This 3-sentence summary provides the high-level information from the document:
The document discusses how creativity and innovation are essential for business process management to address today's challenges and create better organizations. It argues that leadership needs to understand and foster innovation by managing it as a process through which individuals and groups can think beyond the obvious to generate value. Several changes in society and business are also outlined that require new approaches like cross-functional collaboration, moving away from territorial thinking, and focusing on value creation through differentiation.
The document discusses how empathy can enable a positive cycle of innovation and inclusion in organizations by helping people overcome challenges like fear of change, and how innovative organizations can systematically honor three basic human needs: having a sense of purpose and contribution, opportunities for growth, and allowing people to maintain work-life balance and be their whole selves.
Cooperate cross industrial and take advantage of the next business opportunitiesMarc Borremans
The document discusses opportunities arising from the migration of work and knowledge globally. It identifies the migration of talent as a major driver of change, offering opportunities to attract, share, develop and sell talent solutions. Specific opportunities mentioned include managing migrant labor, enabling expertise sharing worldwide, and creating new work environments using technology. The document urges readers to consider how they can capitalize on and develop solutions for the business opportunities presented by global talent mobility.
This document summarizes a class on managing social enterprises for social impact. It discusses two main responsibilities for managers - achieving financial goals and social goals. For financial goals, the document emphasizes focusing on the mission, knowing when to say no, building an independent business, and testing ideas quickly. For social goals, it stresses identifying and measuring social goals, embedding them in operations, and communicating impact. Challenges in measurement like attribution and qualitative vs. quantitative metrics are also outlined.
This document discusses the need to move from an outdated techno-market era to a new socio-ecological era through social innovation. It argues that current ways of perceiving, interacting, and doing business no longer work and that an evolutionary leap is needed. New models of development are needed that value social and environmental welfare over just economic growth. The document advocates distributing innovation, design, strategy, and complexity rather than centralizing them. It presents examples of companies like Google, Goretex, and HCL that are experimenting with new organizational structures. Social innovation is positioned as a big opportunity that can democratize the future if companies embrace complexity, distribute creativity and power, and decentralize their functions.
The document summarizes Roberto Siagri's presentation at the 2013 Trieste Forum on the impact of science and technology on society and the economy. The presentation aimed to discuss the role of human capital in assuring sustainable development and increasing human capital. It also examined how technological innovation is changing the nature of enterprises and employment. Some key points include: (1) innovation is moving from physical to more abstract domains; (2) exponential trends are accelerating progress; and (3) boundaries of enterprises are changing as virtual and entrepreneurial models become more common.
1. Ray Kurzweil predicted that the rate of technological change in the 21st century will far exceed that of the 20th century.
2. The document discusses how globalization, information technology, and the need for innovation are forcing companies to adopt more collaborative and innovative business strategies to survive.
3. Barriers to innovation within companies include an unwillingness to change, rigid management processes, and a short-term focus on quarterly performance over long-term strategies. Embracing innovation through strategic planning, internal collaboration, and global partnerships can help companies adapt to changes in the global marketplace.
Collaboration is the process of working together towards a common goal. It involves the exchange of ideas and sharing of resources between people, whether formally as part of a team or informally. Great ideas often emerge from the intersection of different perspectives when people collaborate. While teamwork involves structured roles and tasks, collaboration can occur spontaneously between people from different groups or organizations. Effective collaboration balances individual focus with bringing people together to spark new ideas through discussion.
"While many organizations understand how leadership is
changing, their cultures have not yet adapted to encourage these new leadership
traits. This paper provides some techniques for developing a culture that fosters
innovation and encourages 21st century leadership methods and mindsets."
The document discusses how empathy can enable a positive cycle of innovation and inclusion in organizations by helping people overcome challenges like fear of change, and how innovative organizations can systematically honor three basic human needs: having a sense of purpose and contribution, opportunities for growth, and allowing people to maintain work-life balance and be their whole selves.
Cooperate cross industrial and take advantage of the next business opportunitiesMarc Borremans
The document discusses opportunities arising from the migration of work and knowledge globally. It identifies the migration of talent as a major driver of change, offering opportunities to attract, share, develop and sell talent solutions. Specific opportunities mentioned include managing migrant labor, enabling expertise sharing worldwide, and creating new work environments using technology. The document urges readers to consider how they can capitalize on and develop solutions for the business opportunities presented by global talent mobility.
This document summarizes a class on managing social enterprises for social impact. It discusses two main responsibilities for managers - achieving financial goals and social goals. For financial goals, the document emphasizes focusing on the mission, knowing when to say no, building an independent business, and testing ideas quickly. For social goals, it stresses identifying and measuring social goals, embedding them in operations, and communicating impact. Challenges in measurement like attribution and qualitative vs. quantitative metrics are also outlined.
This document discusses the need to move from an outdated techno-market era to a new socio-ecological era through social innovation. It argues that current ways of perceiving, interacting, and doing business no longer work and that an evolutionary leap is needed. New models of development are needed that value social and environmental welfare over just economic growth. The document advocates distributing innovation, design, strategy, and complexity rather than centralizing them. It presents examples of companies like Google, Goretex, and HCL that are experimenting with new organizational structures. Social innovation is positioned as a big opportunity that can democratize the future if companies embrace complexity, distribute creativity and power, and decentralize their functions.
The document summarizes Roberto Siagri's presentation at the 2013 Trieste Forum on the impact of science and technology on society and the economy. The presentation aimed to discuss the role of human capital in assuring sustainable development and increasing human capital. It also examined how technological innovation is changing the nature of enterprises and employment. Some key points include: (1) innovation is moving from physical to more abstract domains; (2) exponential trends are accelerating progress; and (3) boundaries of enterprises are changing as virtual and entrepreneurial models become more common.
1. Ray Kurzweil predicted that the rate of technological change in the 21st century will far exceed that of the 20th century.
2. The document discusses how globalization, information technology, and the need for innovation are forcing companies to adopt more collaborative and innovative business strategies to survive.
3. Barriers to innovation within companies include an unwillingness to change, rigid management processes, and a short-term focus on quarterly performance over long-term strategies. Embracing innovation through strategic planning, internal collaboration, and global partnerships can help companies adapt to changes in the global marketplace.
Collaboration is the process of working together towards a common goal. It involves the exchange of ideas and sharing of resources between people, whether formally as part of a team or informally. Great ideas often emerge from the intersection of different perspectives when people collaborate. While teamwork involves structured roles and tasks, collaboration can occur spontaneously between people from different groups or organizations. Effective collaboration balances individual focus with bringing people together to spark new ideas through discussion.
"While many organizations understand how leadership is
changing, their cultures have not yet adapted to encourage these new leadership
traits. This paper provides some techniques for developing a culture that fosters
innovation and encourages 21st century leadership methods and mindsets."
The document discusses how the future of work will change significantly due to emerging technologies and demographic trends. It argues that the existing economic paradigm focused on efficiency, competition, and shareholders is showing cracks and a new paradigm emphasizing social responsibility, collaboration, and well-being is needed. This paradigm shift will require workers to develop new skills like generalism and multitalents over specialization alone and prioritize meaningful work and happiness over just money. Major changes to how organizations operate and what skills are valued will be necessary for this transition to a new paradigm to occur.
A talk given on the future of work looking in particular at the emerging changes and implications for the knowledge based industries. Takes a view that the new models may already existing in the media sector but translating them into others requires change in the way individuals participate in projects and how organisations take a role
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
This document explores possible futures for the workplace and people management in 2020. It identifies three plausible scenarios or "worlds" that may exist:
1. The "Blue World" where large corporations dominate society and take on prominent social roles.
2. The "Green World" where businesses are forced to change fundamentally due to environmental and social pressures.
3. The "Orange World" characterized by specialization and collaborative networks.
It argues that people management will be one of the greatest challenges for businesses in this future. Radical changes in business models will impact how companies support their employees' work-life balance, social welfare, and skills development. The role of HR will also undergo significant change and will
This document explores possible futures for the workplace and people management in 2020. It identifies three plausible scenarios for how organizations may operate - "Blue World," "Green World," and "Orange World" - and discusses the implications for human resources. Some key points:
1. Business models will change dramatically by 2020 due to factors like technology, globalization, and demographics, potentially leading to large corporations taking on social welfare roles or the rise of collaborative networks.
2. Managing people will be one of the greatest challenges for businesses as skills shortages increase and the boundaries between work and personal life blur with companies assuming more social responsibilities.
3. The role of human resources will undergo fundamental change and will either need to
In the Blue World, large corporations dominate the global economy and society. Corporations provide extensive services and benefits to employees, including healthcare, education, and housing. This high level of support leads to strong employee retention, but also creates a large divide between those who work for major corporations and those who do not. Corporations extensively measure and analyze employee performance, productivity, and engagement. Technology is deeply integrated into work and daily life. The role of HR evolves to focus on complex people analytics and segmentation strategies to maximize business performance through human capital management.
This document contains an interview with Otto Scharmer, an expert in innovation and leadership. He discusses four key points for enabling innovation: globalization, personalization, prototyping, and cross-sector networking. For globalization, he means bringing together people from different cultures to solve shared problems. For personalization, he emphasizes the personal journey of understanding one's purpose and creativity. Prototyping means learning by doing through small experiments. Cross-sector networking involves collaborating across organizations and sectors to address complex issues. Scharmer believes innovations start small and testing ideas through prototyping is important.
Zero Time is a conceptual architecture for 21st century enterprises that focuses on achieving instantaneous execution through five key disciplines: 1) zero-value gaps to maximize value for each customer individually, 2) zero learning gaps to continuously learn and convert knowledge into customer value, 3) zero-management gaps that empower all employees to complete any task, 4) zero-process gaps with no obstacles to performing tasks, and 5) zero-inclusion gaps. Leading companies are demonstrating characteristics of Zero Time organizations through innovations like instant customer service, just-in-time inventory, and virtual integration across the supply chain.
Kelly Services - Understanding Generational Diversity In WorkplaceKylie Perry
Workplace diversity is a growing business concern and an essential source of competitive advantage for organisations in the ever-growing global economy.
Think global act local an interview with csoft ceo shunee yeeJia Liu
Shunee Yee is the President and CEO of CSOFT, a globalization firm that provides strategic solutions for companies expanding into new markets. Under her leadership, CSOFT has grown from a single Beijing office to 14 offices worldwide. Yee emphasizes paying close attention to details and doing ordinary tasks extraordinarily well. She also stresses the importance of maintaining a sense of urgency and responsibility. While CSOFT has seen great success, Yee notes challenges can arise quickly and the company must always be prepared to adapt to changing circumstances.
The document discusses ways that the social enterprise sector in Taiwan could benefit from increased coordination and collaboration between organizations. It notes there is currently some competition between organizations that is fracturing the sector, and that working together could help generate greater social impact. Specific opportunities for increased cooperation that are mentioned include sharing resources for training and attracting young talent, coordinating metrics and evaluations, and finding ways for organizations addressing similar social issues to collaborate instead of compete for funding and market share. The document argues the sector would be strengthened by reducing competitiveness and increasing solidarity and cooperation between social value creators.
Ashoka and Youth Venture are organizations that support social entrepreneurs and youth-led social ventures around the world. Ashoka finds and supports innovative social entrepreneurs through providing funding and connecting them with resources. Youth Venture helps young people launch social ventures in their communities by providing training, funding competitions, and networking opportunities to support youth-led solutions to social problems. Together, these organizations aim to develop a global community of social entrepreneurs and youth leaders who can drive positive social change.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
From Design Thinking to Design Intelligence - How the Sharing Economy Can Ben...Raz Godelnik
The document discusses the need for a new "Design Intelligence" framework to guide the sharing economy towards greater resilience and sustainability. It argues that current "Design Thinking" approaches are too focused on users, technology, and business needs without considering broader social and environmental impacts. A new "Sharing Economy 3.0" model is proposed that emphasizes resilience, life-centered values, and diverse platforms over competitive growth. This would help platforms foster wider social resilience against economic and environmental shocks. Further research is needed to define a resilient society, assess platform impacts, and engage stakeholders in co-creating solutions through a resilience lens. The next steps outlined are to develop a resilience assessment framework, test it with platforms, and work with stakeholders to refine
This document provides an update from the Social Innovation Research Group newsletter in November 2012. It includes several articles summarizing interviews and events from that month related to social enterprises in Taiwan and elsewhere. Specifically, it discusses implications of different financial flow models for social enterprises, examples of "Fair Trade 2.0" organizations that provide benefits and opportunities for advancement, a novel method for analyzing social enterprise ecosystems using search query data, tensions between marketing and social impact for social enterprises, and realigning incentives for social and financial success.
Social Innovator Dialogues Christian Bason masterclass slidestotocol
This document discusses leading public sector innovation through co-creation. It addresses four shifts needed: from random to systematic innovation, from managing human resources to building innovation capacity, from running tasks to orchestrating co-creation processes, and from administering organizations to courageously leading innovation across sectors. Co-creation is presented as a key approach involving broader participation to generate new solutions. The document also outlines building the four Cs of an innovation ecosystem: consciousness, capacity, co-creation, and courage.
This document discusses how governments and societies will need to change and adapt to face future challenges. It suggests careers in local government will focus on change, agility, and efficiency. Weak signals of change like new technologies are mentioned. Government will need more collaboration and build capacities for innovation. How we think, learn, govern, relate and find purpose are discussed as changing. New leadership skills like building capacities for transformation will be important. A Future's Institute is proposed to help identify trends, develop innovative workforces and new types of leaders comfortable with constant change.
The document is titled "MC Final" and contains the date "09 April 2010" and time "09:44:22 AM". It appears to be a document related to a final exam or project for a student named MC that was last modified or submitted on April 9, 2010 at 9:44 in the morning.
Communication is the greatest single skill that can make the difference in a professional's life.
This article brings together many views from several books and personal experience
The document discusses how the future of work will change significantly due to emerging technologies and demographic trends. It argues that the existing economic paradigm focused on efficiency, competition, and shareholders is showing cracks and a new paradigm emphasizing social responsibility, collaboration, and well-being is needed. This paradigm shift will require workers to develop new skills like generalism and multitalents over specialization alone and prioritize meaningful work and happiness over just money. Major changes to how organizations operate and what skills are valued will be necessary for this transition to a new paradigm to occur.
A talk given on the future of work looking in particular at the emerging changes and implications for the knowledge based industries. Takes a view that the new models may already existing in the media sector but translating them into others requires change in the way individuals participate in projects and how organisations take a role
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
This document explores possible futures for the workplace and people management in 2020. It identifies three plausible scenarios or "worlds" that may exist:
1. The "Blue World" where large corporations dominate society and take on prominent social roles.
2. The "Green World" where businesses are forced to change fundamentally due to environmental and social pressures.
3. The "Orange World" characterized by specialization and collaborative networks.
It argues that people management will be one of the greatest challenges for businesses in this future. Radical changes in business models will impact how companies support their employees' work-life balance, social welfare, and skills development. The role of HR will also undergo significant change and will
This document explores possible futures for the workplace and people management in 2020. It identifies three plausible scenarios for how organizations may operate - "Blue World," "Green World," and "Orange World" - and discusses the implications for human resources. Some key points:
1. Business models will change dramatically by 2020 due to factors like technology, globalization, and demographics, potentially leading to large corporations taking on social welfare roles or the rise of collaborative networks.
2. Managing people will be one of the greatest challenges for businesses as skills shortages increase and the boundaries between work and personal life blur with companies assuming more social responsibilities.
3. The role of human resources will undergo fundamental change and will either need to
In the Blue World, large corporations dominate the global economy and society. Corporations provide extensive services and benefits to employees, including healthcare, education, and housing. This high level of support leads to strong employee retention, but also creates a large divide between those who work for major corporations and those who do not. Corporations extensively measure and analyze employee performance, productivity, and engagement. Technology is deeply integrated into work and daily life. The role of HR evolves to focus on complex people analytics and segmentation strategies to maximize business performance through human capital management.
This document contains an interview with Otto Scharmer, an expert in innovation and leadership. He discusses four key points for enabling innovation: globalization, personalization, prototyping, and cross-sector networking. For globalization, he means bringing together people from different cultures to solve shared problems. For personalization, he emphasizes the personal journey of understanding one's purpose and creativity. Prototyping means learning by doing through small experiments. Cross-sector networking involves collaborating across organizations and sectors to address complex issues. Scharmer believes innovations start small and testing ideas through prototyping is important.
Zero Time is a conceptual architecture for 21st century enterprises that focuses on achieving instantaneous execution through five key disciplines: 1) zero-value gaps to maximize value for each customer individually, 2) zero learning gaps to continuously learn and convert knowledge into customer value, 3) zero-management gaps that empower all employees to complete any task, 4) zero-process gaps with no obstacles to performing tasks, and 5) zero-inclusion gaps. Leading companies are demonstrating characteristics of Zero Time organizations through innovations like instant customer service, just-in-time inventory, and virtual integration across the supply chain.
Kelly Services - Understanding Generational Diversity In WorkplaceKylie Perry
Workplace diversity is a growing business concern and an essential source of competitive advantage for organisations in the ever-growing global economy.
Think global act local an interview with csoft ceo shunee yeeJia Liu
Shunee Yee is the President and CEO of CSOFT, a globalization firm that provides strategic solutions for companies expanding into new markets. Under her leadership, CSOFT has grown from a single Beijing office to 14 offices worldwide. Yee emphasizes paying close attention to details and doing ordinary tasks extraordinarily well. She also stresses the importance of maintaining a sense of urgency and responsibility. While CSOFT has seen great success, Yee notes challenges can arise quickly and the company must always be prepared to adapt to changing circumstances.
The document discusses ways that the social enterprise sector in Taiwan could benefit from increased coordination and collaboration between organizations. It notes there is currently some competition between organizations that is fracturing the sector, and that working together could help generate greater social impact. Specific opportunities for increased cooperation that are mentioned include sharing resources for training and attracting young talent, coordinating metrics and evaluations, and finding ways for organizations addressing similar social issues to collaborate instead of compete for funding and market share. The document argues the sector would be strengthened by reducing competitiveness and increasing solidarity and cooperation between social value creators.
Ashoka and Youth Venture are organizations that support social entrepreneurs and youth-led social ventures around the world. Ashoka finds and supports innovative social entrepreneurs through providing funding and connecting them with resources. Youth Venture helps young people launch social ventures in their communities by providing training, funding competitions, and networking opportunities to support youth-led solutions to social problems. Together, these organizations aim to develop a global community of social entrepreneurs and youth leaders who can drive positive social change.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
From Design Thinking to Design Intelligence - How the Sharing Economy Can Ben...Raz Godelnik
The document discusses the need for a new "Design Intelligence" framework to guide the sharing economy towards greater resilience and sustainability. It argues that current "Design Thinking" approaches are too focused on users, technology, and business needs without considering broader social and environmental impacts. A new "Sharing Economy 3.0" model is proposed that emphasizes resilience, life-centered values, and diverse platforms over competitive growth. This would help platforms foster wider social resilience against economic and environmental shocks. Further research is needed to define a resilient society, assess platform impacts, and engage stakeholders in co-creating solutions through a resilience lens. The next steps outlined are to develop a resilience assessment framework, test it with platforms, and work with stakeholders to refine
This document provides an update from the Social Innovation Research Group newsletter in November 2012. It includes several articles summarizing interviews and events from that month related to social enterprises in Taiwan and elsewhere. Specifically, it discusses implications of different financial flow models for social enterprises, examples of "Fair Trade 2.0" organizations that provide benefits and opportunities for advancement, a novel method for analyzing social enterprise ecosystems using search query data, tensions between marketing and social impact for social enterprises, and realigning incentives for social and financial success.
Social Innovator Dialogues Christian Bason masterclass slidestotocol
This document discusses leading public sector innovation through co-creation. It addresses four shifts needed: from random to systematic innovation, from managing human resources to building innovation capacity, from running tasks to orchestrating co-creation processes, and from administering organizations to courageously leading innovation across sectors. Co-creation is presented as a key approach involving broader participation to generate new solutions. The document also outlines building the four Cs of an innovation ecosystem: consciousness, capacity, co-creation, and courage.
This document discusses how governments and societies will need to change and adapt to face future challenges. It suggests careers in local government will focus on change, agility, and efficiency. Weak signals of change like new technologies are mentioned. Government will need more collaboration and build capacities for innovation. How we think, learn, govern, relate and find purpose are discussed as changing. New leadership skills like building capacities for transformation will be important. A Future's Institute is proposed to help identify trends, develop innovative workforces and new types of leaders comfortable with constant change.
The document is titled "MC Final" and contains the date "09 April 2010" and time "09:44:22 AM". It appears to be a document related to a final exam or project for a student named MC that was last modified or submitted on April 9, 2010 at 9:44 in the morning.
Communication is the greatest single skill that can make the difference in a professional's life.
This article brings together many views from several books and personal experience
This document discusses creativity in the workplace and society. It tells a story of a man named Fred encountering a green Martian in a small desert town. It references George Orwell's works 1984 and Animal Farm to discuss how rules and regulations can stifle creativity, yet creativity is important for business success. The author advocates thinking like a soldier in a parade - marching on the edge of conformity to make a difference through new ideas.
University of Johannesburg Knowledge PresentationVDS Brink
The document discusses various topics related to knowledge, wisdom, and the new decade including:
- 4 types of people and their relationship to knowledge and thinking
- Scenarios for competitiveness and the market in future years
- The importance of applied knowledge and non-judgmental thinking
- Factors related to wealth accumulation and investment such as humility, openness, and wisdom
- Strategies for being positively different and having success in the future such as working together and caring for the earth.
Once upon a time stories have the power to capture everyone's attention, no matter their age. These types of stories allow storytellers to bend reality and bring imagination to life. While technology can kill imagination in children, stories nurture creativity and bonding. A grandparent's role of sharing stories with their grandchildren can build strong relationships and help shape the children into valued individuals. Telling your own stories strengthens one's mind and imagination, and creates special moments with children that they will cherish forever. Learning the art of storytelling involves understanding key elements like characters, settings, climaxes and happy endings, as well as practicing delivery. The best way to improve this skill is by sharing stories with others who have a passion
This document provides guidance on the proper use of modifier -59. It explains that modifier -59 is used to indicate that procedures were performed at different anatomic sites or during different patient encounters. It clarifies that modifier -59 should only be used when no other more descriptive modifier applies. The document includes examples of appropriate and inappropriate uses of modifier -59 to help providers understand when it is appropriate to use.
Consumers' experience with internet access and social media is changing their notions of how they relate to businesses: they expect to play a more active role in shaping the products and services they buy.
This shift in expectations raises many questions about whether today's operating practices will continue to succeed. We are seeing some of the leadership, structural and cultural implications, but we anticipate this will be unfolding for a while to come.
Leadership challenges of the future revealed
The document discusses 6 megatrends - globalization, climate change, demographic shifts, individualization, digital lifestyle, and technology - that will profoundly impact organizations and leadership over the coming decades. Leaders will need to be collaborative strategic thinkers who can lead diverse teams remotely using virtual communication. They must also embrace new technologies, digital natives, and innovation while maintaining integrity in a transparent digital world.
Generation Cohort: The Postnormal Shift To A Holistic WorkforceFrank W. Spencer IV
A Kedge keynote presentation detailing a shift from the traditional concept of generational warfare in the workplace to "Generation Cohort," a new generational idea in line with the shift to a postnormal economy and age.
Leadership For Unprecedented Times (White Paper)Belfaz
1) The document discusses leadership challenges in unprecedented times and the opportunities that can arise from addressing global issues like climate change and poverty.
2) It argues that exploring opportunities posed by world issues can uncover new sources of competitive advantage while also engaging talent through corporate social responsibility initiatives.
3) Successful leaders will need to look beyond short-term gains, take risks by challenging the status quo, and integrate social and environmental issues into their organization's core values and operations.
The document announces an upcoming event called FACT2010 that will feature a panel discussion on the many facets of innovation. It previews the panel discussion by noting innovation can take many forms from new products and services to process improvements. The panelists discuss what innovation means to them, the best aspects of current business practices and areas for improvement, and changes they foresee in how business will be conducted in the future focused on the role of technology.
This document discusses the challenges of leadership in an era of increasing globalization and complexity. It argues that traditional ways of thinking and leading are not well-suited to managing the interdependence and fast-paced change happening globally. Most change efforts within organizations only achieve limited, temporary results because they fail to address the inner, cultural aspects of change alongside the external and individual aspects. True transformation requires addressing four quadrants of change: individual internal and external dimensions as well as collective internal and external dimensions.
The document provides information about the annual Erudition business conclave organized by the Department of Commerce at the University of Delhi. Scheduled to be held on September 17-18, 2010, Erudition 2010 will explore how organizations can construct corporate conscience and introspect their resurgence following the global financial crisis. A team of students from the MHROD junior batch will help organize the event, which will include thought-provoking speakers and sub-sessions on topics like exploiting chaos to spark innovation.
This document provides a summary of a panel discussion on innovation. The panel was made up of seven executives from various industries who were asked about the meaning of innovation, its current and future role in business, and how businesses can better foster innovation.
The panelists defined innovation in various ways, from creating new products and processes to questioning the status quo. When asked about the best aspects of current business and areas for improvement, panelists noted the benefits of new technologies in reducing barriers but also the need for guidelines on their appropriate use. Overall, the panel emphasized that fostering innovation requires both structure and creativity within organizations.
This document discusses leadership and economic challenges facing a fictional town called Sixtown. It provides an exploration of leadership approaches and superpowers, including adopting a wide view, building diverse networks, embracing openness, encouraging experimentation, adding unique value, and cultivating next generation leaders. Participants in a leadership deep dive session will discuss what leadership practices have worked in similar situations, important actions specific leaders in Sixtown could take to move the town forward, and the tools or skills needed for those actions. The goal is to help address Sixtown's problems of lack of access to economic opportunity and promising solutions not scaling.
This document discusses leadership practices and challenges facing the fictional town of Sixtown. It begins with an exploration of leadership approaches from the World Economic Forum, outlining six "WEadership Superpowers": adopting a wide view, building diverse networks, embracing openness, encouraging experimentation, adding unique value, and cultivating next generation leaders. The document then welcomes participants to a leadership deep dive session focused on helping Sixtown, which faces problems with economic opportunity and promising solutions not scaling. Participants are asked guiding questions about leadership practices that could help Sixtown leaders, important actions leaders could take and what may stand in the way, and the tools/skills/processes required. The purpose is to advise Sixtown on addressing its economic and
Chris Meyer, CEO of Monitor Networks, discusses the future of work which is influenced by four unstoppable trends: geographic and economic dislocation due to globalization and offshoring putting pressure on wages in rich countries; automation reducing jobs in manufacturing, services likely to be displaced next; longer life spans and careers requiring life-long learning as skills become obsolete faster; and collaboration technologies leading to more porous organizational boundaries and collective work. These trends suggest the need to rethink management, how and what we work on. The context of work will be radically different from the past.
This document discusses the importance of diversity and cultural competency in leadership. It argues that diversity, when properly leveraged, can power innovation and drive business success in today's global environment. The document outlines four forces shaping the new mindset of inclusiveness that leaders must adopt: 1) economic and social forces, 2) demographic shifts, 3) globalization, and 4) demands for diversity from stakeholders. It also notes that diversity today encompasses more than just differences in race and gender, and that leaders must view diversity as a key part of corporate strategy with major financial implications.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
Building an Iconic Destination That Inspires and EnduresAnna Pollock
Shows how the three change drivers - technology, values and biophysical reality are inter weaving and necessitating a new approach to destination marketing and management. Hosts must wake up and become community change agents
Our changing world: Four trends set to impact how we lead in the future. A presentation by Futurist Adam Jorlen for the Holos Group Real Leadership Program in Melbourne, Australia July 2012.
Future of Work The Emerging View - 19 09 15Future Agenda
The is an initial new view of the future of work based on insights gained from several workshops undertaken around the world in 2015. It builds on the initial perspective and adds in new thoughts from the US, UK, Singapore and South Africa. It is being used as input stimulus in a final workshop in Mumbai on 9 October and will be updated after that. Please feel free to share, add comments and provide additional thoughts so we can make the final version as inclusive as possible and useful for all.
Key note presentation josephine green- piramids to pancakescsdbdv
This is Josephine Green's key note presentation from our Squaretable event which we hosted 22-9-2011 on the subject of 'new customer realities: capturing added value from sustainability'.
Ron Clink - Chief Policy Analyst, Education System Strategy, Ministry of Educ...SmartNet
Innovating for Skills-Skills for Innovation
Examining the learning environment and why certain skills and resilient leadership matter to innovation and prosperity for New Zealand.
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1. 17th Annual
THE
Conference
ROLE OF INNOVATION AND CREATIVITY IN
PROCESS
BUSINESS MANAGEMENT
BY VDS BRINK
ABSTRACT:
Society faces many challenges that can only be solved by renewing our way of thinking. Creativity and
innovation are more important than ever before. The application thereof on business process management is
essential to create better organizations. This can only happen if leadership in organizations understands and fosters
it. Innovation needs to be managed as any other process and with logical focused steps individuals and groups
can think beyond the obvious and create great value.
IN THIS ARTICLE
Introduction INTRODUCTION 1
CURRENT STATE OF AFFAIRS 1
Never before in history has society been CONTEXT OF INNOVATION AND BPM 2
confronted with the amount of change we face today. ORGANIZATIONAL CONTEXT 2
Organizations and individuals are met with a simple CREATIVITY AND INNOVATION IN PRACTICE 2
MANAGEMENT AND LEADERSHIP 3
choice: create the future in a creative manner or be
IN SUMMARY 4
mere passengers towards it. This choice will largely
determine success or failure in the future.
everything we do, focus on improving on all levels,
This article explains some of these changes in the
be different and unique, study global practice,
context of Business Process Management (BPM) and
sharpen our radar systems to pick up on great
gives some practical guidelines to apply creativity
opportunities, never give up on innovation and do it
and innovation in everyday life towards a better
in an ethical way with empathy for those that are
future.
lagging behind (Sunter, 2001).
The world of the next decade will differ immensely
Current outlook
from the one we used to know. The baby boomers,
currently representing a large percentage of the
South Africa today is reaping the results of a
population, will move into retirement, and a new
decade of solid democracy and financial
generation, now 15-25 years old will bring a new
management. The growth rate attained exceeded all
dimension, skills offering and a vastly different
expectations. A strong middle class has developed,
market.
laying a sound foundation for the future.
The shadows of several revolutions - the
However education, law enforcement and general
information revolution, the coming of the new South
wellness are lacking in many respects. This is due to
Africa, and the rise of Conscious Capitalism - will
many root causes, including the growing divide
pose greater challenges to individuals and
between rich and poor, and the inability of local
organizations (Aberline, 2007).
governments to provide basic services.
In this new world, long-term planning rituals do not
To be competitive on a world class level is within
work anymore, as strategy will become a living
our reach, but this will require leadership of a
thing. Quantum leaps become more important than
different kind. We need to have a passion for
incremental steps. We will need to destruct
1
2. frequently, see all positions as temporary and do technological breakthroughs, but poses challenges in
everything as a project. We have to cut the the way that it requires people to fundamentally
sideshows and create awe-inspiring value with an change the way they work.
experience.
A key tactic will be to cross communication In this new world we are entering the real winners
boundaries with high touch and more female will be those that work together, put things together,
thinking, as we all work in cross-functional teams. and show others how to; those who do it differently,
We must fire turf kings and move frequently – a bit apply it differently, and do it locally in an empathetic
like musical chairs (Peters, 2003).
Innovation types
The year 2011 poses exceptional challenges and
opportunities. Newspapers do not write about it
due to the obsession with 2010, but understanding
BPM???
Market certainty
the aftermath of 2010 may bring greatness to those high
that consider it carefully.
“It is time that we move from judgemental thinking
to thinking concerned with value creation…..
We can analize the past, or we can design the low
High
future…that is the difference between suffering Low
Difficulty
the future or enjoying it!” de Bono (2002).
and environmentally conscious manner (Friedman,
2006). More than ever before, winning will be about
Context of Innovation and BPM
doing things differently.
Following current ways of thinking and acting will
Organizational context
not bring wealth, prosperity and a better world
(Venter, 2004, personal communication).
We need to get over the idea of sharply defined units
and move to a point where managers are representing
Strategic Conventional Value
focus thinking innovation markets, products and processes rather than having
Industry Its given Shape it
total control over it (Hammer, 2002). Yet
assumptions
management often fights for its “God-given”
Strategic focus Beat Make them
competition irrelevant territory (Moss-Kantor, 2003).
Customers Retain & Focus on
There are exponentially more data and information
expand value
than a few years ago. Most of these are available to
Assets Use existing Renew
everybody, but creating knowledge from it is more
difficult. Real insight and finally wisdom are only
Products In traditional Solutions
boundaries beyond attained at great effort and with exceptional sharing
boundaries
of it in a climate of trust. This process is
indispensable in attaining a competitive edge.
We should see a process as something that converts
In leading this process, managers need to move
inputs to outputs and BPM as a structured way to
from doing the right things to doing things right,
analyze and continually improve fundamental
from doing right things better to doing away with
activities such as manufacturing, marketing,
things, from doing what others do, to doing what
communication, and administering. Applying
they do not do, and doing the impossible.
innovation on BPM processes does not require major
2
3. Creativity and Innovation in practice
Step 1:
To practice creativity managers need to lead the
process to continuously create many ideas and steer Relax, play, talk. Never just start the process. Great
it towards practical implementation. Creativity ideas will not happen in stressful situation
happens when we:
• Are set to break sets, destruct if necessary Step 2:
• Explore givens, use good things of the past
Explore all aspects of the challenges. Avoid open
• See a broad picture with local detail
discussion and brainstorming. Use anonymous
• Value play, become children again
techniques. The focus is on quantity not quality.
• Build up, and not knock down
Listen to a story, note daydreams or use the brain-
• Live with looseness
writing technique.
• Involve others (never do it alone)
Step 3:
• Connect and are receptive
• Know what we want, have a focus and a Reduce ideas to the vital few things that must be
vision done. Divide these ideas into groups, discuss the
• Cycle often,close late grouped items and label with a new name.
• Manage the process (Open University B822,
2007) Step 4:
Creativity amongst people will only happen if they Discuss and gather more information. At this point
trust each other and the process starts with bonding, make presentations on the topic.
then sharing, followed by new insight.
Step 5:
The innovation process consists of generating many
ideas, filtering it to the vital few and combining it to Break, incubate, sleep over it.
steer towards a product or process of value.
Step 6:
Before this step use metaphors like items from nature
or art to stimulate right brain thinking.
the innovation chain
Create many ideas on how to solve the challenge.
a new way
of work
Use playful techniques, use art, stories, play, and
paint. Have fun!
Market? Many, many manage new
Filter
Resources? ideas projects
Step 7:
Intellectual
property
Reduce ideas to the vital few and group into clusters.
Creativity creates more knowledge;
Label clusters of ideas and name the clusters as
innovation creates wealth resultant action steps.
Step 8:
An 11-step process to work alone, in meetings or in
groups is recommended (Open University B822,
Screen further with only the vital few remaining.
2007).
3
4. Creatix Design for the layout of this article and the
design of the PowerPoint presentation
Step 9:
Tertia Agenbag for additional research.
Prioritize. Do the easy steps with the highest impact.
________________________________________
Step 10:
Create an action plan with action step, date for
completion and responsible person.
Step 11:
Execute and follow up.
Management and Leadership
Managing creativity means that the managers need to
equip themselves to read the environment, be
proactive and visionary, have excellent people skills
and remote management skills, use IT to transform,
manage complexity and be competent to manage
changing contexts.
Leading a process like this can be compared to
certain techniques followed by a Jazz band:
• Know where the soloist is
• The soloist listens and builds on group
• Know the rules and when to break it
• Experiment in the band by changing structure
• Overblow your clarinet / sax sometimes
• Expect smashes, recover and move on
• Do not repeat the same solo, improvise on the
known
In summary
Creativity and resultant innovation is a choice. It is a
choice each person and each organization can make.
It is a difficult journey that will often challenge our
existing ways of doing. . However, the outcomes of
this process hold such great promise that we have no
choice but to embark on this journey.
Acknowledgments
Southern Africa Institute of Management Services for
their trust and support
Marianne Theunissen for creative writing.
4
5. References and Additional Reading
Branson, R. (2006) Screw it let’s do it, Virgin Books. Pyke, J. (2006) The value of Business Process Management,
Brown, J.S., Denning, S. and Groh, K. (2005) Storytelling in Management Services, 2006, 3.
Organizations, Elsevier-Butterworth. Snyman, J. and Brink, VDS (2007) The Art of Facilitation,
Bogen, N. (1994) How to write Poetry, Macmillan. Technoscene, unpubl.
Carolselli, M. (1998) Great session Openers, McGraw Hill. Sunter C, (2001) What it takes to be World Class, Human &
Rousseau.
Carter, J., (2001) The Comedy Bible, Fireside.
Tushmann, M.L., (1997) Winning through Innovation, HBS
De Bono, E. (1967) The 5-Day Course in Thinking, Penguin.
Press.
De Bono, E. (1970) Lateral Thinking, Penguin.
Vise, D. (2005) The Google Story, Pan.
De Bono, E. (1999) New thinking for the new Millenium,
Zairi, M. (1997) Business process Management: a
Penguin.
Boundaryless approach to modern competitiveness, Business
De , E. (1985) Tactics: The art and science of Success, Process Management Journal, 3, 1.
Fontana.
Zdenek, M. (1983) The right brain Experience, Corgi.
Denning, S. (2005) The Leader’s Guide to Storytelling, Jossey
Bass.
Gladwell, M. (2000) The Tipping Point, Abacus.
Gladwell, M (2005) Blink, Little Brown.
Greene, R. (2001) The Art of Seduction, Viking.
Grove, S (1994) The Dance of the Brain, Human and
Rousseau.
Gulledge, T.R. and Sommer, R.A. ( 2003) Business Process
Management: public sector implications, Business Process
Management Journal , 8, 4.
Friedman, T.L. (2006) The World is Flat, Penguin.
Hedge, A.J. (2005) Business process Management:
Management tools, Edoc Magazine, 2005, July.
Hung, R. Y. (2006) Business Process Management as
Competitive Advantage: a Review and Empirical Study, Total
Quality Management, 17, 1.
Justice, T. and Jamieson, D. (1999) The Facilitators
Fieldbook, Amacom.
Kriek, D. and Viljoen, G. (2003) Teambuidling, Mindmuzic.
Kung, P. And Claus, H. (2007) The fruits of Business Process
Management, Business Process Management Journal, 13, 4.
Lee, R.G. and Dale, B.G. (1998) Business Process
Management: a review and evaluation, Business Process
Management Journal, 4, 3.
McLeod, F and Thompson, R (2002) Non-stop creativity and
Innovation, McGraw Hill.
Naisbitt, J. (2006) Mindset, Collins.
Parkin, M. (2004) Tales for Change-use storytelling to change
Organizations, Kogan Page.
Pennington, D.C. (2002) The Social Psychology of behavior in
small Groups, Psychology Press.
Peters, T. (2003) Re-imagine!, DK.
5