a engineer and software developer view of innovation for wealth and fun the innovation processes are...
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n e x t
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A Engineer and Software developer A Engineer and Software developer view of Innovation for wealth and funview of Innovation for wealth and fun
The innovation processes are known (Find and access people who did it before)Risks and gaps can be managedImplement fluency as a responsive plan.Repeat and grow a business or projectWealth from innovation –
–Earn cash and keep the project or business or –exit the future for wealth now.
Learn to innovate as you learned to Walk and Talk – with nurturing expertiseSignup for Innovation discussion and accelerate with books and articles chosen for you. Contribute your stories to others!
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Quality and businessQuality and business
Engineered software ran for 20 years Know what the client wants Less functionality made us lots of money Combination of functions with less functions still
making money. All the engineering phase must apply. Claim the value to the client’s client and not only
consider cost to you. Lower the cost to start from scratch.Intrapreneur and entrepreneur participation in results.
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Why not apply the processes?Why not apply the processes? Be an Intra-preneur and do exactly the same Let us look at whom we are here with. Now let us apply each area for your individual situations
with fluencies. Ask as we go to see the application for your own situation. Divide IP value with your company as Professors do. Use segmentation models and processes Show how one works harder when also own skin and
goals into a project. Wealth is created with clever or wise investments else
where.
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The processes to create and The processes to create and participate in innovation is knownparticipate in innovation is known
Get closer and spot the gap or value opportunity Get a known keen committed client Get a known team. (Functions competence invited vs.
positions = handles become prisons or boxes) Get a known technology - collaborate Have a known project with user specification and
function specification. Figure out the detail over some years. Incrementally make a little sell a little to pay for the
project Cycles of innovation including forming, storming,
norming and performing.
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“Always tell only the truth,and all the truth, and do so promptly – right now.” —Buckminster Fuller
Salesperson
To make a sale
Customer
Trust(Deliver)
ApplicationSolutions
EmergingSalesperson
To beConsidered
Product
Casual(Social)
Productsoptions
CompetitiveSalesperson
Repeat Business
Competition
Mutualistic
BusinessIssues
CompetitiveSales
Consultant
To dominate an account
Customers'Market
Symbolic
Strategic direction
Stage 1 Stage 2 Stage 3 Stage 4
Intent is..
Focus is..
Relationship is..
Value is..
Members measurement of needs Members measurement of needs and choices in resources!and choices in resources!
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RISKS and Gaps managedRISKS and Gaps managed
Committed client and backup people known and nurtured. Backup client? Know to Think.
Balanced team with core competencies.Bridging the gaps
– Business maturity to ensure wisdom– Hire right to balance the requirements– Giant steps and incrementalism– Keep the IP and yet someone pays.
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Implementing the project or Implementing the project or business.business.
Know the main areas working for a project.– Know the market and clients personally– Know the technologies required– Know expertise and people to staff a project– Business maturity people and work with them
Funding the project– The project pays from day one and is sustainable
platform. Suppliers, partners and clients. – FFFF, Share of Wallet, raise capital
Sell it and keep it sold. Own the IP and wealth stream. Sell it many times.
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List of web sites List of web sites
Example investment s-curves and gaps Less functionality more profit Quality and business maturity Funding startup projects Spin-outs and spin-offs A word of caution – get advice! Communication and culture http://www.dti.gov.uk/innovation/index.html http://en.wikipedia.org/wiki/Innovation Levels and phases of projects Unre’s Future www.nexts.co.za http://www.quotationsbook.com/subjects/773/Mistakes
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The mind of a Fox. Clem and Chantell
KnownYou know it is so!
UnknownNot knownUnpredictable
Influence direct synergy
Absence of influence
4. Decisions Understand and test outcomes!
Discuss with others.
1. Rules of the game Know them!
Talk to the owners of the rules.
3. OptionsKnow and make them!
Get strategic thinkers in the industry of choice.
2a. Key uncertainties2b. ScenariosHave fun and ensure some time here.
Scenario thinking discussion.
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Page 71 Clem and the Fox!John von Neumann and Oskar Morgenstern 1944
The theory of games & economic behavior
GainsLosses
Pleasure
Pain
Person AHappy with equal gain and pleasure.
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New Economy
Existing Management Paradigm
Emerging Management Paradigm
** Plans
Organisation
Controlling
Functionality
Performance
Measurement
Passion
Empowerment
Value
People
Processes
Paradoxes
Seeking to measure value with Results in mind
X
X - To play here we need to have ** clear and in place
ANDALSO
ANDALSO
XX
http://www.goodtogreat.comhttp://www.goodtogreat.com
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WMP CEOwner defines where WMP CEOwner defines where the individuals in the team playsthe individuals in the team plays
Yo
u t
he
CE
Ow
ner
def
ines
th
e d
egre
e &
in
ten
sity
of
ow
ner
ship
.
Partners and Staff: Degree of intensity of ownership.
Low
High
HighLow
Your actions defines where you play!
Copyright GKRoodt (GSM)
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WMP CEOwner defines where WMP CEOwner defines where the individuals in the team playsthe individuals in the team plays
Ow
n S
trat
egy:
Cla
rity
&
Sim
pli
city
Business Strategy and Simplicity
Low
High
HighLow
Results potential and alignment.
Copyright GKRoodt (GSM)
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2Coca-Cola
(Branding – next to roadside)
1Consulting
System IntegrationNew Solutions (High value)
Differentiated‘Live’ on premisesHigh relationshipsCreative thinking
Thinking beyond the boundaries
Nat
ure
of
pro
du
ct/s
ervi
ce
Marketing strategyIn
tan
gib
leT
an
gib
le
Market pull Market push
Pull vs. PushPull vs. Push
We will get ink for free through publicity
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Focus! Have a life!Focus! Have a life!
Sources of IP
Opportunities
I get up and do what?
I am part of research and teach
I read and attend conferences
I am in a laboratories
I am trusted partner in industry.
Definitionand
Packagingof IP
I am part of multi-disciplinary team.
I am with wider experts
I am protected IP/IC
I read and attend trade shows for industrialization
Commercial-lisationof IP
I am part of Marketing
I read marketing
I listen to clients needs
I pass on to after care
Harvestingof IP
I want to participate in:
Benefits.
Int’l product launching
Sell product to int’l player
Sell business to int’l player
List business
n e x t Wealth Creation Process Wealth Creation Process Choose one to many or many Choose one to many or many
to one.to one.Sources
of IP Opportunities
Funded and infrastructure
Academia and R&D
Corporates
High energy businesses.
Early applications
Definitionand
Packagingof IP
Protect and patent. Be large!
Research int’l markets
Select high potential
Transfer and contracts
Commercial-isationof IP
Trademarks
Brand-images
Int’l marketing networks
Access to distribution networks
Working capital
Harvestingof IP
Part of benefit.
Int’t product launching
Sell product to int’l player
Sell business to int’l player
List business
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INITIAL
REPEATABLE
DEFINED
MANAGED
OPTIMIZED
3 - 4 YEARS
3 YEARS
2 YEARS
2 YEARS
ISO 9001
Business Capability Maturity Model Business Capability Maturity Model Version 1.1 Carnegie Mellon.Version 1.1 Carnegie Mellon.
ANARCHY
STANDARDS
FOLKLORE
MEASUREMENT
OPTIMIZATION
(basic management controls)
(process definition)
(process measurement)
(process control)
Level 1 = 80 % (y1) 39% (yx)
Level 2 = 12 % (y1); 25% (yx)
Level 3 = 7% (y1); 18% (yx)
Level 4=1% (y1) , 14% (yx)
Level 5 = 0% (y1), 6% (yx)Buy assessment
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0
1
2
3
4
5
6
7
Planning
Order processing
Stock/Warehouses
Distribution
ProductionProcurement
Communication
Acceptance
Parameter Tuning
Optimalpositioning
Maximalachievable positioning
As-Is positioning
Capacity benchmarking in Capacity benchmarking in technology businessestechnology businesses
http://www.irca.co.za http://www.busmet.co.za
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Components of leadership levels Components of leadership levels from GOOD to GREATfrom GOOD to GREAT1. Sustainable production following and leading the customer
through paradoxical processes and resolve.
2. Catalyze commitment and vigorous pursuit of clear and worthwhile vision stimulated performance standards.
3. Organize people and resources, in out of personal control, towards effective and efficient of agreed tangible objectives.
4. Contribute individual capabilities to group objectives and works effective with others in virtual group setting.
5. Makes productive contributions through talents, knowledge, skills and good work habits.
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1. Early market
3. Bowling alley
5 On main street
6. End of Life
2. Chasm Pragmatist hates visionaryBecause not 100% solution.
The New High-Tech marketing modelThe New High-Tech marketing model
4. Inside the Tornado Be gorilla or sell to gorilla.
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W e a lth = P ro f itS u s ta in ed o ve r t im e
D r iv e c o s t D o w n
G ro ss c o n tr ib u tio n
In c rea s e P r ic e
In c rea s e Va lu e
W e a lth = P ro f itS u s ta in ed o ve r t im e
C u s to m e r P ro f itB e n e fit
E x pa n d M a rke t
P rice
Va lue to C ustom ersC ustom er
Value to Custom er
Profit
Expenses
Cost o f S ales
M arket size
High Value Proposition (HVP)
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