Creating a new culture that can produce breakthrough products like the iPod requires three key conditions: 1) A critical business need that leadership recognizes, 2) A committed leader who will drive the vision, and 3) A compelling vision that inspires people. Changing culture takes time and persistence. Leaders must show support, overcommunicate the vision, reward progress, and be willing to remove those unwilling to change. Creating prototypes helps bring the vision to life and recruit "rebels" to the cause. Ultimately, great products stem from creating a culture where innovation can thrive.
We all know that innovation in large companies is hard. Inertia combined with business realities make it difficult for teams to move fast and drive innovation. Over the past few years, Intuit has been on a transformational journey to become a premier innovative company by embracing the principles of design thinking and lean experimentation. This presentation shares some of the lessons learned.
How do you set up your venture and accelerate growth? Start-ups are in a fundamental different position than corporates. As a consequence they play a different ball game. What can the start-up culture learn from the ’60s?
We all know that innovation in large companies is hard. Inertia combined with business realities make it difficult for teams to move fast and drive innovation. Over the past few years, Intuit has been on a transformational journey to become a premier innovative company by embracing the principles of design thinking and lean experimentation. This presentation shares some of the lessons learned.
How do you set up your venture and accelerate growth? Start-ups are in a fundamental different position than corporates. As a consequence they play a different ball game. What can the start-up culture learn from the ’60s?
This was the presentation I gave at the Ross Net Impact 2011 conference at the Ross School of Business at the University of Michigan on the topic of Design Thinking for Social Innovation.
Agile design thinking and you... ux australia2011Jason Furnell
Agile is changing the way we create software. Design, and Design Thinking, is becoming pivotal to business success. The UX game is changing, and you need to step up!
Daniel Oertli (CIO, REA Group) and Jason Furnell (Experience Design consultant, ThoughtWorks) will discuss the changing role of UX in fast moving, Agile development environments, presenting case studies demonstrating the impact that a design-led approach has had at Australia’s No.1 real estate site (www.realestate.com.au).
This talk will present concepts that will challenge your thinking and introduce you to new methods that will increase your impact as a designer working on software and business strategy projects.
The Agile development methodology dramatically changes the role of designers: the build is the design. Agile concepts like ‘working software over comprehensive documentation’ and the disciplines of ‘just enough’ and ‘just in time’, mean that traditional, heavy weight specification documentation is no longer effective – or even possible.
Practitioners need to find ways to ‘power up’ their design impact. Jason and Daniel will discuss how to use collaborative design as a ‘force multiplier’, share the experience of designing in real-time, and show you how to let go, be fearless and take your team with you on a journey that builds trust, buy-in and design momentum.
They will challenge you to shift your focus; to make the transition to design thinking, and focus on design facilitation in order to increase the scale and complexity of the things you design.
How to bring innovation to life within your organisation by embedding it within your culture and people.
Tools, insights and ideas to help you look at problems and solutions from a different perspective.
Key points taken from "Business Innovation: A little book of big ideas"
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
Jon Mann and I conducted kinetic brainstorming workshop at APDF. We were asked to combine our view with five other design leaders representing four design firms; Gavin Kelly, Rob Girling, Steve Portigal and Scott MacInnes.
How Design Thinking works, or: Design Thinking Unpacked: an evolutionary algo...J. M. Korhonen
A presentation accompanying a paper* presented at EAD 2009 conference in Aberdeen, Scotland. We're trying to develop a theory why "design thinking" works in practice, and what may be its limits. The idea is that "design thinking" has similarities to a general class of algorithms known as evolutionary algorithms, and some comparisons can be made.
* Korhonen, J. M. & Hassi, L. (2009). Design Thinking Unpacked: An Evolutionary Algorithm. In Proceedings of the Eight European Academy of Design International Conference, 261-265. Aberdeen, UK.
A quick synopsis of the Planningness Conference from last month. It's not comprehensive of the whole weekend of wonderful information, but a fun overview of some of the sessions I attended. Enjoy, share and please comment away!
More info: http://thinkbrisk.com/brisk_2-cases/
We are avid on-site field researchers, immersing ourselves in our target groups, observing, interviewing, co-creating to capture their specific and unique human needs & expectations with methods from anthropology, ethnography, tech. management and design research. We’ve published these insights at conferences in London, Copenhagen, Boston, LeMans, Munich, Seoul and counting.
Here’s a quick recap of 4 of these Design Insights:
- Cook & Connect: Designing Urban Collaborative Cooking Spaces for Local Produce
- Exploring the Impact of Context Factors in Quick and Correct Use of Public Interfaces
- Mindset beyond the Myth: User Research about the Effectivity of Design Thinking Workshops in Semi-Open Ecosystems
- Decoding Privacy: Perceptions, Conflicts and Strategies of Privacy in the Mobile World
For background info on our field insights or your own research project, don't hesitate to get in touch!
research@thinkbrisk.com
Innnovation and Futures Thinking - ISA16 - CordobaRicardo Brito
How can foresight and Future Thinking Methodologies help on the Design of a successful and future-proof product or service? What are trends, scenarios or Black Swans? This presentation was given at Interaction South America as part of a workshop on applying Future Thinking to Concept Design.
A co-creation with Jane Vita, at Futurice.
Design Toolbox — teaching design, its processes & methodsMartin Jordan
‘Design Toolbox’ was a 3-week design class that examined a practical understanding of design, its process and methods through inputs, hands-on sessions and small assignments.
Taught at University of Applied Sciences Potsdam, Germany in October 2013.
Multi-dimensional: Building 21st Century Experiences for Financial Outcomes Harriet Wakelam
This presentation was given as a keynote at UX Finance, Istanbul Turkey 2013. It looks at the frameworks and key challenges of designing multi-channel customer experiences that deliver to financial outcomes, not just business outcomes.
This was the presentation I gave at the Ross Net Impact 2011 conference at the Ross School of Business at the University of Michigan on the topic of Design Thinking for Social Innovation.
Agile design thinking and you... ux australia2011Jason Furnell
Agile is changing the way we create software. Design, and Design Thinking, is becoming pivotal to business success. The UX game is changing, and you need to step up!
Daniel Oertli (CIO, REA Group) and Jason Furnell (Experience Design consultant, ThoughtWorks) will discuss the changing role of UX in fast moving, Agile development environments, presenting case studies demonstrating the impact that a design-led approach has had at Australia’s No.1 real estate site (www.realestate.com.au).
This talk will present concepts that will challenge your thinking and introduce you to new methods that will increase your impact as a designer working on software and business strategy projects.
The Agile development methodology dramatically changes the role of designers: the build is the design. Agile concepts like ‘working software over comprehensive documentation’ and the disciplines of ‘just enough’ and ‘just in time’, mean that traditional, heavy weight specification documentation is no longer effective – or even possible.
Practitioners need to find ways to ‘power up’ their design impact. Jason and Daniel will discuss how to use collaborative design as a ‘force multiplier’, share the experience of designing in real-time, and show you how to let go, be fearless and take your team with you on a journey that builds trust, buy-in and design momentum.
They will challenge you to shift your focus; to make the transition to design thinking, and focus on design facilitation in order to increase the scale and complexity of the things you design.
How to bring innovation to life within your organisation by embedding it within your culture and people.
Tools, insights and ideas to help you look at problems and solutions from a different perspective.
Key points taken from "Business Innovation: A little book of big ideas"
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
Jon Mann and I conducted kinetic brainstorming workshop at APDF. We were asked to combine our view with five other design leaders representing four design firms; Gavin Kelly, Rob Girling, Steve Portigal and Scott MacInnes.
How Design Thinking works, or: Design Thinking Unpacked: an evolutionary algo...J. M. Korhonen
A presentation accompanying a paper* presented at EAD 2009 conference in Aberdeen, Scotland. We're trying to develop a theory why "design thinking" works in practice, and what may be its limits. The idea is that "design thinking" has similarities to a general class of algorithms known as evolutionary algorithms, and some comparisons can be made.
* Korhonen, J. M. & Hassi, L. (2009). Design Thinking Unpacked: An Evolutionary Algorithm. In Proceedings of the Eight European Academy of Design International Conference, 261-265. Aberdeen, UK.
A quick synopsis of the Planningness Conference from last month. It's not comprehensive of the whole weekend of wonderful information, but a fun overview of some of the sessions I attended. Enjoy, share and please comment away!
More info: http://thinkbrisk.com/brisk_2-cases/
We are avid on-site field researchers, immersing ourselves in our target groups, observing, interviewing, co-creating to capture their specific and unique human needs & expectations with methods from anthropology, ethnography, tech. management and design research. We’ve published these insights at conferences in London, Copenhagen, Boston, LeMans, Munich, Seoul and counting.
Here’s a quick recap of 4 of these Design Insights:
- Cook & Connect: Designing Urban Collaborative Cooking Spaces for Local Produce
- Exploring the Impact of Context Factors in Quick and Correct Use of Public Interfaces
- Mindset beyond the Myth: User Research about the Effectivity of Design Thinking Workshops in Semi-Open Ecosystems
- Decoding Privacy: Perceptions, Conflicts and Strategies of Privacy in the Mobile World
For background info on our field insights or your own research project, don't hesitate to get in touch!
research@thinkbrisk.com
Innnovation and Futures Thinking - ISA16 - CordobaRicardo Brito
How can foresight and Future Thinking Methodologies help on the Design of a successful and future-proof product or service? What are trends, scenarios or Black Swans? This presentation was given at Interaction South America as part of a workshop on applying Future Thinking to Concept Design.
A co-creation with Jane Vita, at Futurice.
Design Toolbox — teaching design, its processes & methodsMartin Jordan
‘Design Toolbox’ was a 3-week design class that examined a practical understanding of design, its process and methods through inputs, hands-on sessions and small assignments.
Taught at University of Applied Sciences Potsdam, Germany in October 2013.
Multi-dimensional: Building 21st Century Experiences for Financial Outcomes Harriet Wakelam
This presentation was given as a keynote at UX Finance, Istanbul Turkey 2013. It looks at the frameworks and key challenges of designing multi-channel customer experiences that deliver to financial outcomes, not just business outcomes.
Paul Boag, a famous web designer and host of one of the coolest web design podcasts out there, Boagworld, did a great presentation on how to get clients to say yes to your designs at the 2008 Future of Web Design Conference.
10 Things CEOs Need to Know About Design Jason Putorti
Presentation first delivered at the 2010 Bessemer Cloud Conference introducing design concepts for non-designers, simple tactics to improve existing products, and strategies for success in product/experience design moving forward.
Thank you Dustin Curtis, Kim Goodwin, Jared Spool, Marc Gobé, Indi Young, Steve Krug, Robert Hoekman, Jr., Seth Godin, and Jesse James Garrett for content and inspiration.
Design Thinking Guide for Successful Professionals- Chapter 1archholy
Design thinking is a powerful thinking tool which could drive a brand, business or an individual forward positively. It is also a part and parcel way of thinking that designers go through in their minds in every single design project. Thinking like a designer can transform the way organizations develop products and services on the front end, while improving processes and strategy to the backend. It is a way of simply thinking and ideating on a solution to address a problem or better meet a customer need. It is a process focused on solutions and not the problem.
This is a 182-page power packed book that will provide insights on how to solve problems creatively using proven design thinking tools
Download PDF Book here: https://payhip.com/b/hM4U
Download iTunes eBook here: https://itunes.apple.com/us/book/complete-design-thinking-guide/id1022432207?ls=1&mt=11
Preview Book here: http://www.emerge-creatives.com/#!design-thinking-guide-for-success/c5jg
Twitter: @designthinkbook
Facebook: https://www.facebook.com/designthinkingbook/
My keynote from the UX South Africa 2014 conference in Cape Town, South Africa
It's a look at the state of play including:
- It's still easy to find poor website UX in South Africa
- Informing digital strategy by making and launching things
- Problems that executives of traditionally non-digital companies face as software slowly eats the word - and some solutions: Proactive research, digital product management, agile...
- Some of the skills and talents that unicorn UX designers need to have
1HBR’s 10 Must Reads series is the definitive collecti.docxaulasnilda
1
HBR’s 10 Must Reads series is the definitive collection of ideas and best practices for
aspiring and experienced leaders alike. These books offer essential reading selected from
the pages of Harvard Business Review on topics critical to the success of every manager.
Titles include:
HBR’s 10 Must Reads on Change Management
HBR’s 10 Must Reads on Collaboration
HBR’s 10 Must Reads on Communication
HBR’s 10 Must Reads on Innovation
HBR’s 10 Must Reads on Leadership
HBR’s 10 Must Reads on Making Smart Decisions
HBR’s 10 Must Reads on Managing People
HBR’s 10 Must Reads on Managing Yourself
HBR’s 10 Must Reads on Strategic Marketing
HBR’s 10 Must Reads on Strategy
HBR’s 10 Must Reads on Teams
HBR’s 10 Must Reads: The Essentials
2
http://hbr.org/product/hbr-s-10-must-reads-on-change-management-with-feat/an/12599E-KND-ENG?Ntt=12599
http://hbr.org/product/hbr-s-10-must-reads-on-collaboration-with-featured/an/11378-PBK-ENG
http://hbr.org/product/hbr-s-10-must-reads-on-communication-with-featured/an/11364-PBK-ENG
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http://hbr.org/product/hbr-s-10-must-reads-on-leadership-with-featured-ar/an/12546E-KND-ENG?Ntt=12546
http://hbr.org/product/hbr-s-10-must-reads-on-making-smart-decisions-with/an/11367-PBK-ENG
http://hbr.org/product/hbr-s-10-must-reads-on-managing-people-with-featur/an/12575E-KND-ENG?Ntt=12575
http://hbr.org/product/hbr-s-10-must-reads-on-managing-yourself-with-bonu/an/12572E-KND-ENG?Ntt=12572
http://hbr.org/product/hbr-s-10-must-reads-on-strategic-marketing-with-fe/an/11366-PBK-ENG
http://hbr.org/product/hbr-s-10-must-reads-on-strategy-with-featured-arti/an/12601E-KND-ENG?Ntt=12601
http://hbr.org/product/hbr-s-10-must-reads-on-teams-with-featured-article/an/11365-PBK-ENG
http://hbr.org/product/hbr-s-10-must-reads-the-essentials/an/13292E-KND-ENG?Ntt=13292
On
Innovation
HARVARD BUSINESS REVIEW PRESS
Boston, Massachusetts
3
Copyright 2013 Harvard Business School Publishing Corporation
All rights reserved
No part of this publication may be reproduced, stored in or introduced into a retrieval
system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying,
recording, or otherwise), without the prior permission of the publisher. Requests for
permission should be directed to [email protected], or mailed to
Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts
02163.
The web addresses referenced in this book were live and correct at the time of book’s
publication but may be subject to change.
Library of Congress Cataloging-in-Publication Data
HBR’s 10 must reads on innovation.
pages cm
Includes index.
ISBN 978-1-4221-8985-6 (alk. paper)
1. Creative ability in business. 2. Creative thinking. 3. Diffusion of innovations—
Management. 4. Technological innovations—Management. 5. New products. I. Harvard
business review II. Title: HBR’s ten must reads on inno ...
1HBR’s 10 Must Reads series is the definitive collecti.docxherminaprocter
1
HBR’s 10 Must Reads series is the definitive collection of ideas and best practices for
aspiring and experienced leaders alike. These books offer essential reading selected from
the pages of Harvard Business Review on topics critical to the success of every manager.
Titles include:
HBR’s 10 Must Reads on Change Management
HBR’s 10 Must Reads on Collaboration
HBR’s 10 Must Reads on Communication
HBR’s 10 Must Reads on Innovation
HBR’s 10 Must Reads on Leadership
HBR’s 10 Must Reads on Making Smart Decisions
HBR’s 10 Must Reads on Managing People
HBR’s 10 Must Reads on Managing Yourself
HBR’s 10 Must Reads on Strategic Marketing
HBR’s 10 Must Reads on Strategy
HBR’s 10 Must Reads on Teams
HBR’s 10 Must Reads: The Essentials
2
http://hbr.org/product/hbr-s-10-must-reads-on-change-management-with-feat/an/12599E-KND-ENG?Ntt=12599
http://hbr.org/product/hbr-s-10-must-reads-on-collaboration-with-featured/an/11378-PBK-ENG
http://hbr.org/product/hbr-s-10-must-reads-on-communication-with-featured/an/11364-PBK-ENG
http://hbr.org/product/hbr-s-10-must-reads-on-innovation-with-featured-ar/an/11363-PBK-ENG
http://hbr.org/product/hbr-s-10-must-reads-on-leadership-with-featured-ar/an/12546E-KND-ENG?Ntt=12546
http://hbr.org/product/hbr-s-10-must-reads-on-making-smart-decisions-with/an/11367-PBK-ENG
http://hbr.org/product/hbr-s-10-must-reads-on-managing-people-with-featur/an/12575E-KND-ENG?Ntt=12575
http://hbr.org/product/hbr-s-10-must-reads-on-managing-yourself-with-bonu/an/12572E-KND-ENG?Ntt=12572
http://hbr.org/product/hbr-s-10-must-reads-on-strategic-marketing-with-fe/an/11366-PBK-ENG
http://hbr.org/product/hbr-s-10-must-reads-on-strategy-with-featured-arti/an/12601E-KND-ENG?Ntt=12601
http://hbr.org/product/hbr-s-10-must-reads-on-teams-with-featured-article/an/11365-PBK-ENG
http://hbr.org/product/hbr-s-10-must-reads-the-essentials/an/13292E-KND-ENG?Ntt=13292
On
Innovation
HARVARD BUSINESS REVIEW PRESS
Boston, Massachusetts
3
Copyright 2013 Harvard Business School Publishing Corporation
All rights reserved
No part of this publication may be reproduced, stored in or introduced into a retrieval
system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying,
recording, or otherwise), without the prior permission of the publisher. Requests for
permission should be directed to [email protected], or mailed to
Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts
02163.
The web addresses referenced in this book were live and correct at the time of book’s
publication but may be subject to change.
Library of Congress Cataloging-in-Publication Data
HBR’s 10 must reads on innovation.
pages cm
Includes index.
ISBN 978-1-4221-8985-6 (alk. paper)
1. Creative ability in business. 2. Creative thinking. 3. Diffusion of innovations—
Management. 4. Technological innovations—Management. 5. New products. I. Harvard
business review II. Title: HBR’s ten must reads on inno.
IoT Design Manifesto: smernice za bolj odgovoren razvoj IoT izdelkov in storitevAlja Isakovic
IoT Design Manifesto podaja smernice za razvoj IoT produktov, ki so narejeni po meri uporabnikov in varujejo našo varnost in zasebnost. V predstavitvi so vključeni tudi primeri iz prakse, ki prikazujejo posledice nepremišljenega razvoja ter koraki za podjetja, ki želijo k razvoju IoT izdelkov pristopiti z večjo mero odgovornosti.
Predavanje je bilo del dogodka IoT Meetup, aprila 2017. Video posnetek: https://vimeo.com/214926003
This paper presents a strategic overview of the science of persuasion, based on HFI’s new PET design methodology. We’ll explain why your company should apply these research-based techniques to influence
online behavior through persuasion, emotion, and trust.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Recruiting in the Digital Age: A Social Media Masterclass
Slides Mx 2008 Cordell Ratzlaff
1. Creating
Creating the Next iPodNext
the
iPod
I’m really sick of hearing about the iPod
You can’t have a discussion about design today without someone bringing up the iPod
It seems every company wants to create the iPod of whatever product category
they’re in
Consumer electornics
ERP software
Dental chairs
Industrial abrasives
So why are so few companies achieving it?
1
2. Design Reflects Culture
They’re focusing on the wrong thing…the design of the product itself
There are a lot of good designers out there. The design process is well understood
Great design is culturally relevant
It mirrors peopleʼs passions and desires
Great design does not follow a formula
Creating breakout products takes more than talented designers and good
methodology; it takes the right culture
A product’s design reflects the culture in which it is formed
Most corporate cultures arenʼt right for creating great products
Many companies would love to create “the iPod” of their product category, but are
they willing to do what it takes? They first need to create the right culture
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3. I Will Talk About…
• Three conditions necessary for
culture change
• What to expect during culture
change
• Things that drive culture change
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5. Three Necessary Conditions
• A critical business need
• A committed leader
• A compelling vision
Let’s start out with the three conditions necessary to achieve culture
change
Unless these three conditions are present, you cannot change your
culture
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6. A Critical Business Need
The first condition is a critical business need
What is the relationship between design and business?
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7. Design is business
• Design is the application of
creative expertise to solve a
problem
Design is the application of creative
• Whose problem?
expertise to solve a problem.
• The one who has money
Whose problem?
Design can be defined as the application of creative expertise to solve
a problem
[click]
But whose problem are you solving?
The end user’s?
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8. Whoever has the money.
Whoever has the money
Could be a client, your manager, or the CEO of your company
There’s a name for design that’s not connected to a business problem,
it’s called fine art
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9. Recognizing you have a problem
is the first step towards recovery.
In order to solve the problem, the people with the money need to
recognize that they have one
Let me give you three examples:
Apple had a problem in the mid-90s
listening to criticism of being non-standard
me-too product strategy
bloated product line
failed OS strategy
<Large internet portal> wanted to redefine the Web experience
Cisco achieved success in business VoIP
Why did it take Microsoft 5 years to come out with Vista?
Because they could get away with it
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10. A Committed Leader
The second condition necessary for culture change is a committed
leader
You may recognize this leader from Chip’s talk…
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11. “If you areSatoru Iwata
simply
listening to requests
from the customer,
you can satisfy their
needs, but you can
never surprise them.”
Satoru Iwata
CEO, Nintendo
Do you recognize this person?
[click]
At 2005 Electronic Entertainment Expo Nintendo revealed a tiny non-
functional version of a device it saw as the future of gaming
1/10 the power of the Playstation 3
Nowhere near the online features of the Xbox 360
It would be the last to market of the three game consoles
Press was underwhelmed, the catcalls only grew louder when later
Nintendo announced the device would be called the “Wii”
Iwata was concerned about the state of the gaming industry
Focus on faster processors and better graphics would only appeal to
fewer and fewer people
Iwata advocated simplicity at a time when games were getting more
complex and that games should be healthy fun
Iwata didn’t listen to critics, in fact he didn’t even listen to his customers
[click] 11
This is one of my favorite quotes…
12. Iwata stuck to his vision of game design and:
The Wii sold out immediately upon launch and 18 months later remains
in high demand
In 2007 it passed both the Playstation 3 and Xbox 360 in unit sales
Nintendo makes $50 on every console, unlike Sony and Microsoft, who
subsidize their consoles through game licensing
Nintendo’s stock has soared
Nintendo now has the second-highest capitalization in Japan, behind
only Toyota
Iwata solved Nintendo’s business problem in a big way by sticking with
unconventional design ideas
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13. A Compelling Vision
Finally, the most important thing a leader can do to drive a culture
change is paint a compelling vision
I want to expand on what Chip said earlier about JFK…
This is the quote that everyone remembers:
“I believe that this nation should commit itself to achieving the
goal, before this decade is out, of landing a man on the Moon and
returning him safely to the Earth”
If you look at the context of this quote it wasn’t about just landing
a man on the Moon and returning him to Earth,
It wasn’t about the science or technology, but about the future
freedom of mankind
He didn’t use PowerPoint
He didn’t refer people to a white paper or requirements document
He appealed to people’s aspirations and emotions by painting a vivid
picture
The vision was clear and simple. The simpler the vision, the better
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14. Build a prototype.
A great way to connect people emotionally to a vision is through a
prototype
A prototype tells a story that people can see and touch and experience
You are putting them in the story
A shared design vision that people are excited about will take on its own
momentum
and be a powerful unifying force
It also focuses everyone in the same direction
It makes people more willing to go through the pain of change to get to
the end goal
When people have a clear idea of the end goal, itʼs a lot easier to get
everyone moving toward it. It shifts the conversation from “What is our
vision?” which can sometimes go in circles, to “How do we achieve it?”
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15. What to Expect
So a:
Crritical business need
Committed leader
Compelling vision
are the three conditions necessary
This is only the start of changing a culture
What can you expect going into a culture change
These are things to prepare for
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16. You can’t
expect
different
results
doing
things
the same
old way.
One thing to expect is corporate inertia
The power of inertia is incredible
You can’t expect to get different results by doing things the way you have in
the past
At frog we saw great ideas and projects get bogged down in a company’s
existing culture
Gordon McKenzie wrote a great book “Orbiting the Giant Hairball”…
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17. You can change:
• People
• Process
• Products
It’s easier to manage the status quo than to enforce change
You can change people, process, and products; most likely you’ll need
to do all three
Processes accumulate over the years and can bog down innovation
They will likely need to be dismantled or reorganized
With the commitment of a strong leader, change can start with a small
group of dedicated people and eventually spread to the entire
organization.
At Cisco we’ve changed all three:
Gone from three designers to over 15
We revamped our product development process to include user research,
design, prototyping and usability testing very early on, and used these
activities to drive feature requirements and development
Scrapped existing product plans and developed a new technical
architecture to achieve the user experience we want to provide our
customers
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18. Change takes time.
People are resistant to change
Change takes time, persistence, and patience
and reiteratint the same message over and over again
One of the most surprising things I learned when we were designing the
first release of Mac OS X was how resistant to change people could be
Story of Apple OS X designers and initial reactions to Mac OS X
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20. Top management must show visible
and consistent support for change.
Senior leadership must consistently show their commitment to making the
transition, with every decision, action, and communication
People will look for the first hint of wavering or back pedaling
Which can be used as an excuse for dragging their feet
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21. Over communicate.
Communicate objectives, reasons for, and benefits of change every
chance you get
This helps the cultural change gain momentum
At Cisco, just about every communication that goes out to our
organization mentions user experience, and that has made its way into
everyone’s conversations
Reward steps in the right direction
Seek opportunities to point out that the old way of doing things is not
acceptable
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22. Stand firm and make an
example of somebody.
At some point you’re going to have to kick somebody’s ass
The sooner you do this the better
Story of secrecy at Apple
Story of canceling a product at Cisco
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23. Be a rebel.
Designers find ways to make things better in the face of conformity
To instigate culture change you need to be a rebel
And you need to recruit other rebels to your cause
Change can start with a small group of dedicated people and eventually
spread to the entire organization
But not everyone is going to get on board…
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24. Follow the Pirate’s Code
Those that fall behind, get left behind.
Some people will be unwilling or unable to make the shift
They need to leave the organization. Soon.
In this case, it’s best to follow the Pirate’s Code: Those who fall behind,
get left behind
You have to set and enforce high standards and new behaviors
Those who canʼt adapt to the changes need to move on
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25. Show, don’t tell.
The power of a prototype
200 page requirements document vs. a prototype
Months vs. minutes
Story of Cisco prototype
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26. If you want to create a
great product, first create a
great culture.
Although everyone would like to create the next iPod, you won’t do it by
just designing a product
You need to first create a great culture.
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