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INNOVATION DIAGNOSTIC 1=Strongly disagree, 2=Disagree,
3=Agree, 4=Strongly agree 1 Managed Innovation My organization’s approach to strategy, new product development and process improvement goes beyond traditional planning methods and take an externally-focused, exploratory approach that challenges the status quo and creatively inspires new thinking. 2 Strategic Alignment Our leadership supports (and actively drives) a collaborative culture that encourages different departments working cross- functionally to identify and develop innovative solutions. 3 Industry Foresight My organization has a systematic process for actively monitoring and exploring emerging trends and developing alternative scenarios that represent either threats or opportunities. 4 Customer Insight My organization directly involves consumers/customers (both existing and potential) as an integral part of the innovation process as a means of identifying both articulated and unarticulated customer needs. 5 Core Capabilities My organization clearly understands its core capabilities and has explicitly outlined the linkage between its long-term strategic goals and its short- and medium-term R&D Investments and technology strategies. My Organization actively explores new ways to extend beyond our existing competencies. 6 Organisation Cultural My organization demonstrates an innovative mindset, a bias for collaboration, an inclusive, non-bureaucratic decision-making style, a willingness to embrace change, and a penchant for action. 7 Process and Structures My organization has (or demonstrates a mindset that is willing to develop) appropriate operational processes and functional structures and allocates adequate staffing, funding and management support to high priority innovation initiatives. 8 Disciplined Implementation My organization consistently demonstrates its ability to create measurable business impact by taking a disciplined approach to the implementation of strategic thinking 9 Performance Metrics My organization has established innovation-related goals and measures (for example: “X% of revenues must come from products/services introduced over the past Y years”) 10 Sustainable Impact My organization takes the time to learn from its innovation efforts and is committed to deliberately building an innovation-based culture and instituting a set of innovation-focused methodologies
Business model Finance Networking 2.
Networking enterprise’s structure/ value chain 1. Business model how the enterprise makes money Channel Delivery Brand Customer experience 10. Customer experience how you create an overall experience for customers 9. Brand how you express your offering’s benefit to customers Core process Process Enabling process 3. Enabling process assembled capabilities 4. Core process proprietary processes that add value 6. Product system extended system that surrounds an offering Product performance Offering Product system Service 7. Service how you service your customers 5. Product performance basic features, performance and functionality 8. Channel how you connect your offerings to your customers Business Innovation
Peter Fisk is a bestselling
author, keynote speaker and expert consultant, helping business leaders to develop innovative strategies for business and brands. He is a Professor of Strategy, Innovation and Marketing at IE Business School, one of the world’s top ranked business schools, and leads his own company, GeniusWorks, a boutique consulting firm, helping clients around the world to make sense of fast-changing markets, and find new ways to think, compete and win. He features on the Thinkers 50 “Guru Radar” as one of the world’s top business experts. Having trained as a nuclear physicist, Peter moved to managing brands like Concorde at British Airways, helping Microsoft to adopt a value-based marketing model, and Virgin to launch into new markets. He has worked in every sector and region of the world. As CEO of the world's largest marketing organisation, the Chartered Institute of Marketing, he became a global authority on what's best and next in business and markets. Finding his own space, he founded GeniusWorks, with offices in London and Istanbul. He works with businesses in every sector, food to fashion, skincare to stock exchanges – brands as diverse as Aeroflot and Coca Cola, DSM and GSK, Mars and M&S, Philosophy and Red Bull, Sabre and Santander,Tata and Turkcell,Virgin and Visa, Vodafone and Yapi Kredi - to think bigger and smarter, develop innovative strategies, bolder brands, and accelerate growth. Peter’s new book "Gamechangers ... Are you ready to change the world?” explores the next generation of brands, shaking up markets, innovating and winning in new ways. Based on 100 global case studies, it explores the challenges of new markets, changing customers, brand building, new business models, real-time marketing, harnessing social media, inspiring leadership and positive impact. It has been nominated for Marketing Book of the Year 2015. His other books include "Marketing Genius" explores the left and right-brain challenges of success, and is translated into 35 languages. It was followed by five others – “Business Genius” on leadership and strategy,“Customer Genius” on building a customer-centric business, “People Planet Profit” on sustainable innovation - and most recently "Creative Genius" defining what it takes to be Leonardo da Vinci in the 21 Century. Peter was described by Business Strategy Journal as "one of the best new business thinkers". He is thoughtful and practical, combining high-energy keynotes with high-impact workshops. Each one is uniquely designed for the specific audience, their issues and aspirations. Helping people to find their own space, to be leaders of change - to be bold, brave and brilliant.