By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Where to find better ideas? +10 categories to explore with examplesBoard of Innovation
This document provides tips for finding creative ideas as a team. It suggests getting inspiration from problems users face, observing how people workaround frustrations, exploring your company's existing unused assets, tracking trends, researching history and old ideas, observing extreme users, and browsing sources randomly for Eureka moments. The overall message is that being open to diverse sources of information can trigger novel ideas.
Hi! We're the creative team behind Hypothesis's reports, presentations, and infographics, and we're sharing out our best tips. Please share with someone you think would enjoy this slideshow.
www.hypothesisgroup.com
www.linkedin.com/companies/hypothesis-group
www.instagram.com/hypothesisgroup
Fight for Yourself: How to Sell Your Ideas and Crush PresentationsDigital Surgeons
Don't let your blood, sweat, and pixels be overlooked, great creative doesn't sell itself.
Every presentation is a story, an opportunity to sell not just your work, but what people actually buy — YOU.
This presentation will walk viewers through three core aspects of winning at any presentation, Confidence, Comprehension, and Conviction.
These concepts, central to your work as a creative professional, are backed by science and bolstered by thoughts from some of the world’s leading creative professionals.
This document discusses product validation through product discovery. It notes that 64% of software features are rarely or never used, so product discovery is important to ensure the right product is built for the right audience. Product discovery involves understanding customer needs through techniques like ideation, opportunity assessments, customer discovery, story mapping, MVP testing, prototypes, and user testing to minimize risks and learn fast. The goal is to gain evidence that the product engineers build will not be a wasted effort. Product discovery is then followed by product delivery to build and ship the product.
This document discusses product discovery and defines it as determining "what to build", "why is this product needed", "who has the problem", and "what should be built". Traditional product discovery is viewed as pre-work to generate ideas, but it faces challenges in fast-paced environments where needs change. Agile focuses on how to build well but not what to build. The document advocates for modern product discovery approaches like design thinking, lean startup, and dual-track development to focus on quick, validated learning through customer development and business model innovation. Key aspects of product discovery discussed are understanding customer pain points, jobs-to-be-done, and determining what customers would pay for.
How NOT to Run Your Company – Lessons LearnedWeekdone.com
The Internet is full of articles on „How to succeed“ and „How to build a great company“ But while following those guidelines we often forget that there's a lot you just can't do.
Learning from your own mistakes is good, but it's even better when you can learn from the mistakes of others.
Everyone's favorite billionaire and Republican presidential hopeful Donald Trump has said “Watch, listen, and learn. You can’t know it all yourself. Anyone who thinks they do is destined for mediocrity.”
Enjoy the slides and a sense of humor is advised.
Pitching Ideas: How to sell your ideas to othersJeroen van Geel
Learn how to convince others of your UX ideas by understanding them.
We are good in designing usable and engaging products and services. We understand the user's needs and have a toolkit with dozens of deliverables. But for some reason it remains difficult to sell an idea or concept to team members, managers or clients. After this session that problem will be solved!
Selling your ideas and convincing others is one of the most undervalued assets in our field. This ranges from convincing a colleague to use a certain design pattern to selling research to your boss and convincing a client to go for your concept. You can come up with the best ideas in the world, but if it is presented in the wrong way these ideas will die a lonely dead. This is sad, because everybody can learn how to bring a message across. The main thing is that you know what to pay attention to.
In this session I will take you on a journey through the world of presenting ideas. We will move through the heads of clients and your colleagues, learn what their thoughts and needs are. We will move to the core of your idea and into the world of psychology.
Where to find better ideas? +10 categories to explore with examplesBoard of Innovation
This document provides tips for finding creative ideas as a team. It suggests getting inspiration from problems users face, observing how people workaround frustrations, exploring your company's existing unused assets, tracking trends, researching history and old ideas, observing extreme users, and browsing sources randomly for Eureka moments. The overall message is that being open to diverse sources of information can trigger novel ideas.
Hi! We're the creative team behind Hypothesis's reports, presentations, and infographics, and we're sharing out our best tips. Please share with someone you think would enjoy this slideshow.
www.hypothesisgroup.com
www.linkedin.com/companies/hypothesis-group
www.instagram.com/hypothesisgroup
Fight for Yourself: How to Sell Your Ideas and Crush PresentationsDigital Surgeons
Don't let your blood, sweat, and pixels be overlooked, great creative doesn't sell itself.
Every presentation is a story, an opportunity to sell not just your work, but what people actually buy — YOU.
This presentation will walk viewers through three core aspects of winning at any presentation, Confidence, Comprehension, and Conviction.
These concepts, central to your work as a creative professional, are backed by science and bolstered by thoughts from some of the world’s leading creative professionals.
This document discusses product validation through product discovery. It notes that 64% of software features are rarely or never used, so product discovery is important to ensure the right product is built for the right audience. Product discovery involves understanding customer needs through techniques like ideation, opportunity assessments, customer discovery, story mapping, MVP testing, prototypes, and user testing to minimize risks and learn fast. The goal is to gain evidence that the product engineers build will not be a wasted effort. Product discovery is then followed by product delivery to build and ship the product.
This document discusses product discovery and defines it as determining "what to build", "why is this product needed", "who has the problem", and "what should be built". Traditional product discovery is viewed as pre-work to generate ideas, but it faces challenges in fast-paced environments where needs change. Agile focuses on how to build well but not what to build. The document advocates for modern product discovery approaches like design thinking, lean startup, and dual-track development to focus on quick, validated learning through customer development and business model innovation. Key aspects of product discovery discussed are understanding customer pain points, jobs-to-be-done, and determining what customers would pay for.
How NOT to Run Your Company – Lessons LearnedWeekdone.com
The Internet is full of articles on „How to succeed“ and „How to build a great company“ But while following those guidelines we often forget that there's a lot you just can't do.
Learning from your own mistakes is good, but it's even better when you can learn from the mistakes of others.
Everyone's favorite billionaire and Republican presidential hopeful Donald Trump has said “Watch, listen, and learn. You can’t know it all yourself. Anyone who thinks they do is destined for mediocrity.”
Enjoy the slides and a sense of humor is advised.
Pitching Ideas: How to sell your ideas to othersJeroen van Geel
Learn how to convince others of your UX ideas by understanding them.
We are good in designing usable and engaging products and services. We understand the user's needs and have a toolkit with dozens of deliverables. But for some reason it remains difficult to sell an idea or concept to team members, managers or clients. After this session that problem will be solved!
Selling your ideas and convincing others is one of the most undervalued assets in our field. This ranges from convincing a colleague to use a certain design pattern to selling research to your boss and convincing a client to go for your concept. You can come up with the best ideas in the world, but if it is presented in the wrong way these ideas will die a lonely dead. This is sad, because everybody can learn how to bring a message across. The main thing is that you know what to pay attention to.
In this session I will take you on a journey through the world of presenting ideas. We will move through the heads of clients and your colleagues, learn what their thoughts and needs are. We will move to the core of your idea and into the world of psychology.
25 stats—13 positive, 12 negative—that reflect the marketing world, including content marketing, social media, email newsletters, analytics, blogging, digital video, and more.
Keep these stats in mind when crafting your marketing strategy.
This is the first SlideShare adaption of Timothy E. Johansson's 100 Growth Hacks in 100 Days. The growth hacks that's included in the slide are 1 to 10. Timothy is the front-end developer at UserApp (www.userapp.io).
Moonshot Thinking. How to disrupt your industry and beat the competition. Inspired by Google X and Peter Diamandis.
Moonshot thinking is shooting for the moon. Moonshots live in the gray area between audacious projects and pure science fiction; they are 10X improvement, not 10%.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
The document discusses employer brand thinking from an agency perspective. It emphasizes that the labor market is highly competitive and HR communication must be a strategic partner, not just tactical. Employer brand thinking involves managing a total employer identity through consistent employer stories and an integrated employer marketing mix across internal and external channels. An employer brand is alive and must be constantly measured and steered to have lasting impact on both current and prospective employees. It requires organization-wide coordination to be effective.
This is the updated version of my successful Interaction 14 talk: http://www.slideshare.net/folletto/the-shift-ux-designers-as-business-consultants
UX is a broad field and designers are increasingly playing a strategic role in many companies. Be that designer.
Businesses are increasingly adopting user-centered approaches to create experiences, moving UX design to be one of the core activities driving the company strategy and operations.
This is an incredibly valuable opportunity that we designers can take to step up and contribute to create the great experiences and services they envision, taking our vision, tools and understanding to a different level. But we need to learn the new skills to play at this table, a table that's often speaking a different language with a lot of politics and different stakeholders.
Pemerintah mengumumkan rencana untuk membangun pusat perbelanjaan baru di pusat kota untuk mendukung pertumbuhan ekonomi. Rencana ini mendapat dukungan dari kalangan bisnis tetapi ditentang oleh kelompok lingkungan karena khawatir akan mengganggu ekosistem setempat. Perdebatan masih berlanjut mengenai dampak sosial ekonomi dan lingkungan dari rencana pembangunan tersebut.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
Pendo is a Raleigh, NC-based company founded in 2013 that provides an integrated platform for capturing user behavior data, providing product analytics, and delivering personalized in-app guidance. The platform helps various teams across organizations like customer success, marketing, engineering, and product management. Some key customers highlighted in the presentation include Infor, Sprinklr, and Henry Schein. Pendo is targeting continued growth in annual recurring revenue and moving further upmarket towards larger enterprise customers. The company is seeking a $15 million Series B funding round in Q1 of fiscal year 2018.
Lean Startup & Corporate Innovation Strategies - April 2015Kevin Shutta
Intro to Lean Startup and insight into the barriers and strategies for corporate innovation. Corporate Innovation inspired by Trevor Owens, CEO of Lean Startup Machine.
What does the future look like? Is it a dark space where we’re suffering from varying degrees of techamphetamine or are we heading towards a Utopian fantasy of abundance and harmony?
Understanding that our basic human needs and wants barely change, we explore the future state of a range of topics; from our need for physical sustenance through to our age-long fascination of transcending the limitations of our biology.
Looking at the future from a human perspective, our potential for greatness is teetering on a fine line between darkness and hope. We’re banking on the latter.
This document provides tips and guidance for creating an effective startup pitch deck. It discusses the purpose of a pitch deck, sample deck structure and slide content, tips for each slide, common mistakes to avoid, and next steps after completing the deck. The overall goals are to get meetings with investors, move forward in the fundraising process, and ultimately raise capital. Building an effective pitch deck is positioned as an important exercise that will help founders articulate their opportunity and address key questions.
Building an enduring, multi-billion dollar consumer technology company is hard. As an investor, knowing which startups have the potential to be massive and long-lasting is also hard. From both perspectives, identifying companies with this potential is a combination of “art” and “science” — the art is understanding how products work, and the science is knowing how to measure it. At the earliest stages of a company, it comes down to understanding how a product is built to maximize and leverage user engagement.
In this presentation, Sarah Tavel shares her "Hierarchy of Engagement" framework she uses to evaluate non-transactional consumer companies she is looking to invest in.
This document provides a 10-step guide for developing business ideas that stand out and will be selected by managers. The steps include defining a customer segment and problem, conducting interviews to validate the problem, brainstorming multiple solutions, understanding competition, creating a prototype, gathering feedback on the prototype from customers, and estimating the potential market size. The overall guide encourages validating problems with customers, developing tangible prototypes, and using metrics to communicate the potential of an idea.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
25 stats—13 positive, 12 negative—that reflect the marketing world, including content marketing, social media, email newsletters, analytics, blogging, digital video, and more.
Keep these stats in mind when crafting your marketing strategy.
This is the first SlideShare adaption of Timothy E. Johansson's 100 Growth Hacks in 100 Days. The growth hacks that's included in the slide are 1 to 10. Timothy is the front-end developer at UserApp (www.userapp.io).
Moonshot Thinking. How to disrupt your industry and beat the competition. Inspired by Google X and Peter Diamandis.
Moonshot thinking is shooting for the moon. Moonshots live in the gray area between audacious projects and pure science fiction; they are 10X improvement, not 10%.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
The document discusses employer brand thinking from an agency perspective. It emphasizes that the labor market is highly competitive and HR communication must be a strategic partner, not just tactical. Employer brand thinking involves managing a total employer identity through consistent employer stories and an integrated employer marketing mix across internal and external channels. An employer brand is alive and must be constantly measured and steered to have lasting impact on both current and prospective employees. It requires organization-wide coordination to be effective.
This is the updated version of my successful Interaction 14 talk: http://www.slideshare.net/folletto/the-shift-ux-designers-as-business-consultants
UX is a broad field and designers are increasingly playing a strategic role in many companies. Be that designer.
Businesses are increasingly adopting user-centered approaches to create experiences, moving UX design to be one of the core activities driving the company strategy and operations.
This is an incredibly valuable opportunity that we designers can take to step up and contribute to create the great experiences and services they envision, taking our vision, tools and understanding to a different level. But we need to learn the new skills to play at this table, a table that's often speaking a different language with a lot of politics and different stakeholders.
Pemerintah mengumumkan rencana untuk membangun pusat perbelanjaan baru di pusat kota untuk mendukung pertumbuhan ekonomi. Rencana ini mendapat dukungan dari kalangan bisnis tetapi ditentang oleh kelompok lingkungan karena khawatir akan mengganggu ekosistem setempat. Perdebatan masih berlanjut mengenai dampak sosial ekonomi dan lingkungan dari rencana pembangunan tersebut.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
Pendo is a Raleigh, NC-based company founded in 2013 that provides an integrated platform for capturing user behavior data, providing product analytics, and delivering personalized in-app guidance. The platform helps various teams across organizations like customer success, marketing, engineering, and product management. Some key customers highlighted in the presentation include Infor, Sprinklr, and Henry Schein. Pendo is targeting continued growth in annual recurring revenue and moving further upmarket towards larger enterprise customers. The company is seeking a $15 million Series B funding round in Q1 of fiscal year 2018.
Lean Startup & Corporate Innovation Strategies - April 2015Kevin Shutta
Intro to Lean Startup and insight into the barriers and strategies for corporate innovation. Corporate Innovation inspired by Trevor Owens, CEO of Lean Startup Machine.
What does the future look like? Is it a dark space where we’re suffering from varying degrees of techamphetamine or are we heading towards a Utopian fantasy of abundance and harmony?
Understanding that our basic human needs and wants barely change, we explore the future state of a range of topics; from our need for physical sustenance through to our age-long fascination of transcending the limitations of our biology.
Looking at the future from a human perspective, our potential for greatness is teetering on a fine line between darkness and hope. We’re banking on the latter.
This document provides tips and guidance for creating an effective startup pitch deck. It discusses the purpose of a pitch deck, sample deck structure and slide content, tips for each slide, common mistakes to avoid, and next steps after completing the deck. The overall goals are to get meetings with investors, move forward in the fundraising process, and ultimately raise capital. Building an effective pitch deck is positioned as an important exercise that will help founders articulate their opportunity and address key questions.
Building an enduring, multi-billion dollar consumer technology company is hard. As an investor, knowing which startups have the potential to be massive and long-lasting is also hard. From both perspectives, identifying companies with this potential is a combination of “art” and “science” — the art is understanding how products work, and the science is knowing how to measure it. At the earliest stages of a company, it comes down to understanding how a product is built to maximize and leverage user engagement.
In this presentation, Sarah Tavel shares her "Hierarchy of Engagement" framework she uses to evaluate non-transactional consumer companies she is looking to invest in.
This document provides a 10-step guide for developing business ideas that stand out and will be selected by managers. The steps include defining a customer segment and problem, conducting interviews to validate the problem, brainstorming multiple solutions, understanding competition, creating a prototype, gathering feedback on the prototype from customers, and estimating the potential market size. The overall guide encourages validating problems with customers, developing tangible prototypes, and using metrics to communicate the potential of an idea.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
The 8 values that define our culture at Board of Innovation - @boardofinnoBoard of Innovation
The document outlines the values and culture of an organization called Board of Innovation. It describes 8 values that make up their DNA: 1) We help each other to be amazing, 2) Share and be open-minded, 3) Always be creative, 4) Focus on self-development, 5) We are next gen, 6) Everyone is an entrepreneur, 7) Be responsible and enjoy freedom, and 8) Have fun. The organization aims to help large corporations innovate like startups and foster a culture of passion, purpose, creativity and continuous learning among its team.
10 Questions to prove that you can run a Design Sprint todayBoard of Innovation
More info on Design Sprints: https://www.boardofinnovation.com/design-sprint/
Board of Innovation makes corporates innovate like startups, mixing proven methods from Design Thinking and Lean Startup. www.boardonnovation.com
The document discusses an organization called Board of Innovation that helps large corporations innovate like startups. It does this by mixing methods from design thinking and lean startup. It has a global network and culture of sharing tools and inspiration. It has worked with many large Fortune 500 companies across various industries to help them develop new business models and revenue streams through programs like corporate accelerators and training on topics like design thinking, lean startup, and business model innovation. Clients provide testimonials praising how Board of Innovation has helped challenge traditional thinking and bring new perspectives to developing innovative ideas and projects.
Experiments to create your own Innovation War Room - created by @boardofinno ...Board of Innovation
Based on our experience, we've created a list of things that might inspire your innovation room. Some of these items are already in our office, others will follow soon. Make sure to let us know if you have other great suggestions.
How startups create a frictionless experience. +30 cases by @boardofinnoBoard of Innovation
This document discusses how startups can create frictionless experiences for customers through convenience. It provides examples of companies that deliver extreme convenience through next-gen technology and business models using invisible, brainless triggers that require minimal effort. These companies outsource tasks so customers don't have to do any heavy lifting. The document argues that companies can nail convenience by making it easier for users to let someone else handle the task.
27 Revenue Model Options B2B (curated by @arnevbalen - Board of Innovation)Board of Innovation
How to find new ways to make money in a B2B context? Explore 27 trigger cards with different business model options and pricing tactics (B2B version). (By Board of Innovation)
By Board of Innovation (www.boardofinnovation.com)
Full program & tools available. A step by step approach to create an innovation platform in your company.
How we pull big corporates out of their comfort zone - by @nickdemey @boardof...Board of Innovation
This document discusses pulling corporate employees out of their comfort zones to spur innovation. It provides examples of unconventional domains and industries - like gaming, fashion, toys, and sports - that can inspire new ideas. Unconventional thinking is needed to confront large corporations with new kinds of markets and products. Examples from criminals and hackers are also given to show how to brand anything, conduct market research without surveys, and ask for forgiveness rather than permission to drive intrapreneurship.
How sleep & productivity are linked: "Wake up early is the new Work all night...Board of Innovation
The document discusses how sleep and productivity are linked. It notes that many successful entrepreneurs wake up early, between 5-6am, and start their day with a workout. They then report being more productive. The document also introduces Project Addapp, a startup that aims to link personal data trackers to help people better understand factors that affect their sleep and productivity. It encourages the reader to measure aspects of their life to optimize productivity, happiness, and understand how different areas are interrelated.
The internal presentation discusses the emerging Maker Movement and its potential as a new industrial revolution. It notes that digital tools now allow anyone with an idea and laptop to design and prototype world-changing companies. The movement involves people collaborating online to share and modify designs that can then be manufactured in any quantity. This democratization of creation may enable a long tail of niche markets beyond traditional mass production models.
25 Trend Trigger card to use in your brainstorm session - by @boardofinnoBoard of Innovation
The document discusses 5 trends that may impact society in the future: 1) the rise of the silver economy and issues around multi-generational housing and care, 2) increased automation in decision making and transportation and the loss of status symbols, 3) effects of global warming such as more complex insurance, resource depletion and waste issues, 4) the rise of crowdsourcing and issues around hierarchies, group purchasing and collective problem solving, and 5) the growth of big data and issues around predictive technologies, self tracking and highly personalized recommendations. Each trend is accompanied by potential associated problems.
When Tech meets Fashion, what could possibly go wrong? @nickdemeyBoard of Innovation
This document discusses common pitfalls when combining technology and fashion. It notes that simply throwing technology into fashion does not make sense and provides examples of fashiontech startups that failed because they did not understand user behavior. The document emphasizes the difficulty of introducing new behaviors versus altering existing ones and stresses the importance of observing real users when developing fashiontech products and business concepts.
9 Indicators That Prove That Your Innovation Programme Will FailBoard of Innovation
On the basis of our experience with corporate clients, we collected 9 indicators that signal that something is going wrong + 13 clear actions to take!
https://www.boardofinnovation.com/blog/2017/05/29/9-indicators-that-prove-your-innovation-program-is-failing/
29 Revenue Model Options for Industrial enterprises (curated by @arnevbalen -...Board of Innovation
How to find new ways to make money as an industrial company? Explore 29 trigger cards with different business model options and pricing tactics (Industrial enterprise version). - by Board of Innovation
If you are like many people, even the thought of delivering a speech in front of an audience will get your palms sweating. The fear of public speaking ranks high among the most common phobias, and for good reason: most of us approach the situation with the wrong mindset, which in turn makes us live out our worst fears in a public forum.
As Michael Parker notes in IT’S NOT WHAT YOU SAY: How to Sell Your Message When It Matters Most (A TarcherPerigee paperback; on sale January 2016), our fixation on the content of our words – and not the presentation of ourselves – is what brings us down. Once the Vice-Chairman of London’s Saatchi & Saatchi, and one of the world’s most experienced advertising pitch men, having made more than 1,000 pitches in his successful career, Parker has learned first-hand that an effective presentation, a job interview, or even a speech at a wedding hinges on our ability to portray ourselves as passionate, relatable, and collected. But, if we are focused on what we say, and not how we act, we will fail to persuade our audience.
Applied in the boardroom, at the pulpit, or even in conversation, these tenets will help you present better in any situation.
27 Revenue Model Options B2C (curated by @arnevbalen - Board of Innovation)Board of Innovation
How to find new ways to make money in B2C? Explore 27 trigger cards with different business model options and pricing tactics. (by Board of Innovation)
°shaper is an initiative launched by DDB Group Sydney in 2013 that aims to create social value and build brands around solutions to unmet human needs or problems. There were three key reasons for its creation: to reinvent the business model, foster innovative thinking, and leave a legacy of creative innovation. °shaper identifies human problems, develops solutions through a 10-week incubation process, and either partners with brands to bring solutions to market or finds investors to create new brands. The goal is to innovate without disrupting the core agency business. Resources like a 4-person management team, project teams, consultants, and a $2,000 budget per project are required to support each °shaper project through the incubation
Stimulo is a product design agency that helps companies design and develop more competitive products through their Stimulo 360 methodology. This methodology involves identifying market opportunities, developing valuable and feasible concepts, and delivering stimulating products while guiding clients through the entire production and implementation process. Stimulo has experience designing successful products for over 10 years and takes a business-oriented approach to design.
For the course project, you will select a country of interest (Rwa.docxmecklenburgstrelitzh
For the course project, you will select a country of interest (Rwanda) and assess the international business potential of that country and compare its characteristics to the characteristics of the United States. You will write a paper based on your research over the course of next 5 weeks. Include the following sections in the paper:
· Executive summary
· Macroeconomic condition
· Political and cultural environment
· Operations, Marketing, and Human Resource considerations
· Overall recommendations and risk assessment for making business investments into this country
The following organizations gather and publish data relevant to your course project. Use these resources for research.
· United Nations
· World Bank
· International Monetary Fund
· European Union
· Asian Development Bank
· Central Intelligence Agency
· Trade Information Center
· Japanese External Trade Organization
· Lexis-Nexis
· Ernst & Young
· International Trade Centre
· Dow Jones
· DIALOG
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company founders have instilled a belief in unique product creation, including life altering product innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of innovation has been deemed one of the company's most essential quality programs, bridging functional groups within the organization, renewing itself through continued time and iterations. For the client, innovation not only challenges traditional ways to thinking, but has become a key impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's there was a cycle of small pockets of promising technological advances, defensive moves, and diminishing returns. Previously the company's innovation processes had been defined only within the areas of research, product development, and engineering. The client began by analyzing past innovations and the successes and failures associated with each, and benchmarking their own best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall corporate and business strategies; developing organizational roadmaps based on customers, the market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and select projects; and executing the selected project well. The key elements of innovation intervention are: an innovation task force, composed of key innovators; the utilization of company history as a resource for innovation; a focus on strengths and resources in a project of paramount importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference for 200 company leaders which focuses on reintrodu.
Leading Innovation and Change Best Practice Case Study Cl.docxcroysierkathey
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company
founders have instilled a belief in unique product creation, including life altering product
innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of
innovation has been deemed one of the company's most essential quality programs, bridging
functional groups within the organization, renewing itself through continued time and iterations.
For the client, innovation not only challenges traditional ways to thinking, but has become a key
impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would
be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's
there was a cycle of small pockets of promising technological advances, defensive moves, and
diminishing returns. Previously the company's innovation processes had been defined only within
the areas of research, product development, and engineering. The client began by analyzing past
innovations and the successes and failures associated with each, and benchmarking their own
best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall
corporate and business strategies; developing organizational roadmaps based on customers, the
market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and
select projects; and executing the selected project well. The key elements of innovation
intervention are: an innovation task force, composed of key innovators; the utilization of company
history as a resource for innovation; a focus on strengths and resources in a project of paramount
importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference
for 200 company leaders which focuses on reintroducing the innovation process.
Through the work conducted by the task force, not only were successes analyzed, but so were
areas in which the organization had fallen short over the years. By improving innovation by 10%
per year, costs could be cut in half, and doubling that rate would be equivocal to doubling the
RD&E spending level. This success would come down to the restoration of simple fundamentals:
- An environment and culture of energy and enthusiasm
- Entrepreneurial behavior at all levels
- The right people in the right places
- Sound business and technological strategies
- Improved processes for nurturing ideas
- Organizational mechanisms that could support the organization's drive for results.
Critical success factors also emerged from the client’s innovation conference, focusing on:
training programs at all levels within the company which would become a part of project reviews
and the deployment of empl ...
Nathan Ayer is a product manager and applications engineer with experience launching consumer products. He has over 10 years of experience bringing products from concept to market through prototyping, engineering design, financial modeling, and distribution channel development. Some of his past work includes launching durable and consumable products for companies like ADK Packworks and Grate Ideas. He also has experience assisting startups through the product development process as an applications engineer at the venture firm Linckia.
This document provides information about the Master in Business Innovation program offered in collaboration between CREA and OCTO Technology. The 16-month part-time program consists of courses, workshops, and a final project. Course topics include agile product development, corporate strategy, entrepreneurship, user experience design, business development, lean value proposition, design thinking, and growth hacking. Students will apply their learning through a final assignment to launch their own project. The program aims to develop skills in identifying factors that drive competitiveness and innovation.
Fujitsu's Activ8 is a customer-centric innovation service that uses a structured framework to help clients address business challenges through collaborative ideation and problem solving. It provides innovation management specialists, access to crowdsourcing software to generate ideas, and bespoke innovation events. The goal is to explore new solutions, select promising concepts, prototype them, and help clients adopt successful innovations. Case studies demonstrate how Activ8 has helped clients in industries like transportation and government to develop ideas and implement solutions.
Outline of my presentation delivered to the Technovation Programme Conference on February 25th 2014 last. The audience consisted of my Technovation Programme colleagues, all academic and industry mentors, other academics, Enterprise Ireland, County Enterprise Boards, industry people and other invited guests.
Orange Hills GmbH: Transformation of business modelsOrange Hills GmbH
This document introduces Orange Hills GmbH, an innovation consultancy that helps companies transform their business models. It provides strategies and tools to develop, implement, and teach innovation processes. Orange Hills works with clients in IT and services to create innovative strategies and business models through analysis of customers, markets, and short project cycles to test new ideas. The consultancy aims to establish "exploratory" innovation cultures within client organizations.
We have heard about “the global economy” and the impact on a global scale of decisions made centrally and “globalization” using global methods locally. Both of these terms use the word “global” in the sense of taking something from a central location or headquarters facility and rolling it out globally. But what about taking local best practices and leveraging them to customers and clients globally? In this workshop, we will look at how best practices can emerge locally but are often ignored in a global perspective due to their local origin. Many of these best practices are developed “below the radar” and work very well for a local market; however small changes or adaptations could make them of global significance. We will examine cases of local best practices and they were promoted to improve business performance globally. We will also look at things that can go wrong if this is not done correctly and finally, we will highlight ways that a company can discover and apply these practices.
Nathan Ayer is a product manager and applications engineer with experience launching consumer products. He has over 10 years of experience developing products, building businesses, and exiting companies. Some of his responsibilities have included creating prototypes, performing engineering design reviews, developing financial models, and driving products to market through distribution channels. He also has experience managing projects, improving business performance, and establishing strategic plans.
The document summarizes the results and impacts of various companies' participation in the Accelerate project. The project aimed to identify needs for go-to-market acceleration in industry and collect metrics from use cases. Participating companies reported benefits like improved ability to bring products to market, establishing new ventures, increased networking and academic knowledge of acceleration best practices.
The document discusses Industry Advisory Boards (IABs) and introduces IABPro as a service that helps companies establish and manage effective IABs. IABPro works with companies to identify business objectives, source qualified advisors, and drive delivery of business value through structured IAB engagements. One example client pivoted from hardware to software with IABPro's help, raised funding, and was later acquired. IABPro's methodology provides an end-to-end process for setting objectives and meeting agendas, onboarding advisors, managing meetings, and ensuring IABs meet business deliverables.
Goyello is Netherlands-Polish company developing IT solutions and products. We outsource, and maintain IT software in Agile methodology, offshoring and nearshoring IT projects
The CEO of Microsoft stated that every business will become a software business. Pacific Magazines lost its technology edge by solely focusing on print with no digital strategy for over a decade. To regain its "tech mojo", Pacific Magazines focused on transforming its products, processes, people, and technology. This included establishing agile processes, onboarding new digital talent, empowering cross-functional teams, and building scalable platforms to enable rapid innovation and frequent delivery of new digital experiences. As a result, Pacific Magazines released engaging digital products, established clear roadmaps, created a high performing team, and built a quality technology foundation to ensure its long term survival in a fast changing market.
For organisations that need to keep up with the velocity of change in their markets, customers and technology, Digital Agility is an end-to-end concept to market approach that enables you to deliver innovation faster and with less risk.
Unlike traditional product development and delivery models, Digital Agility is a lean, insight driven technique that helps you become more nimble, innovative, and responsive.
This document provides an overview of LeapThought NZ Limited, an innovation and technology company. It describes their approach of bringing ideas to life through active listening, strategic thinking, and delivering outcomes. It highlights some of their capabilities and customers which include both public and private sector organizations. It also summarizes some of their products and services like a construction management solution and outsourcing services.
The document discusses corporate entrepreneurship and innovation. It emphasizes that companies must embrace change, build structures to adapt to disruption, empower employees, and foster an entrepreneurial culture in order to survive. It introduces TheWerk as an organization that helps companies develop talent, set up entrepreneurship programs, and support innovation projects through its Certified Entrepreneurship Expert and Master of Business Engineering programs. The programs provide training, mentorship, and resources to teams working on corporate innovation projects over 6 months or 2 years.
A practical introduction to - and overview of - the entrepreneurship journey, based on the ecosystem in Copenhagen area. From a lecture, I gave at Aalborg University CPH for engineer candidates (cand.polyt study) in the 'Entrepreneurship, Innovation & Business models'-course as part of the 'Converging Mediatechnology' track.
Similar to Full Program & Tools to Accelerate an Internal Innovation Project - by Board of Innovation (20)
33 Tips to Level Up your Presentation Skills ➔ Have a look at these main takeaways to perform the perfect (innovation) pitch!
Prepare for a presentation upfront by looking into these key tips and level up your skills for a successful pitch.
Don't forget that these skills are just as important as the content you are presenting. Whether or not you'll achieve the desired outcome, can be affected by the way the handle the presentation.
We'll go three different topics to pitch like a king:
✔︎Storytelling & Framing
✔︎Body language & Attitude
✔︎Slides & practical tips.
We use these elements in our own innovation accelerator program: https://www.boardofinnovation.com/corporate-innovation-accelerator/
How I got 2.5 Million views on Slideshare (by @nickdemey - Board of Innovation)Board of Innovation
This document provides tips for creating engaging slide decks on SlideShare that garner many views. It recommends focusing on quality over quantity when creating each slide, using compelling images and headlines, and including calls to action throughout. It also suggests experimenting with sharing techniques and doing so in waves to build momentum. The goal is to create decks that are optimized for sharing and spread across multiple channels over time.
How to choose the right business model? by @boardofinno - @nickdemeyBoard of Innovation
The different revenue model options, business model types and drivers why people pay. From Freemium, Broker to Razor-blade models. Ask the right questions to select your monetization strategy.
15 Lessons from Behavioural Economics - by @tjalve @boardofinno - Board of In...Board of Innovation
Within our team @boardofinno, we give short presentations to each other, to learn more, to get inspired, to be amazed,…
The following deck was used by @tjalve in our internal #teachme session.
It covers 15 lessons from Behavioural Economics you can apply to your ongoing projects.
The concepts covered are:
1. The Endowment Effect
2. Hyperbolic Discounting
3. The IKEA effect
4. Anchoring Bias
5. The Von Restorff Effect
6. Loss Aversion
7. Hedonic Adaption
8. The Bandwagon Effect
9. The Inaction inertia effect
10. The Zeigarnik Effect
11. The Framing Effect
12. The Goal Gradient Effect
13. The Choice Paradox
14. Round Pricing Preference
15. Reciprocity
15 companies you should copy: business models visualised by @boardofinnoBoard of Innovation
Doorsteps is an online platform that guides home buyers through the house buying process. It provides step-by-step guidance in 6 phases, from initial hopes to closing. It connects buyers to real estate agents, lenders, and other service providers through a shared online workspace and profile. The platform aims to save buyers time, money, and stress through the home buying process.
Why it's fair that Apple takes 30% of your money (30+ platforms benchmarked) ...Board of Innovation
The average fees of 30+ digital platforms benchmarked.
average fee paypal, airbnb, apple, itunes, gettyimages, etsy, amazon, groupon, gilt and many others.
Why 3M misses the mark: analysed with the Innovation Battlefield Framework (D...Board of Innovation
The document discusses an "Innovation Battlefield" framework for analyzing the value perception of product features from the perspective of customers. It uses the example of 3M Post-it notes to illustrate how features can be ranked on the framework based on how much pleasure they bring customers and whether the features would be missed if removed. The framework identifies six zones that features can fall into, including "unexpected awesomeness," "harder, better, faster," "expected essentials," "I don't care," and "it hurts, take it away." The reusable glue of Post-its is given as an example of creating "unexpected awesomeness" when first introduced.
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2. “We want to integrate customers
earlier and more frequently”
“We need to speed up the time to
market of innovation projects”
“We want to target successful
projects earlier”
“We need a structured process
to guide our project teams.”
In general:
For organisations that
want to speed up go-to-
market of existing projects
Typical challenges to tackle:
3. SUPPORT
DURING
EXECUTION
SET UP
SALES FUNNEL
& ROADMAP
UPGRADE
PROBLEM &
SOLUTION
ALIGN
COMPANY ASSETS
&TEAM MISSION
CHALLENGE
EXISTING
PROJECTS
Tailor
the process
Evaluate
the results
Example Go-to-market Accelerator (3-4 months)
Pitch
the roadmap
Output:
Validated projects
#1 - Mapped ecosystem to
identify hurdles
- Clarified value proposition
for each project
- Identified customer
insights & buyer types
#2
output:
Mission - Problem/Solution -
Sales /Roadmap
#2
#1 - Market segmentation to
target potential new leads
- Roadmap for go-to-market
- List of goals/targets each
project wants to achieve
after execution
- Hands-on tools
- Structured experiments
- Mapped
B2B customer journey
- Overview of results
- List of recommendations
- Structured guidebook
output:
Challenge
#1 - Understand challenges of
existing projects
- Map out opportunities of
the projects
- Align expectations & goals
of existing projects
4. Solution
Organising solution features.
Delivering a value proposition,
Problem
Segmenting your customers,
Discovering customer problems,
Understanding the customer journey.
Team Mission
Define vision and pursue of the project,
Select assets that create a competitive advantage.
Organisation Assets
Focus on a strategic vision of the organisation.
Explore the corporate assets and competences
Market
Sales funnel,
value chain mapping,
Partnership exploration.
$
EXISTING PROJECTS / BU / TEAMS
A FRAMEWORK TO
STRUCTURE GO-TO-MARKET
By running through this structured process,
project teams re-evaluate their assumptions
with the goal of finding real value for the
customer and the organisation.
Emmanuel Rigaux
CEO and Managing Director LH Zambia
We didn’t just brainstorm, we
went through a methodological
process focussed on real
projects. The beauty of it was
that it was not a training, but a
session what enabled us to put
in perspective and to put some
structure around tangible
actions that we want to take.
5. SUPPORT
DURING
EXECUTION
SET UP
SALES FUNNEL
& ROADMAP
UPGRADE
PROBLEM &
SOLUTION
ALIGN
COMPANY ASSETS
&TEAM MISSION
CHALLENGE
EXISTING
PROJECTS
Tailor
the process
Evaluate
the results
Pitch
the roadmap
Lean B2B canvas*
*Etienne Garbugli - Lean B2B
- Understand challenges of
existing projects,
- Map out opportunities of
existing projects,
- Align expectations & goals of
existing projects.
Challenging the Status Quo
Brusssels, BE
6. SUPPORT
DURING
EXECUTION
SET UP
SALES FUNNEL
& ROADMAP
UPGRADE
PROBLEM &
SOLUTION
ALIGN
COMPANY ASSETS
&TEAM MISSION
CHALLENGE
EXISTING
PROJECTS
Tailor
the process
Evaluate
the results
- Focus on a strategic goal
of the organisation,
- Explore the corporate
assets and competences.
- Define vision and pursue of
the project,
- Select assets that create a
competitive advantage.
Pitch
the roadmap
Resource radar
Johannesburg SA
Alignment
7. SUPPORT
DURING
EXECUTION
SET UP
SALES FUNNEL
& ROADMAP
UPGRADE
PROBLEM &
SOLUTION
ALIGN
COMPANY ASSETS
&TEAM MISSION
CHALLENGE
EXISTING
PROJECTS
Tailor
the process
Evaluate
the results
- Segmenting customers,
- Discovering customer problems,
- Understanding the customer
journey.
- Organising solution features.
- Delivering a value proposition.
Pitch
the roadmap
Stakeholder discovery B2B customer scan
London, UK
Problem / Solution fit
8. SUPPORT
DURING
EXECUTION
SET UP
SALES FUNNEL
& ROADMAP
UPGRADE
PROBLEM &
SOLUTION
ALIGN
COMPANY ASSETS
&TEAM MISSION
CHALLENGE
EXISTING
PROJECTS
Tailor
the process
Evaluate
the results
Pitch
the roadmap
- Define the sales funnel,
- Map out the value chain,
- Partnership exploration.
- Describe the full roadmap,
- Pitch for resources for the coming months.
Value chain mappingSales cycles
London, UK
Target Sales & define roadmap
9. SUPPORT
DURING
EXECUTION
SET UP
SALES FUNNEL
& ROADMAP
UPGRADE
PROBLEM &
SOLUTION
ALIGN
COMPANY ASSETS
&TEAM MISSION
CHALLENGE
EXISTING
PROJECTS
Tailor
the process
Evaluate
the results
- Overview of learnings,
- Validated prototypes,
- Business cases,
- Executive pitching.
- Final Go/No Go
- Roll out and execution
- Creation of internal ambassadors
- Share learnings and tools to replicate
Pitch
the roadmap
Experiment mapping*
*Javelin experiment board
Execution & Follow-up
Lyon, FR
Tool guides
10. CASE STUDY - LAFARGEHOLCIM
Aligning cross-regional innovation processes
and accelerating innovation projects
in the building materials industry
*World Leader in the building materials industry
CASE: LafargeHolcim
*90 countries and 115,000 employees
merger in July 2015 of cement companies Holcim and Lafarge
combined net sales of EUR 27 billion in 2014.
12. CASE STUDY - LAFARGEHOLCIM
We finished an accelerator program with 6 countries. With this process we see plenty of
opportunities to take the very pragmatic projects they put on the table and help them to push
them through in a very structured manner but also forcing them to think in a different way.
Carlos Espina
Senior Vice President Research & Development LafargeHolcim
John McCabe
Vice President - Canada
This process helps us to structure creative thinking.
By running through a few steps it made us reconsider outside the norm
and open new opportunities. The process, tools and techniques make
it a lot easier to become more creative.
Emmanuel Rigaux
CEO and Managing Director Zambia
It was great to spend some time together to talk about innovation. Asking the questions such
as: How we could change the interactions with the different stakeholders, helped us to
change our concepts.
CASE: References
13. CASE STUDY - LAFARGEHOLCIMOutput: Go-to-market tool guide
INTERACTIVE TOOLGUIDE
This tool helps to structure the
innovation process, by sharing
examples and tools, in order to
accelerate the go-to-market of
existing projects.
Interactive version online (downloadable for ipad)
14.
15. “It’s our goal to make corporates
innovate like startups.”
mixing proven methods from
Design Thinking & Lean StartupLisbon
Amsterdam
16. strong network & culture of sharing
Mexico
LinkedIn Group:
+17K people
Slideshare Channel
+4 Million views
Sharing of
tools & inspiration
+7000 subscribers
subscribe to
newsletter
FEATURED IN
17. for Fortune500 & global innovation leaders
Heavy industry/manufacturing
Utilities/Chemicals/Pharma
Commodities/Automotive/…
Banking/Finance/Payroll/HR
Telco/Publishing/Travel/
FMCG/…
B2B
B2B2C & B2C
Tokyo
18. for Fortune500 & global innovation leaders
Heavy industry/manufacturing
Utilities/Chemicals/Pharma
Commodities/Automotive/…
Banking/Finance/Payroll/HR
Telco/Publishing/Travel/
FMCG/…
B2B
B2B2C & B2C
Tokyo
19. What clients say:
“It was really amazing to see how Board of
Innovation has succeeded to even get production
and cost saving minded paper industry people to
creative ideas and out of the box thinking,
concluding with very successful business case
pitches for generating new revenue streams.”
- T. Kratochwill, Executive Director at Sappi
Paper Industry, $6B, 13K people, 100 countries
“The O-I Accelerator project contains many
learnings, combining team work, dedication,
deployment and excitement . It brings many
valuable insights to the company when dedicated
teams start working on exploration and
development of new valuable business concepts;
From exploring market insights, industry wide
researches and use of both internal & external
focus groups to development of Business Models
and Talent Management.”
- R. Brouwer - Specialty Business Leader Europe at O-I
Glass Industry, €7B, 21K people, Fortune500
“Board of Innovation brought a youthful but at the
same time experienced perspective to the table
which challenged even the most hardened
business developer ”
- T. Kidd, New Business Development at DSM
Life Sciences & Chemicals, €10B, 21K people
“ Fantastic experience in a structured and creative
approach to free up minds to new biz models.”
- C. Hillegeer, Senior Vice President Strategy at GDF SUEZ
Energy & Utilities, €74B, 152K people, 70 countries
- Vice President R&D, LafargeHolcim
Building Materials, $12B, 61K people, 51 Countries
“Plenty of learnings for everybody to take the very
pragmatic projects they’ve put on the table and
[BoI] helped them to push them through, in a very
structured manner , but also forcing them to think
in a very different ways.”
“I was really impressed by the workshop. Thanks
to the excellent tools, real-life examples, and
hands-on approach, BOI helped us shifting from a
corporate mindset, to a startup mindset. ”
- Dirk Kamphaus, Senior Product Manager at adidas AG
Apparel & Sporting lifestyle, €14B, 53K people
20. Team with T-shaped consultants
Industrial Design/Engineering
Innovation Mgmt/Business
Entrepreneurial
more info via www.boardofinnovation.com
21. Board of Innovation, at your service.
Innovation & New Business People & Transformation
• Innovation Strategy & Process
• Digital Transformation
• Disruptive Ideas
• New Business Model design
• Validation & go-to-market
Innovation solutions
Special programs
• Corporate Innovation Accelerator
• Guerrilla Club
• Hackathon
• Corporate Innovation Day
• Lean Entrepreneur / Lean Coach
• Design Thinking
• Innovation & Creativity
• Lean Startup
• Business Model Innovation
• Pitching & selling your project
Training programs
• Bootcamps (HR focus)
• Leadership programs
• Young Graduates programs
Talent Development programs
Questions? philippe@boardofinnovation.com