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If humans are interdependent, why is medical training modular?

Christensen Institute

There is generally an acute, exacerbated issue that requires immediate medical attention by highly trained physicians to address the problem and get the individual back on the path to health. Yes, we need the reactive model we have in place – although that piece of the pie needs to become smaller. In the U.S.

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My innovation journey (so far)

Jeffrey Phillips

But, we got started, getting some initial training from Tim Hurson , who wrote Think Better, a great book on innovation thinking, creativity and facilitation. Defining a process and the meaningful steps, and training good people on the thinking styles and tools can accelerate innovation and, more importantly, make it a repeatable activity.

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Who is minding the change and culture store?

Jeffrey Phillips

People can change, business models and financial models can be changed with some difficulty. Products and services can be reworked or redirected. These changes could be difficult but possible, but only if the prevailing sense of how the business sees itself is open to change as well. Who minds the store?

Culture 157
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Training Your Team to Innovate

Innovation in Practice

To drive innovation across your company, you must train your employees how to innovate. Go back to your innovation competency model. Start there to think about the training needed to get employees up to speed. To learn more about how to use this method, see my course called Business Innovation Foundations.

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How to Make Your Training Stick: 7 Methods to Transfer & Sustain Learning

CMOE

In the latest 2021 Training Industry Report , conducted by Training Magazine, results indicated that U.S. training expenditures rose nearly 12 percent to $92.3 A fascinating study conducted by American Express found that the key difference in achieving high performance after training was the transfer climate.

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Everything is changing faster- can we respond differently in our Innovation work?

Paul Hobcraft

Time takes on a different meaning; we are cutting out those (unproductive) meetings, the train, car, and flight times, and we have the luxury to do what? Often products and services never have time to settle, and the shift to ‘greater’ adoption can take place, we instead return to making change. We are indeed a throwaway society.

Change 265
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Changing after COVID - the Why, the How and the What

Jeffrey Phillips

Strategies, prior commitments and resistant existing platforms and models will become barriers to change. The communication does not need to be definitive - we are all learning in this discontinuity - but it does need to path a broad outline of the reasons for change, the potential impacts and what it means for the business.

Change 243