The document discusses frameworks for innovation management in organizations. It outlines elements of an innovation agenda that define an organization's innovation strategy, including lifecycle stage, mix of innovation types, and value proposition. It also describes innovation management and governance elements like portfolio management, project management, and incentives. Innovation enablers that support execution include talent, culture, collaboration, tools/frameworks, and infrastructure. Finally, it discusses customizing the innovation approach based on an organization's existing culture and innovation archetype.
Presentation by Nirvesh Sooful on the topic of “The Emerging Role of the CIO: Leader or Technologist, Visionary or Implementer, Maverick or Collaborator” at the 2nd Annual CIO Challenge 2007 on 14&15 November 2007 at The Park Hyatt in Johannesburg. The conference was co-hosted with Deloitte.
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
CEO Best Practices for Information Technology - Bruce McCullough, CIO AdvisoryBruce McCullough
I've been fortunate in my career to have direct exposure to successful CEOs through CIO consulting advisory, speaking to CEO peer groups such as Vistage and Renaissance Forums, participating in prestigious CEO summits, serving as a member of executive steering committees, as a certified corporate director and as a former member of the National Association of Corporate Directors (NACD).
For most CEOs that have come up through the CFO and COO ranks, IT can be viewed as an overly complex, hard to understand cost only center. IT is incredibly complex to lead and technology continues to change at a dizzying pace. IT can sometimes be seen as an inhibitor and not a partner that drives innovation for top line results while improving processes and that positively impact the bottom line.
I've noticed some common IT management problems that occur for CEOs that can be easily addressed through the use of best practices. I can't cover all the best practices in this article but I can highlight some key observations based upon my experience reporting to and collaborating with CEOs.
- Bruce McCullough, CIO Advisory
Omni, Relignment, Cloud, Analytics, Big Data, Security etc should not remain just conversation points. The CIO strategy is, and should be continually up for renewal. The time is ripe for the CIO to lead innovation in a business and not trail the business by helping make just operations efficient.
CIOs tell The Economist Magazine's Intelligence Unit how they're becoming more strategic to their businesses via
http://pinterest.com/pin/251920172879153093/
Presentation by Nirvesh Sooful on the topic of “The Emerging Role of the CIO: Leader or Technologist, Visionary or Implementer, Maverick or Collaborator” at the 2nd Annual CIO Challenge 2007 on 14&15 November 2007 at The Park Hyatt in Johannesburg. The conference was co-hosted with Deloitte.
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
CEO Best Practices for Information Technology - Bruce McCullough, CIO AdvisoryBruce McCullough
I've been fortunate in my career to have direct exposure to successful CEOs through CIO consulting advisory, speaking to CEO peer groups such as Vistage and Renaissance Forums, participating in prestigious CEO summits, serving as a member of executive steering committees, as a certified corporate director and as a former member of the National Association of Corporate Directors (NACD).
For most CEOs that have come up through the CFO and COO ranks, IT can be viewed as an overly complex, hard to understand cost only center. IT is incredibly complex to lead and technology continues to change at a dizzying pace. IT can sometimes be seen as an inhibitor and not a partner that drives innovation for top line results while improving processes and that positively impact the bottom line.
I've noticed some common IT management problems that occur for CEOs that can be easily addressed through the use of best practices. I can't cover all the best practices in this article but I can highlight some key observations based upon my experience reporting to and collaborating with CEOs.
- Bruce McCullough, CIO Advisory
Omni, Relignment, Cloud, Analytics, Big Data, Security etc should not remain just conversation points. The CIO strategy is, and should be continually up for renewal. The time is ripe for the CIO to lead innovation in a business and not trail the business by helping make just operations efficient.
CIOs tell The Economist Magazine's Intelligence Unit how they're becoming more strategic to their businesses via
http://pinterest.com/pin/251920172879153093/
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...Tata Consultancy Services
Read TCS’ study to know how global finance leaders are utilizing cloud-based systems & data analytics in finance to plug FP&A gaps & achieve sustainable growth.
IT Integration Done Right
It may or may not surprise you, but about 70% – 90% of M&As fail, for one reason or another. The integration of two companies into one functional unit inevitably involves great change. Culture, business strategies, and many other variables need to be adapted to fit new environments, people, and goals.
Are you prepared to take on the pressure and complexity of an IT M&A? Our new M&A Playbook for IT is your roadmap to navigating the biggest IT integration challenges and driving business goals.
In this strategy brief, find out:
-The three common M&A pitfalls that CIOs must avoid
-How to improve synergy, lower costs, and shorten time to market
-How to determine the right level of IT integration for your company
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
If you are a senior IT leader, you need to make the same kinds of disciplined choices for your department that the CEO and top leadership team are making about the strategic direction of the enterprise. Here's how to develop a sophisticated, more strategically oriented information technology approach--based on six ways to create value for the enterprise, and five archetypes that resolve the tension among those six value drivers.
Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)Software Guru
Cuitláhuac Osorio forma parte del consorcio Cutter donde nos habla de cómo hacer que las TI importen y que funcionen.
Además, nos comparte 5 consejos de los expertos.
IT Outsourcing Trends - 2016 and beyond Euro IT Group
Worldwide IT Outsourcing market
Digitalization puts pressure on all organizations
Business leads technology
Large contract renegotiation
New working & pricing models
Flexible sourcing models
Project management trends
Co-opetition between IT service providers
Focus on risk
Employment strategies
New technology trends
Vortrag von Raj Venkatesan und Kim Whitler an der HWZ-Darden Konferenz vom 8. Juni 2017 an der HWZ Hochschule für Wirtschaft Zürich.
https://fh-hwz.ch/conference
This is my presentation for the IAOP (International Association of Outsourcing Professionals) Masterclass Sourcing about leadership, governance en new ways of sourcing
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...Tata Consultancy Services
Read TCS’ study to know how global finance leaders are utilizing cloud-based systems & data analytics in finance to plug FP&A gaps & achieve sustainable growth.
IT Integration Done Right
It may or may not surprise you, but about 70% – 90% of M&As fail, for one reason or another. The integration of two companies into one functional unit inevitably involves great change. Culture, business strategies, and many other variables need to be adapted to fit new environments, people, and goals.
Are you prepared to take on the pressure and complexity of an IT M&A? Our new M&A Playbook for IT is your roadmap to navigating the biggest IT integration challenges and driving business goals.
In this strategy brief, find out:
-The three common M&A pitfalls that CIOs must avoid
-How to improve synergy, lower costs, and shorten time to market
-How to determine the right level of IT integration for your company
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
If you are a senior IT leader, you need to make the same kinds of disciplined choices for your department that the CEO and top leadership team are making about the strategic direction of the enterprise. Here's how to develop a sophisticated, more strategically oriented information technology approach--based on six ways to create value for the enterprise, and five archetypes that resolve the tension among those six value drivers.
Cinco consejos de los expertos Cutter (Cuitláhuac Osorio)Software Guru
Cuitláhuac Osorio forma parte del consorcio Cutter donde nos habla de cómo hacer que las TI importen y que funcionen.
Además, nos comparte 5 consejos de los expertos.
IT Outsourcing Trends - 2016 and beyond Euro IT Group
Worldwide IT Outsourcing market
Digitalization puts pressure on all organizations
Business leads technology
Large contract renegotiation
New working & pricing models
Flexible sourcing models
Project management trends
Co-opetition between IT service providers
Focus on risk
Employment strategies
New technology trends
Vortrag von Raj Venkatesan und Kim Whitler an der HWZ-Darden Konferenz vom 8. Juni 2017 an der HWZ Hochschule für Wirtschaft Zürich.
https://fh-hwz.ch/conference
This is my presentation for the IAOP (International Association of Outsourcing Professionals) Masterclass Sourcing about leadership, governance en new ways of sourcing
Estimating your Process Projects presented at FSOkx BPM ForumProlifics
Estimating always presents challenges. This is especially true when estimating the intangibles of process improvement efforts. This presentation will focus on how to reduce the guesswork associated with the estimation process by considering the following questions: What is it that you are estimating? How big is the thing you are estimating? What baselines are you using for your estimates? Should you be estimating top down, bottom up or somewhere in between? How do your estimates tie to your project plan? Do your estimates reflect ROI and business value?
Digital transformation: A seminar for senior managementMichael Cairns
This presentation represents a full day workshop for senior executives designed to help define and execute digital transformation programs within their businesses.
Email if you want a downloaded copy. michael.cairns @ outlook.com
2014.01.30 Innovation overview by Glenn WintrichNUI Galway
Glenn Wintrich, Innovation Leader at Dell, presented this seminar entitled Innovation Overview on 30th January 2014 at the Whitaker Institute, NUI Galway.
A deep dive into this conference agenda shows its position within a much larger scope of innovation knowledge. The larger scope is within the capability of the attendee to independently pursue.
Webinar: Measuring And Monetizing Strategic Innovation Ali Zeeshan
To view recording, watch the video at end of the slide or visit https://youtu.be/AlBVmA3u37g
Measuring innovation can be difficult. Some assume that innovation is more of an art form. Or they realize that “innovation” is a word that means different things to different people, and so assume that it cannot be measured. This is unfortunate, because managing both innovation and measurement are critical to the successful execution of strategy and monetizing (or deriving tangible benefits from) your innovation efforts.
The webinar will provide valuable insights about these timely topics of performance management:
Webinar Topics
• The steps your organization can take to define what innovation means for your strategy
• The steps needed to design and implement a set of measures that will help you implement your strategy and achieve results
• Keys to monetizing innovation
• The critical factors for successfully introducing and managing strategic innovation
• How to develop and maintain a culture of innovation and entrepreneurship
47م
مبادرة
#تواصل_تطوير
المحاضرة السابعة والأربعون من المبادرة مع
المهندس / محمد العربي
خبير واستشاري إدارة مشروعات وهندسة النظم
بعنوان
استخدام مفاهيم الرشاقة «AGILE CONCEPTS »
للتحول الاستراتيجي للمنظمات في العصر الرقمي
التاسعة مساء توقيت مكة المكرمةالإثنين24أغسطس2020
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0kcO2rqjwtGtJDycPpmoewbrvd9grYJgMd
علما ان هناك بث مباشر للمحاضرة على وقناة يوتيوب
https://www.youtube.com/user/EEAchannal
للتواصل مع إدارة المبادرة عبر قناة تيليجرام
الرابط
https://t.me/EEAKSA
رابط اللينكدان والمكتبة الالكترونية
www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
Organisational Performance Index (OPI) Business Excellence Model helps organizations interrogate their processes and benchmark the same against global standards. OPI is the tool KIM uses to determine Company/SME of the Year during COYA gala celebration
Similar to Role of the cio in the digital age (20)
“CIO Talkshow 47 – Xây dựng, phát triển và chuyển giao thế hệ trong doanh nghiệp CNTT tại Việt Nam”
Buổi offline kết thúc thành công tốt đẹp lúc 20:30, nhưng vẫn còn đấy rất nhiều câu hỏi về Startup, cách thức kết nối doanh nghiệp, kêu gọi vốn đầu tư…. Khiến diễn giả phải lưu luyến nén lại trả lời từng bạn….
Bắt đầu bằng việc điểm qua những khó khăn, thách thức cũng như đặc thù các Công ty CNTT ở VN, cũng như chia sẻ chân tình cách mà họ đã vượt qua khó khăn như thế nào.
Anh nhấn mạnh, hầu hết các Công ty CNTT ở VN được thành lập bởi dân Công nghệ Thông Tin. Khi khởi nghiệp thì đây là ưu điểm nhưng có thể là trở ngại cho sự phát triển sau này nếu không quan tâm đến yếu tố thị trường.
Vậy phương thức nào để xây dựng một chiến lược phát triển doanh nghiệp bền vững? Anh chia sẻ thêm, để khởi nghiệp bạn phải có một ít vốn, và
Nếu Bạn lập Công ty để kiếm tiền: thì Bạn chỉ cần duy trì khoảng 5-6 người và tập trung kiếm tiền.
Nếu Bạn muốn xây dựng một Công ty trường tồn: thì bạn cần tập trung xây dựng con người, hệ thống và quy trình.
Không ngại chia sẻ những bí quyết của mình, anh tự hào nói về việc triển khai dư án ERP trong chính doanh nghiệp mình. ERP đã là một công cụ đắt lực giúp phát triển, quản lý và vận hành doanh nghiệp thành công như hôm nay.
Anh như nhấn mạnh thêm câu nói bất hủ của Warren Buffett ”Nếu muốn đi thật nhanh thì hãy đi một mình. Nếu muốn đi thật xa thì hãy đi cùng nhau”. Để tạo dựng một doanh nghiệp trường tồn, bạn nên có đối tác. Và cách tốt nhất là những người chuyên làm CNTT phối hợp với những người chuyên làm kinh doanh. Trong quá trình vận hành, mục đích và sứ mệnh của doanh nghiệp phải là kim chỉ nam cho tất cả hoạt động và quyết định của Doanh nghiệp.
Xây dựng văn hóa doanh nghiệp từ thuở sơ khai, Các Anh đã tổ chức buổi cơm trưa truyền thống. Để hòa hợp giữa hai thế hệ, hòa hợp giữa người cũ người mới, phong trào “Thầy – Đệ tử” cũng là mật cách thức hiệu quả.
Anh đã mang đến cho không ít doanh nghiệp khởi nghiệp, những vấn đề lần đầu được nghe nào là:
Phải xác định rõ điểm mạnh của mình
Phải có nền tảng vững chắc
Phải là chuyên gia trong sản phẩm trọng điểm của mình
Nên chọn người đồng chí hướng và gắn kết cùng nhau
Cân đối ngân sách để đầu tư nhân lực phù hợp
Trang bị vững ch
Two-dimensional planning based on time and location
Combines CAD and project management features
Excellent presentation capabilities Superb progress tracking
Data exchange with other major project planning software

Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
6. Slide 5
q1 digital economy, social media, mobile device & big data
quynhnb, 11/23/2014
7. Strategy & Change
Digital Business: Growth Engine For CEO
6
Source: Accenture CEO Briefing 2014
8. Strategy & Change
Customer-centricity requires a cross-functional approach
and cross- functional
business leaders
President
SVP/GM of Operations
Chief Transformation Officer
Chief Innovation Officer
Chief Customer Officer
Chief Risk Officer
…
and business unit leaders
VP of Claims Processing
VP of Retail Lending
VP of Commercial Loans
VP of Outpatient Services
VP of Power Delivery Services
The new triumvirate:
and technology leaders
Chief Technology Officer
VP of Software Development
Enterprise Architect
IT Architect
Operations, IT and Line of Business
Successfully attracting
and retaining customers
requires companies to
think and act cross
functionally.
~ Adam Klaber, Managing
Partner Emerging Markets,
IBM GBS
At HCF we have found
that delivering a superior
customer experience
requires tight partnership
between operations, IT
and the various lines of
business.
~ Stephen Nugent, General
Manager - Operations,
Hospitals Contribution Fund
Strategic Leadership:
Chief Executive Officer
Chief Financial Officer
9. Strategy Change
The Deconstruct Conquer Game Changer – Industry Framework
Infrastructure (Traditional/ Cloud-base)
10. Strategy Change
9
Transformation – Organizational Process
Business Process Outsourcing
Mergers, Acquisitions, and Divestitures
Requires
On Demand Operating Environment
Composable
Processes
(IBM
Component
Business Modeling)
Services Oriented Architecture (SOA)
SOMA
Flexible Business
Flexible IT
Composable
Services
(SOA)
Development Infrastructure
Software
Development
Integration
Management
Infrastructure
Management
Business
Process
Modeling
(IBM
WBM Modeler)
Process
Definition
Standards
A flexible business model requires flexible IT
16. Strategy Change
9 Entry Points for a SOA Transformation, allow companies to identify
the individually best suited starting point
Business Model
Processes
IT
Applications
IT Infrastructure
15
IT Transformation
Start
Start Business Transformation
Business Process
Management
People
Productivity
Information as
Service
Start Start Start
Application
Integration
Start
Application
Modernization
Start
Infrastructure
Modernization
Start
SOA
Governance
Start
17. Strategy Change
An Enterprise Service Bus (ESB) was [Client Name]’s technology entry-point into
SOA
Service Service Apps Apps
Interface Interface Interface Interface
16
Interface Interface Interface
Allows for dynamic
Service selection,
substitution matching
Increased efficiency
and reuse of services
Applications Service Service
Enterprise Service Bus (ESB)
Increased access
to information
(e.g. “Get Customer”)
Faster
Development
Delivery -
Reduces time cost
to deploy a project
Improved
Flexibility -
Decouples point-to-point
connections
from the interfaces
Current State
Service Apps Apps Apps
Future State
Service Service Service Service
19. Strategy Change
Innovation Framework defines the activities, processes, enablers and
linkages that enable innovation within an organization
18
Business Strategy
Overall objectives of the business as defined
by corporate Business vision, mission etc.
Strategy
Innovation
Agenda
Innovation Management
Governance
Innovation Enablers
Innovation Agenda
Overall direction, life-stage, mix, characteristics and
value proposition around innovation
Innovation Management Governance
Structures, processes, policies, frameworks
and tools used to manage innovation
Innovation Enablers
Elements that enable execution of
the overall innovation process
20. Strategy Change
Elements of the Innovation Agenda define the overall direction for
innovation and maintain alignment with the business strategy
19
Business
Strategy
Innovation Management Governance
Portfolio
Management
Innovation
Organization
Management
Risk/Benefit
Evaluation
Project
Management
Knowledge
Management
Innovation
Performance
Monitoring
Incentives
and Rewards
Communi-cations
Innovation Agenda
Innovation
Strategy
Vision
Innovation
Mix
Innovation
Model
Definition
Value
Proposition
Innovation Enablers
Talent Culture
Internal
Collaboration
External
Collaboration
Tools
Frameworks
Infrastructure
Element Objectives
Selecting the desired innovation lifecycle
stage (i.e. pioneer, leader, disruptor,
consolidator, follower)
Establishing the organization’s overall
direction regarding Innovation and ensuring
alignment with defined business strategy
Defining the desired mix of innovation (i.e.
business model, products and services,
segments and markets, operations,
channels)
Defining the fundamental innovation model
characteristics (i.e. formal vs. adaptive;
specialized vs. disseminated; open to
external ideas vs. closed; integrated in LOB
vs. segregated in separate organization)
Determining and communicating the value
proposition desired from innovation
Innovation
Strategy
Vision
Innovation
Mix
Innovation
Model
Definition
Value
Proposition
Innovation Agenda
21. Strategy Change
Innovation Management Governance elements provide the
structures, processes, frameworks and tools to manage innovation
20
Innovation Management Governance Element Objectives
Business
Strategy
Innovation Management Governance
Portfolio
Management
Innovation
Organization
Management
Risk/Benefit
Evaluation
Project
Management
Knowledge
Management
Business
Value
Analysis
Incentives
and Rewards
Communi-cations
Innovation Agenda
Innovation
Strategy
Vision
Innovation
Mix
Innovation
Model
Definition
Value
Proposition
Innovation Enablers
Talent Culture
Internal
Collaboration
External
Collaboration
Tools
Frameworks
Infrastructure
Tracking, monitoring and analyzing the
portfolio of innovation projects from
inception to completion
Managing resources within the innovation
organization
Developing criteria and benchmarks to
evaluate risks associated with the
innovation portfolio
Managing and reporting on individual
projects against timeline and budget
Collecting, organizing, storing and
distributing corporate innovation knowledge
Developing, tracking and reporting
individual and organizational KPIs to asses
the business value of innovation
Creating mechanisms to reward individual
and team performance
Systematic internal and external
communications around innovation
Portfolio
Management
Innovation
Organization
Management
Risk/Benefit
Evaluation
Project
Management
Knowledge
Management
Business
Value
Analysis
Incentives
and Rewards
Communi-cations
22. Strategy Change
Innovation Enablers provide necessary support for execution of the
overall innovation process
21
Innovation Enablers Element Objectives
Business
Strategy
Innovation Management Governance
Portfolio
Management
Innovation
Organization
Management
Risk/Benefit
Evaluation
Project
Management
Knowledge
Management
Business
Value
Analysis
Incentives
and Rewards
Communi-cations
Innovation Agenda
Innovation
Strategy
Vision
Innovation
Mix
Innovation
Model
Definition
Value
Proposition
Innovation Enablers
Talent Culture
Internal
Collaboration
External
Collaboration
Tools
Frameworks
Infrastructure
People assets assigned to innovation, and
through the company
Organization personality and innovation
archetype as defined by assumptions,
values, norms, behaviors
Amount of collaboration (both horizontally
and vertically) within the organization
across various LOBs and divisions
Amount of collaboration between the
organization and other external businesses,
institutions and/or people
Methods and tools to support the various
phases of the innovation cycle
Systems, environments and internal IT
processes in place to support development
and testing of innovations
Talent
Culture
Internal
Collaboration
External
Collaboration
Tools
Frameworks
Infrastructure
A company’s individual innovation
culture needs to be fully understood
to appropriately structure and
invigorate an innovation program
23. Strategy Change
By understanding the existing corporate culture and innovation
archetype, the innovation enablement approach can be customized
A research study of 174 organizations across 24 countries and a broad set of industries, identified
22
four unique innovation models (or archetypes) that represent how companies innovate
Marketplace of
ideas (16%)
“Bottoms up” approach
Content with “leading from
behind”
Fully uses employees
Recruited for creativity
and passion
Well-stated innovation
goals for individuals
Effective stage gate
process, pilots and trials
Clear metrics of success
and failure
Environments that
allow experimentation
Generates Large number
of ideas – mainly internal
Environment Process People Leadership
“One man show”
Leader determines direction of
innovation selection of ideas
Adept at the teamwork
necessary to execute leaders’
plans
Fast implementation of select
ideas
Portfolio maps and strategic
plans to link executive vision to
daily activities
Few inter-dependencies with
outside parties
Select ideas generated and
pursued
Involved leadership
Sets priorities, raises urgency,
and allocates resources
Small groups dedicated
to problem-solving
Strong team culture
Fewer ideas, with strong formal
vetting process
Strong focus on cross-functional
teams for rapid execution
Diffuse product lines impossible
for a small set of visionary
individuals to control
Rigorous scanning
Leadership sets framework for
collaboration
Ideas generated with partners
customers
Collaborators
Empowered to make deals with
outside vendors
Robust stage gating and
implementation mechanism
Frequent pilots and trials,
involving partners and
customers
Understanding of customer
needs and partner participation
White space innovations
Visionary leader
(22%)
Innovation through
rigor (37%)
Innovation through
collaboration (25%)
Source: IBM Innovation Archetype research and analysis
24. Strategy Change
The Innovation Cycle represents an iterative process for assessing
capabilities and ideating, developing and realizing innovations
Realization
of ideas
through
execution
23
Innovation Cycle
Capability assessment
Identify and assess innovation capabilities, structures,
processes, assets, tools, methods and innovation archetype
(generally restricted to the first cycle)
Sensing and Envisioning
Obtain inputs into, and scope the innovation effort through
activities which may include trends analysis, scenario
envisioning, area identification and selection
Ideation
Leverage various techniques and tools to conceive ideas
around the innovation areas
Evaluation
Prioritize and select a set of high value ideas for each defined
innovation area for future investment and development
Development
Refine selected ideas through additional research, compliance
assessment, clear business model articulation, full business
case development, etc.
Realization
Execute, release or implement the idea
Capability Assessment
of the client organization
Sensing
Envisioning
of inputs
into the
innovation
process
Ideation
around
identified
areas
Evaluation
of ideas identified
Development
of selected
ideas
25. Strategy Change
Combining the Innovation Framework and the Innovation Cycle
provides an integrated, comprehensive approach to expanding
innovation within a corporate environment
24
The Innovation framework summarizes all
the elements necessary to align strategies
and implement robust structures and
processes to support innovation.
The Innovation Cycle provides a timeline
and engine to drive and capture innovative
ideas and initiatives.
Without a supportive organization, innovative
ideas are unlikely to be embraced or
managed effectively.
Without clear timelines and an engine, even
the most innovative organization may not
deliver practical results.
Capability Assessment
of the client organization
Sensing
Envisioning
of inputs into
the innovation
process
Ideation
around
identified areas
Innovation Management Governance
Evaluation
of ideas identified
Realization
of ideas through
execution
Development
of selected
ideas
Business
Strategy
Portfolio
Management
Innovation
Organization
Management
Risk/Benefit
Evaluation
Project
Management
Knowledge
Management
Business Value
Analysis
Incentives and
Rewards
Communi-cations
Innovation Agenda
Innovation
Strategy
Vision
Innovation
Mix
Innovation
Model
Definition
Value
Proposition
Innovation Enablers
Talent Culture
Internal
Collaboration
External
Collaboration
Tools
Frameworks
Infrastructure
By coordinating the innovation framework and
the innovation cycle, measurable benefits and
growth from innovation are possible
26. Strategy Change
25
Enabling Growth and Differentiation through Innovation Management
Thank you!