How Digital enables Continuous Innovation in an Organisation?

Continuous Innovation is a process and culture within an organisation that speeds up the process of Continuous change and improvement where rather than incremental improvement we get more impactful and significant improvement as well. Adoption of Digital Technologies and services may be innovative in their own right, however they also enable and require significant change in practices and behaviours, expand the eco-systems and resource base of the organisation and release talent that enables Continuous Innovation. This paper informs the reader of the models and some approaches to create a new vision and aims for the organisation in setting & executing their “Digital Innovation Agenda” (Read Paper)

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Making Performance Management Work

Performance Management is important to Individuals’, Teams’ and Organisations’. Often even with Best Practices in place the stakeholders still do not get the expected outcomes as they relate to Performance and Performance Improvement. By focusing on the Task, Procedure & Relationship (TPR)aspects of “Performance Management System” and implementing some TLC (Training, Leadership & Collaboration) Individuals and Teams can make the system work. (Read Paper)

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Collaborative Performance Model & Tools

master-modelFor more details of the Model and Tools visit www.collaborative-performance.com

Definition of Collaborative Performance Management

“A systematic but agile process of communication & collaboration between an individual and their community network, with respect to their Role & Aims for Life or Work, which maximises their contribution and satisfaction, and resulting impact for community and its members”

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Improve Performance through successful collaboration programs

Presented at ICMLG 2016 St. Petersburg, this paper presentation was well attended and ,well received. The paper looks at an integrated approach where personal and organisational development activities are aligned to assure any deployment of social communications and collaboration platforms deliver the desired performance improvements and enable the release of talent in an organisation. View Presentation.

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Agile Entrepreneurship Paper Presentation ICMLG 2016 St. Petersburg

“Agile Entrepreneurship a model to improve start-up success rates”

Traditional approaches to guiding entrepreneurs tend to follow a sequential process, centred on the business plan, and with focus on the start-up phase of the business. This type of approach often leads to a tick box ü approach from the entrepreneur, rather than taking a strategic view of the entrepreneurial advantage and opportunity, then engaging with the target community of stakeholders. This means getting out there into the market in shorter  engagement cycles managed within a framework. This assures the entrepreneur and his/her team have contact with customers  and stakeholders, can learn and adapt to continuously refine the proposition that optimises its value proposition and scaling capability. In addition many entrepreneurs may have limited previous business experience and/or support ecosystems, hence failure rates remain stubbornly high globally.

A recent study by Harvard Business school indicates that New Venture failure rates are between 30% and 90% depending on how you define the criteria for failure:

  • 30% to 40% where investors liquidate and lose most or all of their investment.
  • 70% to 80% where the business stakeholders fail to see expected ROI
  • 90%-95% where the business declares a projection and fails to meet that projection

This paper proposes and new model that enhances our methodologies for supporting entrepreneurs and the entrepreneurial ecosystem. The model draws from latest thinking relating to “Agile” approaches which first came to prominence in the software development industry in 2001.

By adopting the new model proposed we enable the entrepreneur to create “Agile Advantage” in their new venture and continuously build that advantage through the organisations life cycle.

“The Business Advantage Model”  is an Agile model which guides the entrepreneur in “doing the right things, the right way, at the right time”, with the objective of improving start-up and scaling success rates . Central to the model is the need to base milestones and deliverables on facts and information rather than descriptive deliverables, while having a focus on Advantage across the business . Advantage creates differentiation and value internally & externally.

Understanding the information and decisions an entrepreneur has to make as they proceed through the start-up and growth cycle and, providing a model that guides them through each phase where they consider only the relevant importance of the key functions at any point in time make them more effective. This means that the entrepreneur can be responsive, flexible and agile, and the model acknowledges the continuous learning, sensing and adaption that entrepreneurs and entrepreneurial organisations must deal with day to day and period to period.

The Model looks at the six key phases for an entrepreneurial organisation

Advantage Performance
Potential Validate
Create Verify
Prove Confirm
Protect Secure
Leverage Scale
Change Innovate

 

The Model was derived from many years of study and review of entrepreneurs and organisations and has been validated in organisation.

 

The adoption of Agile models in  Education, Incubation and Enterprise development agencies should improve success rates and deliver improved  economic outcomes.

View Paper Presentation

agile entrepreneurship

 

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2016 Conference Papers from our Principal

2016 Conference Papers

The 4th International Conference on Management, Leadership and Governance ICMLG , 14th & 15th April, 2016, St. Petersburg, Russia.

The Second International Conference on Organizational Strategy, Business Models, and Risk Management (OSBMRM2016)

July 26th to 28th ,2016 in Manchester, UK

 

Click on paper for abstracts

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2016 Conference Paper “Agile Entrepreneurship: A Model to improve start up success rates”

Traditional approaches to guiding entrepreneurs tend to follow a sequential process, centred on the business plan, and with focus on the start-up phase of the business. This type of approach often leads to a tick box ü approach from the entrepreneur, rather than taking a strategic view of the entrepreneurial advantage and opportunity, then engaging with the target community of stakeholders. This means getting out there into the market in shorter engagement cycles managed within a framework. This assures the entrepreneur and his/her team have contact with customers and stakeholders, can learn and adapt to continuously refine the proposition that optimises its value proposition and scaling capability. In addition many entrepreneurs may have limited previous business experience and/or support ecosystems, hence failure rates remain stubbornly high globally.

A recent study by Harvard Business school indicates that New Venture failure rates are between 30% and 90% depending on how you define the criteria for failure:

  • 30% to 40% where investors liquidate and lose most or all of their investment.
  • 70% to 80% where the business stakeholders fail to see expected ROI
  • 90%-95% where the business declares a projection and fails to meet that projection

This paper proposes and new model that enhances our methodologies for supporting entrepreneurs and the entrepreneurial ecosystem. The model draws from latest thinking relating to “Agile” approaches which first came to prominence in the software development industry in 2001.

By adopting the new model proposed we enable the entrepreneur to create “Agile Advantage” in their new venture and continuously build that advantage through the organisations life cycle.

4th International Conference on Management, Leadership and Governance – ICMLG 2016

Hosted by the Saint Petersburg State University of Economics

St. Petersburg, Russia

14-15 April 2016

http://academic-conferences.org/icmlg/icmlg2016/icmlg16-home.htm

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Collaborative Performance Management Model (@Note 24)

Current best practice Performance Management leverages known and researched best practice as well as social collaborative techniques and technologies to address the challenges experienced by individuals and organisations in optimising performance and performance improvement. The individual is central to owning and controlling their performance, their performance guide (Leader/Coach/Manager/Mentor) engages regularly and actively providing dynamic and active support, and guidance while the performance community (those stakeholders who have a vested interest direct and indirect ) can also provide 3600 support & feedback. (Click to read more)

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