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Technology Transfer Flows

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SMART Business Architect Building a balanced, synergistic, and innovation-driven enterprise 150 PowerPoint Slides + 150 Half-page Executive Summaries By Vadim Kotelnikov Inventor, Author, and Founder Ten3 Business e-Coach www.1000ventures.com Version: February 2006 Developing Innovation System Balancing Business System Synergizing Business Processes Developing Growth Strategies Building a Winning Organization Leading Empowered Employees Business Systems Thinking Ten3 SMART Mini-course: Synergistic, Motivational, Achievement-oriented, Rapid, Technology-powered Ten3 Business e-Coach The world’s leading source of inspiration, innovation, and unlimited growth! We help you change the World! This is a demo version (20 slides only) Click here to see the complete list of slides
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  • 1. Ten3 Business e-CoachThis is a demoThe worlds leading source of inspiration, innovation, and unlimited growth! versionWe help you change the World!(20 slides only)SMARTDevelopingBalancing BusinessInnovation SystemBusiness System ArchitectSynergizingBusinessDeveloping Building a balanced, synergistic, Business Growth Systems and innovation-driven enterpriseProcessesThinkingStrategies 150 PowerPoint Slides +150 Half-page Executive Summaries By Vadim Kotelnikov Inventor, Author, and Founder BuildingLeadingTen3 Business e-Coach a Winning Empoweredwww.1000ventures.com Organization Employees Version: February 2006Click here to see the complete list of slides Ten3 SMART Mini-course: Synergistic, Motivational, Achievement-oriented, Rapid, Technology-powered

2. SMART Business ArchitectClick here to see the complete list of slidesClick 1. Business Architect: Core Tasks and SkillsClick 2. Balancing Your Business Model and Business SystemClick 3. Developing Sustainable Growth StrategiesClick 4. Leading Empowered People and Orchestrating TalentsClick 5. Building a Winning OrganizationClick 6. Synergizing Business ProcessesClick 7. Developing Corporate Innovation System 2006 Vadim Kotelnikov, Inventor, Author & Founder, Ten3 Business e-Coach, www.1000ventures.com 3. Business ArchitectCross-functionally Excellent Business Development Expert Business architects are inBalancing growing demand. TheyBusinessare cross-functionally System excellent people who can: DevelopingDevelopingtie several silos of Innovation Growth business developmentSystem BusinessStrategiesexpertise together Systems create synergies Synergizing Thinking Leadingdesign a winningBusiness Empowered business model and a Processes Employees balanced business systemBuilding lead people who will a Winning put their plans intoOrganization action Vadim Kotelnikov More information at 1000ventures.com: Business Architect 4. Business ArchitectCross-functional Expertise RequirementsDeep knowledge of the business model and business systemBusiness development and sustainable growth strategiesCompetitive strategiesEnterprise-wide business process management (EBPM)Innovation systemSynergistic marketing and selling strategiesPeople strategiesLeadership, teambuilding, communication, and negotiation skillsStrong in strategic, analytical and systems thinking. Able to see:The context of the business architectureThe big pictureBeyond the obviousConnections between situations that are not obviously relatedKey or underlying issues in complex situations More information at 1000ventures.com: Business Architect 5. Modern Business Leader Cross-functional ExcellenceIt is more important for an organization to be cross-Widen yourfunctionally excellent than functionally excellent. horizons anddiscoverLeadership & People Skillswinning synergies!Entrepreneurship & Business ModelsManagement & Business System DiscoveringSustainable Growth StrategiesWinningSynergiesBusiness Process ManagementInnovation ManagementSelling & Competitive StrategiesIf you learn not one, but the whole spectrum of notes, you will not have to play mono-tone music all the time. You will discover much more opportunities and create great symphonies and improvise whenever necessary. Vadim Kotelnikov More information at 1000ventures.com: Cross-functional Excellence 6. Systems Thinking A Core Competence of a Business Architect and LeaderSystems thinking is your ability to seeComplex System Rules of Thumb By Gene Bellinger things as a wholeEverything is connected to everything else (or holistically) including the many You can never do just one thing different types of There are no simple solutions and final answers relationshipsEvery solution creates new problems between the many "Obvious solutions" do more harm than good elements in aLoose systems are often better complex system.Look for high leverage pointsNature knows best Systems Thinking dealing with the whole system and thinking abouthow things interact with one another Systematic Thinkingthinking methodically Systemic Thinkingcombining analytical and synthetical thinking More information at 1000ventures.com: Systems Thinking 7. SMART Business ArchitectClick here to see the complete list of slidesClick 1. Business Architect: Core Tasks and SkillsClick 2. Balancing Your Business Model and Business SystemClick 3. Developing Sustainable Growth StrategiesClick 4. Leading Empowered People and Orchestrating TalentsClick 5. Building a Winning OrganizationClick 6. Synergizing Business ProcessesClick 7. Developing Corporate Innovation System 2006 Vadim Kotelnikov, Inventor, Author & Founder, Ten3 Business e-Coach, www.1000ventures.com 8. Business ModelConverting Innovation to Economic Value GrowthValue Strategies PropositionCompetitive Market StrategyINNOVATIONSegmentsRevenue Value ChainModel StructureMore information at 1000ventures.com: New Business Models 9. Balanced Business SystemDynamic Balancing of Your Business WheelThe primary goal of any business is to increase stakeholder value. Customer Innovation It is achieved through a dynamic balancing of competing values. STRATEGY In order for a business to maximize economic value, it must balance customer Finance Processes satisfaction and competitive market forces with internal cost and growth consideration. If your business wheel is unbalanced,it will roll neither far nor fast. More information at 1000ventures.com: Balanced Approach to Business Systems 10. The Tao of Business SuccessLeveraging Diversities and Finding the Balance Yin Yang Passive, accepting sideActive, aggressive side Balanced Company Outside In Inside Out Growth Efficiency improvement Venturing & Speed Management Working IN your business Working ON your business Leadership Employee empowerment Coaching & Energizing ProcessesManaging operationsManaging innovation OpportunitiesAnticipating & Searching Pursuing & Experimenting Change Management Adapting to changeCreating change Customer Success Listening & TailoringLeading & Co-innovating Employees, PartnersManaging differences Harnessing diversity Vadim KotelnikovMore information at 1000ventures.com: The Tao of Business Success 11. SMART Business ArchitectClick here to see the complete list of slidesClick 1. Business Architect: Core Tasks and SkillsClick 2. Balancing Your Business Model and Business SystemClick 3. Developing Sustainable Growth StrategiesClick 4. Leading Empowered People and Orchestrating TalentsClick 5. Building a Winning OrganizationClick 6. Synergizing Business ProcessesClick 7. Developing Corporate Innovation System 2006 Vadim Kotelnikov, Inventor, Author & Founder, Ten3 Business e-Coach, www.1000ventures.com 12. Sustainable Growth StrategiesVISION Balanced Business System Managing Change & Moving with Speed Competitive and Differentiation StrategiesIMPROVEMENT STRATEGIESVENTURE STRATEGIESSynergistic Organization Disruptive Product DevelopmentInclusive Company / 7-S ModelRadical Project ManagementCorporate Capabilities In-company VenturesResults-Based Leadership SpinoutsInnovation Management System Cooperative Research & DesignValue Chain Management Strategy InnovationBusiness Process ManagementOpportunity-driven GrowthSystemic InnovationVenture Investing / AcquisitionsContinuous Improvement Joint Ventures More information at 1000ventures.com: Vadim KotelnikovSustainable Competitive AdvantageSustainable Growth Strategies 13. Competitive StrategiesSurvival vs. Market Leadership StrategiesSURVIVAL STRATEGY LEADERSHIP STRATEGY Area of Competition Staying alive Targeting market leadershipWinning and Retaining CustomersCustomer Value Low cost/benefit ratioCreating higher customer valueMarketing Strategy Mass marketingDifferentiation and positioningCustomer SatisfactionCustomer serviceCustomer intimacy New attributes. New product categories.Product Innovation Line extensions.New brands. Speed.Building Your Sustainable Competitive AdvantageStrategic Growth Focus Building resourcesBuilding distinctive capabilitiesInnovation LinearSystemicTechnology InnovationIncremental RadicalProcess Innovation Functional improvements Enterprise-wide BPM Perfecting traditionalCreating new adaptableBusiness Innovation business modelbusiness models Vadim KotelnikovMore information at 1000ventures.com: Competitive Strategies 14. Customer-focused Strategies Creating, Winning, and Retaining CustomersCustomer-focused CompanyCustomer Value Proposition Service-Profit ChainPositioning & Advertising Customer Intimacy 22 Laws of MarketingGROWING TOGETHER MARKETING ListeningObserving Creating Value BrandingDifferentiating Communicating InfluencingRETAINING SELLINGCustomer ServiceRelationship Selling Customer RelationshipsPersuading People Customer Satisfaction Closing the Deal Vadim Kotelnikov More information at 1000ventures.com: Synergistic Marketing 15. SMART Business ArchitectClick here to see the complete list of slidesClick 1. Business Architect: Core Tasks and SkillsClick 2. Balancing Your Business Model and Business SystemClick 3. Developing Sustainable Growth StrategiesClick 4. Leading Empowered People and Orchestrating TalentsClick 5. Building a Winning OrganizationClick 6. Synergizing Business ProcessesClick 7. Developing Corporate Innovation System 2006 Vadim Kotelnikov, Inventor, Author & Founder, Ten3 Business e-Coach, www.1000ventures.com 16. Managerial LeadershipDifferences Between What Leaders and Managers DoMANAGERS LEADERS Deal with status-quo Deal with change Work in the system Work on the system ReactCreate opportunities Control risksSeek opportunities Enforce organizational rules Change organizational rules Seek and then follow Provide a vision to believe in and directionstrategic alignment Control people by pushingMotivate people by satisfying basic them in the right directionhuman needs Coordinate effortInspire achievement and energize peopleCoach followers, create self-leaders, and Provide instructionsempower them More information at 1000ventures.com: Leadership vs. Management 17. Effective Leadership Attributes x Results = The Roadmap for Improving Leaders Management works in the system. Leadership works on the system. Stephen R. CoveyDemonstrate LEADERSHIP ATTRIBUTES CUSTOMERORGANIZATION Results ResultsEmanate personalcharacter AchieveMaster competenciesSet directions X RESULTS Build organizational INVESTOR EMPLOYEEcapability Results ResultsMobilize individualcommitment More information at 1000ventures.com: Effective Leadership 18. SMART Business ArchitectClick here to see the complete list of slidesClick 1. Business Architect: Core Tasks and SkillsClick 2. Balancing Your Business Model and Business SystemClick 3. Developing Sustainable Growth StrategiesClick 4. Leading Empowered People and Orchestrating TalentsClick 5. Building a Winning OrganizationClick 6. Synergizing Business ProcessesClick 7. Developing Corporate Innovation System 2006 Vadim Kotelnikov, Inventor, Author & Founder, Ten3 Business e-Coach, www.1000ventures.com 19. Organizational Fitness Profile (OFP) Identifying Weaknesses and Taking Corrective ActionOFP processGoals of OFP Road-Mapping and Corporate Management developed by Harvard Business OFP road-mapping to chose and do the right thingsSchool Corporate management to do these things well Questions to be answered:whether employees and customers perceive the top team as ineffectivewhether the leadership style is either too directive or too hands-offwhether and how management fails to engage the organization effectivelywhether and how teamwork and coordination across various functions inthe company can be improvedwhether the corporate strategy is clearwhether there are many conflicting prioritieswhether the vertical top-down communication is poorwhether the organization lacks leadership/management skills Adapted from: Extreme Management, Mark Stevens, 20011000ventures.com 20. Managing Organizational Change The Wheel of Business Evolution 8. Performance 1. BusinessMeasuresEnvironment Strategic Politicalsuccess factors Economic Mission critical Social7. Knowledge variables Technological 2. Business Management Systems Ecosystem Knowledge-sharingculture Competitive landscapes Interpretive frameworksand dynamics Information systems Games, roles & players Direction Business model Innovation & operations Business processes Learning & design 6. Management Strategic 3. BusinessProcess Core valuesleadership Design Rules of the Organizationalinternal game development 5. Organizational4. Leadership Adapted from: Managing Complexity,Values Style More information at 1000ventures.com: Robin Wood Organizational Innovation 21. Fast CompanyMoving Ahead Of Your Competition Fast Fast FastSustaining decision- to thinkingspeedmaking marketForecasting &Establishing Launching a Simplicity road-mapping guidingcrusadeprinciples Boundarylessness AnticipatingOwningGetting rid of competitive Self-confidence & Spotting trendsbureaucracyadvantage growth attitudeBrainstormingShufflingGetting suppliers Financial flexibilityPutting everyportfolios move fast Business Process idea through the UnpackingStaying beneath Mgmt System grinderproposalsthe radar Managing creativity Letting the best Constantly Institutionalizing idea winStaying close to thereassessinginnovationcustomer More information at 1000ventures.com: Adapted from Its not be big that eat the smallIts the fast that eats the slow, J.Jennings & L.Haughton Fast Company 22. SMART Business ArchitectClick here to see the complete list of slidesClick 1. Business Architect: Core Tasks and SkillsClick 2. Balancing Your Business Model and Business SystemClick 3. Developing Sustainable Growth StrategiesClick 4. Leading Empowered People and Orchestrating TalentsClick 5. Building a Winning OrganizationClick 6. Synergizing Business ProcessesClick 7. Developing Corporate Innovation System 2006 Vadim Kotelnikov, Inventor, Author & Founder, Ten3 Business e-Coach, www.1000ventures.com 23. New Management Model Shift from Functional to Cross-Functional Paradigm Old functional paradigm has done more to impede customer focused,business performance improvement over the past two decades than almost any other factor. Andrew SpanyiOld Functional Paradigm New Cross-functional ParadigmCross-functionalTeams ManagerialSpaceMore information at 1000ventures.com: Enterprise-wide Business Process Management 24. Lean ProductionComponents of Lean Production System Lean ManufacturingFlexibleTotal Quality Manufacturing ManagementLean Production System E-Solutions: Just-in-TimeBPMS, ERP, CRM Lean ProductionChain VirtualOutsourcingIntegrationLeanSupply ChainMore information at 1000ventures.com: Lean Production 25. Enterprise-wide Business Process Management (EBPM) Aligning Information Technology (IT) and Business Major Barriers to E-Business Adoption"E-businessis not getting the whole company to agreean IT challenge." threat to valued existing partnerships T.Kyle Quinn, security, privacy, and complexity Director, insufficient business skills of the IT teame-Business IS, insufficient leadership skills of the IT architect Boeing Co.Cutting Costs and Generating Business Value: Best Practices By Stacy Smith, Intel Corp.Best Run IT like a business practices Measure and manage IT business value to predict and track project value before, during and post-implementation Move toward continuous process optimization and IT modernization Measure and manage overall IT capability Characterize the costs and risks of not moving forward More information at 1000ventures.com: e-Business 26. SMART Business ArchitectClick here to see the complete list of slidesClick 1. Business Architect: Core Tasks and SkillsClick 2. Balancing Your Business Model and Business SystemClick 3. Developing Sustainable Growth StrategiesClick 4. Leading Empowered People and Orchestrating TalentsClick 5. Building a Winning OrganizationClick 6. Synergizing Business ProcessesClick 7. Developing Corporate Innovation System 2006 Vadim Kotelnikov, Inventor, Author & Founder, Ten3 Business e-Coach, www.1000ventures.com 27. Systemic Approach to Innovation Seven Interwoven Areas BUSINESS ORGANIZATIONALinnovation innovation PRODUCTSTRATEGYPROCESSinnovationinnovationinnovationMARKETING TECHNOLOGY innovationinnovation More information at 1000ventures.com: Vadim Kotelnikov Systemic Innovation 28. Corporate Innovation System 5+1 Core ElementsLeadership &Management Strategic OrganizationMetrics Alignment& PeopleProcess CULTURE Adapted from: "Relentless Growth", Christopher MeyerMore information at 1000ventures.com: Innovation System 29. SMART BusinessArchitect SMART Business Architect Sample Ten3 slide with a half-page Executive Summary This is a demo version(20 slides only, no Executive Summaries) Buy now the complete Ten3 Mini-course! Instead of Introduction For the vast majority of companies, having well-defined visions and mission statements changes nothing. The exercise of crafting them is a complete waste of time and talent if 150 PowerPoint slides + visions and mission statements are used for nothing but being published in the annual report and displayed in a reception area. To be able to energize employees to work towards corporate goals, visions and missions should be more than a sign on the wall. Executives and managers should live them, be seen living them, and constantly communicate them to 150 Half-page Executive Summaries their employees. Vision Vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-intrusive and forward-thinking. It is the Learn & Teach FAST! image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends. Mission Statement A mission statement is an organization's vision translated into written form. It makes US$ 59 only! concrete the leader's view of the direction and purpose of the organization. For many corporate leaders it is a vital element in any attempt to motivate employees and to give them a sense of priorities Setting Goals The major outcome of strategic road-mapping and strategic planning, after gathering all necessary information, is the setting of goals for the organization based on its vision and mission statement. A goal is a long-range aim for a specific period. It must be specific andClick here to see the complete list of slides realistic. Long-range goals set through strategic planning are translated into activities that will ensure reaching the goal through operational planning. Strategic Intent A strategic intent is a company's vision of what it wants to achieve in the long term. It must convey a significant stretch for your company, a sense of direction, discovery, andClick here to see the list of all Ten3 e-Coaching Products opportunity that can be communicated as worthwhile to all employees. It should not focus so much on today's problems but rather on tomorrow's opportunities.1000ventures.com


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