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Posts Tagged ‘Innovation’

Artificial Intelligence & Innovation Management for Business Leaders

onsdag, juli 26th, 2017

You must not fight too often with one enemy, or you will teach him all your art of war. –  Napoleon Bonaparte

Not long ago one of my clients, a very skilled former top consultant, now a seasoned industry leader, asked for “Artificial Intelligence for Dummies”. An interesting question for a very skilled and insightful person and somewhat reminding of the internet hype in the 90s when firms made fortunes via fund raising and spectacular non-working projects for the new economy. Is AI (Artificial Intelligence) akin to The Emperor’s New Clothes, a tale from Hans Christian Andersen about two weavers who promise an emperor a new suit of clothes which they claim is invisible to those who are unfit for their positions – is it stupid or incompetent? Think about when the emperor parades before his subjects in his new clothes, and no one dares to say that they do not see clothes on him for fear that they will be seen as “unfit for their positions, stupid, or incompetent”. But, finally, a child cries out, “But he isn’t wearing anything at all!”. The very valuable client made a point by asking if there is an Artificial Intelligence for Dummies book, because it was just like in the 90s when there was spectacular stories of technology, and a threatening sense of not understanding of it – and we might very well end up in the same way as we were then. The technology matures but many of the promises that were made have been broken. However, a few new enterprises, on a very large scale, have grown as a result of the investments and technology that emerged during the 90s – and this has been the case over and over again throughout history. Technology, investment, and brave leadership have all reshaped the future in times when promises and dreams were broken. At the same time, coincidences have often played a role in the history and outcomes.

One example how technology and coincidence most likely changed history is Enigma. The Enigma machine is a piece of spook hardware invented by a German and used by Britain’s codebreakers to decipher German signals traffic during World War Two. It has been claimed that as a result of the information gained through this device, hostilities between Germany and the Allied forces were curtailed by two years. What would have happened if the British codebreakers had not cracked it? We do not know, but what we do know is that it was cracked by a number of skilled mathematicians, including Alan Turing, and that their breakthrough was reached by, for example, acquiring this stolen Enigma and the use of new technology called the ‘Bombe’ (BBC, 2017).

While technology, strategy, and knowledge can change things, sometimes in combination with coincidences, players can also learn from each other – advantage become equalized and balance is reached until the next tipping point is reached due to temporarily advantages. Or, as Napoleon Bonaparte put it, “You must not fight too often with one enemy, or you will teach him all your art of war”.

Innovation is about gaining, sustaining, and using advantages for as long as possible while, at the same time, learning for the coming situations without exactly knowing if, when or how it will be used. Innovation is about preparation. Recall the three horizons first defined by Baghai, M., Coley, S., and White, D. (1999), these can be described as:

  • The first horizon (H1) concerns itself with smaller, incremental innovations that build on existing business models, extending the existing S curve of the company. These can normally be accomplished with little structural change and lead time.
  • The second horizon (H2) is more creative and proactive, expanding and building new businesses into new directions.
  • The third horizon (H3) is sometimes characterized as “moon shots” or “skunk works.” This is a much more explorative approach to future S curves, to be commercialized in H2, which ends up producing significant cash flows in H1.

Now to artificial intelligence: Ask yourself in which horizon is AI and how should you approach and, if possible, use it? To guide you when answering this question, we will walk through five steps to investigate, understand, and project possibilities of using artificial intelligence in business. These will be based on a combination of technology insights and practical experience.

I will express the steps using straight-forward language, with pros and cons and, most importantly, it will be clean from dystopic scenarios. When reading the five steps, keep in mind that the increase of patent applications and investments in artificial intelligence in United States and China is tremendous – with 28,000 filed patents, 35,000 AI companies, and over $20bn USD in investments from only 2016, which is forecasted to boost global GDP by $16trn (The Economist, 2017). The most likely reason behind the growing interest in AI is the growing computing power and new computer architecture which can perform vector operations much better (important for AI) than traditional computer architectures. It is not a brave statement that we will see totally new computer architecture and algorithms taking AI even further than today and you will benefit from getting ready for the future.

Download the full paper (pdf) covering following five steps:

  1. What is Artificial Intelligence and Machine Learning – How Does it Work?
  2. What can Artificial Intelligence and what Deep learning can do for you?
  3. How Artificial Intelligence Can be Used to Reinvent Your Business Model
  4. Limitations and Business Risk of using Artificial Intelligence and Machine Leaning in Business Development
  5. When Will “The Terminator” be a Reality?

Download the full AI paper here

How Artificial Intelligence Will Drive the Three Innovation Horizons

lördag, juli 30th, 2016

AI long

For the moment, forget all the high profiled media stories about the danger of artificial intelligence (AI). These arguments are based on what AI might become, not on what it is doing now. Business leaders like Steve Wozniak have joined iconic scientists like Stephen Hawking in warning that even benevolent AI could rapidly become dangerous simply though inadequate concern for human safety.

Those discussions have value, but this is not the place for them. What matters in this discussion is the nuts and bolts of how AI — as it exists in the real world today — can impact revenues and drive innovation within Steven Covey’s Three Horizons.

Horizon Refresher

As a refresher, McKinsey defines Horizon One (H1) as incremental enhancements to core businesses that are already well-associated with the brand. The key concept here is “Maximize.” Horizon Two (H2) opens a window into the exciting world of practical magic where entrepreneurs convert resources into wealth. These are the solid business ventures that could take off with the right investment. The key concept here is “Develop.” Horizon Three (H3) is the hazy realm of visionaries who redefine the possible with thought experiments, research projects, pilot programs and theoretical business models. The key concept here is “Imagine.”

For a more detailed review of how to act strategically on all three Horizons at the same time, consult my related blog published for Drucker Forum “Organizing for Simultaneous Innovation Capability.” The point is that for all three Horizons, AI can and should hold an elemental significance for innovative businesses. Many have already begun to profit from strategic deployments of these non-local, silicon-based brains. Here’s how.

H1 Innovation: Radical Improvement

Some of the most successful advances in AI can be observed in the automatic translation of natural languages. For example, the Wall Street Journal announced this year that “The Language Barrier Is About to Fall” thanks to real-time AI translation inside earpieces. Similar advances have brought AI applications for automatic first-line support, advanced data search and price optimisation.

Collaborative development experiments with open source AI from Google, Facebook and Microsoft are making mobile apps and the Internet of Things faster and smarter in surprising ways. That’s partly why Gartner predicted that AI-driven technologies would certainly be the next disruptor for the world of enterprise software in the very near future.

H2 Innovation: Business Model Redefinition

These AI applications are, by definition, still in formative stages, but the outline of what is to come is gaining clarity. The Economic Forum at Davos this year referred to these proposals collectively as The Fourth Industrial Revolution.

Many B2B verticals are expanding to become B2B2C due to more intelligent digitalisation, customisation and smart interactions between customers and their clients. This is also known as forward integration in the supply chain, to distinguish these developments from backward integrations.

Backward integration using AI refers to businesses that encourage customers to take a larger role in the initial design process. End customers can help construct and build items they are just for them. This sort of self-service production line relies on company materials and services, like additive manufacturing (also called 3D printing) of individual items.

Some companies like Inbenta are experimenting with a range of service offerings up and down the supply chain. At the center of their value proposition is an AI program that understands natural language queries.

Cutting out the middleman opens up many new business models that could disrupt a host of industries. Basically, any vertical with a supply chain is a potential target for industry redefinition using AI. Some, like Alibaba’s eCommerce platform, are going for volume (using AI from a sales and logistic perspective). Others go for closer customer intimacy but using AI to make it all cost-efficient and scalable.

H3 Innovation: Intersection of Possibilities

In the speculative future, unrelated disciplines mesh to create original realities that no one can successfully predict. When Dr. Vannevar Bush wrote “As We May Think” in 1945, he predicted the web with eerie accuracy, but not the vast reinvention of society that arose from this global neural network. The logarithmic technological surges over the past few decades have outpaced forecasts and even credulity.

What companies need to do to push themselves on H3 projects in AI is to create an open innovation place for stakeholders where impossibilities are irrelevant. Companies can support university-led research or partner with deep learning organizations like Baidu’s Silicon Valley AI Lab. These are controlled environments where visionaries can explore ideas related to singularity studies, such as picotechnology for matter compilers, bio-AI convergence, transhuman wellness, commercial applications for exotic materials and the future of mankind in space exploration.

The Natural Progression

The simple truth is that AI should not be considered as something apart from humanity. It is as much a part of the human experience as language or commerce. AI arose as a natural progression from the first mathematicians and it will be there to help take global culture to its next plateau. [bctt tweet=”The simple truth is that AI should not be considered as something apart from humanity. It is as much a part of the human experience as language or commerce. AI arose as a natural progression from the first mathematicians and it will be there to help take global culture to its next plateau.” username=”@InnoSurvey”]In the meantime, there are many profitable and easily implemented solutions on the market right now to deploy for greater productivity and profitability. From decision-making to security to customisation, AI deserves to have a seat at the strategic table driving for innovations at all three horizons.

Davos Innovation Analysis: Will The Fourth Industrial Revolution lead to Households as employers?

fredag, januari 29th, 2016

The echo form the Davos meeting just begun… To quote Erik Brynjolfsson, Director of the MIT Initiative for the Digital Economy, “The idea that robots will take our jobs is the biggest misconception I’ve heard here at Davos.” Instead, he emphasized technology’s potential as a powerful tool. Or cite US Vice-President Joe Biden said “I believe, on balance, these transformations are changes for the good. But they come with real peril, and they require us to be proactive. For how will the warehouse worker who used to ship your order, or the salesman who used to take it, now make a living when he or she is no longer needed in that venture?”


 

We stand on the brink of a technological revolution that will fundamentally alter the way we live, work, and relate to one another. In its scale, scope, and complexity, the transformation will be unlike anything humankind has experienced before. We do not yet know just how it will unfold, but one thing is clear: the response to it must be integrated and comprehensive, involving all stakeholders of the global polity, from the public and private sectors to academia and civil society.

Are we on the cusp of a Fourth Industrial Revolution? Most participants in Davos think so. And it’s unlike anything we’ve ever experienced: “As a society, we are entering uncharted territory,” Salesforce CEO Marc Benioff told participants on the last day of this year’s Annual Meeting.

The Fourth Industrial Revolution was  on all lips  in Davos, a good thing but let´s recap. The first three industrial revolutions were, in chronological order, the steam engine, electricity and electronics. The concept is connected to the Internet of Things, and provides that any product in the production chain can carry information about where and how, with the result that the factory is be able to organise itself. The goals are shorter adjustment and lead times, fewer errors, more flexibility and no time-consuming programming. Fourth Industrial Revolution is about the re-industrialisation of the Western world and it could be summarised as an extension of the possibility of connecting machines to other machines and ultimately an end-consumer somewhere in order to organise production in a smart way. At the same time, other possible future-interlinked trends taking place are:

  • The 3D printing revolution, where you print everything from spare parts for air crafts to industrial high-speed fans; bio-parts to full-scale cement houses; as well as consumer products, such as toys and food;
  • The omni-channel in retail and e-commerce, where consumers interact with brand owners, ultimately designing their own products and services using mobile technology for design and access, and brick-and-mortar as service points for training, service and upgrades/modifications. Another example is connected trucks interacting with the nearest service garage when it’s time for a service;
  • The security revolution, where old paradigms are challenged. Classic LAN and firewall architecture are on longer capable of protecting multi-channel connections. New threats require new architecture; and
  • The social revolution and global transparency, which have led to increased demand for fair training and a fair labour market but also sustainable thinking and rapid communication, where everybody with a story to tell can have an impact.

The possibilities of billions of people connected by mobile devices, with unprecedented processing power, storage capacity, and access to knowledge, are unlimited. And these possibilities will be multiplied by emerging technology breakthroughs in mentioned fields such as artificial intelligence, robotics, the Internet of Things, autonomous vehicles, 3-D printing, nanotechnology, biotechnology, materials science, energy storage, and quantum computing.

Already, artificial intelligence is all around us, from early self-driving cars and drones to virtual assistants and software that translate or invest. Impressive progress has been made in AI in recent years, driven by exponential increases in computing power and by the availability of vast amounts of data, from software used to discover new drugs to algorithms used to predict our cultural interests. Digital fabrication technologies, meanwhile, are interacting with the biological world on a daily basis. Engineers, designers, and architects are combining computational design, additive manufacturing, materials engineering, and synthetic biology to pioneer a symbiosis between microorganisms, our bodies, the products we consume, and even the buildings we inhabit.

Challenges and opportunities

Like the revolutions that preceded it, the Fourth Industrial Revolution has the potential to raise global income levels and improve the quality of life for populations around the world. To date, those who have gained the most from it have been consumers able to afford and access the digital world; technology has made possible new products and services that increase the efficiency and pleasure of our personal lives. Ordering a cab, booking a flight, buying a product, making a payment, listening to music, watching a film, or playing a game—any of these can now be done remotely.

In the future, technological innovation will also lead to a supply-side miracle, with long-term gains in efficiency and productivity. Transportation and communication costs will drop, logistics and global supply chains will become more effective, and the cost of trade will diminish, all of which will open new markets and drive economic growth.

Moreover, technological innovation will also lead to more reuse and less waste of material and energy due to economical reasons and social demands.

At the same time, as the economists Erik Brynjolfsson and Andrew McAfee have pointed out, the revolution could yield greater inequality, particularly in its potential to disrupt labor markets. As automation substitutes for labour across the entire economy, the net displacement of workers by machines might exacerbate the gap between returns to capital and returns to labor. On the other hand, it is also possible that the displacement of workers by technology will, in aggregate, result in a net increase in safe and rewarding jobs.

We cannot foresee at this point which scenario is likely to emerge, and history suggests that the outcome is likely to be some combination of the two. However, I am convinced of one thing—that in the future, talent, more than capital, will represent the critical factor of production. This will give rise to a job market increasingly segregated into “low-skill/low-pay” and “high-skill/high-pay” segments, which in turn will lead to an increase in social tensions. Discontent can also be fueled by the pervasiveness of digital technologies and the dynamics of information sharing typified by social media. More than 30 percent of the global population now uses social media platforms to connect, learn, and share information. In an ideal world, these interactions would provide an opportunity for cross-cultural understanding and cohesion. However, they can also create and propagate unrealistic expectations as to what constitutes success for an individual or a group, as well as offer opportunities for extreme ideas and ideologies to spread.

The impact on business

An underlying theme in general is that the acceleration of innovation and the velocity of disruption are hard to comprehend or anticipate and that these drivers constitute a source of constant surprise, even for the best connected and most well informed. Indeed, across all industries, there is clear evidence that the technologies that underpin the Fourth Industrial Revolution are having a major impact on businesses.

On the supply side, many industries are seeing the introduction of new technologies that create entirely new ways of serving existing needs and significantly disrupt existing industry value chains. Disruption is also flowing from agile, innovative competitors who, thanks to access to global digital platforms for research, development, marketing, sales, and distribution, can oust well-established incumbents faster than ever by improving the quality, speed, or price at which value is delivered.

Major shifts on the demand side are also occurring, as growing transparency, consumer engagement, and new patterns of consumer behavior (increasingly built upon access to mobile networks and data) force companies to adapt the way they design, market, and deliver products and services.

A key trend is the development of technology-enabled platforms that combine both demand and supply to disrupt existing industry structures, such as those we see within the “sharing” or “on demand” economy. These technology platforms, rendered easy to use by the smartphone, convene people, assets, and data—thus creating entirely new ways of consuming goods and services in the process. In addition, they lower the barriers for businesses and individuals to create wealth, altering the personal and professional environments of workers. These new platform businesses are rapidly multiplying into many new services, ranging from laundry to shopping, from chores to parking, from massages to travel.

Household as employers is mot likely the place where we will see most innovations and most new jobs in the future, Magnus Penker CEO Innovation360 Group

On the whole, and according to the Davos Economic Forum, there are four main effects that the Fourth Industrial Revolution has on business—on Customer Expectations, on Product and Service enhancement, on Collaborative innovation, and on Organizational Appartamento, Rendering 3d progetto, interniforms. Whether consumers or businesses, customers are increasingly at the epicenter of the economy, which is all about improving how customers and  consumers are served. As a CEO you need to be able to cope and understand the there are four main effects in relation to other. The diagrams below, based on data from InnoSurvey, show how ready we are in some of the large industries and the conclusion is that household as employer is a very innovative trade and someplace where we most likely will see new jobs of the future. Moreover, we can clearly see that non of the industries are really ready for radical change and disruption and all are more or less lacking of the customer capabilities. Interesting is also how Mining is more innovative industry than Manufacturing and Finance – we can clearly be better prepared and trained for the future and we will most likely see new type of jobs that was not in the focus of the Davos World Economic Forum – the households and the micro economy which in it turn are end consumers driving demand for other industries.

InnoSurvey Analysis of Aspects

Global data snap-shot from InnoSurvey™ describing the four areas pointed ot by Davos as critical. Households as employer (followed by mining) seems to be more ready for appointed aspects than Finance, Manufacturing and Retail which also seems logical as we see a market increasingly segregated into “low-skill/low-pay” and “high-skill/high-pay” segments. 

InnoSurvey Analysis of Strategy

Global data snap-shot from InnoSurvey™. Below 3 means not innovating incremental/radical.  The investigated trades are incremental and not ready for disruption. If Household as employer (and firms organising for household services) will apply radical innovation and disruptive technology we will most likely see new well paid jobs here. 

Lady Gaga takes innovation to avant-garde levels

fredag, mars 23rd, 2012

How offers become almost impossible to copy

WHAT ARE YOU SELLING? By understanding what you are actually selling, you can find your unique abilities and become sustainably competitive.

Sitting on the plane home from Monaco and have just, together with some Bearing colleagues, run our innovation management program at Monaco’s business school and the MBA program of Luxury Goods.

All the big brands send their business developers to this program, and business development is what it turned into – for all of us. The trip led to reflection, and it all started with a discussion about Lady Gaga planning to pour blood and other more compromising body fluids into her new perfume.

So what am I selling?


Not long ago, an unnamed person in the Harley-Davidson’s group executive board, said that what they are actually selling is the opportunity for a 43-year-old accountant to dress in black leather, ride through a small town and scare people.

I asked the same question to the MBA students at the Luxury Goods program, i.e. what they are actually selling. It was obvious that the question was not new to them, but it still sparked debate and discussion.

New technology has entered the scene and it is no longer about expensive products impossible for ordinary people to buy, but even more about identity, recognition, lifestyle and building your own personal, individual brand. Technology becomes a part of the luxury to express oneself and to be special.

Somewhat incisively you could call it techno-avant-gardism, in which new technologies and channels in all forms become key elements for positioning oneself.

Examples of things that we probably will see more of are shoes communicating with our mobile and giving us updates on how we move, and smart solutions on how to easily scan body measurements for custom-made deliveries of clothing, furniture, vehicles and experiences of various kinds.

This is good news in a business where you no longer can create exclusivity with the price. More and more people can afford to buy luxuries at the same time as copying has made ​​it very difficult to justify high prices. Identical copies with a nearly equal quality will sooner or later enter the market.

Basically, it has always been about identity and positioning, and this is what the luxury goods industry is selling in the reality. The price is irrelevant to most people. There are great opportunities for innovation in this field.

How do I avoid being copied?

Perhaps you remember how IKEA was copied in China? An entire warehouse, including the dress code of the employees, was copied. What is not as simple to copy is the DNA of a company, the inner mechanism, viewpoint, leadership, culture, personalities, knowledge, skills, relations, locality, creativity and working methods.

All of these mechanisms, often called capabilities, make up the basis to create value for customers – mechanisms that are difficult to copy. This is the mother of inventions, the very fine mechanics and the source.

By asking myself questions about what I am really good at, what I am actually selling and what the customers perceive that they are buying, I can begin to innovate my business model. Then I am also able to generate values ​​that are difficult to copy. This is also the key to success for the luxury industry.

The automotive industry is working hard on new business models, such as Toyota who is experimenting with offering a monthly car including everything. Recently, several car makers have launched ”branded” cars with luxury brands like Gucci, one of them is Fiat. That is an innovation of the customer experience.

Creating a luxurious feeling or exclusivity is not enough. Consumption as such is one of the important keys where customers are offered to take a stand, belong to a group and its values. The group must not be too large, but still large enough to be recognized.

Buy 10,000 green mil and get an Audi for free

torsdag, augusti 4th, 2011

Social Innovation and sustainable thinking is emerging, business leaders shifting focus using social and sustainable thinking sharpening their competitive advantages. Interested reading more? Have a look at our new trend watch at http://www.dfkompetens.se/trendspaning/veckans-entreprenorskap/2011-08-01_social/index.xml

Combating Four Innovation Lies

söndag, juni 5th, 2011

Last Friday we could read an interesting blog post by Scott Anthony. It was about four typical innovation pitfalls. Great article, and I like to comment upon it.

The first lie is that you can trust the feedback when asking customers, and instead go for what they do today or if they are ready to spend some money on a new idea (on an early stage). This is a very useful way of verifying the real need and according to my experience also to be combined with testing the market with different versions of the idea, of different markets and different prices will do the job even better. This is also how you build successful e-commerce solutions today.

The second lie is that you will ship in six month which do not happened often according to Scott Anthony which recommend to have a look at Scrum and go for incremental releasing. However, here I have some criticism. Many firms do actually have significant architectural issues due to this approach. Instead, put effort in building a sustainable and scalable architecture and then release increment by increment and in some cases even open up for external innovations as an accelerator of ideas and functionality. The architecture can also be released base upon a quick beta version without any forward-compatible promises and in stage two replaced with a stable long-term architecture where all old components are replaced.

The third lies it that the sales people say of course I can sell that. Could not agree more, no further comments needed.

The fourth lie is that executives are open to everything, they are not when i come to money. Always ask for a budget is Scott Anthony’s recommendation. Good point here, but I would actually give the recommendation to bring a client or customer to the meeting when the executives when presenting the idea.

Game driven innovation

tisdag, april 19th, 2011

In a recently report Gartner state that games will be used to drive innovations, an old phenomenon but interesting.  One of the most interesting stories is about how LEGO made an amazing turnaround some years back, and in the new spirit started to invited their customers to design and customize their own LEGO via Internet. And not just that, they also released a complete new highly interactive and flexible platform Mindstorm encouraging customers to design and develop their own LEGO-robots. Talk about innovative leap: strengthened relationship, better understanding and customer insights as well as a renewed hype around their products. Just have a look at the clip I found on YouTube.

Today, it seems like many companies and organizations actually try to use internet based games, as an open innovation approach, gaining better understanding of behavior and demand. Another example on how games can be used to get better insights and ideas is how the UK Department of Labor launched a game-like application called ”Idea Street” aiming at collect new insights from their 120 000 users. Read more here.

Innovation 2.0

torsdag, mars 31st, 2011

As we speak there is a new trend rising providing us with opportunities or threats, depending on what side of the fence you are mentally located. Let’s first back the tape a bit. Take a moment and ask yourself “why are people launching apps on Android and iTunes in numbers close to impossible to believe”?

  • Is it to give away apps for free making the world a better place?
  • To earn money?
  • To be seen and confirmed?

I think it is because it is possible, and the evolution takes care of the rest. But the most intressting is the consequence. The platforms used, Android and iTunes, are in practical terms nothing else that innovation frameworks moving Apples and Googles R&D departments to be carried out by their customers. For free. And the good part is that due to the number of downloads a self-correcting (evolutionary) process promote the best and strongest innovations at the same time as it is prototyped, tested, refined and commercialized. Actually, it is a perfect innovation process driven from outside and in – to no cost except from the platform. This is Innovation 2.0.

How increased interest open opportunities for countries like Sweden

lördag, mars 12th, 2011

At the moment many Swedish manufacture plants are bought by BRIC players which are an interesting phenomenon as the interest is increasing meaning that there are reasons beyond low interest here. Historically European countries like Sweden has had a low interest which has lead to investments in automated manufacturing plants competitive with labor intensive manufacturer in the BRIC area, we can find examples like Flextronics. However, in recently bought manufacturing plants it is different. Indian Bahra Forge bought Kilsta plants in Karlskoga, Sweden to manufacture crankshafts, Suzuki Metal bought wire manufacturer Garphyttan and Indian Kemwell bought two pharmaceutical factories in Uppsala. Why?

It seems like access to raw material, skilled operators, localizations as well as sustainability and environmental issues play a role here. Taking a financially point of view it seems like the interest gap between west European countries and the BRIC region plays a important part in the managerial decision making process as high tech plants cannot be replaced with low cost labors in BRIC, nether access to raw material, leading to comparative advantages in relative lower interest (even if it is increasing in absolute terms), skilled operators, knowledge workers as well as local and secured access  to raw material in a stable region.

How can we use the comparative advantage as a west European nation? First of all, we can compete on the global market with high tech production, skilled operators and industrial knowledge workers. Internally within the EU market there is an opportunity for entrepreneurs here; Supply and development of global talents, training, R&D, as well as building and developing infrastructure.

Even more insanely by Steve Jobs

lördag, oktober 16th, 2010

When it comes to innovation, Apple CEO Steve Jobs is legendary. His company slogan ”Think Different” is more than a marketing tool. It’s a way of life–a powerful, positive, game-changing approach to innovation that anyone can apply to any field of endeavor. In his acclaimed bestseller The Presentation Secrets of Steve Jobs author Carmine Gallo laid out a simple step-by-step program of powerful tools and proven techniques inspired by Steve Jobs’s legendary presentations.

Now, he shares the Apple CEO’s most famous, most original, and most effective strategies for sparking true creativity–and real innovation–in any workplace in the new book The Innovation Secrets of Steve Jobs Insanely Different Principles for Breakthrough Success. The seven basic principles of innovation according to Carmine Gallo, inspired by the master himself are:

  1. Do What You Love.Think differently about your career.
  2. Put a Dent in the Universe.Think differently about your vision.
  3. Kick Start Your Brain.Think differently about how you think.
  4. Sell Dreams, Not Products.Think differently about your customers.
  5. Say No to 1,000 Things.Think differently about design.
  6. Create Insanely Great Experiences.Think differently about your brand experience.
  7. Master the Message.Think differently about your story.