THE NEXT PERFORMANCE EXCELLENCE FRONTIER BALANCING INNOVATION TYPES, RISKS AND PAYOFFS
|
|
- Meghan Hensley
- 6 years ago
- Views:
Transcription
1 THE NEXT PERFORMANCE EXCELLENCE FRONTIER BALANCING INNOVATION TYPES, RISKS AND PAYOFFS Professor Emeritus, University of Piraeus Vas. Mela 35, Holargos 15562, Athens, Greece Tel , Keywords: innovation process, incremental vs. radical innovations, technology vs. business model innovations The present rate of change in the business environment is leading not only to new or revised customer preferences but also to dramatic developments, such as the present global economic crisis. Under such conditions, innovation in many industries is replacing quality as the primary source of differentiation and competitive advantage. Quality remains paramount as a priority, but it is now a necessary rather than sufficient condition for survival and success. It is relevant to what exists, whereas innovation anticipates what is forthcoming. Despite a widespread acceptance of innovation s importance by the leadership of most companies, there is general dissatisfaction with the results realized from their innovation investments. Today nearly 95% of firms focus their innovation efforts on new products and services, the obvious outputs of the innovation process. A more effective approach must address all aspects of the innovation system, i.e. the outputs, the inputs and the innovation process itself. Improving the quality of innovation requires that we manage it as a core process, in the same way we do it for quality and finance. In fact, the secret of success with innovation is to institutionalize it, as was done with quality and TQM. In addition to innovation relevant to new products and services, it is critical to innovate on a firm s business model, i.e. the way a firm chooses to do business. DELL Computers provides a good example of business model innovation, in which the firm eliminated intermediate delivery channels and addressed customer needs directly. To manage the quality of the innovation process effectively we must continually strive to maintain a balance in the input/output flow of new ideas for new products or services, and a balance in innovation types (incremental vs radical), so that we optimize the associated risks and rewards. This critical balancing act is enabled with sound innovation metrics which track key operational and strategic-for-innovation issues. Included basic metrics must include process performance indicators and leadership-related and financial or cash curve -related metrics. The first monitors innovation outputs, inputs (promising ideas and investments), and the innovation process itself, while strategic innovation
2 metrics evaluate leadership initiatives, the extent and quality of people participation, along with financial metrics, such as the percentage of budget for innovation projects.
3 53 rd EOQ Annual Congress Quality in An Age of Transition 12 th -14 th May, 2009 DUBROVNIC-CROATIA The Next Performance Excellence Frontier: INNOVATION Kostas N. Dervitsiotis
4 Emerging as as a Global Global Process Process
5 From From The The Industrial Era Era To To The The 21st 21st Century Environment Key Environmental Indicator, i.e. demand Environmental disturbance: i.e. the internet Stable Period Industrial Era Rapid Change Period Globalization Era Time Key Assumption in Mental Model : Key Strategic Goal : Management Mode: Continuity (The future will be like the past! ) Operational Excellence in present Environmental Context Top-down (Command &Control) Discontinuity (The future will be unlike the past!) Adaptation Excellence with Value- for new Environmental Context Periphery to Center ( Emergent- Adaptive)
6 Decline DeclineWith Time Timeof of Business Model s Accuracy A Firm s Business Model Energy Assumption about Customers Assumption about Competitors Assumption about Suppliers Assumption about Needed Resources: Availability Prices Materials Skills Needed Assumption about Talent Market Assumption about Legal Framework Assumption about Technology advances Assumption about Own Capabilities Capital Relevant reality Accuracy Initial model accuracy based on assumptions Declining validity of model assumptions, as environmental conditions change Accelerating decline of business model accuracy as time increases from its initial formulation Time
7 Key Key Dimensions Dimensions and and Types Types of of Degree of Novelty and Risk Radical (cell phone, PC ) Semi-radical (Mini steel mills ) (DELL Computers, ipod & itunes ) Incremental ( autos, airlines, etc. Value Proposition Supply-Chain Target Customers Business Model Related Types of Integrator Orchestrator Licensor Product Process Technology-based s Enabling Technologies
8 Developing Developing An An Organization s Organization s Profile Profile By By the the Value-Chain Value-Chain Activity ActivityChange and and the the Degree Degree of of Novelty Novelty Degree of Novelty and Risk Value Proposition Business Model s Supply-Chain Production Distribution Target Customers Technology-based s Product Process Enabling Technologies Radical (cell phone, PC ) Semi-radical (Mini steel mills ) (DELL Computers, ipod & itunes ) Incremental (autos, airlines, etc.
9 The The Pipeline Excellence in innovation begins with excellence in creativity management. Most Value is created and most value waste occurs in the early innovation stages Products/ Services Business models Cash from New Revenue Streams INPUTS Idea Generation Project Selection Development Taking to Market OUTPUTS 1. Promising ideas 2. Needed investments 3. Needed innovation teams 4. Leadership support 5. Effective infrastructure The Process Stages Performance Metrics: 1. Quantity 2. Quality 3. Cost 4. Time to Develop 5. Time in Use
10 The The System System 50 to 70 percent of all new product introductions fail. Deloitte Study " Paradox", 2/23/04 Cash from New Revenue Streams INPUTS New Ideas Value Cost Customer Demand s Process Products/Services Sustaining s OUTPUTS Investments Disruptive s Idea Generation and Generation Capture Project Selection Development Taking to Market
11 The The Key Key Factors Factors Affecting Affecting Performance Performance 1.Communicates the vision 2. Determines direction 3. Sets goals and priorities 4. Ensures balance of activities 5. Ensures alignment of parts Leadership Defines context in which relations develop: 1. Shared Values 2. Special Language shaping thoughts and actions 3. Behavioral Norms in dealing with others People Sustainable Capability Culture Determine available : 1. Knowledge, 2. Skills 3. Talents 4. Informal networks 5. Beliefs 6. Attitudes 7. Motivation Infrastructure Systems Hard and Soft processes facilitate the performance of all activities necessary to implement the strategy
12 Need Need for for a a Comprehensive Comprehensive Approach Approach to to Leadership People Culture Infrastructure Systems Pipeline Bandwidth Goal 1: Increase Bandwidth Idea Generation and Capture Project Selection Development Taking to Market Products/ Services Business models Goal 2: Maintain Balance in: 1. Input / Output Flow 2. Types ( Incremental vs Radical ) 3. Risks vs Rewards
13 Experimenting Experimenting With With Actions Actions on on the the Margin Margin To To Develop Develop Emerging Emerging Strategy Strategy SD i = Strategy Domain i, defined by selection of products, markets, technology, etc. Current Strategy Domain Seek Operational Excellence Experiments to explore new opportunities Offer a new product MA 1 SD 1 MA 3 SD 3 Current Strategy Execution Try a new technology Markets Seek Adaptation Excellence Reflection on results of MA s SD C Products Technology To ensure short-term earnings MA 2 SD 2 Penetrate a new market MA = Action on the Margin, as an initiative explored with staged-investments (risk small gain big strategy) Time
14 Keys Keys to to Successful Successful Strategy Strategy Evaluation of innovations must be done not on individual ideas but on the basis of the proposed portfolio, as by venture capital firms The critical variables for the quality of the innovation process are 1. A firm s innovation portfolio in terms of the size and degree of balance of of projects determined by : degree of failure risk, size of investments and timing of expected rewards projects are classified as sprinters and marathon runners 2. The innovation process bandwidth measuring the rate of transfer of new ideas to commercialized products and services sold for cash
15 The The Keys Keys To To Success Success :: Balance 1. Balance of innovation supply and demand It is not enough to have just a large number of promising ideas entering the innovation pipeline, it is also important for those in position to use them. 2. Balance in risks of innovation types 95% of the creative ideas selected by most firms represent incremental innovations that help sustain existing successful products in the marketplace. To maintain a competitive edge a firm also needs to introduce periodically a few radical or semi-radical innovation ideas that can increase market share and command high profit margins. Example : Apple computers Frequent small improvements on hardware and firmware Introduction of novel products every 2-3 years (ipod, iphone, etc.)
16 Connecting Connecting Portfolios Portfolios with with Performance Performance Improvement Improvement Risk Level High (Uncertain) Medium (Unfamiliar) Low (Familiar) Immediate I 1 I 2 I 5 Medium-term, ( 2-3 years)long-term, ( > 3 years) I 6 I 11 I I 10 7 I 3 I 8 I 4 I 9 Timing of Rewards Radical or Semi-radical s for: New Products New Processes New Business Models Value created Small Improvements on Existing: Products Processes Business Models Infancy Rapid growth Maturity Infancy Rapid growth Time
17 Assessment of of Performance Successful New Total Value Created * By New Revenue Streams Amount of Value Captured by Innovating Firm Amount of Value Lost to Market * Net value added Examples: Effectiveness = Amount of Value Captured Amount of Value Created Napster Low Xerox Low DELL High Apple s itunes High
18 THANK YOU!
The challenge of adaptation through innovation based on the quality of the innovation process
Total Quality Management Vol. 22, No. 5, May 2011, 553 566 The challenge of adaptation through innovation based on the quality of the innovation process Kostas N. Dervitsiotis Department of Business Administration,
More informationInnovation by Legacy Firms Does Not Have to Be an Oxymoron*
Innovation by Legacy Firms Does Not Have to Be an Oxymoron* Yoram (Jerry) Wind The Lauder Professor and Professor of Marketing Director, The Wharton SEI Center for Advanced Studies in Management windj@wharton.upenn.edu
More informationVMA The Apple Phenomenon. Andy Wilkins. What is the secret to Apple s success and what can we learn from it?
VMA 2010 The Apple Phenomenon What is the secret to Apple s success and what can we learn from it? Andy Wilkins Agenda Introduction to Strategyn Apple s Phenomenal Success Story Lessons from the ipod The
More informationIntegrated Business Planning. Key insights and your way to start
Integrated Business Planning Key insights and your way to start Market leading companies use innovative cloud-based, real-time planning solutions to outrace competitors Companies today face the tremendous
More informationCorporate Entrepreneurship: Strategies for Technology-Based New Business Development Fall 2007
MIT OpenCourseWare ht tp://ocw.mit.edu 15.369 Corporate Entrepreneurship: Strategies for Technology-Based New Business Development Fall 2007 For information about citing these materials or our Terms of
More information30% 10B 35ZB 250B 15PB. Of the world s population (2B people) is accessing and using the Internet 1. s are being sent every day 1
Evolving IT 30% Of the world s population (2B people) is accessing and using the Internet 1 250B Emails are being sent every day 1 10B Internet connected devices worldwide 1 2 15PB Of new data is being
More informationDigital Disruption in the 21 st Century. Dr. Art Langer Columbia University
Digital Disruption in the 21 st Century Dr. Art Langer Columbia University The Big Question How can we anticipate the unexpected threats brought on by technological advances that could devastate our business?
More informationLearning Center Key Message Guide. 3M Company
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
More informationWhat is Commercial Excellence?
/ 01 September 2016 What is Commercial Excellence? By Mads Sand Madsen, Tim Struck, Jacob Braae The purpose of this Sales White Paper is to provide an understanding of the conceptual frame- work for commercial
More informationQuestions similar to the ones below have been found adequate to bring out the key issues in the case study.
APPLE TEACHING NOTE The case can be used to illustrate the issues of make or buy and managing the supply chain. It is best used in the middle part of an operations strategy course. It not only introduces
More informationHow to enable revenue growth in the digital age
14 Turning chaos into cash How to enable revenue growth in the digital age The role that technology can play in enabling revenue growth in the digital age All commercial businesses face continuous pressures
More informationHow to flourish by embracing inevitable change. If nothing ever changed, there'd be no butterflies.
How to flourish by embracing inevitable change. If nothing ever changed, there'd be no butterflies. Dale Field, Starr & Associates LLC (April 2016) ENTERPRISE TRANSFORMATION INTRODUCTION A butterfly isn
More informationStrategic Use of Information Systems
Strategic Use of Information Systems Enterprise & Project Management Please note that these slides are not intended as a substitute to reading the recommended text for this course. 0 Strategic Use of Information
More informationPosition Profile Executive Director, Social Venture Partners Minnesota
Position Profile Executive Director, Social Venture Partners Minnesota Social Venture Partners: Social Venture Partners Minnesota (SVP MN) is one of 39 SVP affiliates in a global network of over 3,500
More informationKorn Ferry Growth and Innovation Incubator. Growth is now in the leader, not the market.
Korn Ferry Growth and Innovation Incubator Growth is now in the leader, not the market. How at-risk is your organization s growth? The days of secular and almost guaranteed growth are long gone. Today
More informationTHE BUSINESS LIFE CYCLE: AVOIDING DECLINE
HYDRA No. 6, 2010 Author: Scott D. Smith, CTP, CIRA THE BUSINESS LIFE CYCLE: AVOIDING DECLINE [CONTACT US TO AUTOMATICALLY RECEIVE HYDRA ARTICLES AND NEWS] There has been much written and discussed regarding
More informationThe Social Marketer vs. the Social Enterprise Social media in financial institutions is in transition.
DECEMBER 2014 THE STATE OF Social Media in Financial Services The Social Marketer vs. the Social Enterprise Social media in financial institutions is in transition. Although social media is largely perceived
More informationIntroduction to Strategic Management
Introduction to Strategic Management Session 10 Strategy implementation and organizational change Jens Schmidt I. Managing strategic change Do employees resist change? Motivating people: Stick or carrot?
More informationManaging Talent for Business Success in Challenging Times By Sandra Yap Siew Hua BA (Econs Hons), MBA, FSBP (UK)
Managing Talent for Business Success in Challenging Times By Sandra Yap Siew Hua BA (Econs Hons), MBA, FSBP (UK) Introduction The current economic situation has created pressure on businesses to cut costs
More informationFuel Innovation with Disciplined Value Capture. Kalypso White Paper by Brian Sharp, Greg Adkins and Kevin Lemke
Fuel Innovation with Disciplined Value Capture Kalypso White Paper by Brian Sharp, Greg Adkins and Kevin Lemke Fuel Innovation with Disciplined Value Capture Innovation. Simple word. In most companies,
More informationTEAMWORK, SUPPLY CHAINS AND SHARED STRATEGIES IN TODAY S WORK ENVIRONMENT TULSA CHAPTER OF OSCPA JAMES H. SMALL, CPA, MBA, CGMA
BUSINESS ECOSYSTEM TEAMWORK, SUPPLY CHAINS AND SHARED STRATEGIES IN TODAY S WORK ENVIRONMENT TULSA CHAPTER OF OSCPA JAMES H. SMALL, CPA, MBA, CGMA NOVEMBER 2017 BUSINESS ECOSYSTEM 1 BUSINESS ECOSYSTEM
More informationCreating a High-Performance Management Environment
Creating a High-Performance Management Environment 2008 Executive War College Miami, FL May 13, 2008 Larry Siedlick, CEO Sunrise Medical Laboratories 1 Physician Office Market Share in the New York City
More informationRoadmapping Continuous Innovation
Roadmapping Continuous Innovation by Joseph M. Stopper Innovation occurs when an enterprise creates or transfers economic value. Adding new value is the strongest form of innovation, while transferring
More informationRichard Dickson. President & COO Mattel. 3_Analyst_Richard_Dickson_Presentation
Forward-Looking Statements/Regulation G FORWARD-LOOKING STATEMENTS: This presentation contains a number of forward-looking statements within the meaning of the Private Securities Litigation Reform Act
More informationEnhancing business performance through effective research and innovation practices
Enhancing business performance through effective research and innovation practices Dr. Anil Khurana Partner PwC Management Consulting Organization logo to appear here Introduction 3 PwC Management Consulting
More informationThe VMI Top Trends in Visualization Optimization
The VMI Top Trends in Visualization Optimization January 2012 Vanguard Marketing International, Inc. Tel 480.488.5707 Top Trends in Visualization Optimization What Thought Leaders are saying about leading
More informationWhite Paper. Measuring Innovation Effectiveness By Jack Alexander
Driving Performance and Value www.valueadvisorygroup.net White Paper Measuring Innovation Effectiveness By Jack Alexander Introduction Is there a definitive silver bullet approach for evaluating innovation
More informationWhen determining a company s weaknesses, you should answer the following questions:
SWOT stands for strengths, weaknesses, opportunities, and threats. A SWOT analysis is a summary of the internal and external environment scanning. The strengths and weakness are identified in the internal
More informationCUSTOMER RELATIONSHIP MANAGEMENT: THE WINNING STRATEGY IN MODERN MARKET ERA
CUSTOMER RELATIONSHIP MANAGEMENT: THE WINNING STRATEGY IN MODERN MARKET ERA Ms. Ritika Assistant Professor in Management Pyramid College of Business and Technology, Phagwara (India) ABSTRACT Customer relationship
More informationIBM Business Consulting Services. IBM Business Intelligence Services: enabling information on demand.
IBM Business Consulting Services IBM Business Intelligence Services: enabling information on demand. The next generation of business intelligence In a global marketplace characterized by complexity and
More informationNew Product Demand Forecasting From Comparables to Supersessions
New Product Demand Forecasting From Comparables to Supersessions Marketplace fluctuation raises the specter of product-release failure or underperformance. This makes new product demand forecasting and
More informationShaping Stryker s innovation culture
Shaping Stryker s innovation culture Boston Field Study June 19-20, 2014 What is culture? The set of values held in common by a work unit displayed in cultural forms Symbols Language Narratives Practices
More informationWhat is Cloud, and Why Should I Care?
What is Cloud, and Why Should I Care? A PUBLICATION BY: Cloud technology is changing the way business is done. Cloud-based storage is reducing the costs spent on IT. Cloud-based applications are making
More informationSMG BTS WHITE PAPER. New Economy Leadership WHITE PAPER. SMG Strategic Management Group, Inc. 1
New The Benefits Economy of Leadership SMG s Simulation Platform SMG WHITE PAPER New Economy Leadership 2008 Copyright BTS, Inc. All 2002 rights reserved. SMG Strategic Management Group, Inc. 1 New Economy
More informationOutline. Technological standards. Economics 124/PP 190-5/290-5 Innovation and Technical Change. Standards and networks Prof. Bronwyn H.
Economics 124/PP 190-5/290-5 Innovation and Technical Change Standards and networks Prof. Bronwyn H. Hall Outline Introduction to network economics Standards Network externalities Networks and competition
More informationBusiness Plan Template
City of Manassas Economic Development Authority 9027 Center Street, Room 202, Manassas, VA 20110 (703) 257-8223 www.manassasbusiness.org or psmall@manassasva.gov Business Plan Template So you have an amazing,
More informationThe Impact of Organisational Capabilities on Project Success A Formicio Insight Article by David Trafford, Peter Boggis and Frank Dannenhauer
The Impact of Organisational Capabilities on Project Success A Formicio Insight Article by David Trafford, Peter Boggis and Frank Dannenhauer David Trafford, Peter Boggis and Frank Dannenhauer argue that
More informationSTRATEGIC GROWTH AND INNOVATION
STRATEGIC GROWTH AND INNOVATION Building Growth and Business Value Rapidly Through Execution DOMESTIC MARKETS EXPANSION PROGRAM (DMEP) Presented by: Roy Luebke Business Growth Consultant We are the U.S.
More informationVision & Mission. That business mission is so rarely given adequate thought is perhaps the most important single cause of business frustration.
1-1 1-3 Vision & Mission Vision Mission & Values Importance of Vision and Mission Statements Characteristics of a mission statement Components of a mission statement Writing & evaluating mission statements
More informationApple Reports Second Quarter Results
Apple Reports Second Quarter Results 37.4 Million iphones Sold; 19.5 Million ipads Sold CUPERTINO, California April 23, 2013 Apple today announced financial results for its fiscal 2013 second quarter ended
More informationThe CFO Expanding Role How CFOs Are Driving Strategy
The CFO Expanding Role How CFOs Are Driving Strategy June 14, 2017 Agenda The new role of the CFO Shifting from an functional to a strategic orientation The new strategy model and the portfolio approach
More informationA TWELVE-STAGE CRM PLANNING STRATEGY
3-02-71 INFORMATION MANAGEMENT: STRATEGY, SYSTEMS, AND TECHNOLOGY A TWELVE-STAGE CRM PLANNING STRATEGY Duane E. Sharp INSIDE A Twelve-Stage CRM Strategy; Applying the CRM Strategy; Maximizing Individual
More informationThe Strategic Planning Springboard
The Strategic Planning Springboard Leap Clear Of Three Big Obstacles 2018 edition Brought to you by Contents. 01 Introduction...04 02 Obstacle #1: Your Core Purpose...05 03 Obstacle #2: Strategic Positioning...
More informationInvestment and ROI- An IT Decision Maker s Perspective on Broadband
Investment and ROI- An IT Decision Maker s Perspective on Broadband Doug Busch Vice President Chief Information Officer Intel Corporation May 21, 2003 Agenda Corporate Usage Profiles Return Investment
More informationDecisive Competitive Edge in Auto After Market
Decisive Competitive Edge in Auto After Market Presented By: Anand Krishna & Kiran Kothekar Date: 5 th November 2007 1 Presented by Anand Krishna GM Sales and Marketing Fleetguard Filters Pvt Ltd Kiran
More informationTHE SECRET RECIPE FOR INNOVATING ALL THE TIME. Anjan Thakor
THE SECRET RECIPE FOR INNOVATING ALL THE TIME by Anjan Thakor 1 THE SECRET RECIPE FOR INNOVATING ALL THE TIME Executive Summary This paper provides a conceptual framework for organizations to develop a
More informationIncrease Profitability with the Right Mix of Projects and Resources
White Paper Increase Profitability with the Right Mix of Projects and Resources The most successful organizations are going to be the ones that find ways to differentiate themselves. Projects are the life-blood
More informationBruno Weisshaupt, CEO origo, speech at the Chief Excecutive Club, Hannover Messe 2008.
It is time for change It is time for systeminnovation Bruno Weisshaupt, CEO origo, speech at the Chief Excecutive Club, Hannover Messe 2008. I would herefore take the opportunity to present the systeminnovation
More information_formatted. Number: Passing Score: 800 Time Limit: 120 min File Version:
810-403_formatted Number: 000-000 Passing Score: 800 Time Limit: 120 min File Version: 1.0 http://www.gratisexam.com/ 810-403 Selling Business Outcomes Version 4.0 Exam A QUESTION 1 Which two questions
More informationDriving Strategic Innovation Finding the Right Balance of Science and Art. Eric M. Foss, PMP, PfMP
Driving Strategic Innovation Finding the Right Balance of Science and Art Eric M. Foss, PMP, PfMP Session Objectives Expand your perspective looking at strategic innovation as an integrated organizational
More informationThe Enterprise of the Future
The Enterprise of the Future Volatile markets, shifting demand for skills, and emerging technology require organizations and their workforces to adapt. Integrating global talent separated by cultural differences
More informationAligning Strategy and Sales
#AligningSales Sales Management Association Webcast Aligning Strategy and Sales 20 August 2014 Presented by Copyright 2014 The Sales Management Association. About The Sales Management Association A global,
More informationCommercialization Skills Profile.
Centre for Business Innovation Commercialization Skills Profile. The Skills, Attitudes, and Behaviours You Need to Contribute to the Commercialization of a Product, Process, or Service The Commercialization
More informationLeadership for all Seasons
Leadership for all Seasons Karl Ahlrichs, SPHR Gregory & Appel April 19, 2013 www.bizlearning.net A 5 minute indictment Performance Management not working 5 Generations not working together Burnout of
More informationSTRATEGIC FRONTIERS:
By Insigniam Consultants J. Douglas Bate and Robert E. Johnston, Jr. STRATEGIC FRONTIERS: The starting point for innovative growth 1 INSIGNIAM QUARTERLY COPYRIGHT INSIGNIAM HOLDING LLC. SPRING 2013 Editor
More informationA Sustainable Innovation Culture that Increases Innovation SPEED (up to 6x) & Decreases RISK (by 30/80%)
NIST MEP A Management System that helps create A Sustainable Innovation Culture that Increases Innovation SPEED (up to 6x) & Decreases RISK (by 30/80%) What is Innovation? What is Innovation? Creativity
More informationSetting Strategy: How Should the Board Be Involved?
Corporate Governance Series Presents: Setting Strategy: How Should the Board Be Involved? Michael Raynor, Distinguished Fellow in Deloitte Research, Deloitte Consulting LLP December 5, 2007 Agenda The
More informationCIO: Business Executive
CIO Challenge 2016 CIO: Business Executive and / or Information Technology Expert Louise van der Bank CIO, AfriSam CIO as Business Leader Business leaders expect CIOs to drive strategy and to take the
More informationTools To use with the Learning Plan Methodology. Business Implications of Emerging Technologies
Tools To use with the Learning Plan Methodology Business Implications of Emerging Technologies 2.4 Use a Learning Plan The Learning Plan Template Learning Approach: T M R O As of (Date) Status: What is
More informationDeloitte Africa Agribusiness (DAAU) The Structuring of Agribusinesses in South Africa Key challenges and opportunities
Deloitte Africa Agribusiness (DAAU) The Structuring of Agribusinesses in South Africa Key challenges and opportunities 2 It is not the most intellectual of the species that survives; it is not the strongest
More informationCOPYRIGHTED MATERIAL. Index. buying experience, impact on value perception buying patterns see purchasing patterns
Index 80:20 rule 19, 21, 32 accruals 49, 88 activity-based costing (ABC) 40, 58 60, 116 additional potential 130 1, 134, 147 8 evaluating 138 9 advocacy customer attractiveness criterion 212 13 measure
More information8/14/ Big Blunders. 3 Big Blunders HR Professionals Make that Keep them from Earning the Credibility they Deserve
How to THINK Like a CEO 3 Big Blunders HR Professionals Make that Keep them from Earning the Credibility they Deserve Presenter: Bonnie Cox, MA August 2014 We encourage you to tweet during the session!
More informationBasic Principles of Investor Relations. Joseph Hassett
Basic Principles of Investor Relations Joseph Hassett Tying Investor Relations to Value Creation Investor Relations Helps Enable a Company to Achieve Fair Value. Providing Highest-Quality Information Is
More informationITS Strategic Plan San Jacinto College
ITS Strategic Plan San Jacinto College 2015-2016 Purpose The purpose of the ITS Strategic Plan is to define the technology and support needed for the College to achieve its vision, mission and strategy.
More informationBeyond Survival Thriving on Innovation in a Down Economy
Thriving on Innovation in a Down Economy Laura Mooney, Metastorm Introduction Not everyone is affected equally by economic crisis, but regardless all organizations are facing a wealth of challenges and
More informationOffice of Business and Finance College/Support Unit Strategic Plan
DRAFT Office of Business and Finance College/Support Unit Strategic Plan OVERVIEW Introduction to the Strategic Plan 2 COLLEGE/SUPPORT UNIT DIRECTIVES Mission 3 Vision 3 Values 3 Context 4 GOALS, OBJECTIVES,
More informationSOCIAL MEDIA COMMAND CENTRE (SMCC) Author: Mr. Khan Lead - Social Media Practice Atom Consulting Services
SOCIAL MEDIA COMMAND CENTRE (SMCC) Author: Mr. Khan Lead - Social Media Practice Atom Consulting Services Social Media has permeated every facet of consumer and business interactions, be it peer to peer
More informationPricing Strategy The Critical Steps to Success. By Chris Chrisafides
Pricing Strategy The Critical Steps to Success By Chris Chrisafides Achieving a 1% improvement in pricing every year, year on year equates to raising your EBITDA, for example, from 14% to 15%, all other
More informationMKTG 680. Chapter 17 The Digital Revolution and Global Electronic Marketplace. Objectives. The Digital Revolution: A Brief History
MKTG 680 Chapter 17 The Digital Revolution and Global Electronic Marketplace Objectives History of Digital Revolution Convergence Value Networks and Disruptive Global E-Commerce The Digital Revolution:
More informationBridging the Generation Gap
Bridging the Generation Gap Building a Symbiotic Relationship between Startups and Established Companies Cleantech Partnership Meeting 27 May 2009 Energy Infrastructure Transportation Waste and Wastewater
More informationThe services solution for unlocking industry s next growth opportunity
The services solution for unlocking industry s next growth opportunity At high-growth industrial companies, services aren t just an optional add-on, but an essential revenue driver deserving thoughtful
More informationViewpoint Adopt a service orientation
Adopt a service orientation Leverage this service-driven approach in the transportation sector Table of contents Make the change 1 transform Review technology issues 2 Understand the 2 architectural elements
More informationITS Strategic Plan San Jacinto College
ITS Strategic Plan San Jacinto College 2016-2017 Purpose The purpose of the ITS Strategic Plan is to define the technology and support needed for the College to achieve its vision, mission and strategy.
More informationSummary Translation of Question & Answer Session at 2015 Nomura Investment Forum
Summary Translation of Question & Answer Session at 2015 Nomura Investment Forum Date: December 1, 2015 Location: Palace Hotel, Tokyo Presenter: Tatsuya Tanaka, President and Representative Director Q:
More informationM&A Strategy and Integration: Adapting to Today s Disruptive Business Models and the Changing Mechanics of Value Creation
M&A Strategy and Integration: Adapting to Today s Disruptive Business Models and the Changing Mechanics of Value Creation By Nitin Kumar The rules of business continue to be redefined by highly disruptive
More informationINTERIM MANAGEMENT AND FINANCIAL ADVISORY. Turning challenges into positive outcomes
INTERIM MANAGEMENT AND FINANCIAL ADVISORY My Value Proposition End-to-end project delivery and on-demand financial advisory As a professional Interim Manager I help international companies, small businesses,
More informationThe world of work is changing. We can help. {We ve been experts for 6 decades}
2 The world of work is changing We can help. {We ve been experts for 6 decades} 3 Winning in the changing world of work requires A New Way of thinking about and approaching your workforce. 4 Drivers of
More informationUnleashing the power of innovation
How the role of innovation within the business and the way companies innovate are being transformed. Unleashing the power of innovation www.pwc.com 2 Unleashing the power of innovation Gauging changing
More informationHighlights and Insights February Christine Moorman
Highlights and Insights February 2010 About The CMO Survey Mission - The CMO Survey collects and disseminates the opinions of top marketers in order to predict the future of markets, track marketing excellence,
More informationGorenje Gorenje Group Summary of the Strategic plan
Group Summary of the Strategic plan 2010 2013 Summary off tthe Sttrattegiic pllan 2010 -- 2013 Gorrenjje Grroup Velenje, Slovenia, January 2010 1 Group Summary of the Strategic plan 2010 2013 Letter by
More informationCopyright Clayton M. Christensen 1
1 Key reason why students motivation is weak is that schools are improperly integrated: Instruction is typically uncoupled from activities in which students can feel success Clayton M. Christensen 2 What
More informationBPA WORLDWIDE RESEARCH STUDY: Determining Exhibitor ROI At B-to-B Tradeshow Events
White Paper 01299=193-1208409732985639847927830918139-30=14-40129399193-1208409732985639847927830918-39-30=149 75432649325091298-0481238956832745092385907238- 9-219850934957210834-013821675432649325091298-0-
More informationTransformatio. competency model. Health Leadership Competency Model 3.0. updated, career-spanning. for health sector leaders
Transformatio National Center Healthcare Leadership Health Leadership Competency Model 3.0 updated, career-spanning competency model for health sector leaders Executive Summary The National Center for
More informationThe Intelligent Enterprise
The Intelligent Enterprise The next era of enterprise computing will be defined by intelligent technologies Mainframe & PCs 1960s 1980s Client Server & Internet 1990s 2000s Cloud, Mobile & Big Data 2000s
More informationChapter 2 EFFECTIVE PRODUCT PLATFORM PLANNING IN THE FRONT END 1. THE VALUE OF PLATFORM PLANNING IN THE FRONT END
Chapter 2 EFFECTIVE PRODUCT PLATFORM PLANNING IN THE FRONT END Daniel Bowman Pittiglio, Rabin, Todd & McGrath (PRTM), J 050 Winter Street, Waltham, MA 02451 1. THE VALUE OF PLATFORM PLANNING IN THE FRONT
More informationNavigating your business journey to successfully scale and grow. RESEARCH EXECUTIVE SUMMARY
Navigating your business journey to successfully scale and grow. RESEARCH 2017-2018 EXECUTIVE SUMMARY We re all experiencing the changing business environment, as it becomes ever more complex, competitive
More informationThis is us. Brand Book Bergen Energi
This is us Brand Book Bergen Energi 4 Preface 6 One message 8 History 10 Position 12 Mission 14 Brand challenge 16 Markets 18 Customer segments 20 Target groups 22 Services 24 Core values 26 Brand values
More informationIndex A. Bang & Olufsen, brainstorming, 67, 162 business needs, vs. user needs,
I A Apple, 4, 14, 18 applications, 43, 75 79 processing output, 78 identifying target user needs, 76 innovating solutions, 78 to interact with, 76 placing in center of diagram, 77 of products, 175 176
More informationChannelAdvisor (NYSE:ECOM) Stifel 2018 Cross Sector Insight Conference
ChannelAdvisor (NYSE:ECOM) Stifel 2018 Cross Sector Insight Conference Mark Cook - CFO June 13, 2018 Safe Harbor Statement This presentation contains "forward-looking" statements that are based on our
More informationWhat is on the Horizon for the Industry?
April 2018 Second only to the weather, travel woes are the friendliest form of small-talk. Unexpected delays, airport congestion, and shrinking seat size are universally relatable for air travelers. However,
More informationStrategic Management in Action, 5e (Coulter) Chapter 2 The Context of Managing Strategically
Strategic Management in Action, 5e (Coulter) Chapter 2 The Context of Managing Strategically 1) When an organization has numerous internal strengths, it is said to have a competitive advantage. Diff: 2
More informationSimulating innovative and disruptive business strategies. AnyLogic Conference 2016 Lyle Wallis, Analytics Director, PwC
www.pwc.com/us Simulating innovative and disruptive business strategies November 16-17 2016 AnyLogic Conference 2016 Lyle Wallis, Analytics Director, PwC Innovation in products, markets, and business models
More informationPricing. Advisor. Subscription pricing it s
Pricing Advisor Is Subscription Pricing Right for B2B Business? Contents Is Subscription Pricing Right for B2B Business? 1 The growth of the subscription economy has become incredibly evident in B2C markets.
More informationAgenda. Enterprise Risk Management Defined. The Intersection of Enterprise-wide Risk Management (ERM) and Business Continuity Management (BCM)
The Intersection of Enterprise-wide Risk (ERM) and Business Continuity (BCM) Marc Dominus 2005 Protiviti Inc. EOE Agenda Terminology and Process Introductions ERM Process Overview BCM Process Overview
More informationFinancial Discussion. James Kavanaugh Senior Vice President and Chief Financial Officer IBM
Financial Discussion James Kavanaugh Senior Vice President and Chief Financial Officer IBM 1 IBM 2018 Investor Briefing Our differentiated value proposition is driven by innovative technology, industry
More informationDEVELOP YOUR ANNUAL INNOVATION STRATEGY IDEASCALE WHITE PAPER
DEVELOP YOUR ANNUAL INNOVATION STRATEGY IDEASCALE WHITE PAPER Develop Your Annual Innovation Strategy 3 3 5 6 8 9 10 12 13 15 16 Develop Your Annual Innovation Strategy Review the Past Review the Past
More information2017 Executive Survey Overview
2017 Executive Survey Overview 1 1. Survey composition and executive summary 2. Agility vs. process certainty 3. Scale vs. personalization 4. Privacy vs. data sharing 5. Value vs. values 6. Culture vs.
More informationGrow Your Business. Driven by Force Executed By Directions.
Grow Your Business Driven by Force Executed By Directions www.neusourceindia.com Business Growth is a Process... You need to create a robust, reproducible and measurable added-value process. www.neusourceindia.com
More informationThe Micro Entity Business Start Up
Helen Roberts The Micro Entity Business Start Up Entrepreneur with 20 years experience Founder & MD of CPG Executive Consulting Ltd Founder & MD of StartUp Richmond Helping People Grow Is My Passion Who
More informationWill You Fail Your Channels? Are You Helping Your Channels Succeed in the Changing Channel and Technology Landscape?
2 0 / 2 0 Vi s i o n for Ma r k et i n g Breakthrough s 20/20 Vision for Marketing Breakthrough s Will You Fail Your Channels? Are You Helping Your Channels Succeed in the Changing Channel and Technology
More information