5-step strategy for achieving better results from your creative thinking sessions. Increase the quality of outcomes and improve the engagement levels of participants.
Aagile business analytics - how a new generation bi is reducing risk and incr...Andrew Marks
1) The document discusses how agile business analytics, or "Generation BI", can help reduce risk and increase adoption of business intelligence solutions. It emphasizes taking an iterative and flexible approach to deployment.
2) Key aspects of an agile approach include involving stakeholders throughout, prioritizing requirements, embracing change, and delivering working software in short iterations. This allows for demonstrating progress regularly and adjusting based on feedback.
3) Other important considerations include understanding how users will leverage the solution, thorough testing and validation, and training end users to drive adoption and mitigate risks. Taking an agile approach helps ensure the BI solution can adapt to changing business needs.
An extract from one of my lectures on idea management systems. The content of these slides is based both on current research and insights from companies I collaborated with.
Idea management is the process of facilitating ideation from an organizational perspective. It involves acquiring, creating, and evolving new ideas. Good idea management turns good ideas into good business by selecting the best options to commercialize the best ideas. Key aspects of idea management include designing idea artifacts to manage explicit ideas, organizing ideas into idea portfolios, and using a staged development process to determine which ideas to commit resources to commercializing.
Using Cost of Delay to de-scale your organisation through decentralised decis...Michael Fagan
It isn’t enough to break down our portfolio into small pieces and execute them in isolation from one another. We must acknowledge that variance in knowledge work is a fact of life, specialists are scarce, people find new jobs, life happens. Rather than think of an organisation as individual parts to be managed, think of it as a living organism which adapts and responds as a whole.
By empowering people to take decisions based on objective data linked to a shared vision people are not simply playing a game according to a set of rules, they are responsible for the game.
Don Reinertsen in his seminal book "The Principles of Product Development Flow" states:
"If you only quantify one thing, quantify the Cost of Delay. "
In this talk I will present how the Cost of Delay can be derived from data your organisation has lying around how you can super charge decision making speed and consequently the flow of value.
This document provides an overview of a seminar on change management and business performance improvement. The seminar is divided into two modules, with Module 1 focusing on change management and transformations. It discusses key drivers of change such as debt, globalization, and technology. John Kotter's 8-step change management framework is also introduced. Module 2 will cover topics like continuous improvement, process improvement, and restructuring.
This document discusses various motivations and behaviors that can impact business performance. It covers identifying key business motivations and measures, behavioral motivators like the need to achieve, fear of failure, and need for acceptance. It also discusses the negative impacts of complacency, politics and power dynamics, and types of procrastination. The overall message is that understanding motivations and leveraging certain behaviors can help drive business success, while other behaviors like complacency, political agendas, and procrastination can hinder performance if not addressed.
Aagile business analytics - how a new generation bi is reducing risk and incr...Andrew Marks
1) The document discusses how agile business analytics, or "Generation BI", can help reduce risk and increase adoption of business intelligence solutions. It emphasizes taking an iterative and flexible approach to deployment.
2) Key aspects of an agile approach include involving stakeholders throughout, prioritizing requirements, embracing change, and delivering working software in short iterations. This allows for demonstrating progress regularly and adjusting based on feedback.
3) Other important considerations include understanding how users will leverage the solution, thorough testing and validation, and training end users to drive adoption and mitigate risks. Taking an agile approach helps ensure the BI solution can adapt to changing business needs.
An extract from one of my lectures on idea management systems. The content of these slides is based both on current research and insights from companies I collaborated with.
Idea management is the process of facilitating ideation from an organizational perspective. It involves acquiring, creating, and evolving new ideas. Good idea management turns good ideas into good business by selecting the best options to commercialize the best ideas. Key aspects of idea management include designing idea artifacts to manage explicit ideas, organizing ideas into idea portfolios, and using a staged development process to determine which ideas to commit resources to commercializing.
Using Cost of Delay to de-scale your organisation through decentralised decis...Michael Fagan
It isn’t enough to break down our portfolio into small pieces and execute them in isolation from one another. We must acknowledge that variance in knowledge work is a fact of life, specialists are scarce, people find new jobs, life happens. Rather than think of an organisation as individual parts to be managed, think of it as a living organism which adapts and responds as a whole.
By empowering people to take decisions based on objective data linked to a shared vision people are not simply playing a game according to a set of rules, they are responsible for the game.
Don Reinertsen in his seminal book "The Principles of Product Development Flow" states:
"If you only quantify one thing, quantify the Cost of Delay. "
In this talk I will present how the Cost of Delay can be derived from data your organisation has lying around how you can super charge decision making speed and consequently the flow of value.
This document provides an overview of a seminar on change management and business performance improvement. The seminar is divided into two modules, with Module 1 focusing on change management and transformations. It discusses key drivers of change such as debt, globalization, and technology. John Kotter's 8-step change management framework is also introduced. Module 2 will cover topics like continuous improvement, process improvement, and restructuring.
This document discusses various motivations and behaviors that can impact business performance. It covers identifying key business motivations and measures, behavioral motivators like the need to achieve, fear of failure, and need for acceptance. It also discusses the negative impacts of complacency, politics and power dynamics, and types of procrastination. The overall message is that understanding motivations and leveraging certain behaviors can help drive business success, while other behaviors like complacency, political agendas, and procrastination can hinder performance if not addressed.
This document provides guidance on managing a change initiative through a four step process: assessing the change, planning the change, implementing the change, and embedding the change. It identifies common mistakes in planning, communicating, and implementing change and provides solutions. Effective change management requires tailoring communication to different audiences, allowing flexibility in plans, and clearly defining roles and responsibilities for implementation.
Six steps to implementing Change Management SuccessfullyArvind Parthiban
This document outlines six steps to implement effective change management: 1) Identify the desired change, 2) Sell stakeholders on the value of change management, 3) Define what constitutes a change, 4) Assign roles and responsibilities like a Change Advisory Board, 5) Define a process for handling changes, and 6) Define key performance indicators to measure success. It emphasizes communicating the reasons for change, having clearly defined change types and approval processes, and regularly reporting on metrics.
How to create an effective lean daily work management system globalsevensteps
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
The Streamlined Office helps small businesses improve their workflow and remove constraints to growth through implementing efficient processes. They understand each client's unique needs and create custom solutions using process analysis, problem-solving expertise, and practical organizational strategies. Their on-site or virtual services then help clients implement the solutions using technology as needed.
The document summarizes Kotter's 8-step change model for leading organizational change. It explains that each of the 8 steps addresses a common error that causes change initiatives to fail. The 8 steps are: establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the organizational culture. The document also discusses the differences between management and leadership and the importance of leadership for successful organizational transformations.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
A System-Wide Approach to Driving Process ImprovementKaiNexus
In this KaiNexus continuous improvement webinar:
1. Get actionable advice from lessons learned in Kettering Health Network's 5 year process improvement journey
2. See how Kettering's system-wide approach to projects, training, and daily problem solving led to $2.6 million of financial impact last year
3. Learn about KaiNexus, the continuous improvement software platform that spread continuous improvement by enabling change management and accountability within the system
Watch the webinar here: http://info.kainexus.com/continuous-improvement/culture-of-continuous-improvement/a-system-wide-approach-to-driving-process-improvement/webinar/signup
This presentation by Jayathirtha Rao on empowering customers and selling agile discusses:
- The presentation is the property of Jayathirtha Rao and may be used for training purposes but not for commercial use without permission.
- Selling agile is really finding what interests customers and seeing if agile can help meet their needs.
- Common concerns about agile like long-term planning, self-organizing teams, and strategic decision making are addressed along with suggestions on how to overcome them.
More information: https://flevy.com/browse/flevypro/adkar-change-management-model-2996
Created by Jeff Hiatt, the President of Prosci (a Change Management research group), the ADKAR model is a powerful tool for Change Management professionals and leaders who need to motivate change in others. The tool helps in identifying why change is difficult and why some changes succeed while others are unsuccessful. The ADKAR model was developed based on the outcomes necessary to sustain successful change.
The acronym ADKAR is based on five building blocks (or elements) that lead to successful change:
1. Awareness
2. Desire
3. Knowledge
4. Ability
5. Reinforcement
These five building blocks of the ADKAR model are sequential. Change exists at two dimensions: people and business. The ADKAR change model necessitates both dimensions evolving concurrently. Change often commences at the personal level, but with the support of employees an organization may be able to create fruitful results faster and more easily.
The presentation deck also includes ADKAR Assessment forms and some slide templates for you to use in your own business presentations.
This document provides an overview of tools and resources available on the MindTools.com website to help with project management. MindTools.com has over 1,000 resources to help people be effective managers and leaders. It provides assessments to evaluate skills, frameworks and tools for project planning and scheduling, stakeholder management, and change management. MindTools.com aims to teach 50 individual project management skills through frameworks, tools and assessments.
This framework was created during a challenging ICT implementation project. I needed a way to get reluctant people excited and ready for their new working ways and processes, so I tested and tried different things. The one that worked was a combination of strategy, continuous change readiness measurements, picking the correct change management theory, communicating differently (and in different schedules) for different target audiences, using HR to pick the correct people to the core team and using the project management method, which suited the organization. This was an extreme experiment, but it worked. I've since tested it or parts of it in action in other change programs as well.
This document summarizes a presentation given by Jacqui Alexander and Margaret Huggins on integrating organizational development, project management, and Lean Six Sigma principles to improve business performance at GSK. The presentation aimed to share GSK's story of creating an Accelerating Delivery and Performance (ADP) team that combines these disciplines, provoke thinking about how collaborating across specialties can boost impact, and provide insights that may apply elsewhere. The ADP approach was developed based on opportunities identified in Lean, OD and PM. It established principles of accelerating change and fundamentals for delivery. The ADP team applied its hybrid approach across projects, learning lessons to build momentum and scale up its work, eventually embedding and adapting its methods more broadly.
Manage the imposed or unplanned change with the help of professionally designed ready-made Change Management Introduction PowerPoint Presentation Slides. Drive an effective change within an organization using change management PPT slides. Get practical organizational change methodologies, frameworks, steps, processes and implement a successful change. Add change management PowerPoint slideshow and aware people in your organization about the change. This complete PowerPoint slideshow covers topics like change management implementation drivers, identify the change, types of change management, forces for change, gap analysis, organization change readiness checklist, etc. These change management introduction PPT slide layouts are editable. You can utilize them as per your organizational need. Make your employees ready for the change and go through a successful transition. Add organizational change management PowerPoint templates to control and improve processes for the betterment of an organization as whole. It becomes necessary in the business cycle of an organization to have business process reengineering. Adopt a change and go through a smooth transition with change management introduction PPT slideshow. Break it all down with our Change Management Introduction Powerpoint Presentation Slides. Allow every element to emerge effectively.
This document provides an overview of change management training. It discusses why change management skills are important for organizations and outlines the key aspects that will be covered, including understanding change management dimensions, designing change management steps, and leveraging change management. It also references models for managing organizational change, including Kotter's 8-step problem-centered model and the appreciative 4-D model. The training is estimated to take 2-2.5 hours and provides examples and activities to help participants apply the concepts.
Kepner and Fourie Complex problem solving introChristine Aykac
Introduction of tested and proven Kepner and Fourie (KandF) problem-solving approach. KandF method proves the importance of engaging right resources with the right questions to identify the root cause of a problem, find a solution, and reach a consensus to resolve complex problems and rescue your project.
ThinkTank collaboration software transforms the way people work together, enabling leaders to realize extraordinary results from their teams. Powered by a patented Collaboration-as-a-Service platform, ThinkTank provides leaders with best practice collaborative business apps that accelerate the journey to shared understanding and breakthrough solutions.
Developed by the world’s leading researchers in digital collaboration, ThinkTank’s suite of agenda design, crowdsourcing, crowd computing, and collaborative workflow solutions transform the results of workgroups, projects, strategic initiatives, and organizational processes.
Organizations like Procter & Gamble, Deloitte, EY, Barclays, AIG, FMC Technologies, and NASA have used ThinkTank to radically accelerate innovation, enhance operations, and solve their toughest problems. ThinkTank consulting partners, including Deloitte, EY, and PwC, rely on our collaboration software to dramatically improve business performance for their clients.
This document discusses lean product development processes. It begins by comparing waterfall, agile, and lean methodologies. Waterfall involves completing each stage sequentially before beginning the next, while agile is iterative with cross-functional collaboration and frequent demos. Lean combines agile development with customer validation to build only necessary features. The document then outlines a lean process with four stages: thinking through the product idea, building a minimum viable product, shipping to users while measuring, and continuously tweaking the product. It emphasizes outcomes over deliverables and iterating often through building, testing, and learning from customers.
Managing with positive psychology - Webinar by Jason Potvin - PMI-MontrealPMI-Montréal
This document discusses how implementing positive psychology practices can benefit workplace wellbeing and project managers. It outlines growth mindset, mindfulness, and gratitude as three practical ways to increase wellbeing. Growth mindset involves believing abilities can grow with effort. Mindfulness is non-judgmental present moment awareness. Gratitude increases positive emotion. Benefits include reduced stress, improved performance and resilience. The document provides tips for implementing these practices, such as challenging fixed mindsets, practicing meditation, and sharing gratitude.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
Leland Sandler: An Approach to Implementing Sustainable ChangeLeland Sandler
Leland Sandler, Executive Advisor for The Sandler Group, slide deck for Amylin on the approach to implement a sustainable and long term solution to change. Presentation dives deep into the human resistance to change, and Leland Sandler goes over the change management process and how to develop a proper change management plan within an organization. Visit http://lelandsandler.com/ for more information.
This document discusses process innovation tools and their benefits. It outlines three tools - TRIZ, breaking assumptions, and SCAMPER. TRIZ helps solve problems by understanding conflicts and better using resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, or modifying existing processes. Process innovation tools allow organizations to radically improve processes rather than just incrementally change them.
This document discusses process innovation tools. It outlines the benefits of TRIZ, breaking assumptions, and SCAMPER for process excellence. Process excellence is often unsuccessful due to a failure to understand entire processes. Using process innovation tools can improve success rates by focusing on innovating, not just improving, processes. TRIZ helps solve problems by understanding conflicts and resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, and modifying existing processes.
This document provides guidance on managing a change initiative through a four step process: assessing the change, planning the change, implementing the change, and embedding the change. It identifies common mistakes in planning, communicating, and implementing change and provides solutions. Effective change management requires tailoring communication to different audiences, allowing flexibility in plans, and clearly defining roles and responsibilities for implementation.
Six steps to implementing Change Management SuccessfullyArvind Parthiban
This document outlines six steps to implement effective change management: 1) Identify the desired change, 2) Sell stakeholders on the value of change management, 3) Define what constitutes a change, 4) Assign roles and responsibilities like a Change Advisory Board, 5) Define a process for handling changes, and 6) Define key performance indicators to measure success. It emphasizes communicating the reasons for change, having clearly defined change types and approval processes, and regularly reporting on metrics.
How to create an effective lean daily work management system globalsevensteps
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
The Streamlined Office helps small businesses improve their workflow and remove constraints to growth through implementing efficient processes. They understand each client's unique needs and create custom solutions using process analysis, problem-solving expertise, and practical organizational strategies. Their on-site or virtual services then help clients implement the solutions using technology as needed.
The document summarizes Kotter's 8-step change model for leading organizational change. It explains that each of the 8 steps addresses a common error that causes change initiatives to fail. The 8 steps are: establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the organizational culture. The document also discusses the differences between management and leadership and the importance of leadership for successful organizational transformations.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
A System-Wide Approach to Driving Process ImprovementKaiNexus
In this KaiNexus continuous improvement webinar:
1. Get actionable advice from lessons learned in Kettering Health Network's 5 year process improvement journey
2. See how Kettering's system-wide approach to projects, training, and daily problem solving led to $2.6 million of financial impact last year
3. Learn about KaiNexus, the continuous improvement software platform that spread continuous improvement by enabling change management and accountability within the system
Watch the webinar here: http://info.kainexus.com/continuous-improvement/culture-of-continuous-improvement/a-system-wide-approach-to-driving-process-improvement/webinar/signup
This presentation by Jayathirtha Rao on empowering customers and selling agile discusses:
- The presentation is the property of Jayathirtha Rao and may be used for training purposes but not for commercial use without permission.
- Selling agile is really finding what interests customers and seeing if agile can help meet their needs.
- Common concerns about agile like long-term planning, self-organizing teams, and strategic decision making are addressed along with suggestions on how to overcome them.
More information: https://flevy.com/browse/flevypro/adkar-change-management-model-2996
Created by Jeff Hiatt, the President of Prosci (a Change Management research group), the ADKAR model is a powerful tool for Change Management professionals and leaders who need to motivate change in others. The tool helps in identifying why change is difficult and why some changes succeed while others are unsuccessful. The ADKAR model was developed based on the outcomes necessary to sustain successful change.
The acronym ADKAR is based on five building blocks (or elements) that lead to successful change:
1. Awareness
2. Desire
3. Knowledge
4. Ability
5. Reinforcement
These five building blocks of the ADKAR model are sequential. Change exists at two dimensions: people and business. The ADKAR change model necessitates both dimensions evolving concurrently. Change often commences at the personal level, but with the support of employees an organization may be able to create fruitful results faster and more easily.
The presentation deck also includes ADKAR Assessment forms and some slide templates for you to use in your own business presentations.
This document provides an overview of tools and resources available on the MindTools.com website to help with project management. MindTools.com has over 1,000 resources to help people be effective managers and leaders. It provides assessments to evaluate skills, frameworks and tools for project planning and scheduling, stakeholder management, and change management. MindTools.com aims to teach 50 individual project management skills through frameworks, tools and assessments.
This framework was created during a challenging ICT implementation project. I needed a way to get reluctant people excited and ready for their new working ways and processes, so I tested and tried different things. The one that worked was a combination of strategy, continuous change readiness measurements, picking the correct change management theory, communicating differently (and in different schedules) for different target audiences, using HR to pick the correct people to the core team and using the project management method, which suited the organization. This was an extreme experiment, but it worked. I've since tested it or parts of it in action in other change programs as well.
This document summarizes a presentation given by Jacqui Alexander and Margaret Huggins on integrating organizational development, project management, and Lean Six Sigma principles to improve business performance at GSK. The presentation aimed to share GSK's story of creating an Accelerating Delivery and Performance (ADP) team that combines these disciplines, provoke thinking about how collaborating across specialties can boost impact, and provide insights that may apply elsewhere. The ADP approach was developed based on opportunities identified in Lean, OD and PM. It established principles of accelerating change and fundamentals for delivery. The ADP team applied its hybrid approach across projects, learning lessons to build momentum and scale up its work, eventually embedding and adapting its methods more broadly.
Manage the imposed or unplanned change with the help of professionally designed ready-made Change Management Introduction PowerPoint Presentation Slides. Drive an effective change within an organization using change management PPT slides. Get practical organizational change methodologies, frameworks, steps, processes and implement a successful change. Add change management PowerPoint slideshow and aware people in your organization about the change. This complete PowerPoint slideshow covers topics like change management implementation drivers, identify the change, types of change management, forces for change, gap analysis, organization change readiness checklist, etc. These change management introduction PPT slide layouts are editable. You can utilize them as per your organizational need. Make your employees ready for the change and go through a successful transition. Add organizational change management PowerPoint templates to control and improve processes for the betterment of an organization as whole. It becomes necessary in the business cycle of an organization to have business process reengineering. Adopt a change and go through a smooth transition with change management introduction PPT slideshow. Break it all down with our Change Management Introduction Powerpoint Presentation Slides. Allow every element to emerge effectively.
This document provides an overview of change management training. It discusses why change management skills are important for organizations and outlines the key aspects that will be covered, including understanding change management dimensions, designing change management steps, and leveraging change management. It also references models for managing organizational change, including Kotter's 8-step problem-centered model and the appreciative 4-D model. The training is estimated to take 2-2.5 hours and provides examples and activities to help participants apply the concepts.
Kepner and Fourie Complex problem solving introChristine Aykac
Introduction of tested and proven Kepner and Fourie (KandF) problem-solving approach. KandF method proves the importance of engaging right resources with the right questions to identify the root cause of a problem, find a solution, and reach a consensus to resolve complex problems and rescue your project.
ThinkTank collaboration software transforms the way people work together, enabling leaders to realize extraordinary results from their teams. Powered by a patented Collaboration-as-a-Service platform, ThinkTank provides leaders with best practice collaborative business apps that accelerate the journey to shared understanding and breakthrough solutions.
Developed by the world’s leading researchers in digital collaboration, ThinkTank’s suite of agenda design, crowdsourcing, crowd computing, and collaborative workflow solutions transform the results of workgroups, projects, strategic initiatives, and organizational processes.
Organizations like Procter & Gamble, Deloitte, EY, Barclays, AIG, FMC Technologies, and NASA have used ThinkTank to radically accelerate innovation, enhance operations, and solve their toughest problems. ThinkTank consulting partners, including Deloitte, EY, and PwC, rely on our collaboration software to dramatically improve business performance for their clients.
This document discusses lean product development processes. It begins by comparing waterfall, agile, and lean methodologies. Waterfall involves completing each stage sequentially before beginning the next, while agile is iterative with cross-functional collaboration and frequent demos. Lean combines agile development with customer validation to build only necessary features. The document then outlines a lean process with four stages: thinking through the product idea, building a minimum viable product, shipping to users while measuring, and continuously tweaking the product. It emphasizes outcomes over deliverables and iterating often through building, testing, and learning from customers.
Managing with positive psychology - Webinar by Jason Potvin - PMI-MontrealPMI-Montréal
This document discusses how implementing positive psychology practices can benefit workplace wellbeing and project managers. It outlines growth mindset, mindfulness, and gratitude as three practical ways to increase wellbeing. Growth mindset involves believing abilities can grow with effort. Mindfulness is non-judgmental present moment awareness. Gratitude increases positive emotion. Benefits include reduced stress, improved performance and resilience. The document provides tips for implementing these practices, such as challenging fixed mindsets, practicing meditation, and sharing gratitude.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
Leland Sandler: An Approach to Implementing Sustainable ChangeLeland Sandler
Leland Sandler, Executive Advisor for The Sandler Group, slide deck for Amylin on the approach to implement a sustainable and long term solution to change. Presentation dives deep into the human resistance to change, and Leland Sandler goes over the change management process and how to develop a proper change management plan within an organization. Visit http://lelandsandler.com/ for more information.
This document discusses process innovation tools and their benefits. It outlines three tools - TRIZ, breaking assumptions, and SCAMPER. TRIZ helps solve problems by understanding conflicts and better using resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, or modifying existing processes. Process innovation tools allow organizations to radically improve processes rather than just incrementally change them.
This document discusses process innovation tools. It outlines the benefits of TRIZ, breaking assumptions, and SCAMPER for process excellence. Process excellence is often unsuccessful due to a failure to understand entire processes. Using process innovation tools can improve success rates by focusing on innovating, not just improving, processes. TRIZ helps solve problems by understanding conflicts and resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, and modifying existing processes.
This document provides guidance on facilitating effective workshops for generating new ideas and innovations. It discusses:
1. The importance of innovation for business success and outlines key factors that drive creativity in organizations, such as a focus on the future, learning from failures, and prudent risk-taking.
2. Best practices for planning workshops, including setting a clear objective, assembling a diverse team, providing pre-work assignments, ensuring decision-makers attend, and getting early customer feedback.
3. A sample one-day workshop agenda that allocates time for idea generation, concept development, concept assessment, and customer focus groups.
4. Tips for effective workshop facilitation like appointing a facilitator, creating
Design thinking is a process that uses human-centered design to match people's needs with feasible and viable solutions. It involves empathy, collaboration, ideation, experimentation and action. The design thinking process includes 5 phases - empathizing to understand user needs, defining the problem, ideating potential solutions, prototyping ideas, and testing prototypes with users. Some key principles are empathy, collaboration during ideation, experimenting through prototyping to get user feedback, and taking action. Prototyping allows for timely feedback, quick changes to save time and costs, and validating solutions before full development.
Trend provides one of the greatest opportunities for starting new venture and when the entrepreneur can be at the start of a trend that lasts for a considerable period of time.
Those entrepreneurs who are capable of understanding the trend and start working on that may get success in their venture.
Digital transformation is a dynamic evolution, continually propelled by emerging technologies on the one hand and adaptive business processes characteristic of Smart Organizations on the other.
Design Thinking, when intertwined with agile management, is an effective navigation tool for both scenarios. This stands true even for hierarchical organizations, where agility might seem at odds with the established structure.
To innovate continuously you may want to consider embedding Design Thinking within your organization.
• In order to accomplish that, I recommend conducting a Change Management Project.
• Let‘s have a look at 10 steps to consider (on the following slides).
The document proposes ideas to increase staff productivity and engagement through recognition and empowerment. It suggests providing managers tools to better develop their staff, using postcards for peer recognition of small wins, having staff reflect daily on positive experiences, shadowing stakeholders to understand purpose, and allowing staff to spend limited time developing their own ideas with manager approval. Implementing these low-cost ideas could help build a more engaged and innovative workforce through timely recognition and empowering staff to think for themselves. The risks are minimal as the ideas can be piloted by teams and adopted more widely after observing positive impacts.
This document provides an introduction and overview of design thinking. It discusses that design thinking is a methodology used by designers to brainstorm and solve complex problems through innovative solutions. It involves an iterative process of empathizing with users, defining problems, ideating solutions, prototyping, and testing. Design thinking draws on both analytical and intuitive thinking and can be applied across many fields and professions to address user needs and resolve problems in a solution-focused manner. The document outlines the key stages and features of the design thinking process.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
Design thinking is a process that uses human-centered design to match people's needs with feasible solutions. It involves empathy, ideation, prototyping, and testing. The design thinking process begins with empathizing through interviews and observations to understand user needs. Next, insights are used to define problems and questions. Ideation techniques like brainstorming generate novel ideas. Prototypes are created and tested to iterate on solutions based on user feedback. The goal is to collaboratively design desirable, viable, and feasible solutions to problems.
Paul Bamforth, UK Country Manager, Projectplace, presented a webinar on 7th October addressing how organisations can use digital technologies to increase collaborative working. He focussed on Lean and Agile methodologies.
The 12 Agile Principles document outlines 12 foundational principles derived from the Agile Manifesto's 4 basic statements. The principles emphasize delivering value to customers through working software, welcoming changing requirements, frequent delivery in short iterations, collaboration between business and development teams, self-organizing motivated teams, face-to-face communication, measuring progress through working software, sustainable development pace, technical excellence, simplicity, self-organizing teams, and continuous improvement. The document provides explanations and examples for each principle.
MeetingSphere Support any Collaborative Process_with_Five Step_Process June_2016Stevebather
This document describes MeetingSphere, a digital facilitation tool for meetings. It outlines MeetingSphere's 5 step meeting process of engaging, aligning, and achieving objectives. MeetingSphere has been used in both private and public sectors for strategies, risk management, stakeholder analysis, and more. It fosters engagement through anonymity, interactivity, and instant reporting. The document then details each step of the process and how tools like brainstorming, rating, discussion, and action tracking can be used to structure meetings.
The Learn Phase: Recasting the Agile ManifestoTraction
The document recasts the principles of the Agile Manifesto for an interactive agency. It discusses 12 principles focused on satisfying customers through early delivery, welcoming changing requirements, delivering working solutions frequently, having core teams work together daily, trusting motivated individuals, using face-to-face communication, measuring progress through successful campaigns, promoting sustainable growth, focusing on excellence, keeping work simple, having self-organizing teams, and regularly reflecting on effectiveness.
20 Innovation Tools that can help make innovation projects more successful and enjoyable.
We hope that this booklet can inspire you to challenge the way you innovate. Try out some of it with your teams right away, rather than wait for the perfect occasion.
The document discusses how design thinking is a better approach for business innovation compared to traditional linear business thinking. It involves a human-centric and collaborative process that emphasizes empathy, rapid prototyping, and an openness to exploring without assumptions. Traditional approaches are compartmentalized and focus on short-term goals, while design thinking supports multidisciplinary collaboration and continuous learning and improvement. The document provides examples of how design thinking was applied successfully at an automotive company to transform their customer service.
The document discusses requirements analysis in project management. It explains that requirements analysis involves determining the resources needed to build the project, identifying what the system needs to do, and assessing the conceptual, logical, and validation design. Key techniques for eliciting requirements include brainstorming, interviews, surveys, documentation review, prototyping, and observation. Objectives should be established for meetings to define the desired outcome, and agendas support achieving those objectives.
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