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Archive for the ‘Innovations’ Category

Oh’s and Woe’s – Identifying Innovations.

Innovation is the root of any business success; all business need to come up with something original and new. Even if the business model addresses traditional lines of ideas; the packaging, the application, the tuning being unique can still be an innovation. Today organizations get caught in the web of ROI, P&L and addressing ongoing PGM routines that innovation has become a negligible and in most cases a rejected case. Lets leave aside the ecosystem for nurturing innovations; these days organizations do not have the capability to differentiate between a successful innovation and a stale drummed up rhetoric. So dismal is the stance that everything that does a workflow with few colors is deemed as an innovation.

As business and organizations evolve, innovation is becoming a key driver of performance. Firms striving to maintain high rates of innovation need a continuous flow of new ideas. Innovation is like field that has to be set right; for the seeds of ideas from key personnel fall and sprout into a worthwhile result. The organization not only need the supportive environment where the birth of an idea happens; it also should be ready with the cradle and life support for the idea to evolve into an innovation.

Woe to the organizations that do not have the capability to differentiate. The breed of intellectuals are a rarity; their ideas and practices if leveraged and nurtured well can help build new channels of business expansions and value. Organizations that cannot innovate or build environments to breed innovation cannot survive in the market. Lets first look at how Innovations can be identified; what can actually be termed as Innovation?

Innovation_Simple_Wordle

 

Identifying Innovation:
Well, that’s what organizations struggle with. When you say organizations, we relate to the people in flesh and blood who hold offices that across the leadership stack. Innovation happens under the radar; unless your organization boasts of having the wherewithal of setting and managing an innovation management COE – center of excellence.

Lets now dive deep on how we can identify an innovation. With the many ways of identifying innovations the following DND approach can be one of the ways you can identify and value an Innovation.

DIFFUSION:
Diffusion is the way in which innovations spread, through market or non-market channels, from their first micro implementation to different consumers, countries, regions, sectors, markets, and firms. Without diffusion, an innovation will have no economic impact. We look at the diffusion in many aspects; we gauge using audience excitement, value generated, market segment addressed, market size, idea investment and ROI, value impact analysis.

NEW:
A product, process, marketing method, or organizational method can already have been implemented by other firms, but if it is new to the firm (or in case of products and processes: significantly improved), then it is an innovation for that firm. An innovation cannot be termed new if for example a product is purchased off shelf and implemented true to its features in a business practice to achieve the features therein and thereby terming it an innovation. NEW to the Organization, NEW to the Market.

DISRUPTIVE:
An innovation that creates ripples and impacts a market and thereby upsetting the existing norm and creating new value chains; change the structure of the market, create new markets, or render existing products obsolete. Disruptive innovation focuses on the impact of innovations as opposed to their novelty.

Effects of Successful Innovation [DND-E]:

* Increase or maintain market share
* Enter new markets
* Increase visibility or exposure for products
* Reduced time to respond to customer needs
* Achieve industry technical standards
* Reduce operating costs, increase margins
* Increase operational efficiency
* Improve communication and interaction among different business activities
* Increase sharing or transferring of knowledge with other organizations
* Increase the ability to adapt to different client demands
* Develop stronger relationships with customers

Copyright © cran.edge/@jesuvaliant @valiantblogs

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Edge Business Solutions Framework

October 28, 2012 Leave a comment

EDGE has been structured to handle specific enterprise workflows addressing access control, content management, intellectual property and security requirements. EDGE enables the enterprise to harness the power of Web 2.0 to drive customer loyalty, drive marketing and product management, as well as provide collaborative environments for promoting ideas that drive continuous innovation.

Web 2.0 has transformed the way we look at online community behavior and the possible implications of collective, collaborative knowledge management models. The power of the model has been universally recognized. However, the implications for enterprise adoption suffer from a lack of immediate consensus.

Jesu Valiant – The Major Service Industry Trends

With the above trends shaping the services industry; there is a need to address the ever-increasing gap with a solution from a technological and logical perspective that would stand to evolve with the dynamics of the service industry. We tend to get attracted to terminologies in the services industry ‘use case’ like KCS, Social Media, Collaboration, Analytics, etc., forgetting that these idea bundles do not have a tested platform with observable data that can be adapted in similar environments, providing the same yield. With such a dearth of proven solution models; here I am looking at replicating the models of successes and to present the entire solution in a concise logical framework for global comprehension.

Introducing the Edge Business Solutions framework; I address the technology components, logical functions, ongoing support and evolution to the ‘services’ business dynamics. This is a working  solution model adapted by a few organizations; there is a mapped platform, defined process set, metrics & measurements and a visible ROI.

The Edge Solution Framework

Jesu Valiant_Edge_Framework

Edge new market solutions are designed to address a wide range of challenges and help users increase performance levels and streamline operations. Lean is in Edge Solutions DNA, this DNA ensures that we structure and deploy specific enterprise workflows addressing access control, content management, intellectual property and security requirements. EDGE framework enables the enterprise to harness the power of BPA-BPM and Analytics like never before; having a direct bearing on ROI. Solutions help drive customer loyalty, drive adoption and better product management, as well as provide collaborative environments for promoting ideas that drive continuous innovation. Edge Solutions have helped transform the way we look at Business Process Management and the possible implications of collective, best practice models.

Key Solutions:

  • Knowledge Systems
  • Data Collection & Capture
  • Online Collaboration
  • Learning Management
  • Social Media Solutions
  • Document Management
  • Enterprise Wiki
  • Enterprise Content Management
  • Analytics + Reporting Dashboards
  • Scorecards & KPI Management
  • Self help / DIY Solutions
  • Survey Management
  • Process Tracking & Scheduling

The range of Edge solutions and services are powered by a native Edge applications framework also named Edge; structured to handle three challenges: the intensive deadlines, the stringent checklist of flexibility & security, and a predefined set of functional classes written by experienced Web developers. Edge application framework lets us build high-performing, thoroughly flexible, deeply secure, elegantly designed, Web applications quickly.

Edge web application framework is a high level PHP framework that encourages rapid, expandable,  inter-operable, web applications. There are predefined modules addressing core functions of workflow, charting engines, access controls and the likes that augment any build and deploy scenario rather quickly.

For more information please feel free to reach to me at my business email address at jesu.valiant@csscorp.com.

Copyrights – Jesu Valiant 2012

Social Media for the Enterprise – Strategies for Maximum ROI

Social Media dynamism, science and working is unique and can be adopted to Enterprises that have their own community, they can on-board existing traditional engagement channels into Social media and offer an unique customer experience. There are always huge benefits in closing out a successful Social Media channel for enterprises. Simply the Science of Social Media can allow a definitive and a sea of change for enterprises who will want to pursue new ways of global outreach and engagement of customer communities.

There are frameworks, methodologies, practices and process systems created to add tremendous value to enterprises seeking to deploy Social media strategies, With the application of Social Media strategies and by incorporating the best practices honed; enterprises can now pursue providing strong value to their engagement models by providing the need driven, value based solutions over Social media. Enterprises have a list of priorities that they should achieve by deploying Social Media platforms; these priorities are scenarios in which they get the maximum return over investment. These scenarios are the traditional engagement methods that are packaged and deployed over social media platforms; with a global community and outreach like never before. Have listed below few of the direct, maximum yield Social Media pursuits that I could research and list.

Investment and Maximum ROI Scenarios.

Enterprise Collaboration Enablement
Enterprise Support Enablement
Social Media Monitoring & Engagement
Social Media Sales Enablement
Web Collaboration & Intelligence

For detailed insight, visit my other Blog

Jesu Valiant – 2011

Strategic Knowledge Engineering

November 15, 2010 Leave a comment

The nature of work has evolved towards service and knowledge related contexts; in this scenario we need intense focus over the processes and frameworks that would define on how we harness and leverage information that is generated over all processes for driving more value. Organizations seeking to extend themselves into this critical area of analytics needs to focus on shaping the process and the people; the vital components. Organizations should be aware of the characteristics of its relative business knowledge and its sources, features and usability. It needs to shape methods that can collate data from extensive source area, link disparate data sources for a collective sense. There needs to be a governing process that evaluates, merges, researches, develops,  the data and comes out with options for business optimization.

Splitting the stages into functional units tied down to specific goals.

1. Knowledge Sourcing
2. Knowledge Abstraction
3. Knowledge Framing
4. Knowledge Warehousing
5. Knowledge Engineering

Knowledge Sourcing can be described as the identifying and acquiring historic and real-time data that are available from varied sources in the annals of any given business process. Data usually is available in the databases, files, logs, documents and they hold information transactions. The data is accumulated over time and the stores swell with size; all the while presenting an opportunity to present intelligent or informative analysis that could drive a stack of benefits. Other than the normal reporting structures built to mark the progress over Production, Quality and all in between; specific insight is never sought. The inference – insight that can be extracted remains an opportunity and for long. This data stacks and repositories are analyzed and identified as channels / sources; this source is the feeder for the analytics and the outcomes, process of source identification and data acquisition needs to be clinical.

Knowledge Abstraction helps in framing the insights and is completely skill dependent; this human skill is at an expert level on the domain of choice [SME  – Subject Matter Expertise] and the process relies heavily on the understanding and knowledge of the people resources. The data set is categorized based on the business case or the problem statement, data and information framework built here are weighed and categorized in order to support the reasoning and outcomes. The frame is built over an objective where the entire pursuit of intelligence is architected. All information here is bridged, connectors, the domino effect and factoring are all part of this abstraction process. Abstraction has two distinct process loops; one

Knowledge Framing ensures that abstracted data is further developed and refined through higher process routines to achieve anchoring over statistical data. The anchoring is vital as this builds the entire exercise over reasoning, analytics and recommendations on numerical realities. There effort here is predominantly built over mining [drilling down] data blocks to identify patterns, strings, values  to build neural relation that will help garner deep insight into all the facets.

Knowledge Warehousing comes in as the vital next step where the structured information and knowledge is stored into prescribed data structures that acts as the foundation for all the processed data. These individual ‘marts’ contain data stacks that are structured  over certain perspectives. Here the data stacks are linked, merged, to evolve and position the data for all analytics and intelligence extracts. This warehousing of the structured knowledge is done using enterprise warehousing applications, there is also a process layer to help drive Data reporting based on rule engines and business case.

Knowledge Engineering Analytics is the function where we have all the analytics process and frameworks deployed to extract intelligence out of the data warehouse. There is a lot of factor building, dependency tracking, correlations exercises that are done over analytics suites that help understanding all the different perspectives from an analytics standpoint. Causes, factors, symptoms, diagnosis, recommendations, solutioning are all the indispensable next steps that add a tremendous value to business and business operations.

Jesu Valiant

Service & Analytics recommendations:
To initiate a SKE – Strategic Knowledge Engineering for any of your data stacks, there is a comprehensive solution stack shaped over a decade of analytics at the CSS Knowledge Engineering & Research Labs.

Email: enterprise.ke@csscorp.com

Valuation – The Worth of an Idea

November 13, 2010 Leave a comment

Entrepreneurs have a steady stream of thought and they keep generating ideas. There is a lot of work however with these idea machines as they need to develop the capability to sift through these ideas and freeze in over the opportunities. Opportunities are best described as the value generated for which there can be a given financial transaction made; with repeatability and room for enhancing the value. The opportunity should offer a good yield and capable of generating revenue that’s more than the unified expense for the opportunity.

Core Value: If the opportunity is long sustaining and if business can exploit the platform and evolve better profitability, the more comprehensive the solution is. The market need to see ‘value’ in the solution, the value need to be visible when viewed across varied perspectives. When the market scans for a value stack in a solution, the strength of the solution should excite the prospects. The solution stack should be a ‘Fit Gap’ over needs and when evaluated from an internal and an external perspective; internally the solution should address minimal investment, expanding existing capabilities over technology, operations, resources. Externally it needs to address needs of the market at large as a bundle.

Evaluation: The value of the idea and the impending solution can be evaluated by performing
1. Market centric Valuation – taking into consideration the Market Need + Solution Fit + Value Derivations.
2. Technical Feasibility Study of the solution – Performing a Technical feasibility study scrutinizes the need for the technology indulgence of the idea before its maturity and during market adoption, the ease + the scalability + the interops + simplifications, all counts.
3. Commercial Capability study – Evaluating the commercials will be done over two perspectives, the internal returns over expenses, ease of formulation, leveraging of existing business and the markets value for purchase scaling up performances or driving optimizations.
4. Competition Analysis – Positioning and Strategies – Complete landscape analysis over competition + Postioning + Market differentiator services offering be performed to ensure that the best strategy is drafted.

Jesu Valiant

Need to Diversify | Extending Organizational Competencies

November 3, 2010 1 comment

Realigning the focus and diversifying has its distinct advantages in any situation and in any market. Diversification from the core provides an opportunity to create additional value to consumers and brings revenue opportunities without much of an ado. Diversification = Growth Strategy.

Market Realities: Organizations have evolved their practices and processes around native offerings; over years of exposure they accumulate strengths to further drill deep into the niche they offer. The vertical bore brings out more quality of service and matures business value. In such a space there will be  many a competitor in the same eco-system with much deeper strengths and maturity; Consumers are spoiled for choice among this competition. Business are cost leaders, have strong brand names, share customers, share characheristics, operate similar, compete nect to neck, share management techniques etc., The candidature sway can only be attributed to external factors like ads, verifyable case studies, consultant backing, customer referrals etc., and not really on ‘whats on offer’ as everyone offers almost the same with very little between. Prolonged existance and anchoring of organizations over the same service vertical will not be wise in the face of growing competition and the thirst to increase revenues.

Framework: Visual Verbatim to be appended

Diversifying from the Core’: When strategies are draw over diversification, there is always a choice. The choice of choosing to build based on your core competency and extend the diversified idea as an offshoot [or] get into a hyper mode by jumping from the native skin adapting in a different landscape altogether. Service companies can diversify from core and feel accomplished as risks are absolutely negligible, there is a strong possibility to utilize native resources over people and infrastructure. Investments and expertise can be applied across establishing a strong backup and support, vital to any new inception. Grade A corporate rung will have the choices to make when diversifying, anywhere down the ladder there is a strong pressure applied over GTM and Operational strategies which will in turn reflect upon exploiting existing relations rather than gearing to launch an all-out open market campaign. Tapping into existing relations will yield good results if you offer solutions and services extensions from the current anchoring. It makes great sense selling and in the conversions.

Pre-Requisites: Diversification can be successful if our core services are at the pinnacle of excellence. We would never want to look at getting caught with poor performance results over our core services; the focus then need to shift back to stabilize the platform from where bread is knead. Selling these ‘Value’ services will be done on the current ‘performance’ platform. Diversify for revenues, diversify over current excellence, when diversifying from core.

Success Factors: Product branding, selling – BD, strong process map, strong service delivery routines, open – case studies, clear engagement routines, leadership awareness.

Case Studies:
1. GE – Jack Welch transformed GE from a purely manufacturing company into a more diversified company. As a result of GE’s corporate strategy and complex diversification, in 1996, GE Capital Services earned US$4 billion. In 2005, GE services agreements increased to $87 billion, up 15% from 2004. In particular, financial services revenues increased 12% to $59.3 billion.
2. ITC – ITC’s non-cigarettes businesses continued to grow at a scorching pace, accounting for a bigger share of overall revenues. “The non-cigarette portfolio grew by 37.6% during 2006-07 and accounted during that year for 52.3% of the company’s net turnover,” an ITC release said. ITC was known for its Tobacco products predominantly, the decision to diversify boosted revenue.

Jesu Valiant

Knowledge Engineering & Business Intelligence

October 30, 2010 Leave a comment

We say “Knowledge Engineering”; we then speak about “Business Intelligence”. Here are the Megladons, Great Whites and what’s in between!

Knowledge Engineering (KE) is an engineering discipline that involves integrating human knowledge into systems, frameworks, methods and processes in order to solve complex problems normally requiring a high level of human expertise. Business intelligence (BI) refers to computer-based techniques used in spotting, digging-out, and analyzing business data. BI technologies provide historical, current, and predictive views of business operations.

With complex data sets businesses keep producing over transactions of varied kind and their kindred; BI at the first layer and KE at the next layer provide complex intelligence, decision support from the data sets. Knowledge Engineering is the collective stack of ‘Expertise + BI + Research’ which results in recommendations and solutions for evolving businesses from a 360° Perspective.
There is this deep need to research and develop process and systems to extract data from varied t’eco-systems, store, tune for building dominoes, and present data structures for expert human intervention from a SME perspective. EHI enables to connect and overlay these mined>domino-ed data sets with a solution stack driving complex decision support, savior strategies, threat negations, process frameworks that redefines and edifies. BI technically has a lot to contribute especially through its native adoption of Warehousing and Analytics systems and processes. This warehousing and analytics does augment research efforts for the EHI tasks; “What is” is what is needed in varies perspectives in comprehending the data stack and this the prelude to KE. How the data stack is structured involves EHI to identify the sources and to build relativity.

There is no dearth for systems and process available in the market today; from solutions and services ‘dime-a-dozen’ to what the market leaders have in offering the lack-the gap-the missing link has always been EHI processes with its diagnostic, anatomic, molecular specifics to structure business evolutions. Be it a profit Kalashnikov of a corporation or a loss attracting black hole enterprise, investments over BI cannot be complete if you are not adopting Knowledge Engineering practices. The need… well we have them already and one tailored KE framework will certainly nuke rigidity and blow away the comprehension veils.

– Jesu Valiant

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