The document provides an overview of a book titled "From Knowledge to Value: Unfolding the Innovation Cube". The book presents a methodology called NIMCube for effective innovation management. It conceptualizes innovation using six facets: reuse of existing knowledge, invention of new knowledge, stakeholders' contributions, performance/bottom line, exploitation of new products, and ecology/environment. The book offers tools to improve innovation processes and create value from new ideas. It also presents case studies and perspectives from innovation experts.
Project Management vs Innovation: Friends or Foes?Tathagat Varma
My talk at IBM's ShareNet session on Project Management vs. Innovation. I explored how classical project management is ill-suited for managing innovative projects, especially Kaikaku or the Disruptive Innovation, and discussed how Lean Startup offers one such approach.
Feedback welcome...
The document discusses creativity, innovation, and turning ideas into opportunities. It defines creativity as thinking up new things and notes that creativity involves generating and evaluating ideas. Innovation is defined as doing new things to create value and efficiency. The process of innovation involves idea generation, idea screening, feasibility testing, and implementation. The document also notes that most companies find innovation important to their business and lists common sources of new ideas for companies. It concludes by discussing how to screen ideas to find the best opportunities, such as determining if an idea solves an important customer problem.
How can big and small companies innovate better together? That is the focus of my upcoming book and this presentation. In my talk, I get into topics such as:
- what open innovation is
- the differences between big and small companies
- why big companies need small companies
- why things go wrong
-
The document discusses Systematic Inventive Thinking (SIT) workshops for new product development. It describes how SIT provides a systematic approach to generating new product ideas on demand. It notes that a company generated over 140 new product ideas across six concepts for the next 6-8 years using SIT. The document outlines the SIT process, which includes preparations, an ideation workshop, convergence of ideas, and implementation support. It emphasizes that SIT brings facilitators, tools, and experience to help companies fill their product pipelines and acquire innovation skills. Testimonials praise SIT's results-oriented approach and ability to generate many useful ideas.
The document outlines 8 steps to build a systematic innovation capability:
1. Build a pipeline by laying the foundation of an innovation program with processes for idea management, buzz creation, and training.
2. Create a challenge book to source ideas by identifying pain points and opportunities.
3. Improve idea velocity by experimenting quickly and cheaply, rapidly prototyping, and iterating business models.
4. The final steps to increase success rate include building an innovation sandbox to safely test ideas and creating a margin of safety.
Technology Innovation Project Management- an exploratory study of what projec...Johnny Ryser
This dissertation researched what successful technology innovation project managers do. Where research up to now has focused on leadership perspectives, tools and methods, this study focus on what project managers actually do. The primary objective of this research was to uncover insights on what the everyday look like for the project manager, and to build knowledge on the future of project management training.
Open Innovation Process and Open Closed Innovation Sandra Cecet
Research project by Sandra Cecet & Sanya Khanna. We are interested in the Open Innovation process, when, why and how is happens. As well, is it indeed such an open paradigm as a literature suggests.
Key Words: Open Innovation, Closed Innovation, Open-Closed Innovation, Multinational Companies, New Product Development, Radical Innovation, Mindset, Collaboration.
The document discusses 9 innovation principles: 1) Co-creating value with customers by developing unique solutions, 2) Involving users early in the innovation process to understand problems, 3) Accessing globally-dispersed knowledge as no single location provides all needed knowledge, 4) Forming collaborative networks as no single company has all needed knowledge, 5) Leveraging dynamics between large and small companies to foster entrepreneurship, 6) Environmental concerns driving new markets, 7) Meeting needs in developing countries which also drives innovation elsewhere, 8) Collaboration between public and private sectors spurring innovation, and 9) Technology enabling but not driving company innovation.
Ideation Guide - Chevening Innovators in GovernmentDUCO
- Name tags
- Sign-in sheet
Introduction
(15 min)
- Welcome and thank participants
- Present the host team
- Explain the purpose and dynamics
of the workshop
Facilitator:
- Projector
- Presentation
Challenge
Presentation
(10 min)
- Present the challenge clearly
- Explain the context and importance
Facilitator:
- Projector
- Presentation
Causes
Identification
(30 min)
- Brainstorm the root causes that
generate the challenge
- Post the causes on the wall
Facilitators:
- Sticky notes
- Markers
- Wall
This document discusses project management at CISTI and introduces their innovation strategy. It provides an overview of CISTI's project process, including definitions, starting projects through proposals, and available tools and resources. It also outlines their current project portfolio and architecture roadmap. For their innovation strategy, it describes initiatives like technology watch, an open idea market, hackfests, innovation time, and a CISTI Lab to demonstrate outputs. The goal of these innovation efforts is to encourage useful applications of new ideas through connection, conversation and diversity.
SA Innovation Summit 2013: Open Innovation - New Opportunities, New ChallengesStefan Lindegaard
This document discusses open innovation and creating an innovation culture within organizations. It emphasizes that open innovation is key to becoming competitively unpredictable in today's business environment. The document provides examples of open innovation practices from various companies and discusses some of the challenges of changing an organization's culture to embrace open innovation and experimentation. It stresses that developing the right skills and mindsets among employees is important for fostering a strong innovation culture.
A Benchmark for Open Innovation: How Good is Your Company?Stefan Lindegaard
In this presentation, I share my benchmark views on how open innovation in general has been adapted over the years. The benchmark is based on my free e-book, 7 Steps for Open Innovation.
Responding to the Impact of #Covid19 Pandemic & Economic Crisis and Beyond - ...Richard Platt
So this Economic Crisis caused by the #Covid19 pandemic has hit us all pretty hard, so I thought you might want to get a leg up and over this whole thing and leverage your own and your organization's talents and abilities to make that Innovation Pivot, that everyone is going to need to do, and done quickly, otherwise it's not good for you and your company. This #Covid19 has been a big reset, but more than that, it's a #StrategicInflectionPoint, which basically means that everyone's profitability and competitive advantage got smashed, and you all are going to have to do something about that...and the one way we know, that will work, is to #innovate your way out of this economic downturn, because at the end of the day, no company or individual is going to survive this impact without Innovating their way out of the situation. So we suggest you have a read and let us know what you think, and if you need help let us know, we do know how to deal with this, learn how to #systematically innovate and get you going once again and back to being profitable and competitive individuals and firms.
Siemens adopted an open innovation initiative to address problems stemming from its decentralized structure, including siloed information and a lack of cross-company communication. The initiative was intended to break down internal barriers and identify experts within the company, but later expanded to include collaborations with universities and other organizations. While open innovation provided benefits like new ideas, it also introduced risks around intellectual property exposure and disruption to company culture.
This document summarizes notes from an innovation workshop held at the University of Lagos Guest House in Nigeria. It includes brainstorming questions, definitions of key innovation terms, barriers and drivers of innovation, and characteristics of an "Innovator Next" - someone with a high propensity to innovate. Participants were encouraged to think creatively and develop their innovative skills through conceptual and network thinking.
The document discusses the concept of reverse innovation, where innovations are developed first in developing markets and then distributed globally. It provides examples of companies innovating in emerging markets like India and China to create affordable products for those markets. GE Healthcare developed a portable and inexpensive ECG machine called MacIndia for the Indian market that costs $500, much less than their traditional $50,000 machine. A hospital in India developed extremely low-cost open heart surgery for $3,000 compared to $150,000 in the US through process innovations like standardization and economies of scale. These reverse innovations developed for emerging markets can then be distributed worldwide.
In this slide deck we show the basic overview of our methodology "Innovation Lab Canvas" which has been developed by mantro to design and evaluate innovation initiatives in corporates like Labs, Digital Hubs, Accelerator Programs, Incubator Programs, etc.
The method and the canvas are published under the Commons License and are to be reused by the world.
A Strategic Approach to Open Innovation - Jeffrey Phillips★ Tony Karrer
In this session, Jeffrey Phillips examines the critical questions you should ask as you establish an open innovation framework: which technologies or ideas? Which partners and how many? Which methods? By taking a strategic approach to open innovation, you’ll find the right ideas or partners more effectively, and you’ll accelerate new products to market more quickly.
This document provides definitions for key terms related to innovation:
- Creativity is the ability to generate ideas that have value.
- Invention is the discovery of something new.
- Innovation is transforming ideas and inventions into tangible forms that create value.
- Systemic innovation refers to structured, sustainable, and permanent innovation practices.
It also contrasts operating (doing things right) with innovating (doing right things). While both are needed, innovation involves undefined steps, multiple routes and results, and cross-functional teams. Reworking is seen as part of the learning process in innovation.
Reasons provided to innovate include that operational excellence alone is no longer sufficient, innovation enables new
Are You Ready to Disrupt It?’ is a unique knowledge safari into the wilderness of a new type of innovation which has emerged in the business world as well as in the research arena: Disruptive Innovation.
The book is the culmination of a project by The EU Disrupt-IT project consortium, reflecting the collaboration of experts from 6 countries. The consortium was formed in 2002 to develop a methodology and supporting software for enabling and catalysing the creation of new products, services and business models which have the potential to disrupt their markets.
The book conceptually clarifies some of the phenomena related to the realities of disruptive innovation, like:
“Low-end” market vs. New market disruptive innovation
Technological vs. Business Model disruptive innovation
The challenge of “Crossing the Chasm”
The book offers a comprehensive toolkit to foster disruptive innovation: this includes a “Knowledge Safari”, “Idea Pipeline software”, a “Disruptive Portfolio Management Tool”, an “Opportunity Recognition Workshop”, the “DI Compass” and an “Innovation Ecology Portal”.
Detailed descriptions of real case studies complemented by a utopian urban story enrich the concepts and make the complex and intangible ideas come alive.
The lively graphics and illustrations that enrich the insights in the text reflect the consortium’s philosophy that visualisation is an effective method of conveying, and absorbing, new ideas.
The Disrupt-IT project was co-funded by the European Commission Information Society Technology (IST) programme, which is a fertile ground for leading edge Knowledge Management research.
A Playbook for Corporate Innovation - Explorium HKYangie Chung
Are you an innovator about to start a new innovation hub or join one?
We were in the same shoes not too long ago. We started Explorium in Hong Kong in 2018 and over the past two years we've tried, failed, hit brick walls, and succeed (on occasion) in helping the businesses of the Fung Group innovate following an ecosystem approach.
We learned a lot along the way and now are sharing back our reflections and suggestions in a Playbook for Ecosystem Innovation - this is the guide we wish we had at the beginning of our journey. Read it, and maybe you can avoid some of our mistakes.
632020 Sources, Rules, and Creation of an Innovation Guide S.docxssuser774ad41
6/3/2020 Sources, Rules, and Creation of an Innovation Guide Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8134/200100/Scoring_Guides/u08a1_scoring_guide.html 1/1
Sources, Rules, and Creation of an Innovation Guide Scoring Guide
Due Date: End of Unit 8
Percentage of Course Grade: 35%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Analyze how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines of disruptive
innovation.
25%
Fails to mention how
effectively a publicly
traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Outlines how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively
a publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively a publicly traded
for-profit organization applies theories,
models, and guidelines for disruptive
innovation. Synthesizes the application for
gaps in an exceptionally accurate and
impressive manner.
Develop approaches for
leading strategic foresight
and suggest alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
25%
Fails to list approaches
for leading strategic
foresight and suggesting
alternative models of
disruptive and value
innovation for a publicly
traded for-profit
organization.
Outlines approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for leading strategic
foresight and suggests alternative models of
disruptive and value innovation for a publicly
traded for-profit organization.
Recommendations are supported with
substantial literature and superiority in
critical thinking skills is evident.
Create an innovation
“cookbook” with best
practice guidelines.
25%
Fails to create an
innovation “cookbook”
with best practice
guidelines.
Makes a limited attempt
at creating an innovation
“cookbook” with limited
practice guidelines and
limited or no supporting
theories.
Creates an innovation
“cookbook” with best
practice guidelines.
Creates a robust innovation “cookbook” with
exceptional clarity of best practice
guidelines. Presents and carefully integrates
supporting theories and highlighting
similarities and differences.
Communicate in a manner
expected of doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
25%
Fails to communicate in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
Communicates at a basic
level in a manner
expec.
632020 Sources, Rules, and Creation of an Innovation Guide S.docxpriestmanmable
The document is a scoring guide for an assignment in a Capella University course on innovation. It outlines the criteria and grading levels for evaluating student submissions. The assignment involves analyzing how a publicly traded company applies theories of disruptive innovation, developing approaches for strategic foresight and alternative innovation models, creating an innovation guidebook, and communicating at a doctoral level with APA compliance. Students can receive basic, proficient, or distinguished ratings in each category, with the assignment worth 35% of the total course grade.
The taste of innovation build-10 x-valuefactory-90days-master-program-brochureFlevum
Brochure The Taste of Innovation | Beyond Performance Experience
How to build your 10x-ValueFactory in 90 days (introduction)
We leven in opwindende tijden - waarin de manier waarop we met elkaar werken sterk aan het veranderen is, waarin de focus naast presteren, veel meer is gaan liggen op de mens. Leiders zijn zich meer en meer bewust dat als het hun mensen goed gaat, het ook goed gaat met de organisatie.
Uitspraken binnen deze context zijn gedaan door:
Wendy Woods - Sr. Partner Boston Consulting Group: “Smart, committed people. They are our most precious and powerful resource. And many of the innovations that people have created recently enable even more people to contribute in even more substantial ways. That’s a significant part of why I’m so optimistic about our future.”
Ed Catmull - Co-founder Pixar: “Talent is rare. Management’s job is not to prevent risk but to build the capability to recover when failures occur.”
Of denk aan het “Growth Manifesto” initiatief van Neville Isdel (Coca-Cola) hoe terug te gaan naar “living our values”, hoe beter samen te werken en mensen te ontwikkelen om ultieme prestatie mogelijk te maken.
Bovenstaande voorbeelden schijnen hun licht over desastreuze focus op alleen presteren bij bedrijven zoals Enron, Lehman Brothers, Atari, Kodak …
Het feit dat klanten producten en/of diensten afnemen geeft aan dat er waarde wordt toegevoegd. De vraag is:
Welke waarde gaat morgen - onbewust ? - gewenst worden?
Wanneer is morgen?
Hoe maken wij contact met morgen?
Hoe creëert u uw eigen WaardeFabriek die antwoorden geeft op deze vragen?
Uw eigen WaardeFabriek?
DeWaardeFabriek gunt iedere organisatie haar eigen WaardeFabriek, waarin het gezamenlijk op zoek gaan naar EN het realiseren van de waarde voor morgen centraal staat.
Samen met DeWaardeFabriek laten wij u tijdens deze bijeenkomst proeven van de elementen die uw eigen WaardeFabriek succesvol maken. Deze elementen in deze bijeenkomst vormen onderdeel van een master-programma “How to build your 10x-ValueFactory in 90 days” dat speciaal voor Flevum-leden in januari 2016 van start gaat.
Na afloop van deze bijeenkomst gaat u naar huis met praktische inzichten die u direct in de praktijk kunt brengen.
Dit programma wordt inmiddels met succes toegepast bij o.a.:
TATA Steel
Stork
SPIE
World Class Maintenance
1. The document discusses innovation at various levels, from the introduction of new ideas to transforming processes and products to increase business success.
2. It describes different perspectives on encouraging innovation in the workplace, including considering what works best for specific circumstances.
3. The key difference between internal and external crowdsourcing is that internal crowds involve using company employees, partners, and suppliers to solve problems and generate ideas, while external crowds are open to anyone online.
Corporate culture can be defined as the values, norms, attitudes and behavior patterns, that are shared within an organization [Herzog, 2011]. Corporate culture can be seen as the personality of a company that influences people's behavior within the organization, regardless of size and field of action
This document outlines the key skills and mindsets needed to become an innovator. It discusses how innovators question assumptions, make observations about problems and industries, experiment through trial and error, and make connections across disciplines. The document also recommends books on innovation and provides contact information for the author.
The document discusses Silicon Valley's innovation ecosystem and its strengths. It notes that Silicon Valley has high transparency in its venture capitalism system, with standardized legal documents and many experienced VC experts. This helps entrepreneurs easily access funding and resources. However, it also identifies weaknesses like high housing costs and threats like strict US immigration laws, which could cause some startups to move elsewhere. Overall the document provides an overview of key factors that have contributed to Silicon Valley's success as well as challenges it faces.
This document provides an introduction to the concepts of innovation and entrepreneurship. It defines innovation and distinguishes it from invention. It outlines different types of innovations including product, process, business model innovations. It discusses sources of innovation such as industries, universities, and startups. It also outlines the objectives of the "Innovation & Entrepreneurship" course which aims to provide an industrial and strategic context for managing technological innovation.
This document discusses innovation and business strategy. It begins with an agenda that includes exploring the link between strategy and information technology. Later sections discuss the types of innovation including product, process, marketing, organizational, and business model innovation. The document also discusses various innovation models from closed to open innovation. It emphasizes that innovation can come from within a company but also from external partners and communities.
This document discusses identifying and selecting partners for open innovation and research partnerships. It provides an overview of current approaches and best practices based on a survey of 120 decision-makers. Some key findings include: companies turn first to their existing networks to identify potential partners; over 80% of decision-makers have met future business partners at industry events; technological expertise, scientific excellence, and experience with collaborative projects are important factors in selecting partners; and mapping a company's innovation ecosystem is an important first step to scoping out potential partners. The document advocates exploring internal talent and networks, as well as external industry clusters and groups, to both identify new partners and benchmark/select the best fit for projects.
The book "Making Innovation Work" by Tony Davila, Marc Epstein and Robert Shelton provides a framework for companies to successfully manage innovation from strategy to execution. The authors argue that innovation is not mysterious but rather can be managed through the appropriate tools, processes, and culture. They outline seven rules for effective innovation management: strong leadership, an innovative business mentality, aligning innovation with business strategy, balancing creativity and value capture, overcoming organizational barriers to new ideas, leveraging internal and external networks, and using the right metrics and rewards. The book offers practical advice on how to maximize the value of innovation investments through integrating different innovation types and portfolios.
Lenovo is one of the largest technology companies in the world. It was founded in 1984 as a small Chinese firm called Legend Holdings but saw major growth after acquiring IBM's personal computer business in 2005. Currently, Lenovo employs over 27,000 people worldwide and has expanded its portfolio through strategic acquisitions of companies in various markets. Under its current CEO Yang Yuanqing, Lenovo has focused on innovation and expanding into new global markets through mergers and acquisitions.
think is an innovation management consultancy that provides various services to help organizations innovate, including consultancy, workshops, events, and training. Some of their key services involve helping organizations embed innovation into their culture and processes, conducting workshops on topics like new product development, and providing innovation training programs. Their goal is to help organizations build the skills and mindsets needed to sustain innovation over the long term.
This document discusses the advantages of user innovation compared to traditional innovation approaches. It notes that user innovation is a major part of open innovation and will become more standard. Open innovation involves using both internal and external knowledge to accelerate innovation. The document then discusses research showing that products developed with lead users through lead user workshops had much higher market share and sales than traditionally developed products, since lead users can reveal future market demands. The main advantage of user innovation is that it taps into the needs of innovators ahead of the market rather than average users.
The document discusses experiential learning lectures (ELL) and innovation. It provides background on the origins of ELL and its focus on blending theories and practical experience. The key aspects of experiential learning are explained, including the cycle of experience, reflection, generalization and application. Innovation is defined and the principles, process, knowledge layers and importance of design are outlined. Case studies are also mentioned. The overall document serves as a guide to ELL methodology and concepts relating to innovation.
A talk given to University of Washington HCDE Program introducing how design thinking offers a toolkit for the 21st century "4C" skills of collaboration, communication, creativity and critical thinking
Learning in 3D: rules from the revolutionariesRon Dvir
The document summarizes insights from 4 pioneers in 3D learning on implementing 3D learning effectively. It discusses overcoming objections, establishing early adoption, securing sponsorship, demonstrating value, crossing adoption gaps, and achieving mainstream use. Key advice includes focusing projects, managing expectations, integrating technologies simply, and avoiding solutions requiring high performance machines.
OpenFutures – an Operating system for Future Centers
In May 2006, fourteen innovation experts started a unique two-year exploration tour in which they explored Future Centers and other future-oriented collaborative working environments. They visited, experienced, analyzed and prototyped over thirty Future Centers in the Netherlands, Sweden, Denmark, Finland, the United Kingdom, Italy, Israel, and elsewhere.
The explorers were part of the OpenFutures project, which was funded by the European Commission. They were drawn from a broad range of backgrounds, including the research and development of innovation methods and spaces, theoretical and scientific research, societal and business entrepreneurship, and the actual planning and management of Future Centers.
This book OpenFutures – an Operating System for Future Centers summarizes their findings. It provides insights into why Future Centers are set up, what their fundamental operating principles are, how they are planned, run, and managed, and how they create impact. The insights, stories, knowledge recipes and recommended tips are organized across four perspectives: the organizational, methodological, physical, and technological. It is a highly visual document, with artwork created especially for the book to enrich and underscore the presentation of the many different concepts that make up the art and practice of Future Centers.
The book is a useful resource for people planning to launch a Future Center or other type of innovation laboratory, for people who currently operate one and want to renew and transform it, or simply for those intent on adding a touch of 'future orientation' to their everyday working environments.
Leonardo da Vinci Exploration Tour and Future Center SummitRon Dvir
The Da Vinci Exploration Tour and future center Summit was be held in Tuscany on 20-22 June 2006. The event focused on three themes:
■1. Future spaces: anytime, anywhere. How to create a temporary, mobile oow-tech future center, using the available space as a given.
■2. Learning from the past to create the future. The museum as link between past, present and future.
■3. Art and Future Centers. Future Centers and artists both helkp people see things in different ways. How can Future centers use art to open horizons? What can Future centers learn from how artists work?
A visit to Vinci and the Leonardo Da Vinci library was one of the highlights of the Summit. 60 people from 13 countries attended the event.
(modified from :www.ducore.com)
The document introduces the concept of an Innovation Enabling Ecology, which refers to the work environment that can encourage and support the generation of new ideas. It discusses 16 constructs that comprise an innovation ecology, including time, physical space, organizational structure, culture, leadership, and knowledge management. The document provides examples of good practices that organizations have implemented to strengthen these different constructs in their innovation ecology.
The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdfJackieSparrow3
we may assume that God created the cosmos to be his great temple, in which he rested after his creative work. Nevertheless, his special revelatory presence did not fill the entire earth yet, since it was his intention that his human vice-regent, whom he installed in the garden sanctuary, would extend worldwide the boundaries of that sanctuary and of God’s presence. Adam, of course, disobeyed this mandate, so that humanity no longer enjoyed God’s presence in the little localized garden. Consequently, the entire earth became infected with sin and idolatry in a way it had not been previously before the fall, while yet in its still imperfect newly created state. Therefore, the various expressions about God being unable to inhabit earthly structures are best understood, at least in part, by realizing that the old order and sanctuary have been tainted with sin and must be cleansed and recreated before God’s Shekinah presence, formerly limited to heaven and the holy of holies, can dwell universally throughout creation
How to Store Data on the Odoo 17 WebsiteCeline George
Here we are going to discuss how to store data in Odoo 17 Website.
It includes defining a model with few fields in it. Add demo data into the model using data directory. Also using a controller, pass the values into the template while rendering it and display the values in the website.
Beyond the Advance Presentation for By the Book 9John Rodzvilla
In June 2020, L.L. McKinney, a Black author of young adult novels, began the #publishingpaidme hashtag to create a discussion on how the publishing industry treats Black authors: “what they’re paid. What the marketing is. How the books are treated. How one Black book not reaching its parameters casts a shadow on all Black books and all Black authors, and that’s not the same for our white counterparts.” (Grady 2020) McKinney’s call resulted in an online discussion across 65,000 tweets between authors of all races and the creation of a Google spreadsheet that collected information on over 2,000 titles.
While the conversation was originally meant to discuss the ethical value of book publishing, it became an economic assessment by authors of how publishers treated authors of color and women authors without a full analysis of the data collected. This paper would present the data collected from relevant tweets and the Google database to show not only the range of advances among participating authors split out by their race, gender, sexual orientation and the genre of their work, but also the publishers’ treatment of their titles in terms of deal announcements and pre-pub attention in industry publications. The paper is based on a multi-year project of cleaning and evaluating the collected data to assess what it reveals about the habits and strategies of American publishers in acquiring and promoting titles from a diverse group of authors across the literary, non-fiction, children’s, mystery, romance, and SFF genres.
Integrated Marketing Communications (IMC)- Concept, Features, Elements, Role of advertising in IMC
Advertising: Concept, Features, Evolution of Advertising, Active Participants, Benefits of advertising to Business firms and consumers.
Classification of advertising: Geographic, Media, Target audience and Functions.
Join educators from the US and worldwide at this year’s conference, themed “Strategies for Proficiency & Acquisition,” to learn from top experts in world language teaching.
Credit limit improvement system in odoo 17Celine George
In Odoo 17, confirmed and uninvoiced sales orders are now factored into a partner's total receivables. As a result, the credit limit warning system now considers this updated calculation, leading to more accurate and effective credit management.
Webinar Innovative assessments for SOcial Emotional SkillsEduSkills OECD
Presentations by Adriano Linzarini and Daniel Catarino da Silva of the OECD Rethinking Assessment of Social and Emotional Skills project from the OECD webinar "Innovations in measuring social and emotional skills and what AI will bring next" on 5 July 2024
Understanding and Interpreting Teachers’ TPACK for Teaching Multimodalities i...Neny Isharyanti
Presented as a plenary session in iTELL 2024 in Salatiga on 4 July 2024.
The plenary focuses on understanding and intepreting relevant TPACK competence for teachers to be adept in teaching multimodality in the digital age. It juxtaposes the results of research on multimodality with its contextual implementation in the teaching of English subject in the Indonesian Emancipated Curriculum.
Is Email Marketing Really Effective In 2024?Rakesh Jalan
Slide 1
Is Email Marketing Really Effective in 2024?
Yes, Email Marketing is still a great method for direct marketing.
Slide 2
In this article we will cover:
- What is Email Marketing?
- Pros and cons of Email Marketing.
- Tools available for Email Marketing.
- Ways to make Email Marketing effective.
Slide 3
What Is Email Marketing?
Using email to contact customers is called Email Marketing. It's a quiet and effective communication method. Mastering it can significantly boost business. In digital marketing, two long-term assets are your website and your email list. Social media apps may change, but your website and email list remain constant.
Slide 4
Types of Email Marketing:
1. Welcome Emails
2. Information Emails
3. Transactional Emails
4. Newsletter Emails
5. Lead Nurturing Emails
6. Sponsorship Emails
7. Sales Letter Emails
8. Re-Engagement Emails
9. Brand Story Emails
10. Review Request Emails
Slide 5
Advantages Of Email Marketing
1. Cost-Effective: Cheaper than other methods.
2. Easy: Simple to learn and use.
3. Targeted Audience: Reach your exact audience.
4. Detailed Messages: Convey clear, detailed messages.
5. Non-Disturbing: Less intrusive than social media.
6. Non-Irritating: Customers are less likely to get annoyed.
7. Long Format: Use detailed text, photos, and videos.
8. Easy to Unsubscribe: Customers can easily opt out.
9. Easy Tracking: Track delivery, open rates, and clicks.
10. Professional: Seen as more professional; customers read carefully.
Slide 6
Disadvantages Of Email Marketing:
1. Irrelevant Emails: Costs can rise with irrelevant emails.
2. Poor Content: Boring emails can lead to disengagement.
3. Easy Unsubscribe: Customers can easily leave your list.
Slide 7
Email Marketing Tools
Choosing a good tool involves considering:
1. Deliverability: Email delivery rate.
2. Inbox Placement: Reaching inbox, not spam or promotions.
3. Ease of Use: Simplicity of use.
4. Cost: Affordability.
5. List Maintenance: Keeping the list clean.
6. Features: Regular features like Broadcast and Sequence.
7. Automation: Better with automation.
Slide 8
Top 5 Email Marketing Tools:
1. ConvertKit
2. Get Response
3. Mailchimp
4. Active Campaign
5. Aweber
Slide 9
Email Marketing Strategy
To get good results, consider:
1. Build your own list.
2. Never buy leads.
3. Respect your customers.
4. Always provide value.
5. Don’t email just to sell.
6. Write heartfelt emails.
7. Stick to a schedule.
8. Use photos and videos.
9. Segment your list.
10. Personalize emails.
11. Ensure mobile-friendliness.
12. Optimize timing.
13. Keep designs clean.
14. Remove cold leads.
Slide 10
Uses of Email Marketing:
1. Affiliate Marketing
2. Blogging
3. Customer Relationship Management (CRM)
4. Newsletter Circulation
5. Transaction Notifications
6. Information Dissemination
7. Gathering Feedback
8. Selling Courses
9. Selling Products/Services
Read Full Article:
https://digitalsamaaj.com/is-email-marketing-effective-in-2024/
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Nim Cube Unfoldign The Innovation Cube
1. An Illustrated Guide Edited by Ron Dvir Edna Pasher Norman Roth With Ruth Blatt Illustrations by Arye Dvir Unfolding the Innovation Cube From Knowledge to Value : A Balanced Approach to New Product Development
2. From Knowledge to Value Unfolding the Innovation Cube A Balanced Approach to New Product Development A n illustrated guide From Knowledge to Value: Unfolding the Innovation Cube is a unique journey into the complex and challenging world of a critical core competence in organisations: New Product Development. The book is the culmination of the New-use and Innovation Management and Measurement Methodology for R&D (NIMCube) project, reflecting the collaboration of experts from 6 countries. The NIMCube consortium was formed in 2000 to develop a methodology and supporting software for effective and efficient innovation management in organisations. The book conceptually clarifies the 6 facets of innovation: The Reuse of exiting knowledge The Invention of new knowledge The Stakeholders contribution The bottom line Performance of New Product Development The Exploitation of the new product The Ecology where it all happens The book offers a comprehensive set of tools to improve New Product Development performance in organisations, to speed up innovation processes, and to create value from new ideas - fast. It presents a unique Performance Management System that was developed as a concrete infrastructure for innovation management and measurement. Detailed descriptions of real case studies enrich the concepts and make the complex and intangible ideas come alive. Six thinkers and practitioners , who are at the cutting edge of knowledge management and innovation management, present their perspectives on the issues raised in the book. The lively illustrations that enrich the insights in the text reflect the consortium’s philosophy that visualisation is an effective method of conveying and absorbing new ideas. The NIMCube project was co-funded by the European Commission Information Society Technology (IST) programme, which is a bustle junction for Knowledge Management activities. Edited by Ron Dvir , Edna Pasher and Norman Roth, Editors With Ruth Blatt Illustrations by Arye Dvir
3. Introduction The Journey Towards Innovation Edna Pasher How did the NIMCube Consortium form, identify its central research question, and develop its goals and conceptual framework ? This introduction tells the story of how NIMCube was born and narrates the process that led to the findings and tools presented in this book .
4. Part ONE The 6 Facets of Innovation Why Innovation? Why Now? How ? We start part ONE with discussing the case for innovation. Then, we will unfold the Innovation Cube and elaborate on each of its facets .
5. 1 The Case for Innovation Edna Pasher What made Menlo Park the home of so many revolutions ? Thomas Edison understood the true meaning of innovation. More then 100 years later, the need for productive innovation is even more urgent. Here you will understand why .
6. 2 The Reuse Facet Don’t Re-invent the Wheel Sven Schimpf, Norman Roth If creating the future is about innovation, why invest resources in what the organisation already knows ? This chapter argues that companies can enhance innovation by utilising existing knowledge creatively. Here you will read about the processes of cataloguing, storing, retrieving, using and even discarding intangibles assets.
7. 3 The Invention Facet The Creation of New Knowledge Scott Hawkins How do you create a new Leonardo? The dynamic and fast-changing global business reality commands that companies “ride the wave” of innovation – they must invent or else be left behind. Here you will read about the common blocks to innovation and receive guidelines for encouraging creativity within your own organisation.
8. 4 The Exploitation Facet How to Get Value From Knowledge Atai Ziv How do you link creativity to the marketplace? As this chapter shows, successful inventions can lead to failure if you lose track of your initial business goals. Here you will find practical guidelines for creating value out of inventions by aligning them with the needs of your customers.
9. 5 The Stakeholders Facet It’s All About Partnership Fiona Lettice and Steve Evans Who participates in cooking the innovation spaghetti? The chef has many partners: suppliers, customers, advisors, managers, and many others. This chapter describes the unique contribution of each player and presents forms of collaboration between them. It also describes an in-depth case study in the British automotive industry.
10. 6 The Ecology Facet How to Create a Climate for Innovation Ron Dvir and Edna Pasher Where is innovation most likely to flourish? The ecology of innovation is about the space, time, culture, relationships, infrastructure, and atmosphere that form an environment that nourishes innovation . Read about two organisations in Sweden that implemented successful innovation ecologies in the form of innovation laboratories .
11. 7 The Performance Facet Bottom Line Counts, Too Ron Dvir How do you direct the organisational arrows to the bull’s eye? In this chapter we address the importance of the bottom line – for example financial performance, product quality and time to market. Traditionally, measurement systems focused solely on the bottom line. Here we see the bottom line as one part of the whole.
12. Part TWO The Methodology and Tools How do you turn the six facets of the innovation cube into a reality in your organisation? Here you will first read about the overall change methodology and then dive into the details of each tool .
13. 8 The NIMCube Methodology Fiona Lettice and Karen Young How do you manage innovation? This chapter describes the six components of the innovation programme and a methodology for linking NIMCube tools into a holistic change process. It discusses implementation issues and presents two alternative routes for matching the methodology to the organisation’s needs.
14. 9 A Light Starter The Fast Assessment Survey Karen Young, Kurt Fessl, Fiona Lettice and Norman Roth How do you get a quick company-wide snapshot of the status of innovation ? This chapter describes the NIMLight on-line questionnaire, a five-minute assessment tool of re-use and invention in your organisation.
15. 10 The Visual Assessment: Focus! Fiona Lettice and Karen Young How would Freud analyse a complex patient such as “innovation”? He would probably use words. We do the same, but combine verbal and visual languages. This chapter outlines the NIMRate assessment methodology, explains the graphic facilitation process and describes three pilot cases.
16. 11 The Knowledge Repository A Warehouse for Intangible Assets Norman Roth and Juan Prieto What does a warehouse of intangible assets look like? Here you will read about NIMStore, a place for storing and managing reusable knowledge assets. As is the case with any good physical warehouse, this dynamic place is a busy junction of activities and transactions.
17. 12 Measurement The Performance Navigation Dashboard Norman Roth How do you navigate towards the future? This chapter elaborates on the reasons for conducting performance measurement as a tactical and strategic navigation aid. We suggest a measurement system developed specifically for innovation management.
18. 13 The Role of Information Technology Michail Tsanev and Ivo Penev How does Information Technology fit into the picture? In this chapter we will elaborate on the role of technological infrastructure in facilitating the six facets of innovation. Here we define the basic terms, introduce recent developments in the field, and present some alternative implementation technologies.
19. 14 The Strategy Link Atai Ziv How do we link the six facets of innovation to the organisation’s strategy? This chapter makes the connection between traditional strategic concepts and the NIMCube approach to innovation. Here you will read about common strategic challenges: Make or ally! 2+2=5! Disrupt it! Balance smartly!
20. 15 Closing Remarks Edna Pasher with Ruth Blatt How do you balance between the past and the future? This chapter discusses how organisations can apply the lessons from the NIMCube research and tools. The main lessons: tailor the approach to the unique organisation's needs and begin by focusing on the people-issues.
21. Part THREE Appendices In this part you will meet : Six gurus in the field of knowledge management who share their insights on innovation. The heroes of the story of Normalivation, a fictitious company with real innovation problems. The members of Skandia’s new product development community of practice. The partners to the NIMCube journey. The Fair!
22. Appendix A The Great Gurus on ”New Use and Innovation” Edna Pasher & Galit Maoz Caspi " Perspective is worth 50 IQ points " (Gary Hamel) Here we discover seven new perspectives . We believe in knowledge creating and knowledge sharing through conversations. Here we talk with some of the great thinkers and practitioners in the field .
23. Appendix B The Story of Normalivation Ron Dvir What does the hazardous journey towards innovation look like ? Welcome to the show! Here we present in eight acts the story of Normalivation, a fictitious company with real innovation problems.
24. Appendix C Case Study Skandia’s NPD Community of Practice Scott Hawkins How do you innovate on an intangible product? Here we get a snapshot into the work of a community of practice in a Swedish financial services company and explore how it attempts to answer this question.
25. Appendix D Contributors Who are the people behind this book? Diversity of perspectives is one of the key success factors for innovation. The NIMCube consortium embodies this diversity: The members come from 6 countries – just imagine the meeting of cultures… They range from academia to consulting to industry… Some represent 10-people boutiques, and others work for large international corporations… They cover all the generations – from young students to very experienced professionals… They master diverse disciplines: engineering, communications, mathematics, economics , physiology, marketing and more.