Wed.Aug 30, 2017

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Can you really engineer an open culture?

HYPE Innovation

The idea that an open culture can be engineered or that cultural change can be outsourced is tempting. So tempting, in fact, that many organizations – large and small, for and not for profit – will at one point find themselves (mis)spending a great deal of time, resources and emotions on trying to make it, break it or maintain it. As Michael Watkins puts it in his HBR article : “If you want to provoke a vigorous debate, start a conversation on organizational culture”.

Culture 168
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This Company Is Combining Big Data and Materials Science to Revolutionize Manufacturing

Digital Tonto

If they are successful, the business of making things will never be the same. Related posts: How Open Data for Science Will Change How Businesses Compete. How Data Will Transform Science. If Big. [[ This is a content summary only. Visit my website for full links, other content, and more! ]].

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Shoe Dog: 11 Lessons from the Creator of Nike [book review]

Innovation Excellence

I’m a sneakerhead. In English, that means that I collect trainers. I love the aesthetics of the shoes, but perhaps more so the dynamics of the collectibles market which Nike effectively created. In his new book, Phil ‘Shoe Dog’ Knight, the founder, former CEO and now Executive Chairman of Nike, he tells his story of taking the business from humble origins, through an IPO in 1980 and onto its current $30 billion market capitalisation.

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Why External Technology Scouting Works: A Review of a Harvard Business Review Published Study

eZassi

Harvard Business Review Technology Scouting Study. Technology Scouting Can Increase the Rate and Potential for Meaningful Innovation. A recent study conducted by the Harvard Business Review makes the case for technology scouting while also admitting that it can turn into a double-edged sword when executed poorly. The research clearly shows that connecting with a wide range of external resources, including: universities, competitors and research institutions, can increase the rate of and potentia

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Manufacturing Sustainability Surge: Your Guide to Data-Driven Energy Optimization & Decarbonization

Speaker: Kevin Kai Wong, President of Emergent Energy Solutions

In today's industrial landscape, the pursuit of sustainable energy optimization and decarbonization has become paramount. Manufacturing corporations across the U.S. are facing the urgent need to align with decarbonization goals while enhancing efficiency and productivity. Unfortunately, the lack of comprehensive energy data poses a significant challenge for manufacturing managers striving to meet their targets.

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The Three Rs of Innovation – Risk, Reward, and Resources

Mike Shipulski

Is it innovation or continuous improvement or is it innovation? Is it regular innovation or disruptive innovation? Is it new enough or too new? These questions are worse than meaningless as they suck emotional energy from the organization and divert emotional energy from the business objective. With every initiative, there are risks, rewards, and resources.

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Accelerating Innovation with Rapid Learning Cycles

Innovation Excellence

As innovators, we all want to do three key things: Create something new, fantastic and disruptive; Bring it to the market fast enough to capture its value and grow our business; Do it again (and again, and again.).

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Steps for Creating a Successful Innovation Program

Wellspring

Every organization and large company faces an existential threat from upstart competitors, changing consumer preferences, and emerging technologies. Since 2001, 52% of the Fortune 500 has disappeared. Furthermore, since 1955, the average lifespan of the Fortune 500 company has decreased from 75 to 15 years. Disruption is no longer an 'if' but a 'when'.

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Comment on Why Being Self-Centered is Good by Stephen Shapiro

Stephen Shapiro

Thanks for sharing your perspective. It is a tricky thing to call oneself “self-centered.” I hope that I make it clear that I am not referring to being selfish or self-absorbed. It also does not mean that you are not interested in the well-being of others. Exactly the opposite. The point of taking care of one’s self first is that it allows you to take care of others.

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The SSCL story – Employe engagement, from conception to completion

Wazoku

SSCL, a joint venture between the Cabinet Office and Sopra Steria, aims to deliver £1 billion of savings to the government by 2020. By bringing together the best methods of driving change, it delivers many services from finance & accounting to recruitment. The Challenge… Combining 10 company cultures at once is no small task. SSCL was in search for a platform that could unify the company and allow for collaboration across sites.

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The Top 10 Reasons Why the Top 10 Reasons Don't Matter

Idea Champions

1. Reason is highly over-rated. 2. If you need more data to prove your point, you'll never have enough data to prove your point. 3. Analysis paralysis. 4. You're going to follow your gut, anyway. 5. By the time you put your business case together, the market has passed you by. 6. "Not everything that counts can be counted; not everything that can be counted counts." - Albert Einstein. 7.

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Peak Performance: Continuous Testing & Evaluation of LLM-Based Applications

Speaker: Aarushi Kansal, AI Leader & Author and Tony Karrer, Founder & CTO at Aggregage

Software leaders who are building applications based on Large Language Models (LLMs) often find it a challenge to achieve reliability. It’s no surprise given the non-deterministic nature of LLMs. To effectively create reliable LLM-based (often with RAG) applications, extensive testing and evaluation processes are crucial. This often ends up involving meticulous adjustments to prompts.

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Purpose as a Way of Business

IdeaScale

Purpose offers a distinct advantage to organizations that have a clear mission and work to serve that mission. Not only does organizational purpose build clarity and drive company direction, but having a clear company purpose also turns company employees into better employees. Millennials are more likely to stay at a company when they have a strong connection to their employer’s purpose.