In The Other Side of Innovation, Vijay Govindarajan and Chris Trimble reveal how to execute an innovation initiative. This is Peter Modigliani's summary of this book by the two business school professors.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
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.
The ambidextrous organization - Leadership and the administration paradox of ...Cornelis de Kloet
Organizational ambidexterity is a theoretical concept on how to manage the tension between exploitation (sales) and exploration (innovation). Following the suggestion of Simsek et al. (2009) to do further research on leadership styles and organizational ambidexterity, this master thesis describes the outcome of a research conducted at Philips and Royal HaskoningDHV on organizational ambidexterity and leadership.
Aligner votre stratégie d’entreprise, produit et managériale avec les OKRAnne Gabrillagues
Support utilisé lors des présentations de type "Brown Bag Lunch" autour de l'utilisation des OKRs comme outil d'alignement.
Sujet préparé avec Tiphanie Vinet (https://www.linkedin.com/in/tiphanie-vinet-a7856143/).
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
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.
The ambidextrous organization - Leadership and the administration paradox of ...Cornelis de Kloet
Organizational ambidexterity is a theoretical concept on how to manage the tension between exploitation (sales) and exploration (innovation). Following the suggestion of Simsek et al. (2009) to do further research on leadership styles and organizational ambidexterity, this master thesis describes the outcome of a research conducted at Philips and Royal HaskoningDHV on organizational ambidexterity and leadership.
Aligner votre stratégie d’entreprise, produit et managériale avec les OKRAnne Gabrillagues
Support utilisé lors des présentations de type "Brown Bag Lunch" autour de l'utilisation des OKRs comme outil d'alignement.
Sujet préparé avec Tiphanie Vinet (https://www.linkedin.com/in/tiphanie-vinet-a7856143/).
THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams...Rod King, Ph.D.
This presentation covers the Ambidexterity Principle which underlies all cases where Win-Win Solutions are created. In today's world where customers are looking for perfect solutions to their problems, Win-Lose solutions don't suffice. The fastest growing and most prosperous businesses are those like Apple that provide Win-Win solutions. This presentation provides tools for deeply understanding and applying the Ambidexterity Principle.
Organazational and Strategic innovationAfrouz Hojati
Strategic Innovation is the creation of growth strategies, new product categories, services or business models that change the game and generate significant new value for consumers, customers and the corporation
The Outstanding Organization: The Power of DisciplineTKMG, Inc.
Recorded webinar: http://slidesha.re/1e1RFU6
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Excellence and consistency in achieving it is only possible through having a disciplined approach to business management and improvement. In this webinar, you'll learn how to create and sustain a disciplined approach to problem-solving and process management through practice, in a way that builds deep organizational capabilities and accelerates transformation.
Evidence Based Employee Engagement Slide Show.pptxebbnflow
Many decisions that organisations make about their people are made using employee engagement survey data. But “employee engagement is a tricky customer, often seen as contentious and woolly” (CIPD 2021).
So, in this session we explore the outcomes of employee engagement and develop guidance on how to best think about it and measure it robustly.
This session is aimed at HR & Organisational Development professionals looking to:
- Gain further insight into their employee survey data
- Using employee survey data to drive performance & change
- Gain insight into the future of employee surveys
- Put people insights at the centre of their decision making
The session will cover:
- Why are employee surveys important?
- What do we really mean by Employee Engagement?
- What are the predictors of organisational performance & change?
- What measurements should we be using?
- How to understand the key drivers of change within your organisation
- Using employee survey data to drive change & performance
- What is the future of employee surveys?
Managing Innovation in the XXI Century - Ambidextrous organizationsAna Paula de Amorim
Thinking about BM in existing companies is slightly different than in a start-up.
The best way to look at it is by drawing a continuum between improving existing businesses that a companies has and inventing new businesses that companies plans to build.
On the left hand side you have one or several existing businesses models.
The company knows them well and the entire organization is trimmed to execute and incrementally improve them.
Here the company operates in a known environment with existing customers and a good understanding of the market.
In such a known environment it is possible to make relatively accurate forecasts about sales and predictions about growth.
Hence the left hand side is all about executing and improving known BM or improving them incrementally.
On the right hand side you have one or several new BM that the company is trying to develop.
The models are far from proven and the organization is still experimenting with them. Contrary to the improve-end in the continuum, inventing is usually done in an unknown environment.
Predictions such as sales forecast or growth numbers are practically impossible to make at the early stages. The company is still developing a good market understanding.
Hence the right hand side is all about the search for Business Models that work.
The rules of the game are almost totally different on the opposite ends of the continuum.
For existing business models and their improvement you make business plans with performance projections.
You evaluate people on how they meet those projections.
Failure is not an option.
When it comes to new BM detailed plans are worthless. Projections don’t make sense for yet unproven Business Models.
What you really want to do is perform many small experiments to test the hypothesis of your unproven BM.
You learn from these continuous small bets.
Which will allow you to improve, adapt or pivot your BM until you make sure it will really work.
Existing and new business models require completely different thinking, different rules and different organizational structures to succeed.
Are you able to play both games in parallel?
Source: Strategyser.com
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches.
This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience.
You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation.
LEARNING OBJECTIVES
1. Acquire a deep understanding of the key concepts and principles of Design Thinking
2. Understand the mindsets, process, methods and tools in creative problem solving
3. Develop skills in applying Design Thinking mindsets and practices in problem solving
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.
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
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.
THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams...Rod King, Ph.D.
This presentation covers the Ambidexterity Principle which underlies all cases where Win-Win Solutions are created. In today's world where customers are looking for perfect solutions to their problems, Win-Lose solutions don't suffice. The fastest growing and most prosperous businesses are those like Apple that provide Win-Win solutions. This presentation provides tools for deeply understanding and applying the Ambidexterity Principle.
Organazational and Strategic innovationAfrouz Hojati
Strategic Innovation is the creation of growth strategies, new product categories, services or business models that change the game and generate significant new value for consumers, customers and the corporation
The Outstanding Organization: The Power of DisciplineTKMG, Inc.
Recorded webinar: http://slidesha.re/1e1RFU6
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Excellence and consistency in achieving it is only possible through having a disciplined approach to business management and improvement. In this webinar, you'll learn how to create and sustain a disciplined approach to problem-solving and process management through practice, in a way that builds deep organizational capabilities and accelerates transformation.
Evidence Based Employee Engagement Slide Show.pptxebbnflow
Many decisions that organisations make about their people are made using employee engagement survey data. But “employee engagement is a tricky customer, often seen as contentious and woolly” (CIPD 2021).
So, in this session we explore the outcomes of employee engagement and develop guidance on how to best think about it and measure it robustly.
This session is aimed at HR & Organisational Development professionals looking to:
- Gain further insight into their employee survey data
- Using employee survey data to drive performance & change
- Gain insight into the future of employee surveys
- Put people insights at the centre of their decision making
The session will cover:
- Why are employee surveys important?
- What do we really mean by Employee Engagement?
- What are the predictors of organisational performance & change?
- What measurements should we be using?
- How to understand the key drivers of change within your organisation
- Using employee survey data to drive change & performance
- What is the future of employee surveys?
Managing Innovation in the XXI Century - Ambidextrous organizationsAna Paula de Amorim
Thinking about BM in existing companies is slightly different than in a start-up.
The best way to look at it is by drawing a continuum between improving existing businesses that a companies has and inventing new businesses that companies plans to build.
On the left hand side you have one or several existing businesses models.
The company knows them well and the entire organization is trimmed to execute and incrementally improve them.
Here the company operates in a known environment with existing customers and a good understanding of the market.
In such a known environment it is possible to make relatively accurate forecasts about sales and predictions about growth.
Hence the left hand side is all about executing and improving known BM or improving them incrementally.
On the right hand side you have one or several new BM that the company is trying to develop.
The models are far from proven and the organization is still experimenting with them. Contrary to the improve-end in the continuum, inventing is usually done in an unknown environment.
Predictions such as sales forecast or growth numbers are practically impossible to make at the early stages. The company is still developing a good market understanding.
Hence the right hand side is all about the search for Business Models that work.
The rules of the game are almost totally different on the opposite ends of the continuum.
For existing business models and their improvement you make business plans with performance projections.
You evaluate people on how they meet those projections.
Failure is not an option.
When it comes to new BM detailed plans are worthless. Projections don’t make sense for yet unproven Business Models.
What you really want to do is perform many small experiments to test the hypothesis of your unproven BM.
You learn from these continuous small bets.
Which will allow you to improve, adapt or pivot your BM until you make sure it will really work.
Existing and new business models require completely different thinking, different rules and different organizational structures to succeed.
Are you able to play both games in parallel?
Source: Strategyser.com
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches.
This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience.
You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation.
LEARNING OBJECTIVES
1. Acquire a deep understanding of the key concepts and principles of Design Thinking
2. Understand the mindsets, process, methods and tools in creative problem solving
3. Develop skills in applying Design Thinking mindsets and practices in problem solving
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.
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
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.
In The Other Side of Innovation, Vijay Govindarajan and Chris Trimble reveal how to execute an innovation initiative. This is my summary of this invaluable read.
Innovation represents for many companies the key to a successful future. Many CEOs around the globe are prioritizing and investing in innovation; however, the potential for innovation taking place within big organizations often goes unrealized.
Stefan Erschwendner, Managing Partner of LHBS, had the opportunity to speak at the Good School’s ‘Camp Digital’ on the topic of “Making Innovation Happen,” where he elaborated on the idea of innovation as well as its implementation inside of an organization.
Born in London in the 1960s, planning has struggled to keep pace with the significant changes in consumer behaviors. Here we’ll explore how planning can evolve to make advertising more effective, both now, and into the future.
Importance of Innovation - A presentation for school kidsTechgate plc
A presentation prepared by Dawn Wright (Group Sales and Marketing Director) for Blackheath School Science Week.
According to our CSR strategy we continuously work on attracting young people to work in IT.
Framework de Inovação (e Roadmap) para Gestão Estratégica da Inovação PROF YOGUI, R
O Framework de Inovação que vem apoiando as organizações de qualquer segmento e porte, a estruturarem suas iniciativas de inovação de forma estratégica.
É um modelo aberto, sendo liberado seu uso tanto para fins acadêmicos e corporativos, desde que seja respeitado a política de licença “Atribuição-SemDerivações”*– estabelecida pela Creative Commons.
*esta licença permite a redistribuição, comercial e não comercial, desde que o trabalho seja distribuído inalterado e no seu todo, com crédito atribuído ao autor:
Boa Leitura! Boas Inovações!
PHL 320 FINAL EXAM
Buy Solutions: http://hwsoloutions.com/downloads/phl-320-final-exam/
NOTE: questions not listed in order , meaning the first question in this guide might be number 12 in actual exam. most updated version (OCT 2015)
Who among the following individuals is most likely to exhibit event creativity?
An individual who establishes win-win relationships with other people
An individual who settles a disagreement quickly in an ingenious way
An individual who modifies the strategies of a group in a creative manner
An individual who organizes annual me
For more course tutorials visit
Uophelp is now newtonhelp.com
www.newtonhelp.com
1. Unlike leaders, managers are those who:
encourage and motivate employees to work together to achieve a common vision.
implement procedures and processes to ensure the smooth functioning of an organization.
seek innovation rather than stability in their approach to fulfill organizational aspiration
develop relationships with employees based on trust and mutual respect.
INTRODUCTION TO MANAGEMENT
PRINCIPLES OF MANAGEMENT
PPT OF THE BOOK
Kathryn M. Bartol,
David C. Martin,
Management (latest edition),
MAIN TOPICS OF THE LECTURE ARE:
> Overall Planning Process
> Levels of goals and plans
> MBO
> Strategic Management
> Strategic Management Process
> Levels of strategies
> SWOT Analysis
> Porter’s five competitive forces model
> Types of Corporate strategies
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
Innovation Excellence is proud to announce the Top 40 Innovation Bloggers of 2014, some of the most popular and prolific innovation writers on the Internet.
How Performance Recognition Impacts Innovation and Employee EngagementInnovation Excellence
What is a big company without a solid set of employees? How would Google, Microsoft, or Amazon function if they were run by one man behind a computer? The answer might be, they would function quite well for awhile—after all, that is how most of the biggest companies are started. But what about once they pick up?
Edible Packaging, Heads-Up Movement and Haptic Technology—just a few items from JWT's annual list of 100 Things to Watch for the year ahead.
It’s a wide-ranging compilation that reflects developments surfacing across sectors including technology, television, food and spirits, retail, health care and the arts. The list also includes new types of goods or businesses, new behaviors and ideas with the potential to ladder up to bigger trends.
Note: Please download the report for fully functioning links.
We are proud to announce our 37th 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 5,500+ innovation-related articles.
We are proud to announce our 36th 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 5,500+ innovation-related articles.
We are proud to announce our 35th 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 5,500+ innovation-related articles.
We are proud to announce our 34th 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 5,500+ innovation-related articles.
We are proud to announce our 31st 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 thirtieth 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 twenty-eighth 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 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 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.
We are proud to announce our twenty-fifth 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 twenty-fourth 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 twenty-third 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 twenty-second 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 twenty-first 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 twentieth 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 nineteenth 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 eighteenth 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.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
4. Ongoing Operations Repeatable and Predictable Innovation Nonroutine and Uncertain 4 Address Fundamental Incompatibilities Innovation Leaders Must Think Differently About Organizing and Planning
5. Beyond the idea 5 Real Innovation Challenge Long journey fromimagination to impact
6. Powerful Capable Productive Efficient Growth Potential Impossible to innovateon its own 6 Performance Engine Ongoing Operations
10. 10 Performance Engine Limitations Skills of the Individuals Work Relationship Between Them
11. Identify skills needed Hire the best people Match the organizational model to the team 11 Principles for Dedicated Team
12. Having a bias for insiders Adopting existing formal roles & responsibilities Reinforcing performance engine power centers Assessing performance from established metrics Failing to create a distinct culture Using existing processes Succumbing to the tyranny of conformance 12 7 Common Mistakes 1. 2. 3. 4. 5. 6. 7.
13. Pride Familiarity Comfort Expedience Compensation norms A desire to give attractive opportunities to your own employees 13 Trap 1: Having a Bias for Insiders
14. Skills Deficit Risk – Investors flock to start ups Organizational Memory Risk – Little Performance Engine Outsiders – Add New Perspectives, Challenge Org Memory 14 Trap 1: Having a Bias for Insiders
15. Use new and unfamiliar titles Write new job descriptions Create a separate physical space for the Team 15 Trap 2: Adopting Existing Roles and Responsibilities
16. Avoid replicating power centers for new team Achieve a power shift through: Team hierarchy Clear decision rights Leadership choices 16 Trap 3: Reinforcing Performance Engine Power Centers
17. Performance Engine metrics are rarely equally meaningful to Dedicated Team Identify performance metrics that matter most for your specific innovation initiative 17 Trap 4: Assessing Performance From Established Metrics
18. Common assumptions and company stories Examine the company’s culture Consciously adopt some elements of the culture Avoid claiming a uniquely innovative culture which may offend the Performance Engine 18 Trap 5: Failing to Create a Distinct Culture
19. If identical processes truly worked, the initiative would be part of Performance Engine 19 Trap 6: Using Existing Processes
20. HR, Finance, and IT drive standardization Insist on being an exception to these standards 20 Trap 7: Succumbing to the Tyranny of Conformance
21. Create a team distinct from the Performance Engine Treat the Performance Engine like a strategic partner 21 Take a Positive Approach
22. 22 You Will Face 3 Challenges Competition for Scare Resources Divided Attention of Shared Staff Disharmony in the Partnership
23. Allocate resources through one plan Fund Shared Staff resources Discuss contingency plans in advance 23 1. Competition for Scare Resources
25. 25 3. Disharmony in the Partnership Clear responsibilities Common values Insider collaboration Co-locate members External collaboration
26. Formalize the experiment Break down the hypothesis Seek the truth 26 Run a Disciplined Experiment
27. Wild Guesses 27 Predictions Improve With Learning Informed Estimates Reliable Forecasts Prediction Time Learning Executives Demanding Results Over Learning Drive Failure
28. 28 Formalizing an Experiment Plan the experiment(or revise the plan) Compare predictions and outcomes, assess lessons learned Predict outcomes,document supportinglogic and assumptions Execute experiment,record measurements, document observations Learning Must Be a Rigorous Scientific Method – Not Intuition
29. Invest heavily in planning Create the plan and scorecard from scratch Discuss data and assumptions Document a clear hypothesis of record Find ways to spend a little, learn a lot Create a separate forum for discussing results Frequently reassess the plan Analyze trends Allow formal revisions to predictions Evaluate innovation leaders subjectively 29 10 Planning Principles for Innovation I II III IV V VI VII VIII IX X
30. Spreadsheets Cause and Effect 30 Conversational Models Subsequent outcome C Additional dependency Outcome Sales B D Action Trial Use Product quality A Advertising spending Focus On Conversations, Not Spreadsheets with Complexity
31. 31 Hypothesis Creation Technique Divide the budget for innovation into 5 or fewer categories. Sketch a sequence of outcomes and subsequent outcomes. Choose specific, unambiguous, measurable outcomes. Identify additional factors that each outcome depends on. 1 2 3 4 Look for overlaps in category cause-and-effect chains. Show how critical non-spending decisions can impact outcomes Keep it simple – One page diagrams. 5 6 7
32. 32 Resolve Critical Unknowns First Most critical unknowns Severe What are the consequences if we are wrong? Moderate Least critical unknowns Minor Certain Educated Guess Wild Guess How certain are we?
33. Get off to a good start Monitor interactions with Performance Engine Stay engaged in a rigorous learning process Shape the Endgame 33 Supervise an Innovation Initiative
34. Powerful Broadly Experienced Able to Serve Long-Term Company Interests 34 Choose the Right Supervising Executive
35. Strategic objective Form – New product/service launches Core functions of Dedicated Teams required Length of time Scope of expense Areas of uncertainty 35 Oversee a Family of Related Initiatives
36. Innovation is all about ideas The great leader never fails Leaders are only fighting the system Everyone can be an innovator Innovation happens organically Can be inside an establish organization Requires wholesale organizational change Innovation can only happen in Skunk Works Innovation is unmanageable chaos Only start-ups can innovate 36 10 Common Innovation Myths
37. Ideas are only the beginning Nothing simple about execution Primary leader virtue is humility Ideation is everyone’s job Initiatives require formal resource commitment Innovation is incompatible with ongoing operations Innovation requires only targeted change Innovation must be engaged with ongoing operations Innovation must be closely and carefully managed Many of the world’s biggest problems can be solved only by large, established corporations 37 10 Innovation Truths