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Future Value and Innovation: How to Sustain Profitable Growth - 0 views

www.accenture.com/...SustainProfitableGrowth.htm

innovation profitable sustain growth platforms growth

shared by raheel naqvi on 08 Jan 09 - Cached
  • 3. Growth PlatformsThis area of focus refers to the selection, prioritization and communication (both internal and external) of new growth platforms and business concepts that promise to deliver long-term, sustainable competitive advantage. It is here, most especially, that high performers begin separating themselves from the pack by making the strategic distinction between effective innovation in general and the effective commercialization of innovation. Accelerating growth through innovation requires becoming more disciplined at identifying a company's innovation "center," as it were. For some companies, such as Apple, innovation generally flows from its products and services. Other companies, such as Wal-Mart, fuel growth through operational innovations. Business model innovation has helped drive companies such as eBay and Skype. Companies must manage growth from that innovation center, rather than from the periphery. Part of that commitment to innovation involves embracing new and disruptive ideas. Another important aspect is leveraging open innovation and open sourcing methods that bring together suppliers, partners, employees and management. Companies that effectively commercialize innovation also develop more risk tolerance when scanning for opportunities outside their immediate business environment. They become more willing to cannibalize products and services when investigating new growth platforms. They become more adept at the operational requirements of their winning concepts, leveraging current partners, networks, assets and distinctive capabilities to help drive growth through innovation (see "Leading by imitation," Outlook, January 2007). Finally, these companies know how to communicate their growth and innovation strategy, both within their company and to the marketplace. Like the old story of the tree falling in a deserted forest, future value that is not communicated effectively to the marketplace doesn't make any noise.
    • raheel naqvi
      raheel naqvi on 08 Jan 09
       
      growth platform
  • raheel naqvi on 08 Jan 09
     
    innovation profitable sustain "growth platforms" growth
raheel naqvi

corporate venturing Resources | BNET - 0 views

resources.bnet.com/...corporate+venturing.html

venturing corporate venturing corporate entrepreneurship sales lead EnfadSalesLeads enfadSales

shared by raheel naqvi on 16 Jan 09 - Cached
  • corporate venturing
  • Time for firms to take new view of corporate venturing, BUSINESS TIMES Business Times Malaysia 07-05-2001 THE new economy has made it necessary to see corporate venturing in a new light, according to Accenture Business Launch Center. Corporate venturing is investing and leveraging on internal and external asse Business Times...
  • Corporate Venturing in Denmark This paper argues that Corporate Venturing CV, i.e. activities where an existing firm actively invest in a new start-up, is a much more widespread phenomenon in Denmark than official sources claim. In addition to large CV oriented corporations such as NKT and B&O, many medium sized firms and even quite...
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  • Corporate Venturing Performance: An Investigation Into the Applicability of Venture Capital Models This paper reports a study that examined this assertion more directly through surveying 95 corporate venture units across 3 continents (Europe, South East Asia and North America) and examining the association between their organizational structures, management practices and investment practices, and multiple measures of venture unit performance. Regression analyses found...
  • In Search of Corporate Renewal - Focus on Corporate Venturing In today's rapidly changing business environment established companies venture to sustain growth and corporate renewal. But developing new business from scratch takes time. Thus companies find it hard to justify investments in venturing: when measured by financial terms only, the track record of corporate venturing is poor. This paper drafts...
  • Corporate Venturing: Gold Mining or Fool's Gold? This paper begins with a discussion of corporate venturing basics including the rationale for initiating a corporate venture group, a comparison to traditional venture capital firms, and the many approaches to corporate venturing. Next there is an in depth discussion of the current corporate venture landscape including examples of successful...
  • External Corporate Venturing - Exploration and Exploitation External corporate venturing, which is new business creation activity through organizational modes such as corporate venture capital, alliances, acquisitions, or spin offs has received relatively scant attention in the corporate entrepreneurship literature. Based on seven in-depth case studies of large European and U.S. firms in the information and communication technology...
  • Corporate Venturing Modes and Their Impact on Corporate Learning Learning and increased innovation are often mentioned as some of the key benefits from corporate venturing for corporations. However, little research exists that would analyze whether there are systematic differences in learning outcomes across different governance modes. This paper systematically analyzes how the governance choice between different external corporate venturing...
  • Selection in Corporate Venturing This paper argues that the ability to select more profitable ventures while at the same time avoid selecting away promising ventures is dependent on not only the choice of selection strategies but increasingly on the corporate venture firms' selection capacity. This capacity is largely a function of the committed participation...
  • Corporate Venturing - The Rolls-Royce Model Rolls-Royce had previously become involved in Corporate Venturing in the late 80s and early 90s with what many might view as some success. With a dedicated team of three or four they had achieved a revenue from licensing of several million Pounds a year. However, in the bearish mood of...
  • Corporate Venturing The purpose of this paper is to comment on the challenges that Corporations find when deciding to setup an equity investment arm: Corporate Ventures CVs. This paper will focus on three different challenges, covering the reasons why Corporations decide initiate CVs, the main structural differences between CVs and Venture Capital...
  • Managing Innovation Through Corporate Venturing Innovation involves applying creative ideas to find solutions to organizational problems. It enables organizations to overhaul their systems and processes and increase the quality of their products. However, the paper argues that a certain degree of commercialization is required to successfully use innovation for better results. A related model is...
  • Adventures In Corporate Venturing From the executive summary: ‘Companies that are successful in developing new ventures have a clearly articulated portfolio management strategy covering five areas: type of business opportunity, capital investment parameters, degree of operational involvement, links with core businesses, and other such objectives.’ The companies prefer creating a separate subsidiary because the...
  • Corporate Venturing? Make Sure its Cautious Venturing Working with corporate venturers can provide venture capital and private equity firms with a rich source of investment opportunities. Corporate venturing can entail different things, depending on the corporate in question. A question remains in the minds of many VC investors: is the reduction in operational and competitive risk merely...
  • Internal Corporate Venturing Cycles: A Nagging Strategic Leadership Challenge Thirty years of systematic study reveal that many major corporations experience a strange cyclicality in their Internal Corporate Venturing ICV activity: Periods of intense activity are followed by periods of shutting down such activities only to be followed by a new cycle a few years later. Based on analysis of...
  • Breaking the Frame: Radical Change Through External Corporate Venturing Recently several authors have argued that faced with dramatic change, the firm needs to expand its search space beyond local search to develop new cognitive frameworks that can guide behavior in the changed or changing environment. This paper contributes to this emerging stream of literature by investigating mechanisms that enable...
  • Building External Corporate Venturing Capability: Initial Conditions, Learning Processes and Knowledge Management How firms build new capabilities to adapt to changing environments is in the core of strategic management. However, only recently research has addressed this question. In this paper a model has been developed that lays out how firms develop a capability to create and develop ventures through corporate venture capital,...
  • External Corporate Venturing: Bridging, Execution, and Value Enactment Building on Eisenhardt & Martin, this paper examines one important dynamic capability of firms, that of External Corporate Venturing ECVC. The external corporate venturing capability consists of the following elements: ability to bridge between the corporation and the start-up community; and ability to execute venturing relationships for the rapid development...
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How Strategic Imagination Happens - Umair Haque - HarvardBusiness.org - 0 views

discussionleader.hbsp.com/...ategic_imagination_happ_1.html

strategic Imagination harvardbusiness.org harvardbusiness hbr umair

shared by raheel naqvi on 26 Jan 09 - Cached
  • How Strategic Imagination Happens
  • That's this: thinking differently about strategy is impossible - or, perhaps worse, that it's naïve.
  • Let's take a second to explore.
  • ...15 more annotations...
  • Strategy isn't written in stone. Rather strategy is built upon a given set of economics - at the simplest level, a set of payoffs.
  • Today's economics are in shock - numerous shocks are rolling across the global economic landscape.
  • As economics changes, so must strategy. What was "strategic" yesterday is less and less strategic today.
  • And that requires us to have strategic imagination: to be able to imagine fundamentally new possibilities for truly strategic behaviour.
  • Now, that's hard work. Very few companies are able to tap - let alone master - strategic imagination.
  • Why not? Strategic imagination is tremendously difficult because it requires us to put aside yesterday's tired assumptions and orthodoxies, and begin to actively rethink from scratch the way value can be, should be, must be, will be created.
  • The surest, most lethal killer of strategic imagination is being reined in by orthodoxy: thinking that tomorrow must be like yesterday.
  • Here are a few examples of strategic imagination:
  • It was naïve for Apple to think that it could make a better mobile phone from scratch - and that a simple phone could redesign the rotting mobile value chain - or so Nokia and Sony Ericsson thought. It was naïve for Tata to believe that a car affordable for the world's poor could ever be designed, let alone produced - or so Detroit thought. It was naïve for Google to focus on doing no evil before focusing on revenue and profitability - or so Big Media thought. It was naïve for P&G to open up, and explore radical new modes of interaction, instead of pursuing orthodox advantage by staying closed - or so Wal-Mart thought. It was naïve for H&M and Zara to imagine that cheap clothes could be hyperfashionable - more fashionable than couture - or so the Gap thought. What do these examples have in common? They're examples of strategic imagination that required firms to be naïve: to start from scratch, to see, in Technicolor, a better world not constrained by today's stifling and suffocating status quo. Ratan Tata, in the article above, talks about a "leap of faith". That's the next stage of strategic imagination: being able to see and then believe in a vastly different, radically better future - and not being limited to seeing and believing in a grainy, washed-out future that seems depressingly inevitable.
  • But taking leaps of faith is exactly what orthodox firms are built not to do.
  • The edgeconomy demands firms explode their capacity for strategic imagination.
  • That's why only a single player on that list is an orthodox incumbent - P&G: the rest are new entrants, or lateral entrants.
  • Another example. I've been talking about artificial scarcity quite a bit. Here's JP Rangaswami discussing responding to artificial scarcity with artificial abundance. Now that's the beginnings of strategic imagination.
  • Edge strategy isn't for incrementalists. Those who think games built for an industrial era are still the only ones worth playing need not apply.
  • Rather, it takes a profound appetite for revolution: a profound ability to let go of yesterday's stale, tired, and thoroughly toxic orthodoxies - to explode the shrunken, stunted strategic imagination the industrial-era firm suffers from.
raheel naqvi

Open Venture Challenge - Corporate Open Innovation - Collaborative Innovation - Program... - 0 views

www.nesta.org.uk/open-ventures-challenge

nesta open business models OI-program

shared by raheel naqvi on 20 Jan 09 - Cached

  • Open Ventures Challenge

    The Open Ventures Challenge will harness the interests, skills and resources of crowds and use these to create viable new fundraising ventures for Cancer Research UK.

    These ventures could be a new chain of coffee shops that donates a percentage of profits; a record label that gives a fixed fee for every sale; or a web business that doesn't openly support Cancer Research UK, but is part-owned by them. The point is to create multimillion pound ventures to help fund Cancer Research UK’s life-saving work.

    How it works

    NESTA, Cancer Research UK and mo.jo are now calling for people with good business ideas - or the skills and energy to help make them happen. 

    In early 2009, people will start building teams around their favourite ideas and developing a business plan, with support from Cancer Research UK. 

    In spring 2009, the best groups will be selected for intensive coaching and mentoring to get their venture ready for an investment pitch.

    In summer 2009, the groups will present their ventures to Cancer Research UK's venture board. The successful teams will walk away with at least £10,000 in investment to pilot their idea.

    How to get involved

    If you've got an idea that you think could be transformed into a million pound venture, or fancy getting involved at the early stages of one, please visit http://ovc.mo.jo

    Partners:

     Cancer Research UK logo

    Cancer Research UK

    Cancer Research UK is the world’s leading charity dedicated to cancer research and the largest funder of cancer research in Europe.

     mo.jo logo

    mo.jo

    mo.jo is focused on developing open models in venture creation, which enable anyone to actively participate in innovation creation, project development and resource

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