A copy of the slides used by Rolan Harwood of 100%Open during his talk at the Collaborate Cornwall conference, held at Tremough on 24th September 2010.
Copy of presentation about open innovation models, lessons learned & case studies given in Henley, Bristol, Manchester and Oxford in one hectic week in June 2010.
The document discusses design thinking and innovation sprints. It describes a design sprint as a five-phase framework that helps answer business questions through rapid prototyping and user testing in order to quickly move from problem discovery to hypothesis testing. Innovation sprints are presented as short bursts of coordinated activity centered around challenges and opportunities to explore strategic directions and develop key items like business models and strategies at a rapid pace. The document promotes the use of design sprints and innovation sprints to generate valuable ideas quickly and reduce risk, cost, and uncertainty for businesses.
The document provides guidance on fostering innovation through building relationships, letting data drive decisions, keeping the user central to design, embracing change through experimentation and feedback, encouraging collaboration across government and partners, and recognizing that innovation has no single approach. It also lists 10 common barriers to innovation, such as siloed thinking, a lack of leadership support, limited resources, and outdated policies.
Digital Transformation lessons for the financial industry. Working with startups, building startups, investing in startups. Open innovation stories from different industries.
Keynote Presentation by Tomasz Rudolf, CEO of The Heart - European Center for Corporate-Startup Collaboration. www.theheart.tech
This document summarizes an organization that runs prize challenges to crowdsource innovation. It ignites the collaborative power of the crowd to accelerate ideas from concept to implementation. The organization targets and activates passionate solvers to produce better solutions. It cultivates transformative products and services by tapping into public knowledge and resources. The crowd innovation process involves 6 steps - activation, ideation, solutions, innovation, prototyping, incubation and evaluation. In 2017, it awarded $4 million in prize money, incubated 22 start-ups, and launched 13 challenges that activated over 5,000 solvers. It provides case studies of challenge winners including a chemical-resistant combat boot and a self-decontaminating hazmat suit.
This document summarizes Roland Harwood's presentation on open innovation. It discusses various open business models like co-branding, alliances, and joint ventures. It provides examples of companies like LEGO, Virgin Atlantic, and E.ON that have successfully utilized open innovation. The presentation emphasizes engaging the top 1% of innovators, trusting the community to do heavy lifting, asking interesting questions, and developing peripheral vision. It outlines two models of open innovation: Discover and Jam. Finally, it notes that open innovation follows an explore-extract-exploit process and the challenges involved in each step.
Open Innovation Summit: Stefan Lindegaard presentationStefan Lindegaard
The document discusses open innovation and its benefits for organizations. It addresses some of the key issues in implementing open innovation, including approaching it, defining it, developing a strategy, and integrating internal and external resources. It also highlights traits like curiosity, passion, and networking skills that are important for innovating in the future.
SIX Fintech Incubator F10 Where the answers of tomorrow’s questions are found...Corporate Startup Summit
SIX Fintech Incubator F10 supports financial institutions in innovating through four key areas: supporting efficiency and innovation, enabling new technologies, offering optimal payment solutions, and helping meet regulations efficiently. SIX uses an efficient innovation process that involves discovering opportunities, enlarging concepts, prototyping, testing, and implementing new solutions. The process emphasizes experimentation and testing assumptions early on.
Copy of presentation about open innovation models, lessons learned & case studies given in Henley, Bristol, Manchester and Oxford in one hectic week in June 2010.
The document discusses design thinking and innovation sprints. It describes a design sprint as a five-phase framework that helps answer business questions through rapid prototyping and user testing in order to quickly move from problem discovery to hypothesis testing. Innovation sprints are presented as short bursts of coordinated activity centered around challenges and opportunities to explore strategic directions and develop key items like business models and strategies at a rapid pace. The document promotes the use of design sprints and innovation sprints to generate valuable ideas quickly and reduce risk, cost, and uncertainty for businesses.
The document provides guidance on fostering innovation through building relationships, letting data drive decisions, keeping the user central to design, embracing change through experimentation and feedback, encouraging collaboration across government and partners, and recognizing that innovation has no single approach. It also lists 10 common barriers to innovation, such as siloed thinking, a lack of leadership support, limited resources, and outdated policies.
Digital Transformation lessons for the financial industry. Working with startups, building startups, investing in startups. Open innovation stories from different industries.
Keynote Presentation by Tomasz Rudolf, CEO of The Heart - European Center for Corporate-Startup Collaboration. www.theheart.tech
This document summarizes an organization that runs prize challenges to crowdsource innovation. It ignites the collaborative power of the crowd to accelerate ideas from concept to implementation. The organization targets and activates passionate solvers to produce better solutions. It cultivates transformative products and services by tapping into public knowledge and resources. The crowd innovation process involves 6 steps - activation, ideation, solutions, innovation, prototyping, incubation and evaluation. In 2017, it awarded $4 million in prize money, incubated 22 start-ups, and launched 13 challenges that activated over 5,000 solvers. It provides case studies of challenge winners including a chemical-resistant combat boot and a self-decontaminating hazmat suit.
This document summarizes Roland Harwood's presentation on open innovation. It discusses various open business models like co-branding, alliances, and joint ventures. It provides examples of companies like LEGO, Virgin Atlantic, and E.ON that have successfully utilized open innovation. The presentation emphasizes engaging the top 1% of innovators, trusting the community to do heavy lifting, asking interesting questions, and developing peripheral vision. It outlines two models of open innovation: Discover and Jam. Finally, it notes that open innovation follows an explore-extract-exploit process and the challenges involved in each step.
Open Innovation Summit: Stefan Lindegaard presentationStefan Lindegaard
The document discusses open innovation and its benefits for organizations. It addresses some of the key issues in implementing open innovation, including approaching it, defining it, developing a strategy, and integrating internal and external resources. It also highlights traits like curiosity, passion, and networking skills that are important for innovating in the future.
SIX Fintech Incubator F10 Where the answers of tomorrow’s questions are found...Corporate Startup Summit
SIX Fintech Incubator F10 supports financial institutions in innovating through four key areas: supporting efficiency and innovation, enabling new technologies, offering optimal payment solutions, and helping meet regulations efficiently. SIX uses an efficient innovation process that involves discovering opportunities, enlarging concepts, prototyping, testing, and implementing new solutions. The process emphasizes experimentation and testing assumptions early on.
In this highly informative session, Tony will leverage PMI research findings to explore the primary issues and opportunities in innovation project management. Innovation is a critical element in helping product-oriented companies achieve their market objectives and projects in these environments are development are complex, long, resource-intensive, and risky. Therefore, it is important to detect problems early to avoid waste of time and resources. Because that is often easier said than done, Tony will couple PMI’s research with observations from his company’s client interactions in the field to help session attendees fully comprehend each of the top five innovation project management issues.
By the end of the presentation, participants will have a very clear understanding of the specific challenges that plague low-performing organizations and the best practice activities that characterize their high-performing counterparts. The costs and benefits of employing these best practices in organizations where they do not yet exist will also be provided, as will be lessons learned from performance improvement efforts in innovation environments. If you want to understand how to assist an organization with improving time-to-market success rates, increase the value of product development efforts, and maximize opportunity in the world of innovation, this session is for you.
This document summarizes the key topics and lessons from an MGT 745 Corporate Entrepreneurship course. It discusses frameworks for startups like the Lean Startup and Effectuation models. It covers challenges large companies face in innovating and different organizational structures they use. Key lessons include the importance of internal entrepreneurs, embracing ideas of all sizes, using an open innovation process, and recognizing that failure can provide valuable lessons. The conclusion is that corporations will need to change to better handle innovation and will continue using strategies like venturing, mergers and acquisitions to do so.
This document discusses how corporate headquarters can get more value from innovation outposts located in technology clusters around the world. It explains that while setting up these outposts makes sense to gain access to new ideas and talent, the return on investment is often unsatisfactory. To improve this, companies need a "Sense and Capture" model to identify opportunities locally, as well as an "Integration and Propagation" model to share learnings and speed up decision making between the outpost and headquarters. Specifically, the latter model should propagate intelligence, map relationships, and speed up deal making processes to better integrate the outpost with the overall organization.
The document discusses what services the i.lab Technology Incubator can provide for start-up companies. It offers workspace, business resources and services to help early-stage technology companies turn ideas into successful businesses. It supports companies in areas like marketing, networking, capital raising, coaching and mentoring. i.lab works with software, biotech, cleantech and other tech start-ups to help them commercialize their products and build sustainable companies. It highlights the importance of market knowledge, relationships, cash flow management, product development and the founder's ability to sell in order to succeed as a start-up.
The Past, Present, and Future of Alliances for Sustainable Capitalism
Prof David Grayson CBE
Director: The Doughty Centre for Corporate Responsibility,
Cranfield School of Management, UK
University of Surrey - Lunchtime Seminar, 23 Oct 2013
Growth from innovations and collaborationTopi Järvinen
This document discusses innovation and collaboration. It provides examples of great innovations that resulted from experiments gone wrong or attempts to do something different. It emphasizes that executing on ideas is more difficult than having them and discusses different types of innovation like sustaining, disruptive, and breakthrough innovations. It also discusses the importance of collaboration for innovation, including open innovation with startups, and ensuring the right focus and alignment between creativity and business strategy for successful innovation.
Keynote at EIT Digital Idea Challenge eventTopi Järvinen
This document discusses ways to accelerate startup growth through partnerships with large companies. It notes that large companies have resources like money, people, and market insight that could complement startups' out-of-the-box thinking, fast iteration, and agility. The document advocates that large companies involve their entire organizations, not just R&D, in working directly with startups rather than just viewing them as subcontractors. It also provides tips for startups, such as launching products before being embarrassed by their first versions and "eating like a bird but pooping like an elephant." The goal is to help ensure Europe has enough scalable startups by shortening their time to funding and finding quality deal flow between startups and large
Slash - the Startup Studio Playbook (13 dec2018)Slash
New models for collaboration emerge between corporates, startups and investors.
In his keynote at the Asia Startup Summit, Slash CEO Andries De Vos shares how Slash (www.slash.co) has developed a startup studio model which can be applicable to corporates, investors and entrepreneurs.
This document discusses strategies for maximizing the impact of corporate engagement with startups. It outlines several models for collaboration, including observing startups, working directly with startups, investing in startups, and building startups internally. It also provides guidance on developing the right culture, securing resources, managing ecosystem relationships, and persevering through the challenges of open innovation. The goal is to move corporations from casual dating to meaningful deals and partnerships with startups.
This document outlines a design for an intrapreneurship program with a gamified startup toolkit. It provides guidance on creating a scalable concept, prioritizing actions, and measuring what matters. It discusses common reasons startups fail and recommends focusing on building an MVP to test customer happiness. It then outlines stages of growth including empathy, happiness, virality, efficiency and scale. Metrics for each stage and goals, activities and metrics for an acceleration program board are also presented. The document recommends tools and resources for the gamified startup program.
There are many models for engaging in corporate venturing and innovation. But how can we expand the models we think of when we think of "strategic partnerships"? And what practices can we engage in so these initiatives aren't conducted as isolated engagements but as ones that can centrally influence the business? Drawing on lessons learned and experiences from PARC today, CEO Steve Hoover will share cases and specific innovation practices we can engage in, particularly for moving ideation to impact, optimizing for timing especially under uncertainty, and for influencing the entire organization.
PARC presented this talk during the "Innovation Storytelling: Nurturing The Seeds of Innovation, Case Study Illustrations" segment at the IBF Corporate Venturing and Innovation Partnering conference on February 7, 2012.
Attended by corporate investors, new business development executives, venture capitalists, private equity investors, mergers & acquisition executives, institutional investors, technology transfer experts, licensing executives, investment bankers, corporate counsel, as well as CTOs, CIOs, CEOs and CFOs of emerging growth companies, this annual International Business Forum event shares strategies to gain a competitive advantage through corporate venturing and innovation initiatives. Over two days, attendees will have an opportunity to share B2B alliance models, investment approaches, strategies to capture technology innovation from external sources, and insights on ways to enhance their corporate venturing initiatives.
Vlerick Business School offers high-quality management education and contributes to networking and forums for the management community. It aims to substantially contribute to the development of management and entrepreneurship through academic research and knowledge transfer. Entrepreneurship involves an initial discovery process and exploiting opportunities, while management focuses on coordinating existing resources and ongoing activities. Successful entrepreneurial organizations embrace innovation, risk-taking, and acting proactively.
Boosting passion for innovation and new business at Bosch
by Dr. André Hedler, Vice President “Home of Innovation and Start-ups” @ Bosch Automotive Electronics
Can you imagine being an intrapreneur within a tech giant full of 130 years incredible history? After many years of experience we know the little secrets and pitfalls on how to innovate and to create market leaders. We spark enthusiasm for new things and embrace change, we lead Bosch.
The Innovator´s Dilemma of Innovation Labs and Corporate AcceleratorsManuel Funk
- Understanding the Innovator´s Dilemma of Innovation Labs and Corporate Accelerators
- Research and scientific analysis of Corporate Innovation Centers
- Triple Transformation, a strategic framework for corporations to manage disruptive technologies
Moving beyond process and goals in corporate entrepreneurship
by Steffen Raetzer, Innovation Catalyst & Entrepreneur, CH
Three out of four decision makers believe that innovation is a top 3 priority for their organisation. Yet, only one out of five, believes their business has an advantage in innovation. Based on an on-going research project, this session proposes very practical ways to unlock higher levels of innovative power, grit and passion in intrapreneurs and innovators.
Platformed. How corporations transform by working with startupsTomasz Rudolf
The document discusses how corporations can transform and innovate by working with startups. It outlines various methods corporations can use, including creative thinking training, customer intelligence, trend research, and leveraging a corporate innovation toolkit. It emphasizes that execution is key, and that corporations need to transform their core, add value-added services, and build future businesses. It provides advice on how corporations can get "ready for startups" through activities like monitoring the startup ecosystem, defining needs, selecting partners, and managing the deal and integration process while overcoming cultural challenges to innovation.
Lecturer in Management Consultancy at Cardiff University. Currently a Fellow of the Advanced Institute of Management investigating management innovation in the consulting profession. Joe will update us on how innovation is changing and offering new challenges for the future of the profession. Joe has recently published a book with Oxford University Press based upon his research and interest in the profession.
How to make a Lion fly
by Kai Kunze, Founder and CEO @LINGS, powered by Generali and Pietro Carnevale, Director of Strategy and Innovation @Generali Switzerland
Success and survival guide of a corporate startup acting as an innovation-virus inside the corporate immune system. Pietro and Kai will share insights on both the startup and the corporate experience and lessons learned... so far.
The document proposes a list of principles for disciplined innovation management. It begins by describing how the list was created through debate between Megan and Potter. The list includes principles such as pursuing incremental or radical innovation, understanding customers and markets, attracting creative people, investing in capabilities, and shaping innovation with a strategy. Successful innovation delivers benefits for companies through financial gains and solving problems.
The document describes the process of designing a magazine cover and layout using Adobe Photoshop and InDesign. Key steps included editing background images in Photoshop, importing them into InDesign, designing the masthead and features text using consistent fonts and colors, and arranging images and articles on the pages. The goal was to create a magazine with a consistent style throughout that would appeal to fans of grime music.
In this highly informative session, Tony will leverage PMI research findings to explore the primary issues and opportunities in innovation project management. Innovation is a critical element in helping product-oriented companies achieve their market objectives and projects in these environments are development are complex, long, resource-intensive, and risky. Therefore, it is important to detect problems early to avoid waste of time and resources. Because that is often easier said than done, Tony will couple PMI’s research with observations from his company’s client interactions in the field to help session attendees fully comprehend each of the top five innovation project management issues.
By the end of the presentation, participants will have a very clear understanding of the specific challenges that plague low-performing organizations and the best practice activities that characterize their high-performing counterparts. The costs and benefits of employing these best practices in organizations where they do not yet exist will also be provided, as will be lessons learned from performance improvement efforts in innovation environments. If you want to understand how to assist an organization with improving time-to-market success rates, increase the value of product development efforts, and maximize opportunity in the world of innovation, this session is for you.
This document summarizes the key topics and lessons from an MGT 745 Corporate Entrepreneurship course. It discusses frameworks for startups like the Lean Startup and Effectuation models. It covers challenges large companies face in innovating and different organizational structures they use. Key lessons include the importance of internal entrepreneurs, embracing ideas of all sizes, using an open innovation process, and recognizing that failure can provide valuable lessons. The conclusion is that corporations will need to change to better handle innovation and will continue using strategies like venturing, mergers and acquisitions to do so.
This document discusses how corporate headquarters can get more value from innovation outposts located in technology clusters around the world. It explains that while setting up these outposts makes sense to gain access to new ideas and talent, the return on investment is often unsatisfactory. To improve this, companies need a "Sense and Capture" model to identify opportunities locally, as well as an "Integration and Propagation" model to share learnings and speed up decision making between the outpost and headquarters. Specifically, the latter model should propagate intelligence, map relationships, and speed up deal making processes to better integrate the outpost with the overall organization.
The document discusses what services the i.lab Technology Incubator can provide for start-up companies. It offers workspace, business resources and services to help early-stage technology companies turn ideas into successful businesses. It supports companies in areas like marketing, networking, capital raising, coaching and mentoring. i.lab works with software, biotech, cleantech and other tech start-ups to help them commercialize their products and build sustainable companies. It highlights the importance of market knowledge, relationships, cash flow management, product development and the founder's ability to sell in order to succeed as a start-up.
The Past, Present, and Future of Alliances for Sustainable Capitalism
Prof David Grayson CBE
Director: The Doughty Centre for Corporate Responsibility,
Cranfield School of Management, UK
University of Surrey - Lunchtime Seminar, 23 Oct 2013
Growth from innovations and collaborationTopi Järvinen
This document discusses innovation and collaboration. It provides examples of great innovations that resulted from experiments gone wrong or attempts to do something different. It emphasizes that executing on ideas is more difficult than having them and discusses different types of innovation like sustaining, disruptive, and breakthrough innovations. It also discusses the importance of collaboration for innovation, including open innovation with startups, and ensuring the right focus and alignment between creativity and business strategy for successful innovation.
Keynote at EIT Digital Idea Challenge eventTopi Järvinen
This document discusses ways to accelerate startup growth through partnerships with large companies. It notes that large companies have resources like money, people, and market insight that could complement startups' out-of-the-box thinking, fast iteration, and agility. The document advocates that large companies involve their entire organizations, not just R&D, in working directly with startups rather than just viewing them as subcontractors. It also provides tips for startups, such as launching products before being embarrassed by their first versions and "eating like a bird but pooping like an elephant." The goal is to help ensure Europe has enough scalable startups by shortening their time to funding and finding quality deal flow between startups and large
Slash - the Startup Studio Playbook (13 dec2018)Slash
New models for collaboration emerge between corporates, startups and investors.
In his keynote at the Asia Startup Summit, Slash CEO Andries De Vos shares how Slash (www.slash.co) has developed a startup studio model which can be applicable to corporates, investors and entrepreneurs.
This document discusses strategies for maximizing the impact of corporate engagement with startups. It outlines several models for collaboration, including observing startups, working directly with startups, investing in startups, and building startups internally. It also provides guidance on developing the right culture, securing resources, managing ecosystem relationships, and persevering through the challenges of open innovation. The goal is to move corporations from casual dating to meaningful deals and partnerships with startups.
This document outlines a design for an intrapreneurship program with a gamified startup toolkit. It provides guidance on creating a scalable concept, prioritizing actions, and measuring what matters. It discusses common reasons startups fail and recommends focusing on building an MVP to test customer happiness. It then outlines stages of growth including empathy, happiness, virality, efficiency and scale. Metrics for each stage and goals, activities and metrics for an acceleration program board are also presented. The document recommends tools and resources for the gamified startup program.
There are many models for engaging in corporate venturing and innovation. But how can we expand the models we think of when we think of "strategic partnerships"? And what practices can we engage in so these initiatives aren't conducted as isolated engagements but as ones that can centrally influence the business? Drawing on lessons learned and experiences from PARC today, CEO Steve Hoover will share cases and specific innovation practices we can engage in, particularly for moving ideation to impact, optimizing for timing especially under uncertainty, and for influencing the entire organization.
PARC presented this talk during the "Innovation Storytelling: Nurturing The Seeds of Innovation, Case Study Illustrations" segment at the IBF Corporate Venturing and Innovation Partnering conference on February 7, 2012.
Attended by corporate investors, new business development executives, venture capitalists, private equity investors, mergers & acquisition executives, institutional investors, technology transfer experts, licensing executives, investment bankers, corporate counsel, as well as CTOs, CIOs, CEOs and CFOs of emerging growth companies, this annual International Business Forum event shares strategies to gain a competitive advantage through corporate venturing and innovation initiatives. Over two days, attendees will have an opportunity to share B2B alliance models, investment approaches, strategies to capture technology innovation from external sources, and insights on ways to enhance their corporate venturing initiatives.
Vlerick Business School offers high-quality management education and contributes to networking and forums for the management community. It aims to substantially contribute to the development of management and entrepreneurship through academic research and knowledge transfer. Entrepreneurship involves an initial discovery process and exploiting opportunities, while management focuses on coordinating existing resources and ongoing activities. Successful entrepreneurial organizations embrace innovation, risk-taking, and acting proactively.
Boosting passion for innovation and new business at Bosch
by Dr. André Hedler, Vice President “Home of Innovation and Start-ups” @ Bosch Automotive Electronics
Can you imagine being an intrapreneur within a tech giant full of 130 years incredible history? After many years of experience we know the little secrets and pitfalls on how to innovate and to create market leaders. We spark enthusiasm for new things and embrace change, we lead Bosch.
The Innovator´s Dilemma of Innovation Labs and Corporate AcceleratorsManuel Funk
- Understanding the Innovator´s Dilemma of Innovation Labs and Corporate Accelerators
- Research and scientific analysis of Corporate Innovation Centers
- Triple Transformation, a strategic framework for corporations to manage disruptive technologies
Moving beyond process and goals in corporate entrepreneurship
by Steffen Raetzer, Innovation Catalyst & Entrepreneur, CH
Three out of four decision makers believe that innovation is a top 3 priority for their organisation. Yet, only one out of five, believes their business has an advantage in innovation. Based on an on-going research project, this session proposes very practical ways to unlock higher levels of innovative power, grit and passion in intrapreneurs and innovators.
Platformed. How corporations transform by working with startupsTomasz Rudolf
The document discusses how corporations can transform and innovate by working with startups. It outlines various methods corporations can use, including creative thinking training, customer intelligence, trend research, and leveraging a corporate innovation toolkit. It emphasizes that execution is key, and that corporations need to transform their core, add value-added services, and build future businesses. It provides advice on how corporations can get "ready for startups" through activities like monitoring the startup ecosystem, defining needs, selecting partners, and managing the deal and integration process while overcoming cultural challenges to innovation.
Lecturer in Management Consultancy at Cardiff University. Currently a Fellow of the Advanced Institute of Management investigating management innovation in the consulting profession. Joe will update us on how innovation is changing and offering new challenges for the future of the profession. Joe has recently published a book with Oxford University Press based upon his research and interest in the profession.
How to make a Lion fly
by Kai Kunze, Founder and CEO @LINGS, powered by Generali and Pietro Carnevale, Director of Strategy and Innovation @Generali Switzerland
Success and survival guide of a corporate startup acting as an innovation-virus inside the corporate immune system. Pietro and Kai will share insights on both the startup and the corporate experience and lessons learned... so far.
The document proposes a list of principles for disciplined innovation management. It begins by describing how the list was created through debate between Megan and Potter. The list includes principles such as pursuing incremental or radical innovation, understanding customers and markets, attracting creative people, investing in capabilities, and shaping innovation with a strategy. Successful innovation delivers benefits for companies through financial gains and solving problems.
The document describes the process of designing a magazine cover and layout using Adobe Photoshop and InDesign. Key steps included editing background images in Photoshop, importing them into InDesign, designing the masthead and features text using consistent fonts and colors, and arranging images and articles on the pages. The goal was to create a magazine with a consistent style throughout that would appeal to fans of grime music.
The document is an itinerary for a 3-day camping trip to Nha Trang, Vietnam for students from ACG International School. It includes activities such as cycling, cruising, snorkeling, and mud baths. On the first day, students will bike to local villages and help with farming. They will learn to cook a Vietnamese meal. The second day includes a boat trip to Mun Island for snorkeling, lunch on the beach, visiting a fishing village and hot springs. The third day consists of sightseeing in Nha Trang before returning to Saigon. The trip is organized by The Indochina Trekking Company and includes transportation, flights, meals, accommodation in shared camps, activities
The National Convention abolished the French monarchy, declaring France a republic. They seized lands from nobles and abolished titles of nobility, granting suffrage to all male citizens. King Louis XVI was tried for treason, sentenced to death, and beheaded in 1793. Marie Antoinette was also beheaded. The Committee of Public Safety, led by Maximilien Robespierre, was created to deal with threats to the revolution and oversaw the Reign of Terror from 1793-1794, where thousands were executed by guillotine through hasty trials and false accusations. Dissatisfaction with the terror led to a new constitution in 1795 establishing the Directory.
The document describes the design and content elements of an urban music magazine focused on the grime genre. Key elements include a bold masthead in grey and blue colors, central images of grime artists, features on the left page in large font, and articles following the house style colors of black, blue and white. The target audience is teenagers and young adults interested in grime music. Technology like Photoshop and Indesign were used to edit images and layout the magazine pages.
The document discusses the Columbian Exchange that started when Columbus brought European goods to America and American goods back to Europe, including plants, animals, technology, and diseases. This led to a commercial revolution in Europe with the growth of capitalism, new business methods like bookkeeping and banks, and joint stock companies. Nations practiced mercantilism where colonies existed to benefit the parent country through controlled trade. While some groups like merchants and middle class families prospered, inflation hurt wages and created poverty, and the wealth of nobles declined if tied to land.
Yaren is an 8-year-old girl from Turkey who lives in the city of Mersin. She enjoys playing computer games and tennis, and her favorite foods are pizza and Turkish kebab. Both of her parents are teachers, and she likes her family, teacher, and friends.
Troop 246 Recruiting Slideshow of picturesbsatroop246
This document summarizes Troop 246 in Moraga, California. It describes the troop as being small and selective with successful scouts. It highlights the unique approach of the troop which includes opportunities for high adventure camps and a supportive network of families. The document provides details on the troop's achievements of Eagle Scouts, calendar of activities, and encourages interested families to join.
I used Adobe Photoshop instead of InDesign to edit photos for a magazine advertisement because I have more experience with Photoshop from media classes. The photo chosen shows the back of an artist from a mid-shot angle. I first removed unnecessary bits from the photo using the spot healing brush tool, which removes spots without leaving blemishes. I then applied a black and white effect and felt it merged well with the DVD cover design, creating consistency. I used the same font as the DVD cover and experimented with layouts and colors before deciding on orange text for a professional look.
Ontario Integrated Accessibility Regulation - FINAL - June 3, 2011Accessibil-IT Inc.
This document is an Ontario regulation establishing accessibility standards for information and communications, employment, and transportation. It defines key terms and sets out requirements for organizations in Ontario to develop accessibility policies and plans. It covers standards for websites, educational materials, recruitment, employment, transportation services, and compliance. The regulation aims to establish standards to improve accessibility for Ontarians with disabilities.
This document provides tips for getting coupons, including subscribing to the Sunday paper for discounted delivery of coupon inserts, finding coupons online through websites like coupons.com or company websites, purchasing coupons individually or in whole inserts from reseller websites, asking friends and family for unused coupons, writing directly to companies to request coupons, and trading unused coupons with friends.
The document summarizes and analyzes parts of Crime and Punishment by Fyodor Dostoyevsky. It discusses the character Sonya Semyonovna, describing her as meek, passive, sacrificial and compassionate. Sonya represents qualities like compassion, love and faith that the main character Raskolnikov lacks. The document also provides background information on St. Petersburg in the 1800s, covering its political, social and economic developments during that time period. It concludes with discussion questions about events and characters in the novel.
The document discusses the definition and history of art. It defines art as the use of skill and imagination to create objects or experiences that can be shared. It notes there is no single definition of art. The concept of "work of art" emerged during the Renaissance. Early art from the Paleolithic era included cave paintings from as early as 40,000 BCE, which some theories suggest were used for rituals like ensuring successful hunts. Characteristics of cave paintings included abstract images painted in hard to reach places and continually repainting over existing images. The document then discusses artistic styles and techniques from the Mesolithic to Neolithic eras, including figurative Levantine art, schematic art using simple shapes, and large macro
Una eina bàsica: les TIC. Jordi Martínez.
Importància de les TIC en la garantia de la continuïtat de la informació en el 7 x 24: HCCC, carpeta personal, ...
This document discusses fashion trends across different music genres including hip hop, R&B, pop and jerkin. It notes that brightly colored skinny jeans, tee-shirts, jumpers and jackets along with accessories like chains and hats are common elements of hip hop fashion. Hairstyles and makeup vary across genres but incorporate colors and piercings. Clothing styles draw from trends in other genres to appeal to wider audiences.
The nervous system consists of nerve cells that form the central nervous system (brain and spinal cord) and peripheral nervous system (sensory and motor neurons connecting the CNS to the body). The endocrine system is the body's "slow" chemical communication system using hormones from glands like the pituitary to regulate other glands, heart rate, blood pressure and more. Key glands include the pituitary, which is called the "master gland" that regulates other glands and water/salt balance.
The document summarizes an agenda for a workshop on open innovation. The agenda includes discussions on how open innovation can lead to better products faster and cheaper, asking interesting questions, collaboration mindsets and business empathy, and two models of open innovation called Discover and Jam. The workshop aims to help participants develop an open innovation challenge for their company and provide feedback on developing interesting questions. It also discusses skills needed for collaboration and dos and don'ts of communicating with partners in open innovation.
100%Open is dedicated to open innovation. We have the specialist know-how that makes innovating with partners more successful. Our clients profit from better new products delivered quicker and more efficiently.
The Commercialising Metamaterials Innovation Network brings you its next workshop in our winter series. This webinar will bring together a variety of experts who can offer organisations the support they need to successfully scale up and commercialise.
Once an aspect of metamaterials technology has been identified with the potential in a particular application, there is a need to look to scale up the production to develop demonstrators and prototypes. This activity is often associated with a start-up or SME since the technology is brought in from research. The needs of these small enterprises in progressing, from this first step to commercialisation, can include a variety of services offered from academia to investors. Very often investors will only be interested in further steps to commercialise or upscale.
This webinar will bring together a variety of experts who can offer organisations the support they need to successfully scale up and commercialise. This includes modelling services from academia; advanced manufacturing scale up from catapults and academia; innovation funding and investor access from Government-funded organisations; early-stage design expertise to ensure capture of best product and application, to name just a few.
Through an open call, progressive organizations can fast-track R&D and traditional product development by reaching out to some of the world's most creative thinkers—icitizens who thrive on solving tough challenges and accelerating change.
This document discusses key challenges facing business leaders and how design can help address them. It summarizes the findings of a PwC survey that found the top concerns of CEOs are innovation, human capital, digital capabilities, competitive advantage, and customer experience. It then discusses each of these areas in more detail, focusing on innovation approaches like blue ocean strategy, disruptive innovation, and open innovation. It also covers human capital concepts from thinkers like Chris Argyris, Ikujiro Nonaka, and Henry Mintzberg. For digital capabilities, it emphasizes the importance of technological expertise. The document argues that addressing these challenges with design thinking can help companies capitalize on new opportunities.
Bus strseries unlockingvalue-sept2010 -psdsAnna Caraveli
The document discusses three management practices - open innovation, experimentation-driven discovery, and future-back migration mapping - that can help entrepreneurial businesses reduce risks and unlock value. It provides examples of how each practice has been successfully used: open innovation through crowdsourcing challenges like Netflix Prize and MIT Red Balloon Challenge; experimentation through tests by companies like Google, Best Buy, and McDonald's; and future-back migration mapping in Apple's development of the iPod ecosystem. The document argues that using these practices together in an integrated system can dramatically reduce risks for startups and help realize their full potential value.
Open innovation is the use of external partners and communities to help drive innovation internally. It involves exploring new ideas externally, extracting valuable insights and innovations, and exploiting those insights through commercialization. Effective open innovation approaches include connecting with top customers and partners to understand needs, trusting communities to contribute ideas through challenges and jams, asking interesting questions to spark new thinking, and taking a broad view to find innovations at the periphery. Case studies highlight how companies like Virgin Atlantic, E.ON, Orange, P&G, McLaren, and LEGO have benefited from more open, collaborative innovation processes.
Crafting an open source product strategyDave Neary
Should I open source this project? If so, how do I do it successfully? A presentation explaining fundamental principles behind open source business models. For a prose accompaniment, see https://community.redhat.com/blog/2018/04/crafting-an-open-source-product-strategy/
This presentation outlines what crowdsourcing is, examines how it has effected the advertising and marketing industry and examines whether or not it offers up a new model for creativity.
Paper on driving_innovation_in_large_corporationsmitecenter
This document discusses how three large companies - Danfoss, Hewlett-Packard, and Qualcomm - have used business plan competitions to stimulate innovation. It describes how each company has run its own competition annually or biannually that is open to all employees. The competitions aim to develop entrepreneurial skills, identify new business opportunities, and promote innovation. Employees submit business proposals and finalists present to executive judges. Winning teams receive funding and resources to develop their ideas further. The competitions have led to new ventures being launched and increased innovation within the companies.
Paper on driving_innovation_in_large_corporationsmitecenter
This document discusses how three large companies - Danfoss, Hewlett-Packard, and Qualcomm - have used business plan competitions to stimulate innovation. It describes how each company has run its own competition annually or biannually that is open to all employees. The competitions aim to develop entrepreneurial skills, identify new business opportunities, and promote innovation culture. Employees develop new venture ideas and proposals in teams, and finalists present to executive judges. Winning teams receive funding and resources to develop proposals further. Over time, some proposals have led to new internal businesses or spin-outs, helping the companies harness entrepreneurship to drive innovation.
2014.05.08 MC1 From Open Innovation to Innovation EcosystemsNUI Galway
Professor Wim Vanhaverbeke, University of Hasselt, Belgium, presented this InterTradeIreland Innovation master class entitled "From Open Innovation to Innovation Ecosystems" at the Whitaker Institute on 8th May 2014
Open Innovation, Business Model Innovation, Lean InnovationGino Tocchetti
APRIRSI PER INNOVARSI: i vantaggi per le aziende -
Workshop organizzato da TasLab, nell'ambito del Progetto CentraLab -
Sede della Provincia Autonoma di Trento, Sala Wolf, 12/6/14 -
#aprirsixinnovare
Ottavo appuntamento di Exhibitionist, incontri tra innovatori di fiere ed eventi. Protagonista Stefan Rummel, Chief Strategy Officer di Messe München. Open Innovation per sviluppare il legame con la community.
Open innovation has evolved from a fad to a phenomenon adopted by most large firms. It describes using both internal and external ideas and paths to market. Firms use various practices, with customer co-creation and informal networking being most important. While traditional partnerships are still common, the focus is shifting to ecosystem-wide innovation with customers, partners, and communities. Open innovation requires new skills and infrastructure to manage networks and collaboration. As boundaries blur, firms establish diversified innovation ecosystems and experiment with new decentralized models.
The document discusses factors for success and failure in innovation. It outlines an innovation growth model with 5 phases (adhoc, program, co-creation, eco-innovation, value chain innovation) and the challenges of moving between each phase. Key success factors discussed are people, management processes, tools, and opening innovation processes to external partners through co-creation.
The document outlines 9 steps to become investor-ready for startups. It summarizes each step with a quote from industry experts, including finding passion, identifying market pain points, refining your target, building an amazing team, networking extensively, avoiding buzzwords, preparing for tough questions from investors, delivering an impressive pitch, and celebrating successes. It also provides an overview of the Global Venture Labs Investment Competition, including historical trends showing growing interest in clean energy, life sciences and IT startups over time. The competition offers a substantial cash and in-kind prize package to the winning team.
Open innovation presentation austech 2013Frank Wyatt
Open source innovation is a paradigm shift that involves sharing ideas and intellectual property externally rather than keeping them internal. It allows companies to source ideas from outside their organizations. The document discusses why open source innovation is increasingly popular for business model innovation and provides two case studies as examples. The mountain bike industry benefited from open collaboration with customers to develop new product features. Cadbury set up an open innovation team that established external partnerships and sourced over 50% of research projects from public organizations.
This document outlines 9 ways to ruin an open innovation challenge. It begins by discussing the importance of having clear objectives, rules, and transparency when launching a challenge. It then discusses the importance of proper recruitment of participants, not having too high of barriers to entry, and having fair intellectual property policies. The document also notes that challenges should not be solely about competition and should offer fitting prizes. It emphasizes the importance of the right judges, mentors, and timing for challenges. The overall message is that challenges need proper planning and organization to be successful.
Similar to Roland Harwood: Collaboration not Competition (20)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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2. 9/24/10 2 100%Open is dedicated to open innovation. Our know-how helps you co-innovate better, cheaper and faster. About us
3. 9/24/10 3 Innovating with partners by sharing the risks and the rewards What defines open innovation?
4. 9/24/10 4 Open Innovation?Lego Lego Mindstorms is their most successful product range ever and has helped shift their strategy from a toy manufacturer to an innovation platform.
5.
6. Is a competitive innovation marketplace amongst customers, suppliers or users
15. 9/24/10 7 From What to WhoVirgin Atlantic - VJam Virgin Atlantic’s return on investment has been 10:1, better value than using a commercial third party for system development, and for more radical ideas.
16. “You don’t own your reputation. It lives and breathes in those that interact with you.” Ron Burt 9/24/10 8 You can’t run away from your reputation
17. 9/24/10 9 Being a partner of choiceP&G Open Innovation Challenge We invited the UK’s design community to respond to two open briefs on fabric care and wellness, to find global new markets worth $100 million.
27. 9/24/10 12 Build business empathyMcLaren and NATS McLaren’s predictive F1 software would allow air traffic controllers to predict how aircraft are likely to act at airports, overcoming costly and dangerous uncertainty.
28. “The inability to suspend judgement is a hallmark of the irrational.” Stuart Sutherland 9/24/10 13 Suspend Judgement
29. 9/24/10 14 Support ideas in a vacuumCancer Research UK OVC 600 registered users, 160 listed ideas, 23 venture applications, 6 shortlisted candidates and 3 supported projects in CRUK’s flexible approach to venturing.
30. “The only thing harder Than starting something new, is stopping something old.” Russell Ackoff 9/24/10 15 From Discovery to Detection
31. 9/24/10 16 Avoid not-invented-here syndrome Oracle Open Alchemy We harnessed the energy of diverse perspectives and corporate cultures to spark radical new ideas. Open Alchemy turned known challenges into major opportunities.
32. Connect the dots 9/24/10 17 “If you want to go fast, go alone, if you want to go far, go together.” Proverb
34. Collaboration not Competition Tactics & Lessons Learned 9/24/10 19 Do Share both risks and rewards Focus on 'who?' as well as the 'what?’ Suspend judgement Target quantity then quality Connect the dots – clients not cash Build business empathy Find your top 1% Don’t Overestimate your own brilliance Expect something for nothing Forget about intrinsic incentives Mange risk down to zero Forget to keep communicating outside Delay through analysis paralysis Support ideas in a vacuum
35. “More people pooling more resources in new ways is the history of civilisation.” Howard Rheingold 9/24/10 20 Summary
36. 9/24/10 21 Thank you >> Roland Harwood Co-Founder & Networks Partner 1 Alfred Place, London, WC1E 7EB Phone: +44 (0)20 7438 2658 Email: roland@100Open.comWeb: www.100Open.com Twitter: @rolandharwood