Why some companies are not innovative or inventive?
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This document discusses reasons why some companies are not innovative. There are two key points: 1) Company leaders lose track of how to make innovation systematic. 2) Management organizations that made companies successful with technology now interfere with innovation in the knowledge economy. An example is given about Abhimanyu, an expert in military formation who could not escape the formation and was not rescued by Krishna, another expert. This highlights the importance of leadership and management support for innovation.
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Why some companies are not innovative or inventive
There are three key reasons why some companies are not innovative or inventive:
1. Company leaders lose focus on how to make innovation systematic and get distracted by trying to "win the race" rather than addressing real issues.
2. Management organizations that made companies successful in technological economies now interfere with attempts to be innovative in knowledge economies based on intellectual capital.
3. Lengthy processes and "stupid policies" discourage employee growth and create an innovation gap within companies. This gap is always changing as everyone remains busy competing rather than fixing underlying problems.
Why some companies are not innovative or inventive
Some companies are not innovative or inventive for several key reasons. First, company leaders lose track of how to make innovation systematic. Second, management organizations that previously led to success now interfere with attempts to be innovative in a knowledge-based economy. The document also asks the reader to consider why Abhimanyu, an expert in breaking through military formations, was unable to exit one and why Krishna did not rescue him, despite also being knowledgeable about such formations.
Cerveza
La cerveza: - Concepto, - Proceso de elaboracion, - Elaboracion de la cerveza Ale, - Elaboracion de la Cerveza Lager, -Fermentacion, - Problema de la formacion de espuma, -Posible microorganismos contaminantes, - Malteado, Fermentación y Maduración en continu, - Otros tipos de cerveza, Sustrato y microorganismos implicados en la fermentacion de cervezas.
Autores: Réka Cane, Cristina Martin, Elena Sanchez, Patricia Castan, Santiago Landin
Cerveza
La cerveza se elabora a partir de cebada malteada, agua y lúpulo mediante un proceso de fermentación con levadura. La cebada se maltea para activar enzimas que convierten el almidón en azúcares fermentables. El lúpulo le da amargor y propiedades conservantes. La levadura fermenta los azúcares produciendo alcohol y dióxido de carbono. La cerveza resultante contiene principalmente agua, con trazas de alcohol.
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This pitch deck is for a company called Prodsmart that provides real-time analytics and paperless manufacturing solutions for production lines. It outlines problems faced by manufacturers like bad management information and overworked staff. Prodsmart's solution involves interconnected factories and supply chains using Industry 4.0 technologies. The deck details Prodsmart's business model, customers, roadmap, and goals for funding to expand internationally and improve their product.
閱讀策略 03書信
Amy writes to Ted to tell him that she and her family are going on a trip to Yilan next week. They will visit Taipingshan. Amy asks to borrow Ted's camera so she can take photos of birds in the mountains. Ted responds that Amy can get the camera this weekend, and that it is a good time of year to visit Taipingshan as the scenery is nice. Ted says he just returned from there himself.
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Why some companies are not innovative or inventive
There are three key reasons why some companies are not innovative or inventive:
1. Company leaders lose focus on how to make innovation systematic and get distracted by trying to "win the race" rather than addressing real issues.
2. Management organizations that made companies successful in technological economies now interfere with attempts to be innovative in knowledge economies based on intellectual capital.
3. Lengthy processes and "stupid policies" discourage employee growth and create an innovation gap within companies. This gap is always changing as everyone remains busy competing rather than fixing underlying problems.
Why some companies are not innovative or inventive
Some companies are not innovative or inventive for several key reasons. First, company leaders lose track of how to make innovation systematic. Second, management organizations that previously led to success now interfere with attempts to be innovative in a knowledge-based economy. The document also asks the reader to consider why Abhimanyu, an expert in breaking through military formations, was unable to exit one and why Krishna did not rescue him, despite also being knowledgeable about such formations.
Cerveza
La cerveza: - Concepto, - Proceso de elaboracion, - Elaboracion de la cerveza Ale, - Elaboracion de la Cerveza Lager, -Fermentacion, - Problema de la formacion de espuma, -Posible microorganismos contaminantes, - Malteado, Fermentación y Maduración en continu, - Otros tipos de cerveza, Sustrato y microorganismos implicados en la fermentacion de cervezas.
Autores: Réka Cane, Cristina Martin, Elena Sanchez, Patricia Castan, Santiago Landin
Cerveza
La cerveza se elabora a partir de cebada malteada, agua y lúpulo mediante un proceso de fermentación con levadura. La cebada se maltea para activar enzimas que convierten el almidón en azúcares fermentables. El lúpulo le da amargor y propiedades conservantes. La levadura fermenta los azúcares produciendo alcohol y dióxido de carbono. La cerveza resultante contiene principalmente agua, con trazas de alcohol.
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閱讀策略 03書信
Amy writes to Ted to tell him that she and her family are going on a trip to Yilan next week. They will visit Taipingshan. Amy asks to borrow Ted's camera so she can take photos of birds in the mountains. Ted responds that Amy can get the camera this weekend, and that it is a good time of year to visit Taipingshan as the scenery is nice. Ted says he just returned from there himself.
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What methods can IT use to make sure its initiatives have the support of business leadership?
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IT initiatives often require a lot of investments in terms of money, time and effort. Such huge
demand for resources puts constraints on the organisation and a strong leadership support is
necessary for a successful project. But not every time can we expect leaders offer the support an
IT initiative requires. The following actions are helpful in such cases
1. Understand and listen to leaders
2. Create a vision
Identify where the organization would be if IT initiatives are in place and share them. Show the
management, the outcome of the initiatives.
3. Speak the language of management
4. Create a sense of urgency
May a time organizational leaders get trapped in a state of complacency. It is necessary to show
them the need for immediate action and progress. Show them the external and internal factors
affecting the organization and how other organizations are responding to these changing
dynamics and trends. Show them how other organizations and industries are faring well and
create a sense of urgency.
Show them the costs of not taking such initiatives- the cost in terms of time, money and customer
satisfaction
5. Involve them in the process
6. Update them regularly with key performance indicators (sales, profit margin, customer
satisfaction score etc).
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Every organization aspires to nurture a Culture of Innovation where employees are motivated to take initiatives that result in the creation of innovative products. However, the actual execution of this aspiration and developing such a Culture perplexes many senior executives, and eventually inhibits the Innovation projects from being successful.
Senior executives often rely on the bigger perspective — concentrating entirely on how to set up an innovative Culture. In doing so, they overlook on paying attention to planning and executing initiatives required to develop an Innovation-focused Culture. Culture is the outcome of collective behaviors, which necessitates the employees to embrace innovative behaviors at the outset. The Culture automatically becomes Innovation-centric when people become more creative.
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The document provides information about using the phrase "used to" in the past tense. It begins with examples of clothing items and having students list as many as they can remember. It then provides lists of common men's and women's clothing as a reference. The main part of the document explains that "used to" refers to a past habit or action that no longer happens. It provides examples of using "used to" in positive, negative, and question sentences. It compares "used to" to the simple past tense. Finally, it has exercises for students to practice using "used to" by completing sentences.
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What methods can IT use to make sure its initiatives have the support of business leadership?
Solution
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demand for resources puts constraints on the organisation and a strong leadership support is
necessary for a successful project. But not every time can we expect leaders offer the support an
IT initiative requires. The following actions are helpful in such cases
1. Understand and listen to leaders
2. Create a vision
Identify where the organization would be if IT initiatives are in place and share them. Show the
management, the outcome of the initiatives.
3. Speak the language of management
4. Create a sense of urgency
May a time organizational leaders get trapped in a state of complacency. It is necessary to show
them the need for immediate action and progress. Show them the external and internal factors
affecting the organization and how other organizations are responding to these changing
dynamics and trends. Show them how other organizations and industries are faring well and
create a sense of urgency.
Show them the costs of not taking such initiatives- the cost in terms of time, money and customer
satisfaction
5. Involve them in the process
6. Update them regularly with key performance indicators (sales, profit margin, customer
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2. The document also discusses the steps to starting a business, including developing a business plan, financing options, and challenges of managing a small business. It examines the advantages and disadvantages small businesses face.
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2. They learn how to improve their skills and adapt their attitudes based on what caused the failure.
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4. Factors like changes in the market, technology, or advice from mentors may convince them to pursue a new idea.
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Ideas for an executive education course in Innovation for CFOs and CXOs.
Why an Innovation course for CFOs and COOs ?
Less than 4% of board members have experience in marketing or innovation. I believe CFOs and COOs would be best people to lead a systems driven approach to Innovation at the board level
What is in this presentation
1. A brief description of the course and course objectives
2. An outline for the first 3 hours of a 3 day course
3. The last slide is a summary of the course and how value can be captured
For clarity, notes have been added to several slides that would not be in the course slides.
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Lean implementations often fail because management does not understand lean philosophy and the elimination of waste. Proper project management and a culture change within the organization are also necessary for successful lean implementation. Management must define clear goals for the lean project and change the organizational culture to one of open knowledge sharing without fear of job loss. Understanding lean as a philosophy rather than just a tool is key to long-term success.
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Every organization aspires to nurture a Culture of Innovation where employees are motivated to take initiatives that result in the creation of innovative products. However, the actual execution of this aspiration and developing such a Culture perplexes many senior executives, and eventually inhibits the Innovation projects from being successful.
Senior executives often rely on the bigger perspective — concentrating entirely on how to set up an innovative Culture. In doing so, they overlook on paying attention to planning and executing initiatives required to develop an Innovation-focused Culture. Culture is the outcome of collective behaviors, which necessitates the employees to embrace innovative behaviors at the outset. The Culture automatically becomes Innovation-centric when people become more creative.
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In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
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This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
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All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
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The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
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Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
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Disaster management;
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Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
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Cyclone preparedness;
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Role of social Media in Disaster Management;
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Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
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M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
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Why some companies are not innovative or inventive?
- 1. Why some companies are not innovative or inventive? There are many important factors that contributes when we talked about the specific company is Innovative but not others. There are 2 key points that stops Innovation. Sometimes employee’s growth & thoughtful process stopped could be due to lengthy process, lost freedom in creating/implementing new ideas, no management support, no budget and non-required policies in place. Due to this reason it creates the innovation gap. Sometimes, that gap is ever-changing because everyone is busy on trying to win the race and not look at the real facts. There are many companies who thinks they are innovative but reality there are only few. The following are those 2 key points and example: First key point, there are many companies are not Sunil Ladekar, Posted on April 8, 2016
- 2. innovative because leaders are the ones who lost their track on how to make innovation systematic. Second key point, in management organization that made company successful in the technological economy are now major interference or hindrance as they try to become inventive in the knowledge economy based on intellectual capital. I have found one very good example and I would like you to think and ask this question yourself 5 times... What would you do if you are in this situation? Given that the great Abhimanyu was an expert at Chakra- Vyuha, why couldn’t he manage to come out of it? Krishna was also an expert in Chakra-Vyuha at that time, so why did he not rescue Abhimanyu?