Eventbrite - The Value Engineers presents Disruption to Innovation: Harnessing the Force of Design Thinking - Tuesday, February 2, 2016 at The Lounge @ WeWork, New York, NY. Find event and ticket information.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
Design is almost overnight the centerpiece of military doctrine and the U.S. Army has gotten design thinking quite right. The struggle to get design thinking ensconced in Army doctrine, though, is no easy feat.
There is a fundamental tension between productivity and creativity, and managers won’t get more of the latter until they recognize it.
Productive people move through the tasks they have to accomplish in a systematic way. They make steady and measurable progress toward their goals. They make effective and efficient use of their time.
Creativity needs time and space to grow. Although we can systematically engage in activities that are related to creativity, it is hard to systematize creativity itself. In particular, creativity is fundamentally about knowledge. Nearly all creative ideas involve people finding new uses for existing knowledge – some novel configuration of old insights. James Dyson developed his vacuum by drawing a parallel to sawmills. Fiona Fairhurst designed a faster swimsuit by understanding shark skin. George de Mestral invented Velcro by understanding cockleburs.
That means people need to have the time to learn things that are not obviously relevant to their jobs, so that they will have a broad and deep knowledge base to draw from when they need to be creative.
Moreover, creative enterprises rarely involve steady and measurable progress. Instead, being creative involves trying lots of different possibilities, struggling down several blind alleys before finding the right solution.
ust over 20 years since its first publication, the Service Profit Chain still appears in the presentations of leading companies at conferences around the world. Perhaps no other management model has survived the test of time and scrutiny by both business and academic leaders. Why? Well, perhaps the premise is difficult to argue with: Create a “Cycle of Success” that:
ensures high levels of employee satisfaction and engagement, which generates greater retention and productivity, which creates more value for customers, which increases satisfaction, loyalty and financial results.
The Service Profit Chain enables an organization to take a holistic view of their business, make cause-and-effect relationships explicit, and keep score of things that matter to all three stakeholders: Employees, Customers, and Shareholders. Our research with companies we describe as Service Profit Chain Leaders reveals three major reasons why it has stood the test of time:
It explains how the business actually works: Companies that take the time to identify and measure the unique elements in their operating model, that connect the links in the chain, simply have a better understanding of what creates superior value for all stakeholders. They have more than a theory of the business, they have an adaptable management system that facilitates “double-loop” learning. In fact, at their best, Service Profit Chain Leaders are able to predict future performance, based on leading indicators defined by the Service Profit Chain, and take corrective action. Culture as competitive advantage: In his recent book, The Culture Cycle, SPCI co-founder James Heskett
IDC reports that in the coming years, the biggest focus for businesses will revolve around digital transformation. But enterprise leaders will need to stay focused on agility, rapid growth and scale in order to stay competitive.
We often hear about the importance of failure when driving new ideas or new businesses. But do high failure rates and the negative impact to employees suggest it's better to just outsource innovation work to external teams?
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