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raheel naqvi

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

  • 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

raheel naqvi

Vault: Boutique Consulting Firms: Vault Career Advice - 0 views

  • Boutique Consulting Firms
  • Boutique Consulting Firms
  • Boutique firms support their clients with highly-specialized expertise. Boutique firms choose to focus on a smaller number of industries (energy, life sciences, retail), functions (M&A, economics and litigation, turnaround), or methodologies (real options, EVA).
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  • There are a couple of common misconceptions about boutique firms. One is that being a "boutique consulting firm" necessarily implies being a small firm. This is not the case. A boutique is determined not by size, but by focus. L.E.K. Consulting (which was founded by a handful of former Bain partners) has roughly 500 employees, but we would consider the company a boutique because of its specific focus on three types of strategy consulting problems-M&A, shareholder value, and business strategy. Another misconception is that boutiques are less prestigious than the multi-functional firms. This highly depends on the area of focus. For example, BCG is extremely well-regarded across many industries for most types of strategy problems, but for a decision analysis or real options strategy problem, clients might turn to Strategic Decisions Group, which focuses on those areas.
  • All this said, we should note that many boutiques are indeed small, ranging from upwards of 200 employees down to a single consultant. Often, boutique consulting firms grow from the expertise and client relationships of one to five founding partners, and unless it sells a consistently large flow of work, the firm has no compelling reason to grow quickly. Also, smaller boutiques can deliver services at lower costs than the larger consultancies because a smaller firm requires less overhead and less extra "capacity" (i.e., consultants), so their services might seem more attractive to prospective clients than those of the more expensive firms. If you are especially interested in a particular industry or type of consulting problem, definitely do your homework on the outstanding boutiques in that field. If you find the right company to match your interests, you will spend all of your time doing the work you dreamt of, and that is a much harder goal to achieve within a more diverse consulting firm.
  • Examples of boutique consulting projects: A consulting firm with a well-known shareholder value methodology helps a beverage company establish value metrics in its business units An economics consulting firm helps a foreign government decide how to structure the privatization (sale) of its utilities through an auction A niche R&D strategy consulting firm deploys two consultants to a high-growth semiconductor company in Silicon Valley for a 3 month project to improve R&D processes A process reengineering boutique snares a 6-month project to assist implementation of new supplier standards for an automotive consortium A turnaround consulting firm helps a telecommunications hardware firm restructure its organization until Chapter 11 bankruptcy
  • Leading boutique and internal consulting firms include: Charles River Associates (economics and litigation consulting) L.E.K. Consulting (shareholder value, M&A, and business strategy) Marakon Associates (shareholder value methodology)
raheel naqvi

An introduction to personas and how to create them » Step Two Designs - 0 views

  • An introduction to personas and how to create them Written by Tina Calabria, published March 2nd, 2004 Categorised under: articles, intranets, usability & information architecture, websites Before embarking on any intranet or website design project, it is important to understand the needs of your users. It is then possible to identify the features and functionality that will make the intranet or website a success, and how the design can support users with different goals and levels of skill. There are many ways to identify the needs of users, such as usability testing, interviewing users, discussions with business stakeholders, and conducting surveys. However one technique that has grown in popularity and acceptance is the use of personas: the development of archetypal users to direct the vision and design of a web solution. This article explains what personas are, benefits of using personas, answers to common objections about personas, and practical steps towards creating them. It is meant as an introduction to personas, and provides enough information to start creating your own. If you want to know more, there are lots of resources available, particularly the work of Alan Cooper and colleagues at Cooper Interaction Design. Alan is credited with having created the first persona for software development purposes back in the early 1980s.
  • What are personas? Personas are archetypal users of an intranet or website that represent the needs of larger groups of users, in terms of their goals and personal characteristics. They act as ’stand-ins’ for real users and help guide decisions about functionality and design. Personas identify the user motivations, expectations and goals responsible for driving online behaviour, and bring users to life by giving them names, personalities and often a photo. Although personas are fictitious, they are based on knowledge of real users. Some form of user research is conducted before they are written to ensure they represent end users rather than the opinion of the person writing the personas. Below is a sample persona for an intranet project. This persona describes Bob, a 52 year old mechanic that works for a road service company. From Bob’s persona you can start to get a feel for his goals when using the new intranet. He wants to avoid feeling stupid, would like to retain his status as a mentor to his younger colleagues, whilst seeing the potential of the intranet to make him more informed when interacting with customers.
raheel naqvi

innovation playground Idris Mootee - 0 views

  • Strategic planning is often used to describe operational planning, real strategic planning is about planning for the future.
  • Here’s advise from Steve Jobs in managing in a downturn. "We've had one of these before, when the dot-com bubble burst. What I told our company was that we were just going to invest our way through the downturn, that we weren't going to lay off people, that we'd taken a tremendous amount of effort to get them into Apple in the first place -- the last thing we were going to do is lay them off. And we were going to keep funding. In fact we were going to up our R&D budget so that we would be ahead of our competitors when the downturn was over. And that's exactly what we did. And it worked. And that's exactly what we'll do this time."
  • Some believe senior executives or the board should set the direction of the company and control all strategic directions and resource allocation. In fact, the better approach is to set the overall directions and then create favorable conditions and flexible architectures to support learning and innovation for middle management.
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  • Balanced Scorecard/Strategy Map methodology from Kaplan and Norton knows the importance of Leading Indicators:
  • "finding new products and services that meet not only the functional needs of consumers for tasty food or clean clothes but also their wider aspirations as citizens."
  • I believe strategic innovation and strategic planning are two very different (not mutually exclusive) approaches that people mixed it up.
  • Strategic innovation is a process to discover new value through new ideas while strategic planning process plan base on what happened and what to respond.
  • Without something happen, planners cannot plan further. In most case, strategic planner assumes business as usual.
  • It is hard to find business as usual today.
  • Their job is not to read and interpret “weak signals”. That’s why innovation, strategy and operations and three different functions and require very different skill sets.
  • A first step is to formally integrate innovation into the executive planning agenda
  • Second, executives can make better use of external talent for innovation, people who bring proven tools and multi-disciplinary thinking. Bring them in as your innovation partner and have a formal innovation program that span across different business units and geographies.
  • Finally, identify leaders to help foster an innovation culture based on creativity and trust. In such a culture, people understand that their ideas are valued, trust that it is safe to express those ideas, and oversee risk collectively, together with their managers. Give them space to experiment.
  • Brainstorming is really about purposeful use of creativity and imagination.
  • Purpose is really the heart of any business strategy and should provide the guiding principle for corporate strategy (and brand).
    • raheel naqvi
       
      PURPOSE
  • The next big issue is “authenticity”?  Today this word carries extra meanings thanks to the Internet.  This is not something one can “buy” with big ad dollars. This is truly how brand differentiates and is strongly associated with trust, not just brands but also on a corporate level. Adv agencies (including interactive and direct mkt agencies) fundamentally operate differently and are not really good candidates for innovation and design explorations.
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