Innovator's DNA - What makes top leaders innovation gurus? Unlock your innova...vedsta87
The Innovator's DNA - based on research conducted in the groundbreaking book by innovation gurus Jeff Dyer, Hal Gregerson and Clayton Christensen - unlocks the mystery behind the great leaders of innovative companies. What makes them tick? Surprisingly, we find that top innovative leaders share similar behavioral traits. They are questioners, experimenters, networkers - these behaviors drive their ability to be innovative.
Innovators are not "born with it" - research shows that only general intelligence is genetic, but creativity can be learned.
So then the question is: what about you? How can you train yourself to become an innovative leader, and flex your innovative muscles?
We provide the answers with the Innovator's DNA workshop and assessment program. Visit our website or the innovators dna site, or buy the book today. Our program trains leaders, teams, executives and senior managers to understand what drives innovation within them - and how to bring it out more regularly.
Creativity is a learned skills. Innovators learn to be more creative by focusing their time and efforts in 5 important discovery skills. A company can also shape their ability to be more innovative through a proper framework. Learn more from Innovation gurus, Jeff Dyer, Hal Gregersen and Clayton M. Christensen.
Learn the 5 Discovery Skills of Out-Performing Innovators
Based on the innovator’s DNA study by Christensen et al
Presented by Linda Naiman Founder, Creativity at Work.com
For ProductCamp, Vancouver 2013
Innovator's DNA - What makes top leaders innovation gurus? Unlock your innova...vedsta87
The Innovator's DNA - based on research conducted in the groundbreaking book by innovation gurus Jeff Dyer, Hal Gregerson and Clayton Christensen - unlocks the mystery behind the great leaders of innovative companies. What makes them tick? Surprisingly, we find that top innovative leaders share similar behavioral traits. They are questioners, experimenters, networkers - these behaviors drive their ability to be innovative.
Innovators are not "born with it" - research shows that only general intelligence is genetic, but creativity can be learned.
So then the question is: what about you? How can you train yourself to become an innovative leader, and flex your innovative muscles?
We provide the answers with the Innovator's DNA workshop and assessment program. Visit our website or the innovators dna site, or buy the book today. Our program trains leaders, teams, executives and senior managers to understand what drives innovation within them - and how to bring it out more regularly.
Creativity is a learned skills. Innovators learn to be more creative by focusing their time and efforts in 5 important discovery skills. A company can also shape their ability to be more innovative through a proper framework. Learn more from Innovation gurus, Jeff Dyer, Hal Gregersen and Clayton M. Christensen.
Learn the 5 Discovery Skills of Out-Performing Innovators
Based on the innovator’s DNA study by Christensen et al
Presented by Linda Naiman Founder, Creativity at Work.com
For ProductCamp, Vancouver 2013
Hard work & Low cost do not help by themselves any more. Intellectual arbitrage is here to stay. Innovation is the way to stay ahead of the pack. Be the game changer. Let our C3 methodology (part of triniti Innovation Framework) help you break out of idea scarcity and convert your ideas into profitable, implementable solutions.
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
There is considerable talk about innovation in businesses of all sizes, from startups to multinational public companies. “Innovation” and “innovate” are the most overused words in business. Is innovation a specialty or can it be cultivated by an entire organization? How do you innovate? And is there a blueprint for innovation? We explore these questions, and how the key to innovation is ideation, in our first Slideshare presentation!
Innovation Management - 4 - Innovation CultureJoseph Ho
- Innovation + Culture = Culture of Innovation
- Status Quo Culture vs Innovation Culture
- Elements of Innovation Culture
- Dimensions of Innovation Culture
- Organization Culture and Innovation
- 4 Levels of Innovation Culture
The theory of disruptive innovation has proved to be a powerful way of thinking about innovation-driven growth. Many leaders of small, entrepreneurial companies praise it as their guiding star; so do many executives at large, well-established organizations, including Intel, Southern New Hampshire University, and Salesforce.
But just what is Disruptive Innovation? Which companies are considered to be causing "disruption"?
In this meetup, we will explore the basic tenets of disruptive innovation. Then we will look at some of today's companies and their services and discuss if they are disruptive or not.
Lastly, we will look a bit deeper into the theory and see if what we have learned so far allows us to more accurately predict which businesses will grow.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
The Next Wave of Business Models in Emerging AsiaWei Li
Fierce local and international competition is forcing Asian companies to increasingly embrace business model innovation. With many interesting case studies, this research article from Innosight explains how the businesses in Asia is evolving and what are the implications for companies from developed countries.
This case study is about Silicon Valley professional entrepreneur, John Hanke's career and the story of Google's Niantic Labs. We will know the tough choice John Hanke made and the challenging path his team has taken to disrupt the gaming industry, and what makes Silicon Valley the mother lode of high-tech business.
Hard work & Low cost do not help by themselves any more. Intellectual arbitrage is here to stay. Innovation is the way to stay ahead of the pack. Be the game changer. Let our C3 methodology (part of triniti Innovation Framework) help you break out of idea scarcity and convert your ideas into profitable, implementable solutions.
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
There is considerable talk about innovation in businesses of all sizes, from startups to multinational public companies. “Innovation” and “innovate” are the most overused words in business. Is innovation a specialty or can it be cultivated by an entire organization? How do you innovate? And is there a blueprint for innovation? We explore these questions, and how the key to innovation is ideation, in our first Slideshare presentation!
Innovation Management - 4 - Innovation CultureJoseph Ho
- Innovation + Culture = Culture of Innovation
- Status Quo Culture vs Innovation Culture
- Elements of Innovation Culture
- Dimensions of Innovation Culture
- Organization Culture and Innovation
- 4 Levels of Innovation Culture
The theory of disruptive innovation has proved to be a powerful way of thinking about innovation-driven growth. Many leaders of small, entrepreneurial companies praise it as their guiding star; so do many executives at large, well-established organizations, including Intel, Southern New Hampshire University, and Salesforce.
But just what is Disruptive Innovation? Which companies are considered to be causing "disruption"?
In this meetup, we will explore the basic tenets of disruptive innovation. Then we will look at some of today's companies and their services and discuss if they are disruptive or not.
Lastly, we will look a bit deeper into the theory and see if what we have learned so far allows us to more accurately predict which businesses will grow.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
The Next Wave of Business Models in Emerging AsiaWei Li
Fierce local and international competition is forcing Asian companies to increasingly embrace business model innovation. With many interesting case studies, this research article from Innosight explains how the businesses in Asia is evolving and what are the implications for companies from developed countries.
This case study is about Silicon Valley professional entrepreneur, John Hanke's career and the story of Google's Niantic Labs. We will know the tough choice John Hanke made and the challenging path his team has taken to disrupt the gaming industry, and what makes Silicon Valley the mother lode of high-tech business.
Indiana University Purdue University Indianapolis (IUPUI)
DIVE (Discovery, Innovation, and Ventures Enterprise)
The DIVE (Discovery, Innovation and Ventures Enterprise) class is a three-credit class experience that teams IU Kelley Evening MBA students with new and growing ventures. This select group of students attends a session where ventures pitch their concepts and needs as they would to a potential investor. Following student self-selection, student teams engage over four-to-six months to provide strategic analysis, business model development, market feasibility, and / or other support. In its ninth year, the program has allowed approximately 200 Kelley MBA students to work with over 50 ventures for the mutual of students, entrepreneurs, and venture community. DIVE is offered as part of the Entrepreneurship major within the Evening MBA Program at the IU Kelley School of Business, but also attracts finance, marketing, and other majors with an interest in venturing. The Evening MBA Program of the IU Kelley School is delivered in Indianapolis from the IUPUI campus, in the heart of the business and venture community. These students are almost all working (85%) or in dual degree programs (10%).
Todd Saxton, Director, DIVE (Discovery, Innovation, and Ventures Enterprise)
Digital marketing rapidly introduces new channels, concepts and context into marketing. This can lead to confusion and cognitive dissonance between traditional right-brain marketers and digital left-brain marketers. By going beyond the surface of what is visible in terms of vendors and products and concentrating on the fundamental building blocks of marketing, "The DNA of Marketing" offers a new look at marketing and a way to make sense of digital marketing innovation.
Apprendre le français gratuitement, programme complet de la journée du sport à Aspire, initiation au pilotage à Al Khor, spectacles pour enfants à Magical Festival Village, Café Doha Accueil...
www.mientayvn.com Tải thêm các tài liệu sinh học khác tại địa chỉ:
https://drive.google.com/folderview?id=0Bw5sTGnTS7NhUk01a3RYQV9TUjJ4blJDUDcyekp6UQ&usp=sharing
Las Competencias de los Innovadores (El ADN de los Innovadores)Innovare
TALLER: COMPETENCIAS DE LOS INNOVADORES
Club de la Innovación
Ejercicio de medición y desarrollo de las competencias de la innovación basado en el trabajo pionero del "Innovator's DNA" de Clayton Christensen.
We are proud to announce our twenty-sixth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our fifteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
The powerful effect of noticing good things Vahid Shamekhi
Over the course of a typical workday, negative and positive things inevitably happen to you. If you’re like most people, you tend to focus mainly, or even exclusively, on negative experiences.
You Don’t Have to Be the Boss to Change How Your Company WorksVahid Shamekhi
Most workplaces face constant imperatives for change—from trivial-seeming matters such as installing new office printers to major ones such as implementing new policies to support diversity. The question of how to drive change, though, is perennially vexing.
Sound strategic planning is rarely practiced in most organizations today, and at a critical time when the world is changing dramatically, it has never been more necessary.
(Bill Halal)
"On the last day of class, I ask my students to turn those theoretical lenses on themselves, to find cogent answers to three questions: First, how can I be sure that I’ll be happy in my career? Second, how can I be sure that my relationships with my spouse and my family become an enduring source of happiness? Third, how can I be sure I’ll stay out of jail?" Clayton M. Christensen
A great paper which have written by former Shell scenario planner and a former Shell executive who recently completed a history of scenario planning at the company after interviewing almost every surviving veteran of the operation, along with current and former top company executives. They review Shell scenario planning experience with commenting on milestones and results.
A great paper for touching forecasting and futures studies. Saffo says "People at cocktail parties are always asking me for stock tips, and then they want to know how my predictions have turned out. Their requests reveal the common but fundamentally erroneous perception that forecasters make predictions."
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
The innovator’s dna
1. The Innovator’s DNA
Harvard Business Review/ Dec 2009
J. H. Dyer, H. Gregersen, C. M. Christensen
Summarized By:V. Shamekhi
2. How do I find innovative
people for my organization?
And, how can I become more
innovative myself?
3. Unfortunately, most of us know very little
about what makes one person more
creative than another.
eBay’s Pierre Omidyar
Apple’s Steve Jobs
Amazon’s Jeff Bezos
4. A six-year study…
entrepreneurs under the microscope, examining
when and how they came up with the ideas on
which their businesses were built.
We especially wanted to examine how they
differ from other executives and
entrepreneurs
We studied the habits of 25 innovative
entrepreneurs and surveyed more than
3,000 executives and 500 individuals
who had started innovative companies
or invented new products.
5. Rather, they feel responsible for
facilitating the innovation process.
We were intrigued to learn that at most companies, top
executives do not feel personally responsible for coming
up with strategic innovations.
In stark contrast, senior executives of the most innovative
companies—a mere 15% in our study—don’t delegate
creative work. They do it themselves.
6. But how do they do it?
5 Discovery Skills
Associating
Questioning
Observing
Experimenting
Networking
7. And the good news is, if you’re
not born with it, you can
cultivate it.
We found that innovative
entrepreneurs (who are also
CEOs) spend 50% more time
on these discovery activities
than do CEOs with no track
record for innovation.
Together, these skills make
up what we call the
innovator’s DNA.
8. • Associating is like the backbone structure of DNA’s double helix
• Four patterns of action (questioning, observing, experimenting,
and networking) wind around this backbone
9. Imagine that you have an identical twin, endowed with the same brains and
natural talents that you have. You’re both given one week to come up with a
creative new business-venture idea. During that week, you come up with
ideas alone in your room. In contrast, your twin (1) talks with 10 people—
including an engineer, a musician, a stay-at-home dad, and a designer—about
the venture, (2) visits three innovative start-ups to observe what they do, (3)
samples five “new to the market” products, (4) shows a prototype he’s built to
five people, and (5) asks the questions “What if I tried this?” and “Why do you
do that?” at least 10 times each day during these networking, observing, and
experimenting activities.
Who do you bet will come up with
the more innovative idea?
10. Studies of identical twins separated at birth
indicate that our ability to think creatively comes
one-third from genetics; but two-thirds of the
innovation skill set comes through learning…
11. Discovery Skill 1: Associating
Associating, or the ability to successfully connect
seemingly unrelated questions, problems, or ideas
from different fields, is central to the innovator’s DNA.
12. How the brain operates
Any number of experiences
from our lives…
As Steve Jobs has frequently observed,
“Creativity is connecting things.”
Entrepreneur Frans Johansson described this phenomenon as the
“Medici effect,” referring to the creative explosion in Florence when the
Medici family brought together people from a wide range of disciplines—
sculptors, scientists, poets, philosophers, painters, and architects.
13. Pierre Omidyar
launched eBay
in 1996 after
linking three
unconnected
dots
(1) a fascination with creating more-efficient
markets, after having been shut out from a hot
internet company’s IPO in the mid-1990s
(2) his fiancée’s desire to locate hard-to-find
collectible Pez dispensers
(3) the ineffectiveness of local classified ads in
locating such items
14. Discovery Skill 2: Questioning
Peter Drucker described, “The important
and difficult job is never to find the right
answers, it is to find the right question”
Michael Dell described, “I would take
computers apart…and would observe that
$600 worth of parts were sold for $3,000.”
15. To question effectively, innovative entrepreneurs do the following:
2. Imagine opposites.
3. Embrace constraints.
“Why are we still loading and
upgrading software the way we’ve
been doing all this time when we can
now do it over the internet?”
Marc Benioff
Salesforce.com
“the capacity to hold two diametrically
opposing ideas in their heads.”
One of Google’s nine innovation
principles is “Creativity loves constraint.”
1. Ask “Why?” and “Why not?” and “What if?”
16. Discovery Skill 3: Observing
Discovery-driven executives produce
uncommon business ideas by
scrutinizing common phenomena,
particularly the behavior of potential
customers. In observing others, they
act like anthropologists and social
scientists.
Ratan Tata got the inspiration that
led to the world’s cheapest car by
observing the plight of a family of
four packed onto a single
motorized scooter. Toyota’s philosophy of genchi
genbutsu—“going to the spot
and seeing for yourself.”
17. Discovery Skill 4: Experimenting
Edison said, “I haven’t failed.
I’ve simply found 10,000 ways
that do not work.”
Starbucks founder Howard Shultz
roaming Italy visiting coffee bars
One of the most powerful
experiments innovators can engage
in is living and working overseas.
18. In fact, if managers try out even one
international assignment before becoming
CEO, their companies deliver stronger
financial results than companies run by
CEOs without such experience—roughly 7%
higher market performance on average
19. Discovery Skill 5: Networking
Devoting time and energy to
finding and testing ideas through
a network of diverse individuals
gives innovators a radically
different perspective.
Michael Lazaridis, the founder of Research In Motion, notes
that the inspiration for the original BlackBerry occurred at a
conference in 1987. A speaker was describing a wireless data
system that had been designed for Coke; it allowed vending
machines to send a signal when they needed refilling.
20. As we examined what motivates them, we
discovered two common themes: (1) They actively
desire to change the status quo, and (2) they
regularly take risks to make that change happen.
Why do innovators question, observe,
experiment, and network more than typical
executives?
21. But what if you—like most
executives—don’t see yourself or
those on your team as particularly
innovative?
22.
23. The most important skill to
practice is questioning. Asking
“Why” and “Why not” can help
turbocharge the other
discovery skills.
Try spending 15 to 30
minutes each day writing
down 10 new questions that
challenge the status quo in
your company or industry.
24. Michael Dell told us. “Instead I like to
ask things people don’t think I’m
going to ask. This is a little cruel, but
I kind of delight in coming up with
questions that nobody has the
answer to quite yet.”
25. Apple’s slogan “Think Different” is
inspiring but incomplete. We found that
innovators must consistently act different
to think different.
Innovative entrepreneurship is
not a genetic predisposition, it is
an active endeavor.
26. By understanding, reinforcing, and
modeling the innovator’s DNA,
companies can find ways to more
successfully develop the creative
spark in everyone.