Innovation Consulting Services | Define Business Growth Strategy
How can you chart a path that will lead to repeatable growth through innovation? Our work with VF Corporation—maker of Lee Jeans, Wrangler, North Face, and Nautica—shows the way. After a year in which revenue declined five percent, this global leader in branded apparel turned to us to help create a strategy to meet ambitious new growth goals. We began by auditing current innovation practices and bottlenecks. Within two years, the 50,000-employee company was on a sustained path of double-digit revenue growth across all business units. The lesson from VF Corp. and other clients is that you shouldn't approach innovation randomly. At Innosight, a general management approach to innovation is at the center of everything we do. Historically, fewer than 10% of companies have been able to sustain above-average growth for more than a few years. Adapting to a changing business and technological landscape sometimes requires the courage to formulate a new vision of who you want to be.
Web 2.0
Websites that use technology beyond the static pages of the early Internet Web 2.0 (also known as participative (or participatory)[1] web and social web)[2] refers to websites that emphasize user-generated content, ease of use, participatory culture, and interoperability (i.e., compatibility with other products, systems, and devices) for end users. The term was coined by Darcy DiNucci in 1999[3] and later popularized by Tim O'Reilly and Dale Dougherty at the first Web 2.0 Conference in 2004.[4][5][6] Although the term mimics the numbering of software versions, it does not denote a formal change in the nature of the World Wide Web;[7] the term merely describes a general change that occurred during this period as interactive websites proliferated and came to overshadow the older, more static websites of the original Web.[2] Some Web 2.0 capabilities were present in the days of Web 1.0, but were implemented differently. Some common design elements of a Web 1.0 site include:[17] Search Tags
Collaborative network
A collaborative network, is a network consisting of a variety of entities (e.g. organizations and people) that are largely autonomous, geographically distributed, and heterogeneous in terms of their operating environment, culture, social capital and goals, but that collaborate to better achieve common or compatible goals, and whose interactions are supported by computer networks. The discipline of collaborative networks focuses on the structure, behavior, and evolving dynamics of networks of autonomous entities that collaborate to better achieve common or compatible goals.[1][2] There are several manifestations of collaborative networks, e.g.:[1] Virtual enterprise (VE).Virtual Organization (VO).Dynamic Virtual Organization.Extended Enterprise.VO Breeding environment (VBE).Professional virtual community (PVC).Business Ecosystem.Virtual manufacturing network Applications[edit] Elements[edit] The seven essential elements of collaborative networks: Reference models[edit] Challenges[edit]
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Business Model Alchemist
Gagein: A New Way of Tracking Corporate Business News
If you are trying to keep track of your competitors, you have a variety of tools that can make your search for business news easier. At the low end (meaning free) is Google Alerts and Google News, and you can build your own RSS feed collection and examine what comes through that pipeline. There are also paid gathering tools from Hoovers, Lexus and InsideView.com, just to name a couple of examples. GageIn is trying to enter this market with the release of its Content Platform and the integration with Salesforce and LinkedIn data repositories. The trick is in the filtering, to be sure: you don't want to plow through irrelevant searches or receive too few alerts about the things that you want to track. GageIn scans millions of local and regional news sources to aggregate hyper-targeted local news about both large and small companies alike.
Knowledge engineering
Knowledge engineering (KE) was defined in 1983 by Edward Feigenbaum, and Pamela McCorduck as follows: KE is an engineering discipline that involves integrating knowledge into computer systems in order to solve complex problems normally requiring a high level of human expertise.[1] It is used in many computer science domains such as artificial intelligence,[2][3] including databases, data mining, bioinformatics, expert systems, decision support systems and geographic information systems. Knowledge engineering is also related to mathematical logic, as well as strongly involved in cognitive science and socio-cognitive engineering where the knowledge is produced by socio-cognitive aggregates (mainly humans) and is structured according to our understanding of how human reasoning and logic works. Various activities of KE specific for the development of a knowledge-based system: Being still more art than engineering, KE is not as neat as the above list in practice. The influence of Ontology 6.
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Business Model Innovation Hub - ... where visionaries, game changers, and challengers discuss business models
Does Your Strategy Match Your Competitive Environment? - Martin Reeves
by Martin Reeves | 12:00 PM August 28, 2012 How predictable are competitive conditions in your industry? How much power does your company have to shape its underlying competitive environment? This should hardly surprise you. To understand the scope of this problem, take a look at this chart: What it shows is how accurately executives in various industries estimated how predictable and how malleable their industries are. The problem with this is obvious, of course: You can’t begin to tailor your strategy to the conditions of your industry if you don’t perceive them correctly. What’s more, as we’ve just done, many executives lump “predictable” and “malleable” together, and divide the universe of competitive environments very broadly into two parts, assuming that a predictable environment is one they can control and an unpredictable one is one they can’t. These distinctions are so important because the four different strategic environments require four different styles of strategy execution.
