, but it's also important to understand how your management has a positive or negative impact on your team's motivation.
This webinar will teach you both how to get the best out of your people, and how to measure the work you're doing.
Proven people and performance management techniques
Practical real-life case-studies
Different management styles, and how to adopt them to different employees and situations
How to measure your team's engagement levels, and their levels of "discretionary effort"
How to understand what you're doing to better motivate your team
The two-day masterclass features Dr. Robert Kaplan and Dr. David Norton, the creators of the Balanced Scorecard framework. They will provide new material on topics like co-creation, shared value, and scenario testing for risk management. Attendees will learn how to implement a comprehensive strategy execution system, align organizations and employees with strategy, and continually improve and sustain strategy execution over time. The masterclass aims to help participants apply the Balanced Scorecard to achieve transformational performance improvements.
London Business School - senior executive programmeJeroen De Flander
This document discusses strategy execution and provides tips for improving it. It emphasizes that a strategy is only as good as its execution, and that successful execution requires setting up an organizational environment that aligns with and drives the strategy. This includes focusing on structure and processes, culture and values, people, and measurements and incentives. It also stresses the importance of effectively communicating the strategy to build knowledge and engagement throughout the organization.
The document summarizes the theory of effectuation as proposed by Saras Sarasvathy. It outlines five principles of effectuation: (1) starting with the means available rather than predefined goals, (2) focusing on affordable loss by limiting downside risks, (3) leveraging unexpected contingencies by viewing surprises as opportunities, (4) building partnerships through pre-commitments to reduce uncertainty, and (5) maintaining control over outcomes rather than predicting an uncertain future. The theory is based on research analyzing the decision-making processes of expert entrepreneurs.
Causual and effectual reasoing dr sarsvatiZeeshan Ali
Effectuation and causation are two approaches to allocating resources in a corporation. Effectuation focuses on using available means to achieve flexible goals, while causation focuses on achieving predetermined goals with given means. Effectuation relies on principles like starting with available resources rather than waiting for perfect opportunities, accepting affordable losses, embracing surprises, and forming partnerships. Causation relies on predicting the future and controlling it through search and selection tactics. Effectuation is useful for unpredictable startup phases, while causation underlies traditional management theories.
Este documento presenta un cuestionario desarrollado por la Oficina Regional de Educación para América Latina y el Caribe de la UNESCO para su Tercer Estudio Regional Comparativo y Explicativo. El cuestionario busca obtener opiniones sobre aspectos relevantes del hogar y la escuela del niño participante con el fin de evaluar en qué circunstancias los niños pueden lograr buenos niveles de aprendizaje. El cuestionario es anónimo y confidencial, y se solicita que sea respondido con cuidado.
El documento describe los métodos de exploración y diagnóstico utilizados en la Universidad del Sur. Incluye la historia clínica, exploración intra y extra bucal, y métodos auxiliares de diagnóstico como biopsia, citología, estudios microbiológicos y radiográficos. También cubre estudios especializados como TAC, RMN y gamagrafía. Explica el contenido de la historia clínica y el expediente clínico, así como el proceso de interrogatorio y anamnesis por aparatos y sistemas.
Este documento describe varios conceptos clave relacionados con la semiótica de la publicidad. Explica que la publicidad produce significados para los objetos y que estos tienen tanto una "naturalidad" funcional como una "culturalidad" simbólica. También discute las diferencias entre la semiótica de la publicidad y la semiótica del objeto, así como las funciones de la comunicación de masas como la información, la persuasión y el entretenimiento.
As shared in the Innovation Pavilion at our Cvent CONNECT conference, learn about the Group Marketing Solutions available to our hotels and hospitality customers.
1) Las medidas de frecuencia en epidemiología incluyen la prevalencia, incidencia, razón, proporción y tasa, las cuales permiten cuantificar el impacto de las enfermedades.
2) La prevalencia mide los casos de una enfermedad en un momento dado, mientras que la incidencia se refiere a los nuevos casos en un periodo de tiempo.
3) Las razones, proporciones y tasas utilizan cocientes para comparar grupos respecto a variables como género, edad o estado de salud.
1) El documento analiza los fundamentos semiológicos del discurso televisivo, considerando a la televisión como un discurso social más que como un lenguaje específico.
2) Señala que la televisión ha creado un "ambiente" que nos inmerso a todos en una nueva "mediosfera" caracterizada por su alcance planetario, el sincretismo semiótico y la transformación social.
3) Examina la estructura discursiva de la televisión, caracterizada por la fragmentación de los programas y la continuidad
You have a keen vision for what your organization can achieve-
even a solid strategy. Yet you’re out of sync. It’s taking too
long, or you’re just stuck altogether. The rub? If your culture
is misaligned with your strategy, all bets are off.
Starting a new business is not the same as running an operating business. Over the last decade, several management practices have emerged that recognize the particular challenges new ventures face. Steve Blank’s Customer Development Model and the related “Lean” movement are increasingly popular. This session introduces and defines the key concepts of these entrepreneurial management practices and explores how startups can use them at any step of their development.
Fex 151028 - the taste of innovation - de waardefabriek presentatie Flevum
The document provides an agenda and information for an event hosted by DeWaardeFabriek titled "The Taste of Innovation". The agenda includes an introduction to DeWaardeFabriek's concept of a "ValueFactory" and a master program for building a 10x ValueFactory in 90 days. Presenters Erik van Wijk and Bart Jansink will discuss elements that make a ValueFactory successful. Attendees will leave with practical insights to apply directly. The event aims to give participants a taste of the elements in DeWaardeFabriek's program to build high-value organizations.
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
Curiosity: the blessing and the curse of the PhD entrepreneurCristina Escoda
Learning how to properly channel curiosity is one of the hardest challenges faced by the experienced researcher venturing into entrepreneurship.
Curiosity is defined as "an eager desire to know or learn about something”, and it is the main driver behind the scientist's inquisitive thinking.
But curiosity can also be a distracting force for the PhD entrepreneur, keeping her in a contemplative state rather than helping her achieve the action-driven state of mind necessary for a successful commercial venture.
Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
The document outlines an approach called the "Growth Operating System" (OS) for helping large enterprises grow like startups through a focus on discovery, experimentation, and learning. It advocates installing a "Growth Board" decision-making structure to manage a portfolio of growth opportunities from seed to launch to scale. The goal is to create a "Positioned Capital Portfolio" of new businesses estimated to generate billions in revenue by focusing on opportunities outside the existing addressable market and validating ideas through fast, low-cost experiments.
The Leadership Report, one of the many reports in the PXT Select suite of hiring and selection tools, provides invaluable insight into a candidate’s leadership potential and their approach to meeting leadership challenges. It helps hiring managers understand how a candidate leads by giving insight into how an individual’s cognitive and behavioral traits and interests can affect their potential as a leader.
Este documento presenta un cuestionario desarrollado por la Oficina Regional de Educación para América Latina y el Caribe de la UNESCO para su Tercer Estudio Regional Comparativo y Explicativo. El cuestionario busca obtener opiniones sobre aspectos relevantes del hogar y la escuela del niño participante con el fin de evaluar en qué circunstancias los niños pueden lograr buenos niveles de aprendizaje. El cuestionario es anónimo y confidencial, y se solicita que sea respondido con cuidado.
El documento describe los métodos de exploración y diagnóstico utilizados en la Universidad del Sur. Incluye la historia clínica, exploración intra y extra bucal, y métodos auxiliares de diagnóstico como biopsia, citología, estudios microbiológicos y radiográficos. También cubre estudios especializados como TAC, RMN y gamagrafía. Explica el contenido de la historia clínica y el expediente clínico, así como el proceso de interrogatorio y anamnesis por aparatos y sistemas.
Este documento describe varios conceptos clave relacionados con la semiótica de la publicidad. Explica que la publicidad produce significados para los objetos y que estos tienen tanto una "naturalidad" funcional como una "culturalidad" simbólica. También discute las diferencias entre la semiótica de la publicidad y la semiótica del objeto, así como las funciones de la comunicación de masas como la información, la persuasión y el entretenimiento.
As shared in the Innovation Pavilion at our Cvent CONNECT conference, learn about the Group Marketing Solutions available to our hotels and hospitality customers.
1) Las medidas de frecuencia en epidemiología incluyen la prevalencia, incidencia, razón, proporción y tasa, las cuales permiten cuantificar el impacto de las enfermedades.
2) La prevalencia mide los casos de una enfermedad en un momento dado, mientras que la incidencia se refiere a los nuevos casos en un periodo de tiempo.
3) Las razones, proporciones y tasas utilizan cocientes para comparar grupos respecto a variables como género, edad o estado de salud.
1) El documento analiza los fundamentos semiológicos del discurso televisivo, considerando a la televisión como un discurso social más que como un lenguaje específico.
2) Señala que la televisión ha creado un "ambiente" que nos inmerso a todos en una nueva "mediosfera" caracterizada por su alcance planetario, el sincretismo semiótico y la transformación social.
3) Examina la estructura discursiva de la televisión, caracterizada por la fragmentación de los programas y la continuidad
You have a keen vision for what your organization can achieve-
even a solid strategy. Yet you’re out of sync. It’s taking too
long, or you’re just stuck altogether. The rub? If your culture
is misaligned with your strategy, all bets are off.
Starting a new business is not the same as running an operating business. Over the last decade, several management practices have emerged that recognize the particular challenges new ventures face. Steve Blank’s Customer Development Model and the related “Lean” movement are increasingly popular. This session introduces and defines the key concepts of these entrepreneurial management practices and explores how startups can use them at any step of their development.
Fex 151028 - the taste of innovation - de waardefabriek presentatie Flevum
The document provides an agenda and information for an event hosted by DeWaardeFabriek titled "The Taste of Innovation". The agenda includes an introduction to DeWaardeFabriek's concept of a "ValueFactory" and a master program for building a 10x ValueFactory in 90 days. Presenters Erik van Wijk and Bart Jansink will discuss elements that make a ValueFactory successful. Attendees will leave with practical insights to apply directly. The event aims to give participants a taste of the elements in DeWaardeFabriek's program to build high-value organizations.
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
Curiosity: the blessing and the curse of the PhD entrepreneurCristina Escoda
Learning how to properly channel curiosity is one of the hardest challenges faced by the experienced researcher venturing into entrepreneurship.
Curiosity is defined as "an eager desire to know or learn about something”, and it is the main driver behind the scientist's inquisitive thinking.
But curiosity can also be a distracting force for the PhD entrepreneur, keeping her in a contemplative state rather than helping her achieve the action-driven state of mind necessary for a successful commercial venture.
Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
The document outlines an approach called the "Growth Operating System" (OS) for helping large enterprises grow like startups through a focus on discovery, experimentation, and learning. It advocates installing a "Growth Board" decision-making structure to manage a portfolio of growth opportunities from seed to launch to scale. The goal is to create a "Positioned Capital Portfolio" of new businesses estimated to generate billions in revenue by focusing on opportunities outside the existing addressable market and validating ideas through fast, low-cost experiments.
The Leadership Report, one of the many reports in the PXT Select suite of hiring and selection tools, provides invaluable insight into a candidate’s leadership potential and their approach to meeting leadership challenges. It helps hiring managers understand how a candidate leads by giving insight into how an individual’s cognitive and behavioral traits and interests can affect their potential as a leader.
Rob livingstone - Australian Payroll Association's Annual Conference May 2011Livingstone Advisory
Rob Livingstone - Australian Payroll Association's Annual Conference - Is global warming likely to shrink the (skills) iceberg on which you have based your career?
This document outlines Capgemini's approach to applied innovation and their Applied Innovation Exchange (AIE). It discusses how startups and new technologies are disrupting traditional companies and how AIE can help clients maintain relevance through innovation. AIE offers services like workshops, hackathons, and experiments to help clients discover opportunities, develop ideas, and deploy innovations. It also discusses sustaining innovation through strategies, culture change, and partnerships. The goal is to accelerate clients' ability to apply innovations and realize business value.
Presentation on how industry disruption occurs, the growth of ideas, and creating an entrepreneurial mindset within the workforce. Burcham shares his "Idea Frame" as well as his "Personal Progression Map"
This document discusses the importance of effectively communicating innovation ideas, especially "everyday innovation" ideas generated by employees. It argues that many innovative ideas fail because they are poorly communicated, not because they lack merit. It recommends that organizations develop a communication framework to help employees of all levels clearly present their innovative ideas. This can help level the playing field so the best ideas, regardless of who proposes them, have an opportunity to be heard and adopted based on their own merits. Developing employees' communication skills and ensuring a process for sharing ideas can significantly benefit an organization by capturing the potential of innovation from all levels.
This is my work at The Sparks Foundation Internship - Content Writing Task.
The slides show importance of innovation and some tips about future work skills.
Shaping the Future: Product Strategy in the Age of UncertaintyAggregage
In this webinar, we'll explore product strategy obstacles and present practices to overcome them while driving clarity and alignment across your executive team.
The Effective Engineer by Edmond Lau has caught my eyes these past months. This is kind of #WhatIWishIKnew book. Knowing that Growth Mindset is one of Cermati Engineering principles, I decided to present the second chapter on the Cermati's biweekly techtalk
Gamebook for digital era – 4 cornerstones of successLoihde Advisory
This document discusses key strategies for success in a digital era. It emphasizes that the future is unpredictable and will bring surprises. It recommends taking an experimental approach using a framework that involves probing, sensing, and responding to complex situations. It also stresses the importance of strategic thinking over strict planning. Additional strategies discussed include prioritizing agile development, viewing data as the foundation for digital services, and creating an empowering and values-driven organizational culture. The overall message is that companies need to embrace uncertainty, focus on continuous learning, and empower cross-functional teams in order to thrive in today's complex digital landscape.
Gamebook for digital era – 4 cornerstones of success
ProfilerResults_rfireelz
1. SWARM INNOVATION PROFILER RESULTS
for rfireelz
Your Overall Innovation Score
The Swarm Innovation Profiler (also known as “The Profiler”) is based on the
characteristics that distinguish proven innovators from the general population. As you
can see, there is quite a gap between the General Population and the Innovator
Benchmark! Most people score somewhere in between the two.
Whatever your overall Innovation Score, you can develop the habits and mindset of an
innovator, if you work on it consistently! The best way to improve your innovation
success is to work on those Innovation Skill Clusters where you scored the lowest
relative to the Innovation Benchmark.
50General Population
This is the average
innovation score for the
adult population (age 21+)
with some college
education.
100Your Overall
Innovation Score
This is your own innovation
score. It is based on a
proprietary algorithm
reflecting your strengths on
each of the skill clusters
and their importance in real
world innovation.
86Innovator Benchmark
Innovation Benchmark for
innovators around the
world who have achieved
significant business results.
This is a high mark to
aim for!
Swarm Innovation Profiler 2.0 | Profiler Results for rfireelz 7 Jul 2016
ID# 4840900107 Copyright 2015 Totem Inc., All rights reserved. Patent Pending. 1 of 5
2. Your Skill Cluster Scores:
The table above presents your scores on each of the Eight Innovation Skill Clusters.
The black line shows the Innovation Benchmark, and the gray line shows the General
Population. The colored bars are your scores.
You can quickly see the Skill Clusters where you possess strengths, and some where
you might be on par with, or below the Benchmark. It is not necessary to meet the
Benchmark on each Skill Cluster in order to contribute to innovation. But it is important
to know where you can best compliment a team, and where you might improve.
Swarm Innovation Profiler 2.0 | Profiler Results for rfireelz 7 Jul 2016
ID# 4840900107 Copyright 2015 Totem Inc., All rights reserved. Patent Pending. 2 of 5
3. Your Innovation Strengths
INNOVATION SKILL CLUSTER SCORES VERSUS YOUR OWN INDIVIDUAL
AVERAGE SCORE
This table shows your strengths and weaknesses relative to no one but yourself. It
displays your Innovation Skill Cluster scores versus your own Individual Average Score.
Regardless of how you scored vs. the Overall Innovation Benchmark, you have areas of
strength within yourself that you can call on to compliment teams. You can choose to
further develop these skills, and look for opportunities to contribute from your
strengths!
DRIVE is about ambition,
intensity and persistence.
You are the fire behind your
team. You are the one
goading others to take on
big goals, and dig deeper.
You keep everyone going
when faith or energy flags.
DELIVER is about
contextual goal-setting,
resourcefulness and
adaptability. You are the one
who says, undaunted, “Let’s
take these sticks and build a
castle.” You can produce
water from a stone.
CREATE is all about
generating new solutions. It
stems from broad curiosity,
interest in solving problems,
and the ability to make
uncommon associations.
You are the team’s idea
machine.
Swarm Innovation Profiler 2.0 | Profiler Results for rfireelz 7 Jul 2016
ID# 4840900107 Copyright 2015 Totem Inc., All rights reserved. Patent Pending. 3 of 5
4. Your Overall Innovation Picture
SKILL
CLUSTER SUB-CLUSTERS AND DESCRIPTION
SKILL
CLUSTER
SCORE
YOU
BENCH
MARK
DRIVE
AMBITION: Needs to make a big, real world impact. Seeks
important problems to solve and opportunities to address.
98 81
INITIATIVE: Initiates new endeavors and undertakes action to
address problems or opportunities.
INTENSITY: Has abundant energy, an intense drive to understand;
pushes himself to constantly learn and grow.
PERSISTENCE: Able to persist to overcome roadblocks and
setbacks.
DISRUPT
BOUNDARY BREAKING: Unconcerned with hierarchy or
conventional approaches.
92 77THRIVING IN UNCERTAINTY: At their best when situations are
undefined.
CONFIDENCE: Has an out-sized dose of self-confidence
CREATE
NOVELTY SEEKING: Has an appetite for the new and detects
opportunity in change. Low boredom threshold.
96 81
PROBLEM SOLVING: Loves to solve problems and experiment.
UNCOMMON CONNECTIONS: Sees connections between things
that others don’t think are related.
GROWTH MINDSET: Finds it stimulating to learn new things,
explore new concepts and ideas.
CONNECT
RELATING: Reads social signals and adapts to connect with
different audiences, levels and across cultures.
93 79
PERSUADING: Highly persuasive, always “on” promoting their
initiatives.
TEAM-BUILDING: Detects useful talents in others; forms and
inspires teams to complement their own strengths.
SOCIAL INTELLIGENCE: Can navigate their way through complex
organizations. Perceives what others need, or are trying to do or
say — without a lot of explanation.
Swarm Innovation Profiler 2.0 | Profiler Results for rfireelz 7 Jul 2016
ID# 4840900107 Copyright 2015 Totem Inc., All rights reserved. Patent Pending. 4 of 5
5. Your Overall Innovation Picture
SKILL
CLUSTER SUB-CLUSTERS AND DESCRIPTION
SKILL
CLUSTER
SCORE
YOU
BENCH
MARK
CONTROL
360-DEGREE INVOLVEMENT: Takes an interest in all aspects of an
undertaking.
88 81COMPETITIVENESS: Competes against their own ideals, and
aspires to live up to diverse role models.
FINANCIAL ORIENTATION: Enjoys managing money, has a
positive relationship with it. Expects big market rewards.
THINK
INFORMATION CAPACITY: Retains massive amounts of
information. Able to draw on it in thought processes.
83 78
RAPID PATTERN RECOGNITION: Not relying on mere logic or
inherited wisdom. Sees emergent patterns and underlying
frameworks.
REFLECTION: Reflects on the outcomes and improves from
conscious effort.
DELIVER
CONTEXTUAL GOAL ORIENTATION: Goal-driven, yet flexible
about how best to achieve the goal.
97 80RESOURCEFULNESS: Able to make something out of nearly
nothing. Constraints make him even more focused.
ADAPTABILITY: Can adapt and “pivot” in changing contexts.
Knows when to do so vs. holding course.
GIVE
BENEFITING OTHERS: Sees himself as a giver. Invests in teams
and individuals. Wants to make others lives better.
90 80MAKING THE WORLD BETTER: Believes his innovations make the
world better. Prefers to empower others through sustainable
skills and scale-able opportunities.
Swarm Innovation Profiler 2.0 | Profiler Results for rfireelz 7 Jul 2016
ID# 4840900107 Copyright 2015 Totem Inc., All rights reserved. Patent Pending. 5 of 5