Design for Innovation Framework Guide
•Als PPS, PDF herunterladen•
2 gefällt mir•2,735 views
An introduction to the Design for Innovation (D4I) Strategic Business Development Framework by Iain Sanders at www.designforinnovation.com
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (20)
Ähnlich wie Design for Innovation Framework Guide
Ähnlich wie Design for Innovation Framework Guide (20)
Mehr von Iain Sanders
Mehr von Iain Sanders (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Design for Innovation Framework Guide
- 1. Design for Innovation Ltd, 2009 1 Design for Innovation Design for Innovation Embedding best practice discipline in business
- 2. Success story Design for Innovation Ltd, 2009 2 US$500 billion GE Market Capitalization US$13 billion 2000 Jack Welch steps down as CEO of GE 198 1 Jack Welch appointed as CEO of GE
- 4. What you don’t know about your customers and your business may be costing you millions! Design for Innovation Ltd, 2009 4 For example : technology, product & service value-creation urgent needs For example : The best customer solutions to maximize your customers’ profitability For example : Your business model is now obsolete, limiting your effectiveness and ability to achieve a sustainable competitive advantage
- 5. Design for Innovation Ltd, 2009 5 Design for Innovation Design for Innovation Embedding best practice discipline in business We see Innovation as THE Driver of Competitive Advantage Systemic Approach to Innovation BUSINESS innovation ORGANIZATIONAL innovation PRODUCT innovation PROCESS innovation MARKETING innovation TECHNOLOGY innovation STRATEGY innovation
- 9. Design for Innovation Ltd, 2009 9 Stakeholder Partnerships for Stakeholder-driven Innovation: Involve Your Stakeholders as Co-innovators Board Marketing Leadership R&D Finance Operations Stakeholders Sales Purchasing
- 14. The D4I Framework Facilitates Value Creation, Management and Innovation Design for Innovation Ltd, 2009 14 Where are we going? What can we use now? Create new possibilities Evaluate and select Action and monitor Design for Innovation Design for Innovation Embedding best practice discipline in business Value Impacts Value Outcomes Value Outputs Value Drivers Value Builders Planning Value Creation
- 15. Primary Focus: Performance Improvement Primary Focus: Customer Solutions Primary Focus: Ideation & Innovation Primary Focus: Project Management Design for Innovation Ltd, 2009 15 D4I Framework Core Competencies Design for Innovation Design for Innovation Embedding best practice discipline in business
- 17. 17
- 21. For further information contact: Dr. Iain Sanders Mobile: +64 (027) 356-6401 Skype: iain.designforinnovation.com Email: [email_address] Web: http://www.designforinnovation.com Design for Innovation Ltd, 2009 21 Design for Innovation Design for Innovation Embedding best practice discipline in business
Hinweis der Redaktion
- Corporate Leadership: the Jack Welch Way Jack Welch has been with the General Electric Company (GE) since 1960. Having taken GE with a market capitalization of about $13 billion, Jack Welch turned it into one of the largest and most admired companies in the world, with a market value of about $500 billion, when he stepped down as its CEO 20 years later, in 2000. Although Jack Welch is "the celebrated leader of a global manufacturer often noted for its technological prowess, he has utilized a very human process to drive change through GE's vast organization. Having respect for the individual as a pivotal force in organizational change, Welch created a model of exceptional performance every corporate leader can learn from. The Role of the Leader in the New Economy As Jack Welch wrote in a letter to shareholders: "In the old culture, managers got their power from secret knowledge: profit margins, market share, and all that... In the new culture, the role of the leader is to express a vision, get buy-in, and implement it. That calls for open, caring relations with every employee, and face-to-face communication. People who can't convincingly articulate a vision won't be successful. But those who can will become even more open – because success breeds self-confidence." Welch urged all GE leaders to stretch their business strategy, "Don't ever settle for mediocrity. They key to stretch is to reach for more than you think is possible. Don't sell yourself short by thinking that you'll fail." Do the best possible - and then reach beyond. Stretch "essentially means using dreams to set business targets - with no real idea of how to get there. If you do know how to get there - it's not a stretch target.“ Employee Empowerment Under Welch's leadership, managers had wide latitude in building their GE units in entrepreneurial fashion. Determined to harness the collective power of GE employees, Jack Welch redefined also relationships between boss and subordinates. He wrote: "The individual is the fountainhead of creativity and innovation, and we are struggling to get all of our people to accept the countercultural truth that often the best way to manage people is just to get out of their way. Only by releasing the energy and fire of our employees can we achieve the decisive, continuous productivity advantages that will give us the freedom to compete and win in any business anywhere on the globe."
- Corporate Leadership: the Jack Welch Way Jack Welch has been with the General Electric Company (GE) since 1960. Having taken GE with a market capitalization of about $13 billion, Jack Welch turned it into one of the largest and most admired companies in the world, with a market value of about $500 billion, when he stepped down as its CEO 20 years later, in 2000. Although Jack Welch is "the celebrated leader of a global manufacturer often noted for its technological prowess, he has utilized a very human process to drive change through GE's vast organization. Having respect for the individual as a pivotal force in organizational change, Welch created a model of exceptional performance every corporate leader can learn from. The Role of the Leader in the New Economy As Jack Welch wrote in a letter to shareholders: "In the old culture, managers got their power from secret knowledge: profit margins, market share, and all that... In the new culture, the role of the leader is to express a vision, get buy-in, and implement it. That calls for open, caring relations with every employee, and face-to-face communication. People who can't convincingly articulate a vision won't be successful. But those who can will become even more open – because success breeds self-confidence." Welch urged all GE leaders to stretch their business strategy, "Don't ever settle for mediocrity. They key to stretch is to reach for more than you think is possible. Don't sell yourself short by thinking that you'll fail." Do the best possible - and then reach beyond. Stretch "essentially means using dreams to set business targets - with no real idea of how to get there. If you do know how to get there - it's not a stretch target.“ Employee Empowerment Under Welch's leadership, managers had wide latitude in building their GE units in entrepreneurial fashion. Determined to harness the collective power of GE employees, Jack Welch redefined also relationships between boss and subordinates. He wrote: "The individual is the fountainhead of creativity and innovation, and we are struggling to get all of our people to accept the countercultural truth that often the best way to manage people is just to get out of their way. Only by releasing the energy and fire of our employees can we achieve the decisive, continuous productivity advantages that will give us the freedom to compete and win in any business anywhere on the globe."
- This presentation provides EGNRET members with an update on APEC-CPI project development. Iain Sanders would like to express his apologies for not being able to attend this meeting due to other commitments. He extends his best wishes and sincerest thanks to all EGNRET members for their support in helping to get this project endorsed and funded by APEC.
- Customer Partnership Defined Customer partnership is a shared journey to create a future for both parties that is better than either could have developed alone. Customer partnership is more than "putting customers first", or finding mutually satisfactory solutions to shared problems, or a dedication to excellence in every sale or service encounter. It also requires commitment to forging long-term relationships that create synergies of knowledge, security, and adaptability for both parties. Why Customer Partnership? The customer influences every aspect of your business and is the foundation of your organization's success. In today's turbulent times of rapid and chaotic change, no force is more grounding and stabilizing than a partnership with customers. 1 Fierce competition today forces companies to become much more creative and flexible in their dealings with customers to give them exactly what they want – faster. Partnering with customers represents your firm's capacity to anticipate what customers need even before they know they need it. 2 Case in Point: Nike When Nike partnered with their running customers, they discovered that, apart from running shoes and apparel, they also needed sport watches, MP3 players, and heart monitors. Nike developed these offerings and their equipment business boasted sales in excess of US$400 million within few years. Case in Point: BMW In partnership with its customers and external innovators, BMW is constantly seeking to discover new technologies and design features to put into future cars. To harvest the insights of creative minds outside the BMW Group, the firm's Virtual Innovation Agency (VIA) is the point of contact for all external innovators who do not as yet have contacts within the firm. VIA makes it easy for car fans to communicate their ideas through its web-site, with additional online discussions that solicit ideas from enthusiasts around the world. References: 1. "Leading on the Edge of Chaos", Emmett C. Murphy and Mark A. Murphy, 2003 2. "Results-Based Leadership", Dave Ulrich, Jack Zenger, and Norm Smallwood, 1999