Presented by Anil Rathi at USC Marshall Grief Center for Entrepreneurial Leadership on November 1, 2012 in Los Angeles, CA for Corporate Entrepreneurship & Innovation class
The document discusses the role of a virtual music studio in the changing music industry. It proposes that music technologists can take on either a generalist or specialist role. As a generalist, they would design music production processes based on both music and image, providing an overview and connecting investment, production, and distribution. As specialists, they would focus on their specific area of expertise. The document suggests a new model where music technologists fill various roles in the production process, replacing the traditional record company structure. It concludes by framing the main question as how a virtual studio can provide value through a personal approach in this new relationship-based music world.
An interview and survey process gathered information from 100 end users, 50+ manufacturers, 25 partners, and 22 domain experts. The document discusses building an adjustable kite that can be folded to decrease surface area and serve multiple wind conditions. Testing validated the value proposition for prospective kite surfers focused on cost and learning barriers. Partnerships with hotels and a direct-to-consumer website strategy are discussed to generate customer reach. The presentation outlines the company's journey in defining the scope through customer and industry canvases to build the business.
This document outlines Pedro Valente's PhD thesis defence on developing technological solutions to support elderly care. The thesis examines challenges of an aging population in Denmark and explores ambient assisted living and the IntelliCare research project. The IntelliCare project aims to develop a common technological platform to support independence, sharing of knowledge, and coordination between stakeholders in elderly care. The thesis formulates the problem of enabling context-aware and autonomous systems to provide customized services that improve quality of life and quality of care for elderly users over time.
This is the presentation I gave on 7-Mar-13 at the National Federation of Housing's Marketing and Communications Conference - please contact me if you have any questions or comments.
A presentation made at the Southern Tagalog Industrial Engineering Seminar last September 1, 2012 at University of the Philippines - Los Banos. The event is organized by the UPLB - Industrial Engineering Students Organization (UPLB-IESO). Download the clapping / wave video at https://vimeo.com/48651988
This document summarizes a presentation about Alcatel-Lucent's transition to a social intranet called Engage. The summary is:
Alcatel-Lucent transitioned from traditional top-down communications to a more open, participatory approach using Engage, a social intranet platform. Engage now has over 54,000 users collaborating in 3,300 groups. While this empowered employees, it also introduced challenges around governance, transparency, and information overload that required addressing new risks and opportunities. The CEO and management have supported Engage, seeing it make collaboration and sharing ideas easier across the company.
The document discusses the role of a virtual music studio in the changing music industry. It proposes that music technologists can take on either a generalist or specialist role. As a generalist, they would design music production processes based on both music and image, providing an overview and connecting investment, production, and distribution. As specialists, they would focus on their specific area of expertise. The document suggests a new model where music technologists fill various roles in the production process, replacing the traditional record company structure. It concludes by framing the main question as how a virtual studio can provide value through a personal approach in this new relationship-based music world.
An interview and survey process gathered information from 100 end users, 50+ manufacturers, 25 partners, and 22 domain experts. The document discusses building an adjustable kite that can be folded to decrease surface area and serve multiple wind conditions. Testing validated the value proposition for prospective kite surfers focused on cost and learning barriers. Partnerships with hotels and a direct-to-consumer website strategy are discussed to generate customer reach. The presentation outlines the company's journey in defining the scope through customer and industry canvases to build the business.
This document outlines Pedro Valente's PhD thesis defence on developing technological solutions to support elderly care. The thesis examines challenges of an aging population in Denmark and explores ambient assisted living and the IntelliCare research project. The IntelliCare project aims to develop a common technological platform to support independence, sharing of knowledge, and coordination between stakeholders in elderly care. The thesis formulates the problem of enabling context-aware and autonomous systems to provide customized services that improve quality of life and quality of care for elderly users over time.
This is the presentation I gave on 7-Mar-13 at the National Federation of Housing's Marketing and Communications Conference - please contact me if you have any questions or comments.
A presentation made at the Southern Tagalog Industrial Engineering Seminar last September 1, 2012 at University of the Philippines - Los Banos. The event is organized by the UPLB - Industrial Engineering Students Organization (UPLB-IESO). Download the clapping / wave video at https://vimeo.com/48651988
This document summarizes a presentation about Alcatel-Lucent's transition to a social intranet called Engage. The summary is:
Alcatel-Lucent transitioned from traditional top-down communications to a more open, participatory approach using Engage, a social intranet platform. Engage now has over 54,000 users collaborating in 3,300 groups. While this empowered employees, it also introduced challenges around governance, transparency, and information overload that required addressing new risks and opportunities. The CEO and management have supported Engage, seeing it make collaboration and sharing ideas easier across the company.
No one likes you - Building social strategies beyond Facebook - iStrategy Con...LBiAustralia
The document discusses strategies for brands to build social media presence beyond just Facebook. It recommends developing shareable content, harnessing brand advocates, using data to create relevant experiences, and putting social media at the core of marketing strategies and organizational culture. The key is creating regular, shareable content and lowering barriers to sharing across owned, paid and earned channels to drive long-term engagement and results.
Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide ...HR Network marcus evans
Augustin Melendez - Eastman Kodak Company, Speaker at the marcus evans HR Summit Fall 2011, delivers his presentation on Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide Strategy
Going social with collaborative online ideationsFrank Hatzack
This document summarizes Novozymes' experience with collaborative online ideation (COLIN). COLIN was started in R&D in 2011 and saw rapid adoption across the organization in 2012. Factors contributing to its success included strategic alignment, timing, crowd diversity, simplicity, and alignment with company culture. Diversity was found to be important, but comes at a cost that requires optimization. Company culture was critical for mobilizing diverse groups. Lessons learned include that success depends more on people than software, and getting buy-in requires intellectually and emotionally engaging people.
The Ayllu Initiative aims to provide a comprehensive database and analysis of social enterprises operating in bottom-of-the-pyramid markets through collecting self-reported data from the enterprises and ecosystem actors every 6 months. It analyzes the data to produce reports, maps of challenges and solutions, and a platform called iuMAP for customers to access customized information. Ayllu's goal is to scale its database coverage from the current 370 enterprises in 57 countries to track 6000 enterprises globally by providing free basic services while charging for premium products and services through a tiered pricing model subsidized across customer groups.
SingTel: Finding fans and keeping them loyalMiguel Bernas
I was invited to speak at the Malaysian Media Conference 2012 in Kuala Lumpur, Malaysia. In the last 12 months, SingTel's Facebook community has grown from about 8,000 fans to over 108,000 fans in a year's time. In addition, we maintain high engagement with our community with over 50% of the fan base visiting the Facebook page every week.
Last December, SingTel also launched its Youtube channel with a weekly made-for-Youtube programme, TGIS. The show has found its own audience with some episodes exceeding 230,000 views.
Noodle allows students to easily create, edit, and share notes with rich multimedia content. It also functions as an online marketplace where students can buy and sell their notes. Currently, students struggle to find and share quality notes, but Noodle solves this problem by connecting students through its note creation and sharing platform. The founders have conducted surveys showing strong student demand and interest in such an application. If successful, Noodle could become the leading platform for student notes and a major supplemental study materials provider.
Using Social Media to Drive Employee Engagement Michael Specht
Enterprise 2.0 uses social media tools internally to drive employee engagement. It focuses on collaboration, transparency, trust and authenticity to make employees feel more valued through involvement in decision making and an open sharing of ideas. While implementation faces challenges like cultural barriers, examples show benefits like reduced turnover and improved customer service. The key is applying social media principles strategically for business outcomes rather than just the tools.
This corporate presentation is for Tomorrow Group, a global innovation platform headquartered in Brussels. It has over 400 partners, 3 million visitors, and operates a 5th generation innovation platform. It has hosted numerous "Living Tomorrow" events since 1995 exploring future concepts. Its facilities include an innovation center opening in 2013 near Brussels incorporating a living lab and testing centers. It assists customers in areas like smart cities, future concepts for industries like hotels and healthcare, and provides open innovation services to help companies innovate and envision the future.
Parthenon Publishing developed a social media plan to help NASBA grow its brand and audiences. Previously, NASBA's social media activities focused mostly on CPA candidates and had limited reach. The new plan created targeted profiles on Facebook, Twitter, and LinkedIn; developed blogs and discussions; and used paid ads. It provided relevant content for CPAs, candidates, and learning providers. The plan expanded NASBA's audiences and engagement across platforms and drove more traffic to its website. Social media now accounts for 11% of NASBA's website traffic, with longer visitor sessions and more pages viewed per visit.
The document summarizes key takeaways from the Gartner Supply Chain Executive Conference in 2017. It discusses major challenges facing supply chains like limited workforces and the need for digital projects to be better aligned. It also covers topics around disruption from new entrants like drones and robots. The future of supply chains is discussed as moving to an intelligent, self-adapting system with little human intervention using data, suppliers, customers and machines. Talent retention and acquisition challenges are also summarized like a more fluid workforce model and need for targeted skills development.
This document outlines a vision for the future of organizations and describes trends driving the evolution from Organization 1.0 to Organization 2.0. Key points include: (1) knowledge is becoming decentralized and located outside of traditional institutions, (2) organizations must have an open innovation mindset and global operational platform, and (3) future organizations will function more like organic networks than traditional hierarchical structures.
1. Living Labs aim to provide structure and governance to user involvement in open innovation as an intermediary.
2. They observe user-led practices to identify tacit knowledge, which they then diffuse into ad-hoc innovation networks at mid-low levels of innovation.
3. By performing context-based experimentation, Living Labs can generate local modifications to existing meanings or new meanings for products and services.
Social India - Wikibrands PresentationSean Moffitt
This document summarizes a presentation about reinventing companies in a customer-driven marketplace through wikibranding. It discusses three paradoxes businesses face: forgetting social media for social business, talking about digital participation but not being good at it, and having less control over brands yet brands being more important. It outlines six big benefits of wikibranding for advocacy, perception, content, insight, support, and serendipity. It also provides a 10-step roadmap for wikibrand success and emphasizes that technology is less than 20% of the effort - a genuine culture change is required for businesses to truly participate and collaborate with customers.
Nokia's social media strategy document outlines their approach to social media and digital marketing. It discusses moving from a sales funnel approach to an inverted funnel approach where customers are in control. It also discusses the importance of owning, bought, and earned media and how digital marketing has evolved from experimentation to an age of collaboration. The document provides cases on how Nokia utilizes social media through initiatives like Beta Labs for open innovation, messaging support across social networks, support discussions, Ovi Maps, and coordinating their overall social media presence.
This document summarizes a social media training company called Comply Socially. It explains that the company provides specialized social media training courses to help employers manage risk and maximize opportunities related to social media in the workplace. It notes the large market opportunity, as most companies offer little training on appropriate social media usage, despite widespread access and advantages. The company's courses cover platform-specific, role-based, and compliance-focused social media training using an online learning platform. It projects strong revenue growth over the next 5 years as it capitalizes on the large and growing market for social media training in businesses.
The document describes an app and hardware device called Ignite that aims to enhance and extend human life by encouraging positive lifestyle changes. The app allows users to monitor their life expectancy in real time and modify it based on behaviors. It provides incentives to users for lifestyle changes through earning perks. The accompanying Ignite Pad device uses image recognition to replicate the functionality of fitness trackers at a low cost. Users can also earn "time credits" for extending their lives that can be used to purchase health-promoting services and products. The founders believe this combination of tools can drive significant behavior change and improve health outcomes.
The document describes a proposed solution called Ignite that aims to enhance and extend human life by providing tools through a smartphone app and companion pad device to encourage positive lifestyle changes. The app would allow users to monitor their real-time life expectancy and earn rewards for healthy behaviors. The inexpensive pad would replicate the functionality of expensive fitness devices. Users could also earn "time credits" for further extending their lives that could be used to purchase additional health-promoting services and products. The team believes this approach could meaningfully impact health and longevity.
No one likes you - Building social strategies beyond Facebook - iStrategy Con...LBiAustralia
The document discusses strategies for brands to build social media presence beyond just Facebook. It recommends developing shareable content, harnessing brand advocates, using data to create relevant experiences, and putting social media at the core of marketing strategies and organizational culture. The key is creating regular, shareable content and lowering barriers to sharing across owned, paid and earned channels to drive long-term engagement and results.
Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide ...HR Network marcus evans
Augustin Melendez - Eastman Kodak Company, Speaker at the marcus evans HR Summit Fall 2011, delivers his presentation on Why Employee Engagement Matters in Kodak’s Diversity and Inclusion Worldwide Strategy
Going social with collaborative online ideationsFrank Hatzack
This document summarizes Novozymes' experience with collaborative online ideation (COLIN). COLIN was started in R&D in 2011 and saw rapid adoption across the organization in 2012. Factors contributing to its success included strategic alignment, timing, crowd diversity, simplicity, and alignment with company culture. Diversity was found to be important, but comes at a cost that requires optimization. Company culture was critical for mobilizing diverse groups. Lessons learned include that success depends more on people than software, and getting buy-in requires intellectually and emotionally engaging people.
The Ayllu Initiative aims to provide a comprehensive database and analysis of social enterprises operating in bottom-of-the-pyramid markets through collecting self-reported data from the enterprises and ecosystem actors every 6 months. It analyzes the data to produce reports, maps of challenges and solutions, and a platform called iuMAP for customers to access customized information. Ayllu's goal is to scale its database coverage from the current 370 enterprises in 57 countries to track 6000 enterprises globally by providing free basic services while charging for premium products and services through a tiered pricing model subsidized across customer groups.
SingTel: Finding fans and keeping them loyalMiguel Bernas
I was invited to speak at the Malaysian Media Conference 2012 in Kuala Lumpur, Malaysia. In the last 12 months, SingTel's Facebook community has grown from about 8,000 fans to over 108,000 fans in a year's time. In addition, we maintain high engagement with our community with over 50% of the fan base visiting the Facebook page every week.
Last December, SingTel also launched its Youtube channel with a weekly made-for-Youtube programme, TGIS. The show has found its own audience with some episodes exceeding 230,000 views.
Noodle allows students to easily create, edit, and share notes with rich multimedia content. It also functions as an online marketplace where students can buy and sell their notes. Currently, students struggle to find and share quality notes, but Noodle solves this problem by connecting students through its note creation and sharing platform. The founders have conducted surveys showing strong student demand and interest in such an application. If successful, Noodle could become the leading platform for student notes and a major supplemental study materials provider.
Using Social Media to Drive Employee Engagement Michael Specht
Enterprise 2.0 uses social media tools internally to drive employee engagement. It focuses on collaboration, transparency, trust and authenticity to make employees feel more valued through involvement in decision making and an open sharing of ideas. While implementation faces challenges like cultural barriers, examples show benefits like reduced turnover and improved customer service. The key is applying social media principles strategically for business outcomes rather than just the tools.
This corporate presentation is for Tomorrow Group, a global innovation platform headquartered in Brussels. It has over 400 partners, 3 million visitors, and operates a 5th generation innovation platform. It has hosted numerous "Living Tomorrow" events since 1995 exploring future concepts. Its facilities include an innovation center opening in 2013 near Brussels incorporating a living lab and testing centers. It assists customers in areas like smart cities, future concepts for industries like hotels and healthcare, and provides open innovation services to help companies innovate and envision the future.
Parthenon Publishing developed a social media plan to help NASBA grow its brand and audiences. Previously, NASBA's social media activities focused mostly on CPA candidates and had limited reach. The new plan created targeted profiles on Facebook, Twitter, and LinkedIn; developed blogs and discussions; and used paid ads. It provided relevant content for CPAs, candidates, and learning providers. The plan expanded NASBA's audiences and engagement across platforms and drove more traffic to its website. Social media now accounts for 11% of NASBA's website traffic, with longer visitor sessions and more pages viewed per visit.
The document summarizes key takeaways from the Gartner Supply Chain Executive Conference in 2017. It discusses major challenges facing supply chains like limited workforces and the need for digital projects to be better aligned. It also covers topics around disruption from new entrants like drones and robots. The future of supply chains is discussed as moving to an intelligent, self-adapting system with little human intervention using data, suppliers, customers and machines. Talent retention and acquisition challenges are also summarized like a more fluid workforce model and need for targeted skills development.
This document outlines a vision for the future of organizations and describes trends driving the evolution from Organization 1.0 to Organization 2.0. Key points include: (1) knowledge is becoming decentralized and located outside of traditional institutions, (2) organizations must have an open innovation mindset and global operational platform, and (3) future organizations will function more like organic networks than traditional hierarchical structures.
1. Living Labs aim to provide structure and governance to user involvement in open innovation as an intermediary.
2. They observe user-led practices to identify tacit knowledge, which they then diffuse into ad-hoc innovation networks at mid-low levels of innovation.
3. By performing context-based experimentation, Living Labs can generate local modifications to existing meanings or new meanings for products and services.
Social India - Wikibrands PresentationSean Moffitt
This document summarizes a presentation about reinventing companies in a customer-driven marketplace through wikibranding. It discusses three paradoxes businesses face: forgetting social media for social business, talking about digital participation but not being good at it, and having less control over brands yet brands being more important. It outlines six big benefits of wikibranding for advocacy, perception, content, insight, support, and serendipity. It also provides a 10-step roadmap for wikibrand success and emphasizes that technology is less than 20% of the effort - a genuine culture change is required for businesses to truly participate and collaborate with customers.
Nokia's social media strategy document outlines their approach to social media and digital marketing. It discusses moving from a sales funnel approach to an inverted funnel approach where customers are in control. It also discusses the importance of owning, bought, and earned media and how digital marketing has evolved from experimentation to an age of collaboration. The document provides cases on how Nokia utilizes social media through initiatives like Beta Labs for open innovation, messaging support across social networks, support discussions, Ovi Maps, and coordinating their overall social media presence.
This document summarizes a social media training company called Comply Socially. It explains that the company provides specialized social media training courses to help employers manage risk and maximize opportunities related to social media in the workplace. It notes the large market opportunity, as most companies offer little training on appropriate social media usage, despite widespread access and advantages. The company's courses cover platform-specific, role-based, and compliance-focused social media training using an online learning platform. It projects strong revenue growth over the next 5 years as it capitalizes on the large and growing market for social media training in businesses.
The document describes an app and hardware device called Ignite that aims to enhance and extend human life by encouraging positive lifestyle changes. The app allows users to monitor their life expectancy in real time and modify it based on behaviors. It provides incentives to users for lifestyle changes through earning perks. The accompanying Ignite Pad device uses image recognition to replicate the functionality of fitness trackers at a low cost. Users can also earn "time credits" for extending their lives that can be used to purchase health-promoting services and products. The founders believe this combination of tools can drive significant behavior change and improve health outcomes.
The document describes a proposed solution called Ignite that aims to enhance and extend human life by providing tools through a smartphone app and companion pad device to encourage positive lifestyle changes. The app would allow users to monitor their real-time life expectancy and earn rewards for healthy behaviors. The inexpensive pad would replicate the functionality of expensive fitness devices. Users could also earn "time credits" for further extending their lives that could be used to purchase additional health-promoting services and products. The team believes this approach could meaningfully impact health and longevity.
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Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
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https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
5. Challenge Everyone
What Who Outcome
Innovate Employees Driving Action
Ideas Customers Capture Data/Insights
Train Employees Learning by Doing
Applaud Any Recognize Excellence
Recruit Talent Hire Best Talent, Faster
6. Innovation Crowdsourcing
Deliverable Target Outcome
Raw Ideas Any Fresh Perspectives
User-Generated
Content Customers Capture Data/Insights
External
Prototypes Tangible Product or Service
Partners
Finished Product/ External
Ready to Go
Service Partners
Business
Any How will I monetize?
Models
7. Question
How might we better attract & retain
Gen Y consumers to its service centers
for oil change & other vehicle preventive
maintenance services?
14. Question
How might we make gardening more
accessible and relevant to people under
15.
16. Answer
Concept% CoGro:&&Seamless&Integra1on&into&Consumer&&
Cogro% Lives&in&a&Sustainable&Way&
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Accessories&
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Manage
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! Wi#Fi%Chip%%
! Plant%sensors%
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Nutrient& ! Get%plant%status%
! Order%nutrients%%
! Hydroponic%growth% ! Manage%subscrip:ons%%
! Medium%%selec:on% ! Plant%recommenda:ons%
! Large%seed%selec:on% ! Update%Facebook/%TwiAer%
Nutrients%paired%with% ! Interact/play%with%community%
! Plant&nutrient&
seeds% refillable&cartridges&
4
Simple, Artful, Seamless
7
18. Ideas to Innovation: $4M for b-school education
Transform management education
Creators DESIGN
• Two-stage
• Ideas from students,
professors and industry
• Implementation to scale
• 650 entries
• Fortune 100 CEO judges
• Currently in implementation stage.
19. Health IT: $1M ImagineNation Challenge
Demonstrate use & growth of e-health solutions
video (2 min)
DESIGN
Creator Prizes: $1 million
Duration: 18 months
Brackets:
• E-Scheduling
• Synoptic reporting
imaginenationchallenge.ca • Medication Reconciliation
• Patient Access to Health Information
20. Gamifying Movement: $300k HopeLab's Ruckus Nation
The idea competition that launched a social business
enterprise
video (1:20)
DESIGN
Prizes: $300k, multiple winners
Duration: 4 months
Creators Brackets:
• Middle & High Schools
• Universities (art, product design,
engineering)
19
21. Failures & Common Ways to
F%#k
• Intellectual Property
• Don't be a Cheapskate
• Too much, Too Quick - Challenge Design
• Black box
22. VS
2007 - winning finalist competed in Red Hat Challenge
and employed by IBM. Whose IP?
23. Grand Prize:
Do us a flavor -One percent (1%) of the
Net Sales OR $1 million
24. Challenge Process
Phase 1 - Qualifying
ALL-Online Training + 2-page succinct concept + judging/feedback
Region Phase 2- Semi- Finals
Top 50% Screencast video pitch + iterated 2-pager + judging/feedback
= 3 phases Phase 3- Regional Finals
Top 2: Coaching + Rehearsals for Finals
Screencast Pitch Video
2-page Concept 7
Concept Originality min
Value Proposition
Finals w/
Unique, Phase 2 Phase 3 Finals
Defensible Competitive CEO
Advantage
& 1 more
Live Rehearsals Board Room
Prestigious
Location
Time Commitment
Less More
We believe that challenges provide a level the playing field to reward achievement and recognize talent like never before. Skild helps companies craft and operate mind-tapping challenges. Our competitions are designed to engage customers, employees and external partners and to avoid common missteps.\n\nWe provide strategic consulting, DIY software service and through our IC property we give corporations access to the most innovative MBAs in the world at the top 100 b-schools.\n
120+ challenges. Large organizations. Over $30MM prize purse\nIdeas have been implemented. Winners have landed jobs, received acclaim, \ngarnered press and peer recognition.\n
In 2006, a guy named Jeff Howe wrote a WIRED article and eventually published a \nbook called Crowdsourcing: Why The Power of the Crowd is Driving the Future of Business\n\nHappened to be in the right place at the right time, so Business 2.0 (no longer in existence) responded with an article called Crowdcasting. This article spawned even more publicity and awareness\n
I have been fortunate to ring the bell at the NYSE and featured in major business magazines on the topic of open innovation and crowdsourcing\n
How can you utilize a challenge? Challenges are highly flexible. You can create a challenge to capture, imaginations, insights, perform tasks and get people to learn and tackle a real-world challenge. Increasingly, customers are using challenges to audition and find top talent. Often times companies set out to find ideas and end up hiring the talent or benefitting from a SURGE in media attention.\n
Today, however, I want to talk to you specifically about Innovation Crowdsourcing. Most of my examples are for companies that were looking for new business models, not products. Since I started 10 years ago, there are many companies that offer crowdsourcing solutions for scientific, technical and promotional campaigns. There are no companies that offer crowdsourcing of new business models.\n
\n
\n
This team was hired as consultants to further the idea. Last year, JL rolled out a mobile app that incorporates ideas from winning IC team.\n
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Why did AT&T look to MBA students for answers to this question? First, the believed that business students could understand the needs of small business and had the most experience with mobile and the cloud and social media. Second, with this background coupled with their educational background they could devise and understand how to construct a NEW business model. By asking the customer directly, they may only capture the insight, but would have a lot of work to do to develop the business model and value proposition. So what were the solutions?\n
AT&T is tight-lipped on the solution and when it may be released into the market.\nWhile I can’t share the product with you, I am proud to report that the winning team leader, Jen Clinehens, was hired by AT&T. \n\nShe has a background in music and she’s not getting an MBA. The VCU Brandcenter is a branding grad school rooted in design thinking. They beat out every Ivy league school because they are storytelling experts that know that clear communication topped with persuasive enthusiasm will drive support and adoption of their ideas.\n
Why did they ask this question? $30 billion dollar market segment. 80% of gardening products in the US. are sold through gardening and home improvement stores like Home Depot. Gen Y consumers represent a large new, untapped customer base. \n
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$4M - two competitions: different audiences for each. \nStage 1: insights from students, MBAs and working professionals, recruiters. \nStage 2: plugged ideas from stage 1 into stage 2...universities/profs\n
video\n
video\n
majority of crowdsourcing campaigns are poorly designed\nwhat not to do followed by\nan example of how to do it right\n
1000 participants (design, business & engineering) from 15 countries at 145 universities \n
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1) Lower the barriers of entry and time committment\nAsk to submit something that is doable/short\nReward often with recognition/feedback\nGive feedback/coaching/support, then ask for visuals/videos, \ngive more time and allow participants to iterate their idea\n\n