33 Tips to Level Up your Presentation Skills ➔ Have a look at these main takeaways to perform the perfect (innovation) pitch!
Prepare for a presentation upfront by looking into these key tips and level up your skills for a successful pitch.
Don't forget that these skills are just as important as the content you are presenting. Whether or not you'll achieve the desired outcome, can be affected by the way the handle the presentation.
We'll go three different topics to pitch like a king:
✔︎Storytelling & Framing
✔︎Body language & Attitude
✔︎Slides & practical tips.
We use these elements in our own innovation accelerator program: https://www.boardofinnovation.com/corporate-innovation-accelerator/
To have a sustainable innovation strategy, organizations should focus on process improvement and continuous innovation by building on their current strengths to develop new products and services, as well as focusing on improving existing business processes. They should also advocate for a culture of innovation, understand the role of technology, and create an innovation program to identify pain points and challenges to drive the development of innovative solutions.
Where to find better ideas? +10 categories to explore with examplesBoard of Innovation
This document provides tips for finding creative ideas as a team. It suggests getting inspiration from problems users face, observing how people workaround frustrations, exploring your company's existing unused assets, tracking trends, researching history and old ideas, observing extreme users, and browsing sources randomly for Eureka moments. The overall message is that being open to diverse sources of information can trigger novel ideas.
Enabling Learning Agility in an Era of Accelerated Changearun pradhan
How do we enable a culture of continuous learning? How do we support agile, adaptive and innovative thinking when change is business as usual? And how do we future-proof ourselves in the face of the robot apocalypse? This presentation stems from my work developing Learn2LearnApp.com and serves as a primer in developing learning agility for individuals and organisations.
The document summarizes key points from Jim Collins' book "Good to Great" about how companies make the transition from being good companies to great companies. It discusses that change happens gradually through disciplined effort, not suddenly. It also emphasizes the importance of having the right people, clear strategic focus, and removing activities that don't fit the core strategy. The flywheel effect analogy is used to illustrate that transforming an organization is like pushing a heavy wheel gradually to get it spinning faster through accumulated good decisions over time.
d.school Bootcamp Bootleg, as generously created and offered (under Creative Commons license) by the Stanford d.school: http://dschool.typepad.com/news/2009/12/the-bootcamp-bootleg-is-here.html
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
Creativity plays a critical role in the innovation process, and innovation that markets value is a creator and sustainer of performance and change. In organizations, stimulants and obstacles to creativity drive or impede enterprise.
33 Tips to Level Up your Presentation Skills ➔ Have a look at these main takeaways to perform the perfect (innovation) pitch!
Prepare for a presentation upfront by looking into these key tips and level up your skills for a successful pitch.
Don't forget that these skills are just as important as the content you are presenting. Whether or not you'll achieve the desired outcome, can be affected by the way the handle the presentation.
We'll go three different topics to pitch like a king:
✔︎Storytelling & Framing
✔︎Body language & Attitude
✔︎Slides & practical tips.
We use these elements in our own innovation accelerator program: https://www.boardofinnovation.com/corporate-innovation-accelerator/
To have a sustainable innovation strategy, organizations should focus on process improvement and continuous innovation by building on their current strengths to develop new products and services, as well as focusing on improving existing business processes. They should also advocate for a culture of innovation, understand the role of technology, and create an innovation program to identify pain points and challenges to drive the development of innovative solutions.
Where to find better ideas? +10 categories to explore with examplesBoard of Innovation
This document provides tips for finding creative ideas as a team. It suggests getting inspiration from problems users face, observing how people workaround frustrations, exploring your company's existing unused assets, tracking trends, researching history and old ideas, observing extreme users, and browsing sources randomly for Eureka moments. The overall message is that being open to diverse sources of information can trigger novel ideas.
Enabling Learning Agility in an Era of Accelerated Changearun pradhan
How do we enable a culture of continuous learning? How do we support agile, adaptive and innovative thinking when change is business as usual? And how do we future-proof ourselves in the face of the robot apocalypse? This presentation stems from my work developing Learn2LearnApp.com and serves as a primer in developing learning agility for individuals and organisations.
The document summarizes key points from Jim Collins' book "Good to Great" about how companies make the transition from being good companies to great companies. It discusses that change happens gradually through disciplined effort, not suddenly. It also emphasizes the importance of having the right people, clear strategic focus, and removing activities that don't fit the core strategy. The flywheel effect analogy is used to illustrate that transforming an organization is like pushing a heavy wheel gradually to get it spinning faster through accumulated good decisions over time.
d.school Bootcamp Bootleg, as generously created and offered (under Creative Commons license) by the Stanford d.school: http://dschool.typepad.com/news/2009/12/the-bootcamp-bootleg-is-here.html
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
Creativity plays a critical role in the innovation process, and innovation that markets value is a creator and sustainer of performance and change. In organizations, stimulants and obstacles to creativity drive or impede enterprise.
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
This document summarizes a design thinking workshop for AIP partners. It discusses the design thinking process which involves framing the problem, understanding user needs through tools like interviews and shadowing, exploring solutions through brainstorming and reframing, and prototyping ideas. Specific tools mentioned include role playing, analogy mapping, and physical models. The benefits of design thinking are highlighted such as taking a human-centered approach and thinking outside the box. Examples are provided of how tools like shadowing, how might we questions, and role playing have been used internally. Learning points emphasize understanding user needs, challenging assumptions during exploration, and prototyping ideas to test feasibility.
Creativity and Innovation - Creativity vs Innovation - الإبداع والابتكار - ...Galala University
The document discusses creativity and innovation. It defines creativity as the ability to develop new ideas and find new ways of solving problems. Innovation is defined as applying creative solutions to problems to improve people's lives. The document outlines the creative process, lists characteristics of creative people, and discusses how to enhance creativity through activities like reading widely and thinking of alternative uses for objects. Barriers to creativity mentioned include fear of mistakes and believing one is not creative. Overall it provides an overview of creativity and innovation concepts and how individuals can improve their creative abilities.
The Concept of Innovation and Innovation ManagementNadia Lushchak
The document provides an overview of innovation and innovation management. It discusses key concepts such as defining innovation, why innovation matters for companies, different types of innovation, and models of the innovation process. The summary is:
The document defines innovation, discusses its importance for competitive advantage and growth, and outlines different types of innovation including product, process, and business model innovation. It also examines linear and interactive models of innovation and introduces innovation management as turning inventions into innovations for sustained competitive advantage. An extensive outline is then provided on topics such as the concept of innovation, models of innovation, and innovation as a management process.
1. The document discusses how companies can become "invincible" by constantly reinventing themselves, competing on superior business models, and transcending industry boundaries. It introduces tools from the book like the Culture Map and Portfolio Map to help companies manage business model innovation and establish an innovation culture.
2. The Portfolio Map is used to manage a company's portfolio of business ideas by assessing their expected return, death/disruption risk, and innovation risk to help determine which ideas to explore or exploit.
3. The book provides strategies for companies to compete on business model patterns, establish an ambidextrous culture that balances exploration and exploitation, and manage business model innovation.
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
Introduction to Design Thinking:
“Design Thinking” has rapidly moved to the forefront of the current management process as a fresh take not just on how to rethink key products and services, but also how to reframe everyday processes and projects. In an effort to create a cross-company culture of innovation and collaboration, businesses all over the world are taking a page from design firms, and realizing the rewards. Check out what is all about.
www.merixstudio.com
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
Design Thinking for Startups - Are You Design Driven?Amir Khella
This document discusses design thinking and how startups can integrate it into their process. It defines design thinking as combining creative and analytical thinking to solve problems. It recommends that startups (1) involve everyone in design thinking, not just designers, (2) deeply understand the problem to be solved, (3) create prototypes and get feedback to refine the solution, and (4) hire "T-shaped" individuals with skills across disciplines and encourage cross-training. The document emphasizes that design thinking is about understanding people and that anyone can be a good design thinker.
Laura Mocanu of Elite Vision Coaching has an impressive background as a Marketing Professional in her native Romania. This combined with her own career change and a passion for continuing education sets the tone for her work. A business mentor for the Prince’s Trust and Well Being Officer for NIAMH, her own trajectory is an excellent model for what it takes a client to maximize their potential and illustrative of the "Design Thinking" she teaches.
An audio of this presentation can be found at: https://www.dropbox.com/s/v6x32tx449nofqi/14%20Laura%20Mocanu.mp3?dl=0
www.evisioncoaching.co.uk
@EVisionCoaching
Discovery Driven Planning for new ventures, products and servicesStocker Partnership
New ventures are inherently uncertain—whether you're starting a new business, creating a new product or launching a new service. Reducing risk and trying to predict what is going to happen can be tricky. What if there was a different way?
Discovery Driven Planning allows you to explore the viability of a new venture by beginning with the end in mind—what will it really take for your venture to be a success? Originally developed by Rita Gunther McGrath and Ian MacMillan, the framework guides you through a process of identifying and discovering the information you need to make informed decisions. Without investing big, you will be able to quickly establish whether your idea is capable of delivering the return you desire and whether it is competitive.
With step-by-step examples, we present an easy to understand guide to Discovery Driven Planning; one of our go-to tools for anybody considering a new venture, whether you are a startup, corporate or somewhere in-between.
The Nuts & Bolts Of Constructing An Effective Individual Development Planguestfa9236
The document provides guidance on constructing an effective individual development plan (IDP). It discusses identifying development needs, setting objectives, choosing appropriate development activities, and measuring progress. Development activities should primarily be on-the-job, with some classroom training and readings. Regular feedback is important for monitoring an employee's progress on their IDP goals.
2016 - 1. The concept of Innovation and Innovation Management. The type of in...Nadia Lushchak
The document provides an overview of innovation and innovation management. It defines innovation as the process of turning opportunities into new ideas and implementing them successfully. Innovation is important because it allows companies to adapt, gain competitive advantages, and drive economic growth through "creative destruction." The document also discusses different types of innovation like incremental, radical, and disruptive innovation. It examines historical models of innovation and outlines innovation management as the process of transforming inventions into innovations that achieve sustained competitive advantages. Finally, it discusses core abilities needed to manage innovation and presents an innovation process model.
Vragenlijst de Innovatiethermometer - innovation health scan - KvKOlaf ter Haar
Vragenlijst van circa 50 vragen voor de bepaling van uw innovatiekracht binnen uw onderneming op een 6-tal disciplines zijnde;
- Innovatie cultuur
- begrijpen van uw business
- strategie
- Struktuur
- Capaciteit en middelen
- Processen
Op basis van deze ingevulde vragenlijst kan uw positie worden bepaald in een benchmark van MKB ondernemers in de EU. U dient hiervoor de vragenlijst in te sturen naar een adviseur betrokken bij deze methodiek. Die is te vinden via het volgende PDF document: https://www.enterpriseeuropenetwork.nl/sites/enterpriseeuropenetwork.nl/files/basic-attachments/De%20Innovatiethermometer_0.pdf
De in de bovenstaande link genoemde adviseurs van de Kamer van Koophandel helpen u bij het interpreteren van de uitkomst, het opstellen van een actieplan, de begeleiding van de uitvoering en het beschikbaar stellen van de kennis, kunde en het uitgebreide netwerk aan mogelijkheden.
LET OP: Er zijn maar een beperkt aantal begeleidingstrajecten beschikbaar voor u om aan deel te nemen. Dit zijn circa 70 trajecten per kalenderjaar in Nederland. Deelname voor u is kostenloos. voor het uitvoeren van de scan.
This is a summary of the book "Who: The A Method for Hiring" by Geoff Smart and Randy Street. It is summarized and then applied to the educational setting. Ideally this should be helpful to school administrators.
The document summarizes key principles from Eric Ries' book on building successful startups using a "Lean" approach. It discusses 5 principles: (1) entrepreneurs are everywhere, (2) entrepreneurship is management, (3) startups exist to learn how to build a sustainable business through validated learning, (4) the build-measure-learn cycle allows for rapid iteration, and (5) innovation accounting helps prioritize work. It emphasizes the importance of rapid prototyping to validate assumptions and learn quickly from customers through metrics. Pivoting the business model based on learnings, rather than stubbornly sticking to initial ideas, is also highlighted as critical to the Lean approach for building enduring businesses.
The document discusses how private equity investors evaluate startups based on their ratio of assets to liabilities and progress over time. It identifies four basic startup styles - three that are largely unfundable (Stagnant, Corporate, Sexy) and one that is fundable (Stable). The Stable style has high resources/assets and high progress, avoiding common pitfalls like slowing down or shifting to less desirable styles. While not as glamorous initially, Stable startups provide solid metrics and potential for continued growth and return on investment, making them the most attractive to investors. Choosing an operating style that stacks up to investment standards can help prevent errors and maximize a startup's potential for long-term success and sustainability.
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
This document provides an overview of design thinking and its application in education. It discusses design thinking as both a process and a way of thinking. The document then outlines the typical stages of the design thinking process - discovery, ideation, iteration, and evolution. It provides examples of how design thinking has been implemented at MICDS, such as in curriculum development projects. The challenges students may face with design thinking are also examined, including patience with the process and not rushing to solutions. Overall, the document promotes design thinking as a valuable framework for problem-solving and innovation in education.
This document summarizes a workshop on managing organizational transitions and change. It discusses that change is situational while transition is psychological, and outlines the three phases of transition: ending the old ways, an in-between neutral zone, and establishing a new beginning. It provides tools and checklists for managing each phase of transition, and emphasizes the importance of leadership in guiding people through change and fostering a coaching environment to allow for creativity in the uncertain neutral zone period.
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
This document summarizes a design thinking workshop for AIP partners. It discusses the design thinking process which involves framing the problem, understanding user needs through tools like interviews and shadowing, exploring solutions through brainstorming and reframing, and prototyping ideas. Specific tools mentioned include role playing, analogy mapping, and physical models. The benefits of design thinking are highlighted such as taking a human-centered approach and thinking outside the box. Examples are provided of how tools like shadowing, how might we questions, and role playing have been used internally. Learning points emphasize understanding user needs, challenging assumptions during exploration, and prototyping ideas to test feasibility.
Creativity and Innovation - Creativity vs Innovation - الإبداع والابتكار - ...Galala University
The document discusses creativity and innovation. It defines creativity as the ability to develop new ideas and find new ways of solving problems. Innovation is defined as applying creative solutions to problems to improve people's lives. The document outlines the creative process, lists characteristics of creative people, and discusses how to enhance creativity through activities like reading widely and thinking of alternative uses for objects. Barriers to creativity mentioned include fear of mistakes and believing one is not creative. Overall it provides an overview of creativity and innovation concepts and how individuals can improve their creative abilities.
The Concept of Innovation and Innovation ManagementNadia Lushchak
The document provides an overview of innovation and innovation management. It discusses key concepts such as defining innovation, why innovation matters for companies, different types of innovation, and models of the innovation process. The summary is:
The document defines innovation, discusses its importance for competitive advantage and growth, and outlines different types of innovation including product, process, and business model innovation. It also examines linear and interactive models of innovation and introduces innovation management as turning inventions into innovations for sustained competitive advantage. An extensive outline is then provided on topics such as the concept of innovation, models of innovation, and innovation as a management process.
1. The document discusses how companies can become "invincible" by constantly reinventing themselves, competing on superior business models, and transcending industry boundaries. It introduces tools from the book like the Culture Map and Portfolio Map to help companies manage business model innovation and establish an innovation culture.
2. The Portfolio Map is used to manage a company's portfolio of business ideas by assessing their expected return, death/disruption risk, and innovation risk to help determine which ideas to explore or exploit.
3. The book provides strategies for companies to compete on business model patterns, establish an ambidextrous culture that balances exploration and exploitation, and manage business model innovation.
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
Introduction to Design Thinking:
“Design Thinking” has rapidly moved to the forefront of the current management process as a fresh take not just on how to rethink key products and services, but also how to reframe everyday processes and projects. In an effort to create a cross-company culture of innovation and collaboration, businesses all over the world are taking a page from design firms, and realizing the rewards. Check out what is all about.
www.merixstudio.com
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
Design Thinking for Startups - Are You Design Driven?Amir Khella
This document discusses design thinking and how startups can integrate it into their process. It defines design thinking as combining creative and analytical thinking to solve problems. It recommends that startups (1) involve everyone in design thinking, not just designers, (2) deeply understand the problem to be solved, (3) create prototypes and get feedback to refine the solution, and (4) hire "T-shaped" individuals with skills across disciplines and encourage cross-training. The document emphasizes that design thinking is about understanding people and that anyone can be a good design thinker.
Laura Mocanu of Elite Vision Coaching has an impressive background as a Marketing Professional in her native Romania. This combined with her own career change and a passion for continuing education sets the tone for her work. A business mentor for the Prince’s Trust and Well Being Officer for NIAMH, her own trajectory is an excellent model for what it takes a client to maximize their potential and illustrative of the "Design Thinking" she teaches.
An audio of this presentation can be found at: https://www.dropbox.com/s/v6x32tx449nofqi/14%20Laura%20Mocanu.mp3?dl=0
www.evisioncoaching.co.uk
@EVisionCoaching
Discovery Driven Planning for new ventures, products and servicesStocker Partnership
New ventures are inherently uncertain—whether you're starting a new business, creating a new product or launching a new service. Reducing risk and trying to predict what is going to happen can be tricky. What if there was a different way?
Discovery Driven Planning allows you to explore the viability of a new venture by beginning with the end in mind—what will it really take for your venture to be a success? Originally developed by Rita Gunther McGrath and Ian MacMillan, the framework guides you through a process of identifying and discovering the information you need to make informed decisions. Without investing big, you will be able to quickly establish whether your idea is capable of delivering the return you desire and whether it is competitive.
With step-by-step examples, we present an easy to understand guide to Discovery Driven Planning; one of our go-to tools for anybody considering a new venture, whether you are a startup, corporate or somewhere in-between.
The Nuts & Bolts Of Constructing An Effective Individual Development Planguestfa9236
The document provides guidance on constructing an effective individual development plan (IDP). It discusses identifying development needs, setting objectives, choosing appropriate development activities, and measuring progress. Development activities should primarily be on-the-job, with some classroom training and readings. Regular feedback is important for monitoring an employee's progress on their IDP goals.
2016 - 1. The concept of Innovation and Innovation Management. The type of in...Nadia Lushchak
The document provides an overview of innovation and innovation management. It defines innovation as the process of turning opportunities into new ideas and implementing them successfully. Innovation is important because it allows companies to adapt, gain competitive advantages, and drive economic growth through "creative destruction." The document also discusses different types of innovation like incremental, radical, and disruptive innovation. It examines historical models of innovation and outlines innovation management as the process of transforming inventions into innovations that achieve sustained competitive advantages. Finally, it discusses core abilities needed to manage innovation and presents an innovation process model.
Vragenlijst de Innovatiethermometer - innovation health scan - KvKOlaf ter Haar
Vragenlijst van circa 50 vragen voor de bepaling van uw innovatiekracht binnen uw onderneming op een 6-tal disciplines zijnde;
- Innovatie cultuur
- begrijpen van uw business
- strategie
- Struktuur
- Capaciteit en middelen
- Processen
Op basis van deze ingevulde vragenlijst kan uw positie worden bepaald in een benchmark van MKB ondernemers in de EU. U dient hiervoor de vragenlijst in te sturen naar een adviseur betrokken bij deze methodiek. Die is te vinden via het volgende PDF document: https://www.enterpriseeuropenetwork.nl/sites/enterpriseeuropenetwork.nl/files/basic-attachments/De%20Innovatiethermometer_0.pdf
De in de bovenstaande link genoemde adviseurs van de Kamer van Koophandel helpen u bij het interpreteren van de uitkomst, het opstellen van een actieplan, de begeleiding van de uitvoering en het beschikbaar stellen van de kennis, kunde en het uitgebreide netwerk aan mogelijkheden.
LET OP: Er zijn maar een beperkt aantal begeleidingstrajecten beschikbaar voor u om aan deel te nemen. Dit zijn circa 70 trajecten per kalenderjaar in Nederland. Deelname voor u is kostenloos. voor het uitvoeren van de scan.
This is a summary of the book "Who: The A Method for Hiring" by Geoff Smart and Randy Street. It is summarized and then applied to the educational setting. Ideally this should be helpful to school administrators.
The document summarizes key principles from Eric Ries' book on building successful startups using a "Lean" approach. It discusses 5 principles: (1) entrepreneurs are everywhere, (2) entrepreneurship is management, (3) startups exist to learn how to build a sustainable business through validated learning, (4) the build-measure-learn cycle allows for rapid iteration, and (5) innovation accounting helps prioritize work. It emphasizes the importance of rapid prototyping to validate assumptions and learn quickly from customers through metrics. Pivoting the business model based on learnings, rather than stubbornly sticking to initial ideas, is also highlighted as critical to the Lean approach for building enduring businesses.
The document discusses how private equity investors evaluate startups based on their ratio of assets to liabilities and progress over time. It identifies four basic startup styles - three that are largely unfundable (Stagnant, Corporate, Sexy) and one that is fundable (Stable). The Stable style has high resources/assets and high progress, avoiding common pitfalls like slowing down or shifting to less desirable styles. While not as glamorous initially, Stable startups provide solid metrics and potential for continued growth and return on investment, making them the most attractive to investors. Choosing an operating style that stacks up to investment standards can help prevent errors and maximize a startup's potential for long-term success and sustainability.
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
This document provides an overview of design thinking and its application in education. It discusses design thinking as both a process and a way of thinking. The document then outlines the typical stages of the design thinking process - discovery, ideation, iteration, and evolution. It provides examples of how design thinking has been implemented at MICDS, such as in curriculum development projects. The challenges students may face with design thinking are also examined, including patience with the process and not rushing to solutions. Overall, the document promotes design thinking as a valuable framework for problem-solving and innovation in education.
This document summarizes a workshop on managing organizational transitions and change. It discusses that change is situational while transition is psychological, and outlines the three phases of transition: ending the old ways, an in-between neutral zone, and establishing a new beginning. It provides tools and checklists for managing each phase of transition, and emphasizes the importance of leadership in guiding people through change and fostering a coaching environment to allow for creativity in the uncertain neutral zone period.
Mucoepidermoid carcinoma of the parotid gland. (a) Transverse T2-weighted SE (3,000/90) MR image shows an intermediate-signal-intensity mass (arrow) slightly lower in intensity than that of the native parotid tissue. (b) The ill-defined nature of the mass (arrow) was exemplified by the fuzzy margins on this transverse, contrast-enhanced, fat-saturated, T1-weighted SE (600/30) MR image. The diagnosis was high-grade mucoepidermoid carcinoma.
Mucoepidermoid carcinoma of the parotid gland. (a) Transverse T2-weighted SE (3,000/90) MR image shows an intermediate-signal-intensity mass (arrow) slightly lower in intensity than that of the native parotid tissue. (b) The ill-defined nature of the mass (arrow) was exemplified by the fuzzy margins on this transverse, contrast-enhanced, fat-saturated, T1-weighted SE (600/30) MR image. The diagnosis was high-grade mucoepidermoid carcinoma.
Mucoepidermoid carcinoma of the parotid gland. Transverse CT scan shows an ill-defined mass (C) that has less attenuation than that of enhancing parotid tissue in the right parotid gland. The attenuation of this mass is the same as that of the pleomorphic adenoma in Figure 2 and less than that of the carcinoma in Figure 6.
ca
Perineural infiltration of cranial nerve VII by adenoid cystic carcinoma. (a) Transverse T1-weighted SE (600/11, two signals acquired) MR image shows that the right parotid mass (m) enters the notch of the stylomastoid foramen (arrow). (b) Coronal, gadolinium-enhanced T1-weighted SE (600/17, one signal acquired) MR image shows vertical extension of the enhancing tumor (arrows) through the stylomastoid foramen (line is at the plane of transverse image in a).
NHL MALT
lymfoom
BMT
Adenoid cysteus carcinoom Jongeman met immobiele zwelling ter plaatse van parotis rechts van 2 cm.Parotistumor? Oppervlakkig / diepe kwab? Relatie mandibula? Lymfeklieren?Maligniteit? MRI HALS verslag:Onderzoek volgens parotisprotocol. Pathologische signaalintensiteit op deSTIR gewogen opnamen in de oppervlakkige kwab van de glandula parotisrechts met uitbreiding in het achterste deel van de m.masseter. Op deT1-gewogen opnamen lijkt de hele masseter groter te zijn dan decontralaterale en met iets verlaagde signaalintensiteit. Op depost-contrastopnamen kleurt de laesie in de parotis en achter in demasseter aan. Geen uitbreiding in de mandibula, pterygoidspieren ofparafaryngeale ruimte. Normaal aspect van de cutis en subcutis beideparotis. Kleine retrofaryngeale lymfeklieren beiderzijds, niet pathologischvergroot, verder geen pathologische vergrote lymfeklieren.CONCLUSIE:Massa ter hoogte van de parotis, oppervlakkige kwab, en de masseter rechts.Radiologisch zijn er kenmerken voor een maligne proces meest waarschijnlijkuitgaande van de parotis, mogelijk ook uitgaande van de masseter. Geenbotaantasting.
Whartin
mucoepidermoidca
Whartin
Grootcellig adenocarcinoom Verslag MRI hoofdhals.Er werd een onderzoek verricht van de hoofd-hals regio met aanvullende opnamen post-Gadolinium ter plaatse van de sinus cavernosis in coronale en transversale richting. Ter plaatse van de linker glandula parotis is een zeer forse massa zichtbaar welke naar ventraal in de masseter loge links uitbreidt. Massa lijkt ook links subcutaan uit te breiden. Subcutaan is er enige tekening zichtbaar en tevens een verdikte opperhuid. Geen duidelijke ingroei in de linker mandibula. Geringe ingroei is op deze opnamen niet uit te sluiten. Afstand tot schedelbasis bedraagt 12.5 mm. Er is geen perineurale tumoruitbreiding zichtbaar ter plaatse van de Nervus V3 in de richting van het foramen ovale. Er lijkt wel sprake van de trage flow in arterie carotis links met vertraagde flow en mogelijke partiele trombossering, waardoor deze aankleurt. Dit wordt bevestigd door het media-infarct links. In de hals zijn links midjugulair en subdigastrisch 5-tal vergrote klieren en op subdigastrisch, midjugulair en laagjugulair niveau zichtbaar waarvoor graag echogeleid onderzoek met punctie. Conclusie.Forse massa uitgaande van de glandula parotis links met doorgroei in masseter links. Geen duidelijke invasie van de mandibula met destructie. Geringe invasie is niet uit te sluiten. Geen perineurale tumoruitbreiding. Aantal fors vergrote klieren links waarvoor graag echogeleid onderzoek met punctie.
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