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As a facilitator of the creative process, I continue to be astounded by how few organizations have any kind of process in place to PAUSE, reflect, and make sure they are coming up with the right questions. Apparently, I'm not alone.
Moat great development experiences end in better questions rather than answers!
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We thought that we had the answers, it was the questions we had wrong.
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Many companies pursue business process outsourcing to trim costs. But it can evolve into much more.
The number of companies that outsource critical business processes to outside suppliers has been growing significantly worldwide. In 2012, companies outsourced some $309 billion of services — activities including finance and accounting, human resource management, procurement and legal services — and the overall volume has been growing at a rate of around 25% annually.
Although many organizations initiated business process outsourcing (BPO) as part of an effort to reduce costs or acquire new skills, it has since evolved into much more. In relationships companies classify as high-performing, service providers deliver substantial long-term improvements to the client’s operating efficiency and strategic performance.
These types of innovations require companies and service providers to work together. BPO providers do not need incentives to improve their own revenue or margins, but they do need them to focus on the client’s performance. While partners may incentivize innovation by using mechanisms such as productivity targets, allocating innovation days and agreeing to gain share on innovation projects, innovation won’t happen unless clients and providers implement a more comprehensive process that combines acculturation across different organizations, an engaging method for generating ideas, adequate funding and a system for managing change.
Can you ever truly outsource innovation? Should you?
A BCG–MIT Sloan Management Review survey found that 23 percent of companies are not only profiting from their sustainability efforts but also changing their business models to generate that profit.
Sustainability is paying off for a growing number of companies, according to our fourth annual survey of executives and managers, conducted jointly with MIT Sloan Management Review. Thirty-seven percent of respondents say that sustainability-related actions have added to their company’s profit, up 23 percent from the previous year.
This increase owes much to business model innovation. Nearly half of the companies have changed their business models as a result of sustainability opportunities—a 20 percent jump over last year. This type of innovation addresses the fundamental choices a company makes about what it is offering to whom, as well as how it leverages its value chain, cost models, and organization. Such changes are significant, but no less so than the changes facing businesses.
Je mets en avant ce qui me plait dans l'article : "To understand what it takes to make sustainability a boon rather than a burden, it helps to look at the companies that are not only profiting from their sustainability efforts but also changing their business models to generate that profit. We call them Sustainability-Driven Innovators, and they make up 23 percent of our survey respondents."
Ferez-vous le pari du durable prochainement ?
Many small business owners don't honestly believe that they can be innovative enough to make a difference to their business outcomes, yet if you were to suggest that they lacked the ability to think, their reaction may not be positive.
The point is that, if you are capable of thinking, you are capable of being innovative in your approach to addressing your business problems.
This excellent article from Harvard, provides guidance by way of a number of examples, and suggests that you can simply build a great business by asking "why" more often.
Once a company renowned for breaking new ground, Apple is turning into a typical American corporation. Great insight into the evolution of Apple's business model.
"Embracing change requires you yourself to experience the changes you’re asking your organization to undergo."
Our client is now desperately hoping his division’s leaders will embrace change, maybe even a Blue Ocean Strategy. They’ve reached a dangerous tipping point that could risk the future of their business.
____________________To ignite change, you need to do it yourself first.____________________
Any Blue Ocean change practitioners out there who wish to comment on their client experience of "do it yourself first?" ~ Deb
In 2009, Steve McKee published “When Growth Stalls” in which he notes that 41.2% of nearly 5,700 companies he studied stalled in the previous decade. The number of reasons why are staggering, namely: a failure to focus, no competitive point of difference, and weak brand images and identities, to name just a few.
Given this reality, we can turn to science to explain why businesses stagnate. Growing research from the neurosciences and cognitive sciences reveal that change really is difficult for humans. Resistance comes from three forces:
This article points out some problems of current measurement for innovation. Organisations always think the end result of innovation is a new product or service and that is the only thing they need to measure. However, other important results from innovation such as new capabilities learned by their employees are somewhat missing from the picture.
Businesses that are truly innovative, can get the jump on their competitors in the race for market share, and ultimately greater business success.
Small businesses can be more innovative than their larger competitors, as they have the ability to make faster decisions, and are generally able to quickly implement those decisions.
This good article, reporting a recent forum featuring Guy Kawasaki, lists five innovation tips provided by the man himself.