The Long Tail of Social Entrepreneurship aims to view the social entrepreneurship world through the lens of the long tail to provoke debate about how we might best scale up social impact, and in what way.
"Creativity, Culture & Innovation, finding new links" ID Campus, LiègeEurovilles EV
"Creativity, Culture & Innovation, finding new links" ID Campus
by T.Froehlicher, HEC Management School University of Liege
more: www.hec.ulg.ac.be/pointes-d-excellence
This document summarizes Ridley's approach to social innovation and relational coordination over the past several years:
Ridley began implementing social innovation practices in 2011 through an ESF-funded project. Since then, they have focused on relational coordination, open innovation through projects like Bike Valley, and recruiting/managing based on shared core values of commitment, integrity and entrepreneurship. This approach has led to significant growth in key metrics like net profit, employee satisfaction, and new customers. Ridley aims to be decisive, innovative, and future-oriented through efficient action, surprising solutions, and encouraging internal entrepreneurship.
Be Competitively Unpredictable with Open Innovation - February 2013Stefan Lindegaard
The document discusses how companies can become "competitively unpredictable" through open innovation and business model innovation. It emphasizes developing partnerships, communities, and networks to source ideas from outside the organization. Companies are encouraged to change how they innovate by participating in open innovation, being willing to fail, and developing the right culture and framework to embrace new ways of working. The challenges of innovating within large established companies are also addressed.
By training social innovators of the future, MIT ID Innovation aims to help the most pressing global challenges. Enroll for the Social Innovation Course now.
To know more details, visit us at : https://mitidinnovation.com/courses/social-innovation/
With the consumerization of information technology and the rapid evolution of applications available at the consumer’s fingertips, organizations face the challenge to transform and innovate and deliver the best experience in their products and services.. Some of the most visible examples of success and failure have outspoken leaders at the helm. However, the trend in all of these situations demonstrates that they have not been alone in their innovation endeavor. Executives want answers to the questions that matter most: How do we get an innovation program started at our company? What are the key elements we need to watch for? What should we avoid? How do we make it sustainable?
Innovation in Organization is as important as education in a human,s life. Here are 7 Ways Leaders can build a Culture of Innovation in an Organization.
To know more details, visit us at : https://mitidinnovation.com/recreation/innovation-in-organization/
The Long Tail of Social Entrepreneurship aims to view the social entrepreneurship world through the lens of the long tail to provoke debate about how we might best scale up social impact, and in what way.
"Creativity, Culture & Innovation, finding new links" ID Campus, LiègeEurovilles EV
"Creativity, Culture & Innovation, finding new links" ID Campus
by T.Froehlicher, HEC Management School University of Liege
more: www.hec.ulg.ac.be/pointes-d-excellence
This document summarizes Ridley's approach to social innovation and relational coordination over the past several years:
Ridley began implementing social innovation practices in 2011 through an ESF-funded project. Since then, they have focused on relational coordination, open innovation through projects like Bike Valley, and recruiting/managing based on shared core values of commitment, integrity and entrepreneurship. This approach has led to significant growth in key metrics like net profit, employee satisfaction, and new customers. Ridley aims to be decisive, innovative, and future-oriented through efficient action, surprising solutions, and encouraging internal entrepreneurship.
Be Competitively Unpredictable with Open Innovation - February 2013Stefan Lindegaard
The document discusses how companies can become "competitively unpredictable" through open innovation and business model innovation. It emphasizes developing partnerships, communities, and networks to source ideas from outside the organization. Companies are encouraged to change how they innovate by participating in open innovation, being willing to fail, and developing the right culture and framework to embrace new ways of working. The challenges of innovating within large established companies are also addressed.
By training social innovators of the future, MIT ID Innovation aims to help the most pressing global challenges. Enroll for the Social Innovation Course now.
To know more details, visit us at : https://mitidinnovation.com/courses/social-innovation/
With the consumerization of information technology and the rapid evolution of applications available at the consumer’s fingertips, organizations face the challenge to transform and innovate and deliver the best experience in their products and services.. Some of the most visible examples of success and failure have outspoken leaders at the helm. However, the trend in all of these situations demonstrates that they have not been alone in their innovation endeavor. Executives want answers to the questions that matter most: How do we get an innovation program started at our company? What are the key elements we need to watch for? What should we avoid? How do we make it sustainable?
Innovation in Organization is as important as education in a human,s life. Here are 7 Ways Leaders can build a Culture of Innovation in an Organization.
To know more details, visit us at : https://mitidinnovation.com/recreation/innovation-in-organization/
Creativity and Innovation - Ketchum ChangeTyler Durham
Creativity and innovation don’t occur in a vacuum. Leaders must set the conditions for success, model the right behaviors, facilitate an environment that encourages experimentation and pioneering, and gather the best ideas from all employees. Learn about the six main constraints to creative and innovation success, how organizations are transforming themselves to harness employee and external ideas to create, innovate, and evolve – and the characteristics of successful leaders who inspire creativity and innovation.
Creative Leadership and Women Empowerment Presentation, 2016Stanford University
Future global leaders tap into creativity. A presentation about using creativity to imagine out-of-the-box solutions whilst remaining true to our existing and unique leadership styles.
This document outlines an agenda for a session on designing a sustainable career. It discusses the challenges of globalization, outsourcing and automation. A key solution presented is discovering one's uniqueness and exploiting talents in a way that serves others. An Ideal Career Framework is introduced to help visualize one's ideal career by considering passion, talents, who one serves and what problem is solved. The career transformation process involves different stages from contemplating change to taking action and achieving autonomy through coaching.
Innovation and creativity 07 managing innovationKamal AL MASRI
This document provides an overview of managing innovation strategies. It discusses key topics like developing innovation strategies, the importance of senior management involvement, and different types of innovation strategies. It also covers financing innovation methods and contrasts various approaches. The document emphasizes that innovation strategies are important to guide decisions around resource allocation and managing trade-offs. Developing an effective innovation strategy involves analyzing the competitive environment and leveraging the organization's strengths.
Lecture at Hanoi Innovation Week:
Innovation and Entrepreneur are important and nested
How to develop entrepreneurial spirit ?
How to make innovation happens ?
How to start a business?
Where to go for support?
Here you get the latest of my presentations where I share messages such as:
“We need to rethink the term “innovation” and we should drop the term “innovation culture” entirely.”
“Four global megatrends drive business today: Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Getting ideas and working with them in the early stages is the easier part. The execution is what really matters. We have begun the transition phase.”
“The role of the CTO has changed as real value creation no longer is centered around technology or product itself. Services, processes and business models are key. The internal power needs to shift.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Strong organizations do four things very well: They listen, adapt, experiment and execute better than their competitors.”
“There is no digital strategy. Just strategy in a digital world.”
“If you want to change the perception inside your organization, the outside voice is the most important.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration: Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Strong change teams know they can´t do it by themselves; they become facilitators and integrators. Education is a key objective.”
…and a short story that I really like:
“A CFO is wary about investing in the training and education of the employees.
He asks the CEO: ”What happens if we invest in developing our people and then they leave our company?”
The CEO is a bright person and replies: ”What happens if we don’t and they stay?”
Exceptional Co-Working Spaces as Battering Ram to GrowthWill Cardwell
This document discusses the need for exceptional co-working environments to support exponential organizations and address entrepreneurs' dilemmas. It begins by outlining trends of decreasing business competency lifespans and the need for organizations to leverage exponential technologies. The presentation then defines exponential organizations as those whose impact is disproportionately large, at least 10 times larger than peers, due to new organizational techniques. It also notes that exponential organizations have a massive transformative purpose. The document then explores entrepreneurs' dilemmas around business goals and scaling startups globally. Finally, it argues that exceptional co-working environments should bring together diverse, globally connected people; emphasize doing over measuring; and foster mutual respect across groups.
Entrepreneurship is essentially a journey of creativity, requiring the generation of innovative products and services to solve real-world problems. Creative innovation requires both divergent (non-linear, so called “right brain”) and convergent (linear, “left brain”) thinking, integrating different neural pathways to imagine and envision solutions and put them into action. This dynamic, hands-on workshop will demonstrate how to move between the two types of thinking with agility and clarity.
Postgraduate Innovation Education - Practice based
“ The MA Innovation in Practice at Goldsmiths comes at a poignant time in our cultural and technology and business history. Many of the Innovation writers of Design led, design facilitated or even trans disciplinary Innovation point to this. Innovation, seeing new things in new ways, especially brought into being using creative endeavor while working across a spectrum of contributing disciplines is now agreed to be the way, not only to create new and relevant Ideas, but also to enable them to come into being and be nurtured to a point that they become part of everyday culture.”
Workshop: Entrepreneurship Competences for Youth Employability - Juan Ratto-...Juan Ratto-Nielsen
This workshop aims to explore diverse understandings of entrepreneurship, entrepreneurial learning and employability and analyze them in the light of the new EntreComp framework. The topic will be addressed both from individual and organizational perspectives to discover and map the needs, methods and strategies of youth work to support entrepreneurship competence development of young people towards employability. Delivered at the International Symposium on Youth Employment Challenges - 26 Feb-1 Mar, Kayseri, Turkey
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
This document summarizes the services provided by Found.ation, a new co-working space in Athens for technology startups. Found.ation offers a 750 square meter coworking space, meeting rooms, classrooms, and exhibition space. It provides 360 degrees of services including mentoring, legal support, and networking opportunities. Found.ation also runs an educational program with free classes, workshops and courses on topics like web development, design, and business to help develop entrepreneurs. The goal is to create a productive ecosystem for Greek technology startups.
Presenting Parsons Global Executive Master_Apr2016 (1)Tracy Engel
The Parsons School of Design is launching a new 18-month global executive master's program in Strategic Design & Management beginning in July 2016. The program will bring together 25 emerging business leaders from a variety of industries and cultures to develop skills at the intersection of design, innovation, and business. Students will spend time in intensive courses in Paris, Shanghai, and New York, learning from international faculty and business leaders. The curriculum combines management coursework with hands-on design studio projects to help students develop new business models and solutions to real-world challenges. The flexible, blended format allows working professionals to maintain their work schedules while gaining a valuable new perspective on design-led problem solving and strategic leadership.
People are fed up with innovation so we need to tone down the use of the word and the term “innovation” - and we need to ban the term “innovation culture” entirely.
This is the radical outset for this session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders to increase ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
Creativity and innovation in entrepreneurshipKunal Singh
Creativity involves generating new ideas, innovation is implementing those ideas, and entrepreneurship combines both. Creativity thrives on flexibility, originality, and idea generation. The innovation process takes creativity further by developing ideas into useful new products, services, and processes. Entrepreneurs play a key role in innovation by recognizing opportunities, mobilizing resources, and commercializing new ideas to create value for customers and economic growth.
14 viii proposalargentinacorporate+institutionsJake Esman
The document is a proposal from Knowmads Business School to organizations in Buenos Aires City from October 17-25, 2014. It outlines an intensive learning experience on creative business processes. It details keynote speeches and workshops on topics like sustainability, personal leadership, entrepreneurship, and creativity. The facilitators will discuss Knowmads' innovative approach to self-directed learning and entrepreneurship. Organizations can sign up for power innovation workshops and case studies will be presented on co-creating solutions like KLM's Meet & Seat tool. The goal is to show how sustainable entrepreneurship requires an economic model and innovation occurs outside existing systems.
Follow your head or your heart? Repositioning careers guidance to enable peop...jeannebooth
Follow your head or your heart? Repositioning careers guidance to enable people to flourish as lifelong learners. Presentation to Fedora conference in Berlin October 2009.
The document discusses self-employment opportunities for art and design graduates. It notes that the creative industries sector has seen a shift toward more temporary contracts and freelance work. For many creative fields like art, design, and media, self-employment has become central to employment. The document finds that over 40% of self-employed graduates work in creative fields. It describes the mix of income sources self-employed creatives rely on, such as sales of work, commissions, teaching, and part-time jobs. Effectively managing the business of being self-employed is discussed, including maintaining networks, marketing, meeting deadlines, and running the day-to-day operations.
The way we think about the future has an impact on the shape of the world we live in, and the way we design the products, services, systems and experiences that make up much of our daily quality of life. Are current global challenges presenting us with an opportunity to create positive new visions, or do they represent a threat to the survival of humanity? How can design help to shape a more optimistic view of the future?
This document discusses using analogies to generate fresh ideas and inspiration. It recommends considering a creative question and then thinking of a familiar context where a similar question has been successfully addressed, such as in sports, nature, hobbies or work. An example is provided of an engineer realizing that a kingfisher bird breaks the water surface without creating ripples. Elements that made this successful, such as the beak shape and speed, are then applied to the original creative question to spark new ideas. The document encourages lateral or non-logical thinking through analogies to jumpstart inspiration.
This document discusses various business model innovations that can disrupt industries. It begins by explaining the typical stages of industry development and how business model innovation differs from product innovation. It then shows that most companies are unsatisfied with their innovation performance. The rest of the document outlines 14 different business model reframed categorized under innovating customer relationships and innovating access to resources. Each reframe is explained and inspirational examples are provided.
Creativity and Innovation - Ketchum ChangeTyler Durham
Creativity and innovation don’t occur in a vacuum. Leaders must set the conditions for success, model the right behaviors, facilitate an environment that encourages experimentation and pioneering, and gather the best ideas from all employees. Learn about the six main constraints to creative and innovation success, how organizations are transforming themselves to harness employee and external ideas to create, innovate, and evolve – and the characteristics of successful leaders who inspire creativity and innovation.
Creative Leadership and Women Empowerment Presentation, 2016Stanford University
Future global leaders tap into creativity. A presentation about using creativity to imagine out-of-the-box solutions whilst remaining true to our existing and unique leadership styles.
This document outlines an agenda for a session on designing a sustainable career. It discusses the challenges of globalization, outsourcing and automation. A key solution presented is discovering one's uniqueness and exploiting talents in a way that serves others. An Ideal Career Framework is introduced to help visualize one's ideal career by considering passion, talents, who one serves and what problem is solved. The career transformation process involves different stages from contemplating change to taking action and achieving autonomy through coaching.
Innovation and creativity 07 managing innovationKamal AL MASRI
This document provides an overview of managing innovation strategies. It discusses key topics like developing innovation strategies, the importance of senior management involvement, and different types of innovation strategies. It also covers financing innovation methods and contrasts various approaches. The document emphasizes that innovation strategies are important to guide decisions around resource allocation and managing trade-offs. Developing an effective innovation strategy involves analyzing the competitive environment and leveraging the organization's strengths.
Lecture at Hanoi Innovation Week:
Innovation and Entrepreneur are important and nested
How to develop entrepreneurial spirit ?
How to make innovation happens ?
How to start a business?
Where to go for support?
Here you get the latest of my presentations where I share messages such as:
“We need to rethink the term “innovation” and we should drop the term “innovation culture” entirely.”
“Four global megatrends drive business today: Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Getting ideas and working with them in the early stages is the easier part. The execution is what really matters. We have begun the transition phase.”
“The role of the CTO has changed as real value creation no longer is centered around technology or product itself. Services, processes and business models are key. The internal power needs to shift.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Strong organizations do four things very well: They listen, adapt, experiment and execute better than their competitors.”
“There is no digital strategy. Just strategy in a digital world.”
“If you want to change the perception inside your organization, the outside voice is the most important.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration: Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Strong change teams know they can´t do it by themselves; they become facilitators and integrators. Education is a key objective.”
…and a short story that I really like:
“A CFO is wary about investing in the training and education of the employees.
He asks the CEO: ”What happens if we invest in developing our people and then they leave our company?”
The CEO is a bright person and replies: ”What happens if we don’t and they stay?”
Exceptional Co-Working Spaces as Battering Ram to GrowthWill Cardwell
This document discusses the need for exceptional co-working environments to support exponential organizations and address entrepreneurs' dilemmas. It begins by outlining trends of decreasing business competency lifespans and the need for organizations to leverage exponential technologies. The presentation then defines exponential organizations as those whose impact is disproportionately large, at least 10 times larger than peers, due to new organizational techniques. It also notes that exponential organizations have a massive transformative purpose. The document then explores entrepreneurs' dilemmas around business goals and scaling startups globally. Finally, it argues that exceptional co-working environments should bring together diverse, globally connected people; emphasize doing over measuring; and foster mutual respect across groups.
Entrepreneurship is essentially a journey of creativity, requiring the generation of innovative products and services to solve real-world problems. Creative innovation requires both divergent (non-linear, so called “right brain”) and convergent (linear, “left brain”) thinking, integrating different neural pathways to imagine and envision solutions and put them into action. This dynamic, hands-on workshop will demonstrate how to move between the two types of thinking with agility and clarity.
Postgraduate Innovation Education - Practice based
“ The MA Innovation in Practice at Goldsmiths comes at a poignant time in our cultural and technology and business history. Many of the Innovation writers of Design led, design facilitated or even trans disciplinary Innovation point to this. Innovation, seeing new things in new ways, especially brought into being using creative endeavor while working across a spectrum of contributing disciplines is now agreed to be the way, not only to create new and relevant Ideas, but also to enable them to come into being and be nurtured to a point that they become part of everyday culture.”
Workshop: Entrepreneurship Competences for Youth Employability - Juan Ratto-...Juan Ratto-Nielsen
This workshop aims to explore diverse understandings of entrepreneurship, entrepreneurial learning and employability and analyze them in the light of the new EntreComp framework. The topic will be addressed both from individual and organizational perspectives to discover and map the needs, methods and strategies of youth work to support entrepreneurship competence development of young people towards employability. Delivered at the International Symposium on Youth Employment Challenges - 26 Feb-1 Mar, Kayseri, Turkey
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
This document summarizes the services provided by Found.ation, a new co-working space in Athens for technology startups. Found.ation offers a 750 square meter coworking space, meeting rooms, classrooms, and exhibition space. It provides 360 degrees of services including mentoring, legal support, and networking opportunities. Found.ation also runs an educational program with free classes, workshops and courses on topics like web development, design, and business to help develop entrepreneurs. The goal is to create a productive ecosystem for Greek technology startups.
Presenting Parsons Global Executive Master_Apr2016 (1)Tracy Engel
The Parsons School of Design is launching a new 18-month global executive master's program in Strategic Design & Management beginning in July 2016. The program will bring together 25 emerging business leaders from a variety of industries and cultures to develop skills at the intersection of design, innovation, and business. Students will spend time in intensive courses in Paris, Shanghai, and New York, learning from international faculty and business leaders. The curriculum combines management coursework with hands-on design studio projects to help students develop new business models and solutions to real-world challenges. The flexible, blended format allows working professionals to maintain their work schedules while gaining a valuable new perspective on design-led problem solving and strategic leadership.
People are fed up with innovation so we need to tone down the use of the word and the term “innovation” - and we need to ban the term “innovation culture” entirely.
This is the radical outset for this session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders to increase ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
Creativity and innovation in entrepreneurshipKunal Singh
Creativity involves generating new ideas, innovation is implementing those ideas, and entrepreneurship combines both. Creativity thrives on flexibility, originality, and idea generation. The innovation process takes creativity further by developing ideas into useful new products, services, and processes. Entrepreneurs play a key role in innovation by recognizing opportunities, mobilizing resources, and commercializing new ideas to create value for customers and economic growth.
14 viii proposalargentinacorporate+institutionsJake Esman
The document is a proposal from Knowmads Business School to organizations in Buenos Aires City from October 17-25, 2014. It outlines an intensive learning experience on creative business processes. It details keynote speeches and workshops on topics like sustainability, personal leadership, entrepreneurship, and creativity. The facilitators will discuss Knowmads' innovative approach to self-directed learning and entrepreneurship. Organizations can sign up for power innovation workshops and case studies will be presented on co-creating solutions like KLM's Meet & Seat tool. The goal is to show how sustainable entrepreneurship requires an economic model and innovation occurs outside existing systems.
Follow your head or your heart? Repositioning careers guidance to enable peop...jeannebooth
Follow your head or your heart? Repositioning careers guidance to enable people to flourish as lifelong learners. Presentation to Fedora conference in Berlin October 2009.
The document discusses self-employment opportunities for art and design graduates. It notes that the creative industries sector has seen a shift toward more temporary contracts and freelance work. For many creative fields like art, design, and media, self-employment has become central to employment. The document finds that over 40% of self-employed graduates work in creative fields. It describes the mix of income sources self-employed creatives rely on, such as sales of work, commissions, teaching, and part-time jobs. Effectively managing the business of being self-employed is discussed, including maintaining networks, marketing, meeting deadlines, and running the day-to-day operations.
The way we think about the future has an impact on the shape of the world we live in, and the way we design the products, services, systems and experiences that make up much of our daily quality of life. Are current global challenges presenting us with an opportunity to create positive new visions, or do they represent a threat to the survival of humanity? How can design help to shape a more optimistic view of the future?
This document discusses using analogies to generate fresh ideas and inspiration. It recommends considering a creative question and then thinking of a familiar context where a similar question has been successfully addressed, such as in sports, nature, hobbies or work. An example is provided of an engineer realizing that a kingfisher bird breaks the water surface without creating ripples. Elements that made this successful, such as the beak shape and speed, are then applied to the original creative question to spark new ideas. The document encourages lateral or non-logical thinking through analogies to jumpstart inspiration.
This document discusses various business model innovations that can disrupt industries. It begins by explaining the typical stages of industry development and how business model innovation differs from product innovation. It then shows that most companies are unsatisfied with their innovation performance. The rest of the document outlines 14 different business model reframed categorized under innovating customer relationships and innovating access to resources. Each reframe is explained and inspirational examples are provided.
User interviews help uncover underlying user needs by allowing you to understand the user's perspective and experience. It is important to earn the user's trust by being transparent about your intent, asking open-ended questions without assumptions, and attending to both verbal and nonverbal cues. Asking follow up "why" questions can help reveal the user's deeper motivations, concerns, and pain points.
The document discusses user portraits and provides guidance on how to create them. It recommends composing a semi-fictional character that embodies the vital traits of the user based on prior research. Specific traits common to most users as well as intriguing unique traits should be identified. An iconic persona that represents the most important traits can then be selected or created. The portrait should bring the user to life through images and narrative to foster team understanding and improve the user experience.
Employees at any level have always struggled between wanting to be their own boss in some capacity. The dream (for some) is to be able to work with a large degree of autonomy from the “boss”, in small teams that are personable, collegial and non-hierarchical. This setup is required in situations when things move fast and coordination is difficult or impossible. However, let’s hope it is not because the organization lacks inspirational leadership.
A typical case is a business development team that has been assigned the creation of new business entity in an overseas market. It is entrusted to be entrepreneurial, do the right thing, and adapt to local circumstances. How do you ensure this decentralized team does not reinvent the wheel, make choices that are inconsistent with the company brand, or miss out on opportunities to capture scale economies?
Effective decentralization is thus found in cohesive decentralization. First of all, amount organizational expectations. When a team is given decisional power, upper management should expect that they thoroughly inform themselves on and follow into the “grand scheme”. The team would immediately inform management about any issues that arise, come to them for advice, and take responsibility for corrective action and final results. Effective upward management means involving seniors for maximum effect, rather than keeping them at bay.
Cohesive decentralization is also about strengthening the fabric that keeps everything together, so that the whole organization can fly formation instead of all over the map. We’ve identified the seven key factors that bind teams for success, ensuring each team can thrive and survive within a larger team.
This document discusses stakeholder management and engagement. It defines stakeholders as any person or team that can affect or be affected by a project. It emphasizes that identifying all stakeholders and understanding their interests and influence on the project is critical. Stakeholder engagement is a team effort that requires aligning who will engage with each stakeholder, why they need to be engaged, and how the engagement will occur. The goal is to purposefully engage stakeholders at the right level and time through various engagement tools and techniques.
THNK vision on corporate innovation.
We believe that corporations can build industry leadership through innovation; and a corporation’s ability to innovate can be deliberately orchestrated.
http://www.thnk.org/program-landing/corporate-programs/
Here you will find more information on our Corporate Programs, and our Creative Leadership Program: http://www.thnk.org/program-landing/
This document contains notes from a presentation on innovation. It discusses working at startups versus large companies, open innovation trends, the skills needed for innovation work, and networking. The presentation advises developing skills in collaboration, communication, and an international mindset to be successful in innovation. It also offers to help connect the audience to innovation opportunities and networks.
The document discusses managing innovation through value networks. It notes that the best innovations now come from partnerships across different industries and disciplines rather than isolated in-house teams. Managing such diverse partnerships is challenging as the groups may have different perspectives and lack a common language. The document advocates developing cooperation between partners and unlocking their full potential for co-creation to transform the network into a true "value network".
Innovation from Everyone and Everywhere (1)Marianne Doczi
This document discusses developing sustainable innovation capabilities for 21st century New Zealand. It advocates taking an "innovation from everyone and everywhere" approach to fully harness New Zealand's human capital. The document outlines principles of innovation from all people in all places, customer-centricity, and collaboration both within and across organizations. It also discusses the skills, leadership, culture, and management practices needed in organizations to enable innovation from all sources. The goal is to start an online community to further discuss improving attitudes, skills, and practices for widespread innovation.
Parsons | MS Strategic Design and Management
Design Innovation and Leadership:
This project is an in-depth exploration of the methods and processes required to design an innovative customer value proposition. The E-Mentor is a personalized online platform and mobile application that can provide Parson’s students with all the information, advice and resources, they need to bring their ideas to life.
This document discusses social entrepreneurship and provides examples of social enterprises. It defines social entrepreneurship as creating social and/or ecological value. Social entrepreneurs address social needs that the public and private sectors have been unable to meet by bringing together resources and exploiting opportunities. Examples provided include Baisikeli, which manufactures and rents bicycles in Africa to fund projects, and Apokalyps Labotek, which generates knowledge and sustainable alternatives related to consumption and production. Academia can support social entrepreneurship through education, research, and collaboration.
The document discusses open innovation and the use of social media to connect partners and generate more ideas. It argues that social media can drive virtual interaction and involvement to help innovation efforts. Some key points made include that social media allows companies to identify and interact with innovation partners, generate more ideas faster, and get market and competitor insights. The document also provides advice on developing a social media strategy for innovation, including identifying a focus area, setting up platforms and channels, becoming a curator to share content, and iterating based on tracking and improving efforts over time.
The Change Academy supports leaders and organizations in realizing change by taking a multidisciplinary approach. It focuses on strengthening clients' ability to change and views change as an organic process that comes from within, not top-down. Services include coaching, workshops, and programs to build skills like resilience, innovation, and responsibility. The goal is to provide practical tools and an in-depth vision to help clients design their future and lead change processes from within.
A lecture by Outi Kuittinen for The New School’s Transdisciplinary Design MA program on how to use co-creation as a strategic tool for change.
Email: outi.kuittinen(a)demoshelsinki.fi Twitter: @outikookoo
This document announces a symposium on experimentation and transformation in business and society. It notes that organizations need more agile and experimental approaches to deal with increasing pace of change. The event will explore how design-led experimentation can enable transformation, through keynotes and workshops on topics like X labs, policy innovation, and measuring impact. Participants will discuss challenges and opportunities to design more experimental organizations of the future. The one-day symposium in Copenhagen will include panels, conversations, and networking for business and policy leaders.
The document describes an international master's program called LAICS (Leadership and Innovation in Complex Systems). It provides testimonials from past graduates praising how the program helped transform their mindset about innovation and gave them skills to lead innovation efforts. The program aims to teach leadership skills for navigating complex social dynamics within organizations and using that complexity to an organization's advantage in innovating. It is designed for experienced managers and specialists looking to enhance their skills in innovative problem solving and leadership.
THNK School of Creative Leadership Amsterdam Overview 2015Lennart Sloof
THNK is an innovation and leadership program that uses human-centered design thinking to tackle organizational and societal challenges. It blends business school critical thinking with design school experiential learning. The Creative Leadership program brings together leaders from different sectors for an intensive 6-month curriculum involving hands-on experiences, wilderness and urban locations, coaching, large-scale projects, and diverse perspectives to accelerate participants' projects and boost their leadership skills. The program takes place in Vancouver over 4 week-long modules between June 2015 and January 2016.
VidenDanmark holdt den 23. marts 2010 møde hos MillionBrains om åben innovation og videndeling. Sam Kondo Steffensen fra MillionBrains fortalte deltagerne fra VidenDanmark om baggrunden for MillionBrains-projektet - og om hvad idéen er med platformen. MillionBrains er rigtig åben innovation - man kan lægge Challenges ud - og alle kan melde sig ind som Brains. På sigt vil man nok være lidt kritiske ift. hvilke challenges, der kan lægges ud. MillionBrains bygger på en teknoligi - der arbejder semantisk - i stedet for søgeteknologi ønskes det modsatte - at informationen kommer til dig - på baggrund af opsamlede data.
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Innovating User Value: The Interrelations of Business Model Innovation, Desig...Jan Schmiedgen
This document is a thesis submitted by Jan Schmiedgen to the Department of Corporate Management & Economics at the Chair of Innovation, Technology & Entrepreneurship. The thesis examines the interrelations between business model innovation, design thinking, and the production of meaning in relation to innovating user value. It argues that design and business model innovation cannot be viewed separately when discussing innovation of value for the customer. The thesis aims to uncover the links between design and strategic innovation through the lens of customer value. It will do this by critiquing prevailing understandings of strategy and innovation, examining design's undervalued contributions, analyzing the concept of perceived user value, and arguing that service design and business model innovation discourses intersect when
Introduction to social entrepreneurshipFredrik Björk
The document discusses the definition and components of social entrepreneurship. It defines social entrepreneurship as creating social and/or ecological value in a sustainable way. Successful social entrepreneurship requires generating financial surplus to ensure long-term commitment. It provides examples of social enterprises like Baisikeli that provide bicycles to improve access to opportunities, Moomsteatern theater group for people with disabilities, and Specialisterne that hires people with autism for software testing and programming jobs. The challenges for social entrepreneurship are developing support structures and resisting being seen as just "nice people doing good" rather than agents of change.
The document discusses how companies can become competitively unpredictable through open innovation and business model innovation. It emphasizes the importance of developing the right mindset and framework to embrace external contributions, including through the use of partnerships, communities, and social media. Companies are encouraged to experiment with new approaches to change how they innovate and develop innovative capabilities.
Presentation of Dr. Ioannis Kopanakis in Conference: "Press the innovation button: the role of Research and innovation in entrepreneurship".
Presentation template: www.PresentationLoad.com
Entrepreneurial Design Thinking - MIT ID InnovationPankaj Deshpande
Design thinking is a non-linear, iterative cognitive process. Want to know about Entrepreneurial Design Thinking? Let's have a look in detail.
For more details, visit : https://mitidinnovation.com/recreation/a-guide-to-entrepreneurial-design-thinking/
Developing Leaders In Entrepreneurship Education (V1)Annette Naudin
Entrepreneurship education develops individuals' mindsets, behaviors, skills and capabilities to create value across a range of contexts, from the public sector and charities to new ventures and corporate organizations. While the UK excels at starting creative businesses, it struggles to help them grow. A portfolio career, purposefully pursuing multiple jobs or projects, allows people in their 20s and 30s to hedge risks while achieving financial or personal goals. Entrepreneurship education aims to develop entrepreneurial behaviors, attitudes, and skills; create empathy for entrepreneurship; teach key business fundamentals; and support managing relationships.
The document discusses a UK education program called Beyond Current Horizons that aims to build a long-term vision for education through 2025 and beyond. The program will examine socio-technological trends, engage stakeholders, and explore possible futures related to topics like aging populations, knowledge and skills, communities, and employment. The goal is to inform current strategy and planning and enhance futures thinking in the UK education system.
This document discusses ways for Europe to reinvent itself through innovation by addressing new challenges and adopting new approaches. It argues that Europe needs to broaden its concept of innovation, invest in future infrastructure, use innovative financing models, and create new spaces for collaboration. Young innovative firms are seen as vital for growth and job creation. The document advocates combining digital and social agendas, using public procurement to boost innovation, and mobilizing private savings for social solutions through impact funds and social bonds. It also suggests learning from global examples of open innovation and bringing diverse groups together for collective impact.
The document discusses the need to establish an Economic Development Board Amsterdam (EDBA) to promote innovation and economic growth in the Amsterdam metropolitan region. It notes that the region has strengths like universities, companies, and an international city brand, but lacks strategic cooperation between sectors. The EDBA would bring together industry, government, and academia to focus on seven key clusters like finance, life sciences, and ICT. It would create initiatives and projects to boost talent, entrepreneurship, and commercialization of research through a dense "humus infrastructure" of connections. The goal is for Amsterdam to become a top-5 leading European city for knowledge, innovation, sustainability and economic attractiveness by 2020.
Programmabureau CCAA promoot en ondersteunt ondernemerschap in de creatieve industrie. Registreer u (gratis) op de CCAA portal, en laat de wereld weten wie u bent en wat u doet in de creatieve industrie.
"FROLL is a museum for you, me, for everybody. Have you ever had the dream of your work being displayed in a real museum, than this is your chance! By giving the freedom of expression back to the artist, FROLLL is opening up the possibility for creativity and innovation." http://www.frolll.com/
The document discusses the ACRE project which aims to learn about conditions important for creative and knowledge industries in European cities. It focuses on what factors influence the development of these industries, including hard infrastructure, soft livability factors, and personal networks. Survey results from cities show networks and employment opportunities are most important for attracting skilled workers. The document concludes cities differ in their contexts and a multifaceted approach considering pathways, conditions and networks is needed for policies around these industries.
The document summarizes key points from the ACRE (Accommodating Creative knowledge) project, which studied conditions for the development of creative and knowledge industries in 13 European urban regions. It found that while some regions had theoretical structural advantages, their actual employment and GDP metrics varied, likely due to differences in current hard conditions like infrastructure, labor pools and institutions, as well as soft conditions like attractiveness, diversity and tolerance. Surveys of employees and migrants in these regions showed that "network factors" like family/friends were most important in location decisions, followed by hard and soft conditions, with no clear East-West divide and the importance of policies in development paths.
The document discusses Barcelona's reinvention of itself through creativity, knowledge, and urban regeneration. It outlines how Barcelona transitioned from a heavily industrial economy to focusing on creative and knowledge sectors. It describes Barcelona's strategic planning efforts like developing cultural pathways, internationalization, and the 22@ project to create an innovative business and technology district. Key enablers of Barcelona's success included political stability, strategic long-term visioning, and investing in infrastructure and quality of life, while challenges included fully transitioning its economy and attracting more investment in R&D.
The document discusses different approaches to developing policies that promote creativity and knowledge in cities, using Munich as a case study. It outlines both an employees-oriented approach that focuses on the needs of creative knowledge workers through surveys, as well as an institutional approach that improves collaboration between organizations. Effective policies require considering both firms and individuals, with a focus on affordable housing, transportation, childcare, and providing flexible workspaces for creative workers. While creativity cannot be fully planned, indirect policy approaches that improve frameworks are important for governance.
The document summarizes the emergence of Helsinki as an international hub for knowledge industries. Key factors included early investments in education and telecommunications in the late 19th century that created competitive advantages. Long-standing national traditions of social networking and consensus-building also supported collaboration between universities, businesses and government on innovation strategies. While national policies boosted education and R&D funding, local city-regional policies still require more coordination to maximize economic interaction across the region. The structural legacy of Finland's history and traditions have combined with modern knowledge economy strengths to propel Helsinki onto the global innovation stage.
This document discusses Amsterdam as an attractive location for creative and knowledge industries. It summarizes that Amsterdam has a long history as a center of creativity and knowledge. However, it notes that the region faces challenges around high real estate prices, congestion, and uncertainty in key industries. The document also finds that "creative knowledge workers" and companies are diverse and priorities vary between sectors and company sizes. It recommends that policies support this diversity and consider both "soft factors" like culture and "hard factors" like infrastructure and business costs.
The document is a programme for a conference on creative knowledge cities held in Amsterdam on May 27th 2009. It includes an opening by the alderwoman of art, culture and media of Amsterdam, an introduction of the ACRE project by Sako Musterd of the University of Amsterdam, and several presentations on topics related to creative industries and urban regeneration in cities. There will also be a keynote speaker, panel discussion, and tour of a creative building in Amsterdam before the conference ends at 6:30pm.
Prior to 1990 in post-socialist cities, the economy was dominated by industry and isolated internationally, society was homogenized with state control of housing and labor, land use mixed urban functions with no clear CBD, and planning and politics involved strong central control and no local self-governance. After 1990, cities saw deindustrialization and globalization, societal polarization and new forms of segregation, specialized land use and fragmented cities, local rather than central planning control, urban sprawl, and a shift of power to the local level. The document examines conditions, pathways, and challenges of urban development and creative/knowledge industries in post-socialist cities.
Economische kansen voor de regio Amsterdam, presentatie van Frank van Oort (Amsterdam, 7 februari 2008) gehouden tijdens het AIM08 event van de Amsterdamse Innovatie Motor (AIM).
Copyright: Frank van Oort.
Productieve Creativiteit, presentatie van Dany Jacobs (Amsterdam, 7 februari 2008) gehouden tijdens het AIM08 event van de Amsterdamse Innovatie Motor (AIM).
Copyright: Dany Jacobs.
2. Culture is the greatest invention of humanity . We created our own world and with it our own freedom and limitations . Most of the large-scale challenges we face today are human-made . In other words, humans should be able to resolve them again. Culture is in need of a grant new scheme and THNK takes the lead in its design .
3. Our societal and economical challenges ahead are of such complexity that they require creative leaders , with a human-centered , multidisciplinairy approac h.
4. THNK offers you a learning experience to develop yourself as a creative leader . THNK integrates design thinking , emerging technology , and business building to create value and have impact
5. World-wide, we gather talent, brilliance , and skills in areas like: design, arts, technology, business , science and governance .
6. These are the disciplines , we believe, that in creative collaboration can make the difference : From idea to implementation, from a local to a global scale.
Creative/arts education (under)graduate level mono-disciplinary technology-poor business unaware Business education lacking in ability to be innovative creativity not widespread only 30% have innovation course less than 10% own a course of creativity
Fragmented markts. Draw excellent talent. Facilitate creative research labs and facilitate startups