The document discusses five common barriers to innovation: inadequate funding, risk avoidance, organizational "silos", time commitments, and incorrect measures of success. It provides questions to consider for each barrier and potential strategies to overcome them, such as leveraging networks, prototyping ideas, and expanding what is measured. The overall message is that understanding barriers and involving stakeholders can help ensure innovations are supported and their full value realized.
The document discusses fostering innovation through organizational culture change. It emphasizes that leadership plays a critical role in culture and that senior leaders often resist change unconsciously. It also highlights that experimentation, trusting relationships, and ideation are important aspects of an innovative culture. The document provides frameworks for assessing trust behaviors and lists several actions organizations can take to support innovation, such as establishing an innovation strategy and rewarding experimentation.
This document discusses managing disruptive innovation within large companies. It uses the analogy of parenting teenagers to describe how large companies struggle to nurture disruptive innovations, which require a different approach than more incremental innovations. The document provides guidance for both "parents" (large companies) and "teenagers" (disruptive innovations) on how to create a "living apart together" environment where disruptive innovations can thrive within the large company structure. This includes setting boundaries but allowing freedom, providing staged financial support, encouraging learning from mistakes, and building on intrinsic rather than extrinsic motivation. The goal is to get the best of both the large company and entrepreneurial worlds.
The document discusses navigating organizational innovation journeys. It begins by noting that innovation is difficult according to a Bain & Company study. It then outlines Maxwell's three laws of innovation inertia, which state that organizations naturally resist change, larger organizations require more force to change, and for every force there is an equal and opposite reaction. The document discusses how healthcare innovation faces additional challenges due to risk aversion. It proposes four forces to overcome innovation inertia: the push of the situation, magnetism of new solutions, habits of the present, and anxiety of the new solution. It notes change is difficult under short-term performance pressures. The document advocates assessing innovation barriers using an innovation quotient tool and provides recommendations for starting an innovation journey such
This document discusses various aspects of innovation including the risks and rewards of innovation, barriers to innovation within organizations, different types of innovation, and strategies for fostering innovation. It provides frameworks for understanding disruptive innovation, the technology adoption lifecycle, and sources of innovation. Key definitions are provided for invention, innovation, and imitation.
This is a presentation given to the WVU General Surgery Department on innovation, inventing, and entrepreneurship. My takes on the ideal bioentrepreneur and the basic steps to getting started.
Building and Managing a Successful TeamPaul Mueller
This workshop discusses many aspects of leadership and management, from building a strong team through team/career and project management. In the beginning we discuss various leadership topics, such as team dynamics and decision types.
The document discusses fostering innovation through organizational culture change. It emphasizes that leadership plays a critical role in culture and that senior leaders often resist change unconsciously. It also highlights that experimentation, trusting relationships, and ideation are important aspects of an innovative culture. The document provides frameworks for assessing trust behaviors and lists several actions organizations can take to support innovation, such as establishing an innovation strategy and rewarding experimentation.
This document discusses managing disruptive innovation within large companies. It uses the analogy of parenting teenagers to describe how large companies struggle to nurture disruptive innovations, which require a different approach than more incremental innovations. The document provides guidance for both "parents" (large companies) and "teenagers" (disruptive innovations) on how to create a "living apart together" environment where disruptive innovations can thrive within the large company structure. This includes setting boundaries but allowing freedom, providing staged financial support, encouraging learning from mistakes, and building on intrinsic rather than extrinsic motivation. The goal is to get the best of both the large company and entrepreneurial worlds.
The document discusses navigating organizational innovation journeys. It begins by noting that innovation is difficult according to a Bain & Company study. It then outlines Maxwell's three laws of innovation inertia, which state that organizations naturally resist change, larger organizations require more force to change, and for every force there is an equal and opposite reaction. The document discusses how healthcare innovation faces additional challenges due to risk aversion. It proposes four forces to overcome innovation inertia: the push of the situation, magnetism of new solutions, habits of the present, and anxiety of the new solution. It notes change is difficult under short-term performance pressures. The document advocates assessing innovation barriers using an innovation quotient tool and provides recommendations for starting an innovation journey such
This document discusses various aspects of innovation including the risks and rewards of innovation, barriers to innovation within organizations, different types of innovation, and strategies for fostering innovation. It provides frameworks for understanding disruptive innovation, the technology adoption lifecycle, and sources of innovation. Key definitions are provided for invention, innovation, and imitation.
This is a presentation given to the WVU General Surgery Department on innovation, inventing, and entrepreneurship. My takes on the ideal bioentrepreneur and the basic steps to getting started.
Building and Managing a Successful TeamPaul Mueller
This workshop discusses many aspects of leadership and management, from building a strong team through team/career and project management. In the beginning we discuss various leadership topics, such as team dynamics and decision types.
The document discusses various stages of leadership and managing a growing business or organization. It describes the four stages as: 1) dependent on others as a startup, 2) interested in autonomy as the team grows, 3) manipulation of others during ramping and scaling, and 4) loss of ego and selfless service during growth or exit. It emphasizes the importance of delegation and succession planning, and transitioning from hands-on micromanagement to more strategic leadership as the business scales.
The document discusses idea generation and opportunity identification. It provides methods for coming up with ideas like solving problems or modifying existing products. Good ideas may not always be good opportunities, which are ideas that provide significant added value to a company. The document also discusses creativity, innovation, and examples of innovative products. It emphasizes that creativity can be developed through activities like learning new fields, taking risks, and believing in one's ability to be creative.
ECD Lecture 2 - generation of business opportunities gayporkkkkkk
The document discusses generating business opportunities through identifying ideas, innovation, and opportunities. It covers the creative process, sources of innovative ideas such as trends, unexpected occurrences, incongruities and more. Methods for stimulating creativity like SCAMPER and developing entrepreneurial imagination are presented. The difference between creativity and innovation is explained. The innovation process and types of innovation are described. Finally, ways to evaluate if an idea has potential as a business opportunity and how to protect business ideas through patents, trademarks, and copyright are discussed.
Presentation to the Old Dominion University (ODU) MBA Association, 3/20/13Marty Kaszubowski
The document discusses several key points about entrepreneurship and new venture formation:
1) Entrepreneurship and new ventures are the primary drivers of economic growth, not small or large existing companies. High-growth startups create the most jobs.
2) Starting a new venture can be a rewarding career path that allows one to create something from nothing, take control of their career, and potentially make a big impact.
3) Successful new ventures focus on proving their business model and solutions before attempting large-scale growth ("Nail it, then scale it"). Having the right founding team and understanding customers are also important success factors.
4) While starting a venture involves significant risks and effort
This document discusses what creative organizations do to foster innovation and creativity within their culture. It provides examples of the most innovative companies according to Forbes and looks at factors like how much money companies spend on R&D. The key aspects that creative organizations encourage are experimentation, failure tolerance, autonomy for employees, flat hierarchies, and trust in creative processes. Case studies of companies like Pixar, IDEO and Anthem illustrate how they have created environments where new ideas can flourish. Managers must protect new ideas, engage staff in contributing, and make it safe to take risks in order to cultivate a culture of creativity.
The document provides an overview of strategic planning. It defines strategic planning as determining an organization's current state, desired future state, and how to get there. The generic strategic planning process involves defining the current state, analyzing trends, defining the future state, analyzing gaps between current and future states, and developing a plan. Key aspects of the process include preparing the organization, conducting SWOT and customer analyses, defining visions and roadmaps, overcoming obstacles, and promoting the resulting plan. The document emphasizes involving stakeholders, being flexible, and reviewing progress.
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.
Mastering the Art of Executive Engagement (Bloomberg Businessweek Article)//J...Motiv Strategies
The brainstorming session may beget large quantities of ideas, but the executive workshop can help create something far more valuable: focused energy to explore new growth platforms from corporate leaders.
Elevate - Three Disciplines of Strategic ThinkingAvirot Mitamura
Elevate - The Three Disciplines of Advanced Strategic Thinking.
Take-Aways
• Strategy is the astute allocation of resources – “time, talent and capital” – in planned
activities to serve customers better than your competitors do.
• Successful businesses are strategic. The right strategy is the best predictor of
profitability. Businesses fail because of bad strategy.
• Many firms treat strategy as perfunctory and occasional, instead of as crucial
and ongoing.
• Leaders often have no time to think, can’t prioritize and end up putting out fires instead
of strategizing long term. Stop and give strategy the time it warrants.
• Sound strategy calls for a big-picture, “elevated” understanding of your business.
• Strategic thinking has three elements: “acumen” for developing valuable insights,
“allocation” for using resources wisely, and “action” for executing strategic plans.
• “Differentiation,” not price-cutting, is the best route to business success.
• Strategy takes three disciplines: First, “coalesce” your best insights.
• Second, “compete” by making the right “trade-offs.” Third, “champion” your strategy.
• A great strategy may fail if your employees don’t understand or don’t rally behind it.
- The document proposes creating an educational incubator to mentor entrepreneurs and support the creation of profitable companies addressing existential risks, impact investments, medical advancements, and other high-impact goals.
- It highlights challenges with short-term priorities in research and venture capital that discourage work on long-term problems.
- The author argues this incubator could help translate ideas into viable businesses, spread memes more effectively, and find new economic models to promote ambitious solutions.
The document summarizes the theory of effectuation as proposed by Saras Sarasvathy. It outlines five principles of effectuation: (1) starting with the means available rather than predefined goals, (2) focusing on affordable loss by limiting downside risks, (3) leveraging unexpected contingencies by viewing surprises as opportunities, (4) building partnerships through pre-commitments to reduce uncertainty, and (5) maintaining control over outcomes rather than predicting an uncertain future. The theory is based on research analyzing the decision-making processes of expert entrepreneurs.
Sparking creativity and fostering innovation biz library webinarBizLibrary
We know innovation is important. In this new webinar, you'll learn about the critical elements to an "innovation ecosystem" that - if present and nurtured - will enable your organization to encourage the creativity of your employees and foster a culture where innovative ideas turn into profitable solutions.
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.
ThinkPlace is a strategic design consultancy that specializes in transforming complex public sector systems to be more efficient and user-centered. They use design thinking, systems thinking, and human insight mining. ThinkPlace has offices in Australia, New Zealand, and Washington DC. The presentation discusses ThinkPlace's experience building holistic innovation capabilities for clients, using techniques like polarity mapping and prototyping policy ideas. Design-led innovation can help ensure policies achieve their intended impacts and do not have unintended consequences.
This document provides an agenda for an intrapreneurship conference taking place on September 8-9, 2016 in New York City. The agenda includes keynote speeches, panels, and workshops on topics related to fostering intrapreneurship within large organizations. Speakers will discuss strategies for building innovative cultures, navigating organizational politics to enable new ideas, developing intrapreneur programs, and leveraging design thinking for new ventures. The conference aims to provide corporate innovators with tools and frameworks for driving change from within their organizations.
ResolveTO - Dr. Andrew Maxwell: Corporate Innovation StageResolveTO
Dr. Maxwell has not met a senior leader in an organization who did not list innovation as a priority. Yet most struggle to increase the level of innovation activity in their organizations. Based on 15 years of research, he has observed that this is often because they focus on innovating, without first understanding and removing the barriers that stifle innovation. During this presentation, Dr. Maxwell will share and show you how to apply his unique Behavioural Trust Framework® (BTF), which you will be free use in your organization after the conference. He has found that leaders who use this framework to diagnose and address innovation barriers are able to rapidly increase innovation activities in their organizations.
The document discusses improving innovation quotient. It begins by explaining that innovation is difficult because organizations are designed to stifle it and it means stopping existing successful practices. It then introduces the innovation quotient as a way to measure an individual or organization's capacity for innovation. Key components that impact innovation quotient are strategy, culture, processes, resources, and relationships. Trust behaviors between individuals and across an organization can also impact innovation. A behavioral trust framework is presented as a way to identify specific trust-building and trust-damaging behaviors and increase relationship trust to ultimately improve innovation.
The document discusses how design thinking is a better approach for business innovation compared to traditional linear business thinking. It involves a human-centric and collaborative process that emphasizes empathy, rapid prototyping, and an openness to exploring without assumptions. Traditional approaches are compartmentalized and focus on short-term goals, while design thinking supports multidisciplinary collaboration and continuous learning and improvement. The document provides examples of how design thinking was applied successfully at an automotive company to transform their customer service.
The document summarizes a panel discussion on managing innovation. It provides details on the moderator, panelists and their organizations. It also summarizes the panel's discussion on topics like where to look for innovation, how to foster creativity, and how to handle failure. The document concludes with the questions discussed and useful resources recommended for further reading.
Bestern Asia Industrial Limited is specialized in distributing switching power supply, Laser Barcode Scanner, Multimeter and Clamp Meter, Switches, Connectors and Thermometers
Financial statement analysis involves analyzing financial documents like income statements, balance sheets, and cash flow statements to evaluate a business's performance and financial position over time and in comparison to industry averages. It provides information on profitability, liquidity, asset management, financial structure, and market value. For Walker Ltd, an investor is considering shares, so the summary evaluates the company's performance, position, and recommends purchasing shares based on acceptable ratios, strong industry prospects, sales growth, cash flows, and favorable return on equity compared to industry averages.
The document discusses various stages of leadership and managing a growing business or organization. It describes the four stages as: 1) dependent on others as a startup, 2) interested in autonomy as the team grows, 3) manipulation of others during ramping and scaling, and 4) loss of ego and selfless service during growth or exit. It emphasizes the importance of delegation and succession planning, and transitioning from hands-on micromanagement to more strategic leadership as the business scales.
The document discusses idea generation and opportunity identification. It provides methods for coming up with ideas like solving problems or modifying existing products. Good ideas may not always be good opportunities, which are ideas that provide significant added value to a company. The document also discusses creativity, innovation, and examples of innovative products. It emphasizes that creativity can be developed through activities like learning new fields, taking risks, and believing in one's ability to be creative.
ECD Lecture 2 - generation of business opportunities gayporkkkkkk
The document discusses generating business opportunities through identifying ideas, innovation, and opportunities. It covers the creative process, sources of innovative ideas such as trends, unexpected occurrences, incongruities and more. Methods for stimulating creativity like SCAMPER and developing entrepreneurial imagination are presented. The difference between creativity and innovation is explained. The innovation process and types of innovation are described. Finally, ways to evaluate if an idea has potential as a business opportunity and how to protect business ideas through patents, trademarks, and copyright are discussed.
Presentation to the Old Dominion University (ODU) MBA Association, 3/20/13Marty Kaszubowski
The document discusses several key points about entrepreneurship and new venture formation:
1) Entrepreneurship and new ventures are the primary drivers of economic growth, not small or large existing companies. High-growth startups create the most jobs.
2) Starting a new venture can be a rewarding career path that allows one to create something from nothing, take control of their career, and potentially make a big impact.
3) Successful new ventures focus on proving their business model and solutions before attempting large-scale growth ("Nail it, then scale it"). Having the right founding team and understanding customers are also important success factors.
4) While starting a venture involves significant risks and effort
This document discusses what creative organizations do to foster innovation and creativity within their culture. It provides examples of the most innovative companies according to Forbes and looks at factors like how much money companies spend on R&D. The key aspects that creative organizations encourage are experimentation, failure tolerance, autonomy for employees, flat hierarchies, and trust in creative processes. Case studies of companies like Pixar, IDEO and Anthem illustrate how they have created environments where new ideas can flourish. Managers must protect new ideas, engage staff in contributing, and make it safe to take risks in order to cultivate a culture of creativity.
The document provides an overview of strategic planning. It defines strategic planning as determining an organization's current state, desired future state, and how to get there. The generic strategic planning process involves defining the current state, analyzing trends, defining the future state, analyzing gaps between current and future states, and developing a plan. Key aspects of the process include preparing the organization, conducting SWOT and customer analyses, defining visions and roadmaps, overcoming obstacles, and promoting the resulting plan. The document emphasizes involving stakeholders, being flexible, and reviewing progress.
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.
Mastering the Art of Executive Engagement (Bloomberg Businessweek Article)//J...Motiv Strategies
The brainstorming session may beget large quantities of ideas, but the executive workshop can help create something far more valuable: focused energy to explore new growth platforms from corporate leaders.
Elevate - Three Disciplines of Strategic ThinkingAvirot Mitamura
Elevate - The Three Disciplines of Advanced Strategic Thinking.
Take-Aways
• Strategy is the astute allocation of resources – “time, talent and capital” – in planned
activities to serve customers better than your competitors do.
• Successful businesses are strategic. The right strategy is the best predictor of
profitability. Businesses fail because of bad strategy.
• Many firms treat strategy as perfunctory and occasional, instead of as crucial
and ongoing.
• Leaders often have no time to think, can’t prioritize and end up putting out fires instead
of strategizing long term. Stop and give strategy the time it warrants.
• Sound strategy calls for a big-picture, “elevated” understanding of your business.
• Strategic thinking has three elements: “acumen” for developing valuable insights,
“allocation” for using resources wisely, and “action” for executing strategic plans.
• “Differentiation,” not price-cutting, is the best route to business success.
• Strategy takes three disciplines: First, “coalesce” your best insights.
• Second, “compete” by making the right “trade-offs.” Third, “champion” your strategy.
• A great strategy may fail if your employees don’t understand or don’t rally behind it.
- The document proposes creating an educational incubator to mentor entrepreneurs and support the creation of profitable companies addressing existential risks, impact investments, medical advancements, and other high-impact goals.
- It highlights challenges with short-term priorities in research and venture capital that discourage work on long-term problems.
- The author argues this incubator could help translate ideas into viable businesses, spread memes more effectively, and find new economic models to promote ambitious solutions.
The document summarizes the theory of effectuation as proposed by Saras Sarasvathy. It outlines five principles of effectuation: (1) starting with the means available rather than predefined goals, (2) focusing on affordable loss by limiting downside risks, (3) leveraging unexpected contingencies by viewing surprises as opportunities, (4) building partnerships through pre-commitments to reduce uncertainty, and (5) maintaining control over outcomes rather than predicting an uncertain future. The theory is based on research analyzing the decision-making processes of expert entrepreneurs.
Sparking creativity and fostering innovation biz library webinarBizLibrary
We know innovation is important. In this new webinar, you'll learn about the critical elements to an "innovation ecosystem" that - if present and nurtured - will enable your organization to encourage the creativity of your employees and foster a culture where innovative ideas turn into profitable solutions.
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.
ThinkPlace is a strategic design consultancy that specializes in transforming complex public sector systems to be more efficient and user-centered. They use design thinking, systems thinking, and human insight mining. ThinkPlace has offices in Australia, New Zealand, and Washington DC. The presentation discusses ThinkPlace's experience building holistic innovation capabilities for clients, using techniques like polarity mapping and prototyping policy ideas. Design-led innovation can help ensure policies achieve their intended impacts and do not have unintended consequences.
This document provides an agenda for an intrapreneurship conference taking place on September 8-9, 2016 in New York City. The agenda includes keynote speeches, panels, and workshops on topics related to fostering intrapreneurship within large organizations. Speakers will discuss strategies for building innovative cultures, navigating organizational politics to enable new ideas, developing intrapreneur programs, and leveraging design thinking for new ventures. The conference aims to provide corporate innovators with tools and frameworks for driving change from within their organizations.
ResolveTO - Dr. Andrew Maxwell: Corporate Innovation StageResolveTO
Dr. Maxwell has not met a senior leader in an organization who did not list innovation as a priority. Yet most struggle to increase the level of innovation activity in their organizations. Based on 15 years of research, he has observed that this is often because they focus on innovating, without first understanding and removing the barriers that stifle innovation. During this presentation, Dr. Maxwell will share and show you how to apply his unique Behavioural Trust Framework® (BTF), which you will be free use in your organization after the conference. He has found that leaders who use this framework to diagnose and address innovation barriers are able to rapidly increase innovation activities in their organizations.
The document discusses improving innovation quotient. It begins by explaining that innovation is difficult because organizations are designed to stifle it and it means stopping existing successful practices. It then introduces the innovation quotient as a way to measure an individual or organization's capacity for innovation. Key components that impact innovation quotient are strategy, culture, processes, resources, and relationships. Trust behaviors between individuals and across an organization can also impact innovation. A behavioral trust framework is presented as a way to identify specific trust-building and trust-damaging behaviors and increase relationship trust to ultimately improve innovation.
The document discusses how design thinking is a better approach for business innovation compared to traditional linear business thinking. It involves a human-centric and collaborative process that emphasizes empathy, rapid prototyping, and an openness to exploring without assumptions. Traditional approaches are compartmentalized and focus on short-term goals, while design thinking supports multidisciplinary collaboration and continuous learning and improvement. The document provides examples of how design thinking was applied successfully at an automotive company to transform their customer service.
The document summarizes a panel discussion on managing innovation. It provides details on the moderator, panelists and their organizations. It also summarizes the panel's discussion on topics like where to look for innovation, how to foster creativity, and how to handle failure. The document concludes with the questions discussed and useful resources recommended for further reading.
Bestern Asia Industrial Limited is specialized in distributing switching power supply, Laser Barcode Scanner, Multimeter and Clamp Meter, Switches, Connectors and Thermometers
Financial statement analysis involves analyzing financial documents like income statements, balance sheets, and cash flow statements to evaluate a business's performance and financial position over time and in comparison to industry averages. It provides information on profitability, liquidity, asset management, financial structure, and market value. For Walker Ltd, an investor is considering shares, so the summary evaluates the company's performance, position, and recommends purchasing shares based on acceptable ratios, strong industry prospects, sales growth, cash flows, and favorable return on equity compared to industry averages.
Optical Micro-mechatronic Systems Integrated on Printed Circuit BoardsSERHAN ISIKMAN
A polymer scanner actuates a lens to achieve dynamic focusing of a laser spot on a target, while scanning a second lens to collect the reflected light. This synchronous scanning and detection enables extended range imaging of targets such as bar-codes, etc.
The document provides information about upcoming events at the Southern Comfort Conference 2011 on Thursday September 22nd. Events include a golf tournament, health partnership fair, dinner, wine tasting, documentary screening, transgender community town hall meeting, and presentations by Dr. Virginia Erhardt. The town hall meeting will be from 7-8pm in the main ballroom and will include a panel of WPATH and local transgender community members to discuss transgender healthcare and the recent revision of the WPATH Standards of Care. Community participation in the discussion is encouraged.
The document discusses common causes of organizational ineffectiveness, including a lack of clear vision, poor communication, and ego/historical barriers between leaders and employees. It suggests that organizations can achieve unprecedented results by tearing down silos, strategically engaging all employees, removing ego, and prioritizing partnerships and relationships over turf wars. Building wholeness across an organization can provide benefits like stronger funding, more program support, and greater community impacts.
- Consumer confidence in Ireland is showing signs of improvement according to the latest survey by Behaviour & Attitudes. While still negative, perceptions of the economy and personal finances over the next year have risen to their highest levels since before the financial crisis.
- The recovery appears to be stronger in Dublin compared to the rest of Ireland. Dublin residents are significantly more positive about the economy and their financial prospects than those outside Dublin, and this gap is widening.
- There are also divisions according to socioeconomic class, with middle and upper class citizens expressing more optimism than blue-collar workers. Younger people also view the future more positively than older respondents.
Chemistry is the study of the structure and behavior of matter. It allows scientists to ask and answer questions about how the natural world works in order to solve problems. Measurements in chemistry must be reported accurately without ambiguity using standardized measurement systems and units. The International System of Units (SI) is the modern metric system that defines base units for common physical properties including the kilogram (mass), meter (length), second (time), kelvin (temperature), and liter (volume).
El documento habla sobre diferentes géneros musicales de metal como hard rock, death metal y glam metal. Menciona que estos géneros incluyen hard rock, death metal y glam metal. Termina con un grito de celebración por la música metal.
Florida Atlantic University is a public research university located in Boca Raton, Florida. It was established in 1961 and has several campuses located throughout South Florida. FAU enrolls approximately 30,000 students and has over 1,600 academic staff. The university focuses on research in areas like biology, neuroscience, and biotechnology. It offers over 100 undergraduate degrees and has Division 1 sports teams and over 200 student organizations. Attending FAU costs around $13,000 per year for in-state students and $20,000 for out-of-state students plus additional costs for housing and meals.
This budget presentation outlines the key themes and changes from the UK's 2011 budget. Plan A to reduce the deficit will continue with no alternative Plan B. The budget forecasts lower economic growth in 2011. Personal tax allowances will increase in 2011-2012 and 2012-2013 but higher rate taxpayers will see smaller benefits. The higher rate tax threshold remains unchanged and CPI will be used for indexation from 2012-2013. National insurance contribution rates will increase by 1% and the annual pension allowance will decrease to £50,000.
Redrock Consulting is a leading provider of IT staffing solutions, with a successful track record of delivering flexible recruitment services. They focus on listening to clients and candidates to understand their needs and place those needs at the center of everything they do. Redrock aims to help clients achieve their business goals and candidates fulfill their career potential. They have expertise across a wide range of technologies and industry sectors.
Bestern Asia Industrial Limited is a franchised distributor of power supply products including TDK-Lambda. Lisa Li is the contact and they provide design support and sell to customers in industries like LG, Samsung, and Bosch. They offer a variety of TDK-Lambda products with model numbers and quantities available for many power supply items.
This document discusses lensfree microscopy and tomography techniques developed by Serhan Isikman for biomedical applications. [1] Lensfree microscopy uses holograms recorded by a sensor array to digitally reconstruct microscope images over a wide field of view in a compact, low-cost system. [2] It has been used to rapidly count red blood cells on a chip with high accuracy. [3] Lensfree optical tomography similarly uses holograms from multiple angles to computationally generate 3D images without lenses, achieving micrometer-scale resolution.
The Gwalior Forest Products Ltd. (GFPL) is a public company established in 1942 located in Shivpuri, Madhya Pradesh that manufactures herbal, nutraceutical, and phytochemical extracts. GFPL has over 60 years of experience sourcing raw materials and meets requirements with the correct active ingredients. The company aims to provide safe, effective, and natural ingredients to the pharmaceutical, health food, and cosmetics industries. GFPL has GMP-certified manufacturing facilities and is ISO 9001:2008 certified.
The document discusses the Capital Asset Pricing Model (CAPM), which is an equilibrium model of asset pricing. It outlines the key assumptions of CAPM, including that investors are risk averse and evaluate assets based on mean and variance. CAPM results in the security market line, where expected return rises linearly with risk. All assets must lie on this line in equilibrium. CAPM can be used for project appraisal by discounting uncertain cash flows using the market risk premium rather than the risk-free rate.
The Authentic Leadership Program is composed of four unique two-day modules. Each
module is underpinned by our Authentic Leadership principles, and aligned with the leadership
education framework of Leading Self, Leading Others, Leading Teams, and Leading Cultural
Change.
This document provides information about Kristyn Haywood, who is known as "The Gift Spotter". She is an engaging speaker for corporate leaders and teams, helping them to thrive in competitive environments. Her presentations help audiences connect with their authentic selves and unique gifts. She has over 20 years of experience in leadership development and connecting people to their potential. The document includes testimonials praising her impact and ability to inspire audiences. It also lists some of her presentation topics, such as unleashing gifts, developing humble leadership, balancing masculine and feminine qualities in organizations, and building innovation cultures.
The document discusses five common barriers to innovation: inadequate funding, risk avoidance, organizational "silos", time commitments, and incorrect measures of success. It provides questions to consider for each barrier and potential strategies to overcome them, such as leveraging networks, prototyping ideas quickly, and developing new measures of success beyond financial metrics alone. Overcoming these barriers requires understanding stakeholders, managing risks, and freeing up time for innovative work.
The key problem of any business is not what's new, but what's next. Given that, if New will be the required Next for business, you would think they would get to know each other a lot better.
Ignite your strategic thinking mit innovation labAlan Scrase
IGNITE your…. strategic thinking
Presenter – Dr. Dave Richards, experienced and highly successful serial entrepreneur, innovator and master strategist, will be presenting on
“The MIT Innovation Lab: 5 key Learnings”
Dr Dave is an inspirational speaker, adviser, author and globally recognised thought leader.
He is honorary visiting Fellow with the Faculty of Management, Cass Business School, City University, London, co-founder and honorary lifetime member of the Massachusetts Institute of Technology Innovation Lab, Fellow of the Institute of Directors and the Royal Society for the Encouragement of the Arts, Manufactures & Commerce as well as adviser to a variety of business and government leaders.
This document discusses the importance of effectively communicating innovation ideas, especially "everyday innovation" ideas generated by employees. It argues that many innovative ideas fail because they are poorly communicated, not because they lack merit. It recommends that organizations develop a communication framework to help employees of all levels clearly present their innovative ideas. This can help level the playing field so the best ideas, regardless of who proposes them, have an opportunity to be heard and adopted based on their own merits. Developing employees' communication skills and ensuring a process for sharing ideas can significantly benefit an organization by capturing the potential of innovation from all levels.
The document discusses doing innovation with less resources by making better choices, prioritizing activities, increasing speed, and maintaining culture and pace of innovation. It outlines 12 schools of innovation and discusses lean innovation approaches like efficient product development and design processes that eliminate waste. The document also provides examples of applying lean principles to research and development.
Creativity, innovation, and entrepreneurship are closely related. Creativity involves developing new ideas, while innovation applies creative solutions to problems and opportunities to enhance lives or society. Entrepreneurship combines creativity and innovation by systematically applying new ideas and solutions to marketplace needs and opportunities. There are four types of innovation - invention, extension, duplication, and synthesis. Incremental innovation improves existing offerings, while disruptive innovation applies new technologies or business models to existing industries. Common myths about innovation include that it is predictable, relies on technical specifications, or is driven solely by technology. In reality, innovation is unpredictable and may emerge from smaller projects.
This document provides an overview of creative problem solving. It discusses defining creativity and innovation, overcoming common misconceptions about creativity, managing creativity within time constraints, and examples of companies that foster innovation like 3M. It also covers developing rough ideas, presenting ideas, dealing with political obstacles, strengthening problem solving skills, and promoting creativity in the workplace through recognition, compensation, and humor. The document uses examples, questions, and graphics to explore various aspects of creative problem solving.
This document provides an overview of creative problem solving. It discusses defining creativity and innovation, overcoming common misconceptions about creativity, managing creativity and time constraints, developing rough ideas, strengthening problem solving skills, and promoting creativity in the workplace. Key points include that both creativity and innovation are necessary for business success, creativity involves generating new ideas with value while innovation creates practical applications, and that failure is an important part of the creative problem solving process.
How to Innovate...Strategically: What Innovation Approach Should You Use When?Kevin C. Cummins
There are four common approaches to innovation that companies utilize: Lean Startup, Design-Driven, Open Innovation and Crowdsourced Idea Management. In the "How to Innovate...Strategically" presentation, we examine how and when to use each of these methods, and which companies excel at each. We uncover the limitations and the challenges when implementing each method, and the top supporting tools for each approach. View Batterii's "How to Innovate...Strategically" presentation to learn more.
This document discusses the key drivers of innovation in organizations. It identifies 10 main drivers: 1) Corporate culture, 2) Individuals, 3) Teams, 4) The enterprise, 5) Processes, 6) Offerings, 7) Psychological climate, 8) Physical environment, 9) Economic environment, and 10) Geopolitical culture. It explains how each of these factors can encourage and motivate innovation in an organization when supported and leveraged effectively.
The document discusses why most organizations struggle with innovation effectively. It states that organizations often lack the proper context, culture, courage, understanding of sustainability and meaning, and processes to support innovation. Specifically, it notes that organizations don't consider all stakeholders, don't have an innovative culture, lack the courage to take risks, focus only on financial capital and ignore other forms of capital, and work backwards from price and features rather than starting with meaning. The document also provides frameworks for different innovation cultures and core meanings that can be leveraged to create more meaningful innovations.
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
Hype or Hope - How To Separate Hype From Real InnovationIliya Rybchin
Chief Strategy Officer Summit - NYC - 12 Dec 2012
We have all heard how this year will be the year of mobile/ecommerce/digital/social/etc. We constantly hear about how some technology will dramatically disrupt our business.
The reality is that many innovations are surrounded by hype. As strategists, our role is to sort through the noise to uncover nuggets of insight that lead to cogent strategies and measurable results. How do we identify hype? How do we evaluate tech maturity? How do we rationalize investments into unknown technologies? This presentation
will share some informative cases and present a pithy approach for assessing, selecting, and exploiting innovation.
The document discusses challenges and opportunities for supporting web entrepreneurs (WEs) through European Union programs like Horizon 2020. It notes that WEs thrive on disruptive ideas and flexibility but often find EU programs too bureaucratic and focused on long-term projects. The document proposes making programs more suitable for WEs by focusing on ideas over procedures, providing reusable technologies, allowing WEs to shape programs, and evaluating proposals based on potential impact rather than academic criteria. The goal is to better support the ambition and creativity of WEs and help turn their ideas into real-world impact at large scale.
Innovation is an uphill battle for individuals within a company. The general impulse to internally sell one's expert creativity is simply not enough to overcome most management cultures. But what if the organization knew how to innovate? How hard could that be?
Shaping the Future: Product Strategy in the Age of UncertaintyAggregage
In this webinar, we'll explore product strategy obstacles and present practices to overcome them while driving clarity and alignment across your executive team.
Diversity of Thought – what is it and how do you implement it as a Diversity initiative
Learning objective: Discuss creating an environment of diverse thinkers and improving successful business strategies
Diversity is a resource to be accessed and utilized for superior performance and innovation in part because of “more-than-one-way- thinking” which results in innovation and creates an agile workforce. Access to diversity of thought is blocked unless organizations also create an environment of fairness, non-discrimination, respect, trust and where employees feel that their voices matters. The social justice side of the diversity conversation is directly linked to the performance side, without it, Diversity of Thought is a human resource withheld. Diversity of thought allows for differing perspectives on ideas and unique insights into problems, it creates opportunities for innovation and partnerships in unexpected places where ideas will develop into newer and more forward-thinking ideas that can be implemented as successful business strategies.
At the end of this seminar, participants will be able to:
a. Identify Diversity of Thought and it’s evolution
b. Understand the challenges to creating a culture that Embraces Diversity of Thought
c. Implement and measure Diversity of Thought
d. Explore the Four Point Sequence and the Predictive model framework
The document summarizes the key topics covered in a textbook on portfolio management. It discusses the six steps of portfolio management: learning principles of finance, setting objectives, formulating an investment strategy, having a plan for revisions, evaluating performance, and protecting the portfolio. It also outlines the four parts of the textbook: background/principles, portfolio construction, portfolio management, and protection/contemporary issues. Key concepts discussed include risk management, diversification, and balancing return with risk.
This document provides an overview of investment analysis and portfolio management. It discusses key concepts like markets, securities, returns, risks, and the investment process. Specific topics covered include different types of markets and securities (like stocks, bonds, derivatives), calculating returns, factors that influence risk, and the basic steps in the investment process. Margin accounts and short selling are also introduced. The document is intended as teaching material for a course on investment analysis and portfolio management.
This document is the IBM X-Force 2010 Trend and Risk Report contributed to by many IBM researchers and analysts. It provides a summary of major cybersecurity trends and threats observed over 2010, including advanced persistent threats, targeted attacks, vulnerabilities, malware trends like Stuxnet, and recommendations for operating secure infrastructure and developing secure software. It also covers emerging security trends observed by IBM that may impact 2011 and beyond.
The virtual event guide provides information about navigating and using the features of a virtual event platform. In the main hall, attendees can enter venues by clicking on the map or links and view event greetings. The top bar includes settings, a briefcase to store files, and announcements. Exhibition booths can be entered by clicking signs or the exhibitor list, and include information, communications options, and interactions with reps. Presentations can be viewed live or on-demand in the conference hall. Additional resources and search functions allow finding content and people. Support is available by clicking the support link.
The document summarizes plans for a workshop to discuss requirements for a new wealth management platform. It will be held in Hong Kong and Singapore from July 10-11 and will focus on agreeing on high-level platform requirements to include in a vendor RFP. Discussions will focus on regional common requirements as well as local customizations needed for individual countries.
The Accounting Standards Codification (ASC) will replace all current US Generally Accepted Accounting Principles (GAAP) standards and become the single authoritative source for US accounting principles effective July 1, 2009. The ASC will affect all public and non-public entities in the US, but does not change any SEC reporting requirements for public companies or address standards for governmental entities. Users are advised to familiarize themselves with the ASC if they have responsibility for accounting or financial statements of a US company.
1. Five barriers to innovation: Key questions and answers
November 2006
Executive summary – Innovators face many obstacles, but five are particularly
common: inadequate funding, risk avoidance, “siloing,” time commitments
and incorrect measures. A deeper understanding of these obstacles, along
with an active approach of planning, partnering and persistence, can help to
keep a great innovation alive and ensure its full value is realized.
This Executive Technology Report is based on a personal essay by Peter Andrews,
Consulting Faculty Member at the IBM Executive Business Institute in Palisades,
New York.
Whether you are trying to lead your industry, create a new market or just do things
more efficiently, innovation is difficult and liable to fail. Success begins with a careful
understanding of what you are trying to achieve, the potential for resistance and
planning, but there are five organizational barriers that repeatedly show up:
inadequate funding, risk avoidance, “siloing,” time commitments and incorrect
measures.
While each of these barriers can be formidable, they don’t need to stop your
innovation. Successful innovators use a number of techniques to work their ways
around these barriers or break right through them.
Inadequate funding
Getting the start-up funds for an innovation often means taking money away from an
established program. Getting the money at just the right time is also problematic
since organizations often work on annual funding cycles that don’t match up well
with real-world opportunities. And many an excellent innovation needs more than
seed money to survive and is starved out of existence. But broader thinking on
needs and resources can help innovators move their ideas along.
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2. Questions to ask
• How far can we get without money? Do we need money?
• What sources of money are there?
• When do we need money?
• How much money do we need?
• Do we have any natural partners? Who benefits and how?
Possible answers
• Use the resources of informal networks to get things started. Call in favors.
• Break up the plan and simplify it to create shorter term successes.
• Do a creative inventory of available funding sources.
• Don’t build everything from scratch – leverage other work or take advantage of
“good enough” substitutes.
• Assess the full potential so that those who might realize value can be enlisted as
allies. Then sell the potential allies on the idea.
Risk avoidance
Most of us won’t run toward risks. We want to maintain our health, wealth and
peace of mind. But no progress is made without calculated risk taking. Since
people know that innovation is risky, many people run away from it. In fact, some
organizations habitually play the game of finding things that could go wrong. Many
of the classic responses (“We’ve never done this before”; “This failed when we tried
it before”) come up almost as a reflex. Once risks are identified, innovation is often
stopped. But a clear-eyed view of risks balanced against benefits can create an
environment where innovation is nurtured rather than killed.
Questions to ask
• Do we use standard methods for measuring risks and benefits?
• Do we use the appropriate risk assessment measures for innovations?
• Do we measure the risks of not innovating?
• Do we measure the benefits?
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3. Possible answers
• Learn about and promote effective risk assessment methods.
• Put the risk of innovation on the right person/organization.
• Find and develop supporters.
• Anticipate objections and provide both logical replies and stories that create
contexts for ideas.
• Test small on a small scale and create prototypes.
• Dramatize benefits.
• Encourage a portfolio approach, using options.
• Give people reasons to feel safe.
• Show you take seriously the safety of sponsors, participants and other
stakeholders by acknowledging and mitigating their risks.
“Siloing”
Organizations seek to protect create their identities, get proper credit, sustain
themselves and protect themselves. That’s why they create boundaries, assign
responsibilities and put rules in place. No matter how artificial the divisions and
processes are, they are usually defended – even when ignoring them is to
everyone’s advantage.
By nature, innovations tend to cross boundaries and create new categories. It’s not
unusual to see competing claims of ownership and disputes about authority. Deals
break down over who will run things and how imagined profits will be divided. As a
result, innovations that might benefit the whole enterprise are killed by organizations
that don’t benefit themselves, don’t see their benefits or don’t get a “fair share” of
benefits. But a better understanding of the needs and concerns of organizations can
be a starting point for managing the natural organizational conflicts innovation
creates.
Questions to ask
• Do all stakeholders benefit?
• Do all stakeholders understand how they will benefit?
• What are the mission statements of affected organizations? What are their rules?
• Who are the decision makers?
• How have innovations been handled in the past?
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4. Possible answers
• Include all major stakeholders in the creation of the innovation and help ensure
they are fairly rewarded.
• Create clear value propositions for all stakeholders.
• Actively manage stakeholders, keeping them aligned and informed.
• Get a deep understanding of the real concerns and interests of different
organizations and the boundaries within which they must work to succeed.
• Work to know the people involved as people, not just roles.
• Understand which choices would give others a “veto” on your idea and work to
avoid those choices.
• Innovation often creates winners as well as losers – it may be necessary not to
engage with some stakeholders, to “fly under the radar.”
Time commitments
Time is a scarce and precious commodity. One of management’s jobs is to verify
that minutes are productively filled. And while enlightened management will invest
some of workers’ on-the-job time in education, experimentation, relationships,
personal growth and health, it’s difficult to prove that such investments pay off. Even
worse, such investments may not pay off in a timely way (for example, quick enough
for returns to be apparent through a quarterly measurement) for a sponsoring
organization. But increasing the value, benefits and urgency of an innovation will
tend to free up time for work on it.
Questions to ask
• Is the innovation worth the time of the people involved?
• What are the competing claims on time?
• What is the minimum amount of time each participant must dedicate to help ensure
success?
• What are the real world timings (such as releases of competitive products) that
require milestone achievements?
• Where is there flexibility in the calendar and schedule?
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5. Possible answers
• Do triage on assignment lists.
• Let others do more of the work.
• Make personal commitments to others in your social network.
• Reallocate benefits so the innovation can compete better for the time of key
participants.
• Create small successes that encourage participants to free up more time.
Incorrect measures
For many organizations, revenue, profits and market share are the only measures
used. These are easier to quantify than intangibles such as reputation, knowledge,
attractiveness to talent, leadership and other assets that make major contributions to
the true value of an enterprise.
Most innovations that matter are difficult to explain in terms of return on investment
(ROI). Even those innovations that have the potential to disrupt or create new
markets may suffer by comparison when put up against more pedestrian projects as
they grind through a standard budgeting process. But by expanding the view of
measures and including decision makers in the process of creating new measures,
it’s often possible to avoid the ROI trap.
Questions to ask
• How do we measure success?
• Can we expand our measures of success?
• Should we have different measures for different investments?
• Are our investments balanced to sustain the present and create the future?
• What measurements are leading enterprises using?
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6. Possible answers
• Organizations can inventory possible measures, their characteristics and their
value.
• Measures that are compelling to all stakeholders can be developed in joint
workshops.
• Enterprises that take a portfolio approach can establish different measures for
different kinds of investments.
This isn’t the full set of barriers innovations can face. Lack of leadership,
infrastructure limits, property rights and many others can get in the way of your great
ideas. And the answers above are neither universal nor complete. The creativity of
your team, your network and your friends may have answers that are different and
more appropriate to your needs.
In fact, the most effective way to overcome barriers is to get into a discussion with a
group of colleagues and find out how they’ve been able to work through problems.
Their solutions will be complete and specific. And the answers they have will be
associated with themselves, a future resource for further guidance when an answer
just isn’t working for a new opportunity.
There’s an added benefit to starting these discussions. The most valuable asset for
any innovator is his or her network. Advice, complaints, mentoring and “war stories”
can all become a basis for strengthening social bonds and building relationships.
Working together to solve common problems is an effective way to establish or
revitalize these essential networks. Effectively, working on barriers with your
network does more than solve problems. It creates new opportunities and can help
you to fully realize the potential of your idea.
Technology to watch
Authorization and authentication tools
Collaboration tools
Interruption management
Risk management
Wikis
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7. References
Andrews, Peter. “Enemies of innovation: What they look like, and how not to become
one.” IBM Executive Business Institute. October 2005. http://www-
935.ibm.com/services/us/index.wss/multipage/imc/executivetech/a1022675/1?cntxt=
a1005266.
Andrews, Peter. “Time for change: Innovation in an era of overtime and budget
cuts.” IBM Executive Business Institute. August 2002.
http://www-
935.ibm.com/services/au/index.wss/multipage/igs/executivetech/a1006406?cntxt=a1
005069.
Andrews, Peter. “Tough measures: Making a material difference.” IBM Executive
Business Institute. May 2005.
http://www-
935.ibm.com/services/us/index.wss/multipage/imc/executivetech/a1011233/1?cntxt=
a1000401.
“Expanding the Innovation Horizon: The Global CEO Study 2006.”
IBM Corporation. March 2006. http://www.ibm.com/bcs/ceostudy.
Kamm, Lawrence. “Responses to your new ideas.” Consulting Engineering.
http://www.ljkamm.com/inov.htm A collection from sympathetic to hostile.
Pollard, Dave. “Drucker on innovation.” How to Save the World. November 12, 2003.
http://blogs.salon.com/0002007/categories/businessInnovation/2003/11/13.html#a51
5 (Go to the original book, Innovation and Entrepreneurship, at The Business World
According to Peter F. Drucker, http://www.peter-
drucker.com/books/0887306187.html, or read the precis in this blog.)
Schultz, Dr. Wendy L. “Creativity: Concepts and tools.” Infinite Futures: Foresight,
Training and Facilitation.
http://www.infinitefutures.com/resources/frm/frmcreativity.html. See especially the
Innovation Roles list.
ibm.com/bcs Executive technology report 7
8. “Team dimensions profile: Helping people work more effectively in teams.”
Momentum Coaching. http://www.momentumcoaching.com/care.html.
“Primary difference between innovation and operations.” Ten3 Business e-Coach.
http://www.1000ventures.com/business_guide/innovation_vs_operations.html.
Habits that block creativity.
http://www.carleton.ca/~gkardos/88403/CREAT/Block4.html.
Meyer, Marcy. “Innovation Roles: From Souls of Fire to Devil's Advocates.” The
Journal of Business Communication. October 1, 2000.
About this publication
Executive Technology Report is a monthly publication intended as a heads-up on
emerging technologies and business ideas. All the technological initiatives covered in
Executive Technology Report have been extensively analyzed using a proprietary IBM
methodology. This involves not only rating the technologies based on their functions
and maturity, but also doing quantitative analysis of the social, user and business
factors that are just as important to its ultimate adoption. From these data, the timing
and importance of emerging technologies are determined. Barriers to adoption and
hidden value are often revealed, and what is learned is viewed within the context of
five technical themes that are driving change:
Knowledge Management: Capturing a company's collective expertise wherever it
resides – databases, on paper, in people's minds – and distributing it to where it can
yield big payoffs
Pervasive Computing: Combining communications technologies and an array of
computing devices (including PDAs, laptops, pagers and servers) to allow users
continual access to the data, communications and information services
Realtime: "A sense of ultracompressed time and foreshortened horizons, [a result of
technology] compressing to zero the time it takes to get and use information, to learn, to
make decisions, to initiate action, to deploy resources, to innovate" (Regis McKenna, Real
Time, Harvard Business School Publishing, 1997.)
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