Group positioning systems
7 views | +0 today
Follow
Your new post is loading...
Your new post is loading...
Scooped by Necantis
Scoop.it!

When an IT Project “Goes Red” | MIT Sloan Management Review

When an IT Project “Goes Red” | MIT Sloan Management Review | Group positioning systems | Scoop.it
Declaring that a project everyone is excited about is in trouble can be demoralizing. But it’s exactly what can turn things around.
more...
No comment yet.
Scooped by Necantis
Scoop.it!

"Reframing Success and Failure of Information Systems" by Dubravka Cecez-Kecmanovic, Karlheinz (Karl) Kautz et al.

The paper questions common assumptions in the dominant representational framings of information systems success and failure and proposes a performative perspective that conceives IS success and failure as relational effects performed by...
Necantis's insight:
to be done
more...
No comment yet.
Scooped by Necantis
Scoop.it!

"Estimating Returns to Training in the Knowledge Economy" by Amit Mehra, Nishtha Langer et al.

The ongoing digitization of multiple industries has drastically reduced the half-life of skills and capabilities acquired by knowledge workers through formal education.
Necantis's insight:
how to assess what needs to be taught?
more...
No comment yet.
Scooped by Necantis
Scoop.it!

Disrupting Healthcare – The UX Boot Camp: Emessence | Cooper Journal

Disrupting Healthcare – The UX Boot Camp: Emessence | Cooper Journal | Group positioning systems | Scoop.it
more...
No comment yet.
Scooped by Necantis
Scoop.it!

IBM’s Watson Groomed as C-Suite Advisor | MIT Technology Review

IBM’s Watson Groomed as C-Suite Advisor | MIT Technology Review | Group positioning systems | Scoop.it
Researchers at IBM are testing a version of Watson designed to listen and contribute to business meetings.
Necantis's insight:
Benchmark for GPS model as a group decision support system
more...
No comment yet.
Scooped by Necantis
Scoop.it!

An Economist Shows How Imitation Can Sometimes Beat Innovation | Stanford Graduate School of Business

An Economist Shows How Imitation Can Sometimes Beat Innovation | Stanford Graduate School of Business | Group positioning systems | Scoop.it
For the public, innovation is almost always a win. But “private benefits” — such as the profits that accrue to an innovator — are usually smaller because innovation leaks out to the public in all sorts of ways. One key issue is a nation’s efficiency in technology diffusion — actually putting innovations to practical use. In general, the further a country lags behind the “innovation frontier,” the bigger the returns from imitation over innovation. “The returns to imitation depend on how far behind you are from the innovation frontier,’’ Tonetti says. “If you are way behind, the returns are very high. As you get closer to the frontier, the returns shrink because eventually there’s nobody left to imitate. That’s when innovating becomes more attractive.”
Necantis's insight:
Innovation can be measured by "distance to existing solutions" and "utility". If existing solutions abroad are not implemented locally, than innovation can occur by imitation. -> Need to perform 2 environnent analyses: local and abroad
more...
No comment yet.
Scooped by Necantis
Scoop.it!

"The Ongoing Process of Building a Theory of Disruption". Clayton M. Christensen (2006)

Necantis's insight:
Possible answer to the article in the New Yorker
more...
No comment yet.
Scooped by Necantis
Scoop.it!

Decluttering the company

Decluttering the company | Group positioning systems | Scoop.it
PETER DRUCKER once observed that, “Much of what we call management consists of making it difficult for people to work.”
Necantis's insight:
Could GPS reduce the number of meetings per project?
more...
No comment yet.
Scooped by Necantis
Scoop.it!

This Is The Physics Lesson Of The Future, And It Looks Insanely Fun

This Is The Physics Lesson Of The Future, And It Looks Insanely Fun | Group positioning systems | Scoop.it

Local Projects teams up with the New York Hall of Science to build an app that reveals the physics of the playground.

Necantis's insight:

Case study underlines dimensions of GPS model

more...
No comment yet.
Scooped by Necantis
Scoop.it!

The Truth About Google X: An Exclusive Look Behind The Secretive Lab's Closed Doors

The Truth About Google X: An Exclusive Look Behind The Secretive Lab's Closed Doors | Group positioning systems | Scoop.it

Space elevators, teleportation, hoverboards, and driverless cars: The top-secret Google X innovation lab opens up about what it does--and how it...

Necantis's insight:

Case study for GPS methodology

more...
No comment yet.
Scooped by Necantis
Scoop.it!

5 Lessons Learned Mentoring 300+ Student Entrepreneurs at European ... - Huffington Post (blog)

5 Lessons Learned Mentoring 300+ Student Entrepreneurs at European ... - Huffington Post (blog) | Group positioning systems | Scoop.it
5 Lessons Learned Mentoring 300+ Student Entrepreneurs at European ... Huffington Post (blog) Lean Startup and customer development were taught by the program and it's mentors and speakers and practiced by the students.
Necantis's insight:
Lean startup should be used with experienced entrepreneurs, since it follows effectual logic.
more...
No comment yet.
Scooped by Necantis
Scoop.it!

The Disruption Machine - The New Yorker

The Disruption Machine - The New Yorker | Group positioning systems | Scoop.it
A strong critique against the concept of "disruptive innovation", and in general of theories coming from American top Business schools. " Ideas that come from business schools are exceptionally well marketed. "
Necantis's insight:
Importance to recognize the need for mid-range predictive theories, as those obtained by combining action research and grounded theory approaches in management.
more...
No comment yet.
Scooped by Necantis
Scoop.it!

Neuroscience: Brain buzz : Nature News

Neuroscience: Brain buzz : Nature News | Group positioning systems | Scoop.it
Can we rewire our brain?
Necantis's insight:
Controversial but interesting topic
more...
No comment yet.
Scooped by Necantis
Scoop.it!

White Paper: Announcing 5 Ingredients For 'Fostering A Thriving Startup Ecosystem' - UP Global

White Paper: Announcing 5 Ingredients For 'Fostering A Thriving Startup Ecosystem' - UP Global | Group positioning systems | Scoop.it
Introduction While supporting thousands of community leaders over the past six years, UP Global has consistently found itself at the center of larger conversations about what makes entrepreneurial ecosystems thrive.
Necantis's insight:
Innohub
more...
No comment yet.
Scooped by Necantis
Scoop.it!

"Digital Innovation in the Information Systems Curriculum" by Robert G. Fichman, Brian L. Dos Santos et al.

The 50-year march of Moore’s Law has led to the creation of a relatively cheap and increasingly easy-to-use world-wide digital infrastructure of computers, mobile devices, broadband network connections, and advanced application platforms.
Necantis's insight:
New competences to be developed
more...
No comment yet.
Scooped by Necantis
Scoop.it!

Ahead of the game: the benefits of sports analytics

Ahead of the game: the benefits of sports analytics | Group positioning systems | Scoop.it
Necantis's insight:
Could we do this for teams?
more...
No comment yet.
Scooped by Necantis
Scoop.it!

Create An Intimate Map Of Your Life, Using Just Your Email Inbox

Create An Intimate Map Of Your Life, Using Just Your Email Inbox | Group positioning systems | Scoop.it
A new tool from MIT mines your personal data to visualize personal connections. Try it--then realize that your iPhone and any email client can...
Necantis's insight:
Inspiration for the organisational Design Tool
more...
No comment yet.
Scooped by Necantis
Scoop.it!

Why Design Thinking Should Be At The Core Of Your Business Strategy Development

Why Design Thinking Should Be At The Core Of Your Business Strategy Development | Group positioning systems | Scoop.it
So many times we get together to solve a problem and nothing is accomplished—it’s frustrating. Sadly, many approaches to solving business challenges are misaligned for various reasons—pick your poison.
Necantis's insight:
map it to GPS model
more...
No comment yet.
Scooped by Necantis
Scoop.it!

A creativity process

A creativity process | Group positioning systems | Scoop.it
Necantis's insight:
A wonderful synthesis of existing approaches, presented graphically in a single model. It should be mapped with the GPS model
more...
No comment yet.
Scooped by Necantis
Scoop.it!

How Medium Is Building a New Kind of Company with No Managers

How Medium Is Building a New Kind of Company with No Managers | Group positioning systems | Scoop.it
After Ev Williams first started working on Twitter, he reached out to Jason Stirman in Texas. “You have to come out here,” Williams said. “Twitter is happening and we want you to join us.” But Stirman wasn’t easily convinced.
Necantis's insight:
Link holacracy to GPS model
more...
No comment yet.
Rescooped by Necantis from Innohub
Scoop.it!

8 Make-or-Break Rules For Corporate Innovation

8 Make-or-Break Rules For Corporate Innovation | Group positioning systems | Scoop.it

Rule 1. Context is worth 80 IQ points

Rule 2. Embrace your doomsday

Rule 3. Start with a clean sheet of paper.

Rule 4. First, let’s kill all the finance guys.

Rule 5. Get everyone on the same page.

Rule 6. Build a basket of killer options.

Rule 7. A demo is worth a thousand pages of a business plan.

Rule 8. Remember the Devil’s Advocate.

Necantis's insight:

Link to rules and GPS model:

-Understanding(1;2)

-Resources (4)

-Commitment (5;8)

-Artefact (3;6;7)

 

more...
Necantis's curator insight, July 27, 2014 4:11 AM
Link to rules and GPS model: -Understanding -Resources -Artefact (
Scooped by Necantis
Scoop.it!

Recognizing your type of innovation leader

Recognizing your type of innovation leader | Group positioning systems | Scoop.it

Examples of two profiles inspired from the book “Innovation Governance- how top management organizes and mobilizes for innovation”, written by Jean-Philippe Deschamps and Beebe Nelson.

 

1) The front-end leader (Steve Jobs) Understanding: He had a real passion for new ideas. He was constantly questioning the status quo. He kept focusing on ‘big win’ promises, instinct often drove him. Artefact-Understanding: He had this belief to constantly experiment, to open up new paths Resources: His own background was rich in diversity and inquiry and he draw often from this and he portrayed himself as a rebel Commitment: His tolerance levels were often ‘explosive’ but he generated the level of commitment to produce some of the stand out products of recent years.

 

 

2) The back-end innovation leader (Tim Cook) Understanding: He has that insistence on achieving higher planning quality and expects the process discipline and standardization to make innovation replicable. Artefact-Resources: He focuses on getting products to market flawlessly in cost-effective ways He understands the demand for speed to market through a high level of cross-functional integration and a ‘first-time right’ philosophy in implementation. Commitment: The ability to motivate staff for product battles and promotion of ‘launch and learn’ approach, leading to adapting quickly to improvements, re-launch cycles and even recalls. Resources: Tim seems to ‘think’ strategically, considers the investment community, amassing cash and systematically picking off areas that maintain Apple’s present higher end approach.

Necantis's insight:

Link with GPS model at the individual level

more...
No comment yet.
Scooped by Necantis
Scoop.it!

How Academia and Publishing are Destroying Scientific Innovation: A Conversation with Sydney Brenner

How Academia and Publishing are Destroying Scientific Innovation: A Conversation with Sydney Brenner | Group positioning systems | Scoop.it
Necantis's insight:
Case Study for GPS model
more...
No comment yet.
Scooped by Necantis
Scoop.it!

The Global Innovation Index 2014 - The Human Factor in Innovation

The Global Innovation Index 2014 - The Human Factor in Innovation | Group positioning systems | Scoop.it
The Global Innovation Index 2014 - a composite indicator that ranks countries/economies in terms of their environment to innovation and their innovation outputs. A critique about this report is offered by Ariana Giorgi ("A Highly Dubious Measure of Innovation") Switzerland (page 262) Key indicators Population (millions) .............................................................................................................8.0 GDP (US$ billions)..............................................................................................................650.8 GDP per capita, PPP$ ....................................................................................................46,430.1 Income group..........................................................................................................High income Region..............................................................................................................................Europe Score (0–100) or value (hard data) Rank Global Innovation Index (out of 143)................................. 64.8 1 l Innovation Output Sub-Index ..................................................................................63.1 1 l Innovation Input Sub-Index.....................................................................................66.4 7 Innovation Efciency Ratio.........................................................................................0.9 6 Global Innovation Index 2013 (out of 142) ..............................................................66.6 1 1 Institutions....................................................87.6 16 1.1 Political environment..........................................................................93.7 3 l 1.1.1 Political stability*.................................................................................100.0 1 l 1.1.2 Government efectiveness*............................................................91.0 6 1.1.3 Press freedom*........................................................................................90.1 12 1.2 Regulatory environment ..................................................................95.0 10 1.2.1 Regulatory quality*..............................................................................92.2 11 1.2.2 Rule of law*...............................................................................................96.2 8 1.2.3 Cost of redundancy dismissal, salary weeks ........................10.1 38 1.3 Business environment........................................................................74.2 32 1.3.1 Ease of starting a business*............................................................85.7 67 1.3.2 Ease of resolving insolvency*........................................................50.4 42 1.3.3 Ease of paying taxes*..........................................................................86.6 16 2 Human capital & research..........................56.7 12 2.1 Education...................................................................................................49.5 52 2.1.1 Expenditure on education, % GDP...............................................5.2 51 2.1.2 Gov’t expenditure/pupil, secondary, % GDP/cap.............27.9 28 2.1.3 School life expectancy, years.........................................................15.7 27 2.1.4 PISA scales in reading, maths, & science.............................518.4 11 2.1.5 Pupil-teacher ratio, secondary........................................................n/a n/a 2.2 Tertiary education.................................................................................51.1 23 2.2.1 Tertiary enrolment, % gross............................................................54.3 48 2.2.2 Graduates in science & engineering, % ..................................19.8 59 2.2.3 Tertiary inbound mobility, %..........................................................16.2 10 2.3 Research & development (R&D)...................................................69.3 9 2.3.1 Researchers, headcounts/mn pop......................................5,994.2 15 2.3.2 Gross expenditure on R&D, % GDP...............................................2.9 8 2.3.3 QS university ranking, average score top 3*........................86.2 4 3 Infrastructure................................................59.0 10 3.1 Information & communication technologies (ICTs)........63.6 24 3.1.1 ICT access*.................................................................................................87.3 4 3.1.2 ICT use* .......................................................................................................65.4 17 3.1.3 Government’s online service*.......................................................67.3 32 3.1.4 E-participation*.......................................................................................34.2 45 3.2 General infrastructure.........................................................................45.0 29 3.2.1 Electricity output, kWh/cap.....................................................8,573.1 19 3.2.2 Logistics performance*.....................................................................86.9 16 3.2.3 Gross capital formation, % GDP...................................................21.0 80 3.3 Ecological sustainability....................................................................68.4 3 l 3.3.1 GDP/unit of energy use, 2005 PPP$/kg oil eq ....................12.3 5 3.3.2 Environmental performance*........................................................87.7 1 l 3.3.3 ISO 14001 environmental certifcates/bn PPP$ GDP ........7.7 15 4 Market sophistication.................................74.7 6 4.1 Credit.............................................................................................................69.4 9 4.1.1 Ease of getting credit* .......................................................................81.3 27 4.1.2 Domestic credit to private sector, % GDP..........................176.1 11 4.1.3 Microfnance gross loans, % GDP .................................................n/a n/a 4.2 Investment ................................................................................................71.8 7 4.2.1 Ease of protecting investors*.........................................................30.0 133 4.2.2 Market capitalization, % GDP......................................................170.7 1 l 4.2.3 Total value of stocks traded, % GDP.......................................101.4 5 4.2.4 Venture capital deals/tr PPP$ GDP................................................0.4 1 l 4.3 Trade & competition ...........................................................................83.0 10 4.3.1 Applied tarif rate, weighted mean, %........................................0.0 1 l 4.3.2 Non-agricultural mkt access weighted tarif, %....................2.1 92 4.3.3 Intensity of local competition†.....................................................76.8 18 5 Business sophistication..............................54.2 8 5.1 Knowledge workers.............................................................................79.3 2 l 5.1.1 Knowledge-intensive employment, %....................................49.8 3 5.1.2 Firms ofering formal training, % frms......................................n/a n/a 5.1.3 GERD performed by business, % GDP........................................2.2 6 5.1.4 GERD fnanced by business, % .....................................................73.5 6 5.1.5 GMAT test takers/mn pop. 20–34............................................312.7 16 5.2 Innovation linkages .............................................................................54.2 8 5.2.1 University/industry research collaboration†........................80.7 1 l 5.2.2 State of cluster development†.....................................................71.3 4 5.2.3 GERD fnanced by abroad, %............................................................6.0 58 5.2.4 JV–strategic alliance deals/tr PPP$ GDP....................................0.1 17 5.2.5 Patent families fled in 3+ ofces/bn PPP$ GDP ..................4.6 4 5.3 Knowledge absorption......................................................................29.1 47 5.3.1 Royalty & license fees payments, % total trade.....................5.5 1 l 5.3.2 High-tech imports less re-imports, % .........................................8.0 56 5.3.3 Comm., computer & info. services imp., % total trade.....0.2 127 5.3.4 FDI net infows, % GDP.........................................................................1.5 101 6 Knowledge & technology outputs...........60.9 1 l 6.1 Knowledge creation............................................................................70.0 2 l 6.1.1 Domestic resident patent app./tr PPP$ GDP..........................4.1 29 6.1.2 PCT resident patent app./tr PPP$ GDP....................................11.7 3 l 6.1.3 Domestic res utility model app./tr PPP$ GDP.......................n/a n/a 6.1.4 Scientifc & technical articles/bn PPP$ GDP.........................67.2 2 l 6.1.5 Citable documents H index.........................................................569.0 9 6.2 Knowledge impact...............................................................................61.7 4 6.2.1 Growth rate of PPP$ GDP/worker, % ........................................–0.2 94 6.2.2 New businesses/th pop. 15–64.......................................................2.5 37 6.2.3 Computer software spending, % GDP........................................0.8 3 6.2.4 ISO 9001 quality certifcates/bn PPP$ GDP..........................32.2 12 6.2.5 High- & medium-high-tech manufactures, % ....................63.2 2 l 6.3 Knowledge difusion...........................................................................51.0 10 6.3.1 Royalty & license fees receipts, % total trade.........................5.0 2 l 6.3.2 High-tech exports less re-exports, %........................................13.5 14 6.3.3 Comm., computer & info. services exp., % total trade......0.2 121 6.3.4 FDI net outfows, % GDP .....................................................................5.0 13 7 Creative outputs ..........................................65.3 2 l 7.1 Intangible assets....................................................................................63.9 7 7.1.1 Domestic res trademark app./bn PPP$ GDP.....................101.8 16 7.1.2 Madrid trademark app. holders/bn PPP$ GDP......................8.1 1 l 7.1.3 ICTs & business model creation†.................................................71.0 17 7.1.4 ICTs & organizational model creation†....................................63.2 29 7.2 Creative goods & services................................................................64.4 2 l 7.2.1 Cultural & creative services exports, % total trade.............n/a n/a 7.2.2 National feature flms/mn pop. 15–69.....................................14.5 1 l 7.2.3 Global ent. & media output/th pop. 15–69.............................2.6 2 l 7.2.4 Printing & publishing manufactures, %......................................0.0 10 7.2.5 Creative goods exports, % total trade.........................................3.2 17 7.3 Online creativity.....................................................................................69.2 8 7.3.1 Generic top-level domains (TLDs)/th pop. 15–69............77.2 11 7.3.2 Country-code TLDs/th pop. 15–69............................................77.5 4 7.3.3 Wikipedia edits/pop. 15–69.................................................. 23,126.3 18 7.3.4 Video uploads on YouTube/pop. 15–69.................................82.7 23
more...
No comment yet.
Scooped by Necantis
Scoop.it!

Using User Research and Co-Creation for Disruptive Innovation

Using User Research and Co-Creation for Disruptive Innovation | Group positioning systems | Scoop.it
César Astudillo introduces evaluative design during problem definition
Necantis's insight:
Linked to GPS model. Evaluation of the first artefact allows to increase understanding of concepts and metrics
more...
No comment yet.