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Archive for June, 2010

Principles for Successful Innovation

Successful business innovations that drive growth are guided by the following  principles:

1. An Explosive Vision to create new products, frameworks, business models or processes that make a difference to the dullness of existing business and create new markets, new excitement, infuse high impact visual verbatim for comprehension across the layers in the annals of the organization and to the market. Born in the minds of creative thought owners who always seek out for breaking the routines and take to their own space in an multi layered and hyper dimensional environment. Creativity and Innovations are not wrought by accumulating reservoirs of certifications, digits on the payslip, its all about getting the foundations right. Being a game changer means having a strong personal belief in creativity and innovation coupled with originality of thought.

2. Culture and organizational rigor that stimulate creativity and learning to execute on the vision. Organizations on identifying the innovation engines should learn not “Flog the Hen” to lay a clutch of golden eggs and breed a farm, create a collection of hyper reproductive hens again laying golden eggs. This is planet earth and everything evolves and takes time; failures abound if we do not empower the thought leader to take lead; organizations should provision an environment for shaping the innovative vision. Participation from the organizations leadership is absolutely essential in realizing any innovation, a pilate hand wash over framing concept support – joint development of roadmap to monetization – resource provisioning will set to stifle innovation, vision & concept.

3. Reward and recognition system to take measured risks and experiment. With the birth and growth of corporate power houses like Google, Microsoft, Apple, IBM who thrive on internal innovations rather than adopting a ‘copy – paste’ approach of most 1st level and 2nd level enterprises we witness today. We have people achieving Mach 2 on the way up corporate ladders; with less experience and less expertise, Innovations are stifled and starved by not provisioning appropriate attention and investment, there is a dearth of comprehension skills because there is lack of maturity and understanding. Any organization in the quest for better returns on investment, need to invest; returns on investment means that there is a reaction to an action not any volcano from under the feet. Idea originators and innovators need to be supported and recognized; recognition itself at the organizational level is viewed as a reward; recognition is the key.

4. Focus on clear and present customer needs, the market facts, and the intangible. Any Innovation are so if they are built considering in totality the market needs, operating environment, competition, capability, landscape, technology affiliations, industry standards, business practicalities, organization goals, expertise, etc., among the many. Market needs solutions for the varied complexities that emerge over time; innovation needs to have the strategic depth and width to stay evolving,’close gaping’ all needs, perform savior spinoffs on cost – complexity, quicken results,  create platform for further benefit domino.

5. Growth-oriented and Strategic leadership that is decisive, inclusive, focused, takes risks, and have market expertise. Strategic leaders are always looking ahead and analyzing the present in terms of preparation for what may be ahead for the business. Strategic leaders are adaptable and growth-oriented. Although the strategic style of leadership always keeps the best interests of the business in mind, it’s also appreciative of employees’ unique talents and efforts. Strategic leaders use leadership techniques that empower and motivate rather than bully employees. Another goal of strategic leadership is to create an environment in which employees anticipate the company’s needs in relation to their own job. Employees in a workplace environment led by a strategic leader are encouraged to follow their own initiative.

Jesu Valiant

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Innovations in Organizations

Innovations are a necessity in this highly predatory business world; its just like in the Jurassic age where species had to develop complex survival techniques for life sustenance. Innovation and creativity are essential to success in today’s economy. Savvy business leaders understand that creating new products, services or operating procedures is both expensive and time-consuming for an organization, yet can be vital to long-term survival, says Michael D. Mumford, a distinguished research professor of psychology at the University of Oklahoma.

Traditional thinking is woefully inadequate while evolving market and business strategics; we see companies getting frozen in a revenue bucket for years and not move an inch. Every Quarter the S&M thrust falls short of market needs, roping in Sales and Marketing profiles may add some mileage but never take the organization into orbit or even defend against a small competitor. If every organization can win over the market with pure play references, sales & marketing then we would have many an organization’s revenue skyrocketing with trends trending towards 90 degrees over the graph.

So why  has growth become stagnant? Its certainly not a reason to blames the S&M; its just that there are no innovations to offer and practically all packages on the corporate website stale and outdated atleast by a decade.  Innovations based on the existing set of services and products that a company can offer and extending the same is key for immediate attention in the marketspace. There is a strong need to innovate, frame strategy comprising of three key components that must be aligned: product/market, knowledge and innovation/creativity. As the competitive landscape changes, organizations need to continually revisit their alignment among these positions.

Enterprise Technical Support & Knowledge Engineering

Technical support has been a challenge to most of the enterprise product manufacturers, trying to keep pace with evolving technology to achieve greater spread and depth. With the focus on research and development along with evolving the standards, the key aspect of enterprise product support over Installations, Migrations, Integrations, Up-gradation across the product application spectrum across all industries remains a challenge.

Technical Support vendors / Solution Partners who emerge having setup their robust, certified and proven support model evolved by the depth of expertise they harbor over time;  function as a seamless & integrated arm as a technology & solutions partner of industry leaders across enterprise support services, carrier support, infrastructure management, applications management, networking / data / voice /video. These partners over their prolonged exposure to the varied communities, processes, practices of enterprise product manufacturers have evolved key support processes and frameworks.

Knowledge Engineering

The Process Frameworks over Knowledge engineering over enterprise support, the  Support 2.0 concept, Six – Sigma process adoption in high-end technology support,  are a few of the key critical client success factors driving market adoption of outsourced high-end technology support offering.

The Knowledge Engineering Framework that’s evolved over a decade of enterprise support experience has augmented the strength to deploy robust analytics – recommendation – solutioning models to address a complete host of evolving business challenges. This Knowledge engineering framework applied over certain key propositions has evolved astonishing results turning and tuning the tide.

With this new genre in approach, the Knowledge engineering process looks to optimize and contribute towards all the core functions of enterprise product manufacturers over Product / Design, Business / Strategies, Marketing / Sales and Operations & Delivery.

Jesu Valiant – 2010

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