A Framework for Strategic Innovation A Framework for Strategic Innovation Blending strategy and creative exploration to discover future business opportunities ______________________________ by Derrick Palmer & Soren Kaplan Managing Principals, InnovationPoint LLC © InnovationPoint LLC www.innovation-point.com Page 1 A Framework for Strategic Innovation Authors Soren Kaplan is the author of Leapfrogging and a Managing Principal at InnovationPoint, where he works with
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organization to achieve a definable preeminence and provide a unique value for customers (Behara, Gundersen, & Capozzoli, 1995, p. 45). The goals of outsourcing are strategic: improved efficiencies, lower costs, improved flexibility, higher quality, and a greater ability to achieve a competitive advantage. The ultimate strategic goal is to develop core competencies that develop into barriers of entry that make it difficult for competition to copy. By focusing on core competencies, and utilizing
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Assessment Critical Description of Organization’s current strategy Strategic Direction: WesternZagros’ vision is to be recognized, through consistently superior business performance and operations excellence, as one of the leading junior oil and gas companies active in Iraq (University of Guelph, pg C-101). The company’s goal is to focus on growth for exploration and development in the PSC lands in the KRG so they can steadily increase efficiency and reliability in the oil and gas industry. Westernzagros’
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such trouble just two and a half years after its launch? What are the sources of the problems in the U.S.? Worldwide? There are multiple reasons for this: 1. Difference between design and the actual product Engineers from strategic business units were not involved in the design process which was solely owned and created by Acer American Corporation and Frog Design. So the SBU engineers faced difficulty putting hardware together with that design. 2. Many solutions, many
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desired from the change; and manages/measures progress along the way to achieve desired strategic outcomes with pace, certainty and agility. Journey management drives pace through the sequencing and prioritization of initiatives. It creates certainty through understanding the future state, measuring progress along the journey and aligning the organization around a common goal. And it fosters strategic agility by recognizing that in a multi-year journey, adjustments must be made to re-prioritize
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Task – 1 AC1.1 Discuss models of strategic change Types of Change Evolution: Transformational change implemented gradually through interrelated initiatives; likely to be proactive change undertaken in anticipation of the need for future change Adaptation: Change undertaken to realign the way in which the organisation operates, implemented in a series of steps Revolution: Transformational change that occurs via simultaneous initiatives on many fronts; more likely to be forced and reactive
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technologies through SACWIS and partnering with community groups that may serve the same clients and work process redesign where the actual case management duties are automated through the system. Using Kotter’s Change Model, I analyzed the strategic change initiatives DFCS initiated and gathered very interesting results. Additionally, I analyzed this organization to be in the growth phase in the life cycle of development, entering maturity. The change was driven by the state of the economy and the
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The HP-Cisco Alliance In early 1997, the first HP-Cisco alliance was first formed. HP was Cisco’s first publicly announced strategic alliance partner. The agreement between the two companies focused on technology collaboration, product integration, professional services, and customer support. The first contract lasted until February of 2002, when both HP and Cisco decided to further formalize and expand their alliance by signing a new contract. Shortly afterwards in March of 2002, HP merged
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Assignment : Analytical tools Business professionals often use strategic planning frameworks such as a SWOT analysis or a five forces analysis in strategic planning initiatives. These frameworks help organizations think about the types of questions they need to ask and the information they need to be thinking about before making any business decisions. SWOT A SWOT analysis is a strategic evaluation framework used to look at a company. SWOT stands for strengths, weaknesses, opportunities and threats
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organisational change. Pressure to remain competitive in a global market has resulted in demand and increases in strategic change initiatives across within organisations. These demands are not limited to private, profit orientated organisations. Government entities are also faced with environmental challenges that create a necessity to adapt through various change management initiatives. Generally more bureaucratic and less malleable than private organisations, change projects are likely to require
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