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Casual Articles - To The Board Of Directors: Can Your CEO Answer 7 Key Innovation Strategy Questions?
Imagine increasing your business earnings by 30, 40, or 50%. And this just by putting into use a fundamental truth of life. Many great men of history have used this truth in turning around their fortunes.You must understand that our world is governed with basic principles which if used right can produce amazing results. These are truths that have been since life began. You can also profit with them in anything you choose in life. In this article you'll discover how you can build you home business w
6 - Do we have a clear picture of what real intellectual property barriers in a technology area look like? Do we have built into the process the analysis and visualizations that can give us the confidence to know why and when to say no? Especially before we decide on our strategic direction of new initiatives, and begin to invest and develop or acquire technology? Alternatively, can we easily drill down deep into the data that proves a winning idea’s technology risk proposition?
7 - Who in our organization fully understands our technology landscape and can present our technology innovation strategic plan in a way that everyone can understand it? How deep is our bench? Is everyone visualizing the company’s future from the s
A home based business is a coveted opportunity that few of us really get to take advantage of. The lure of being able to work between household chores, children activities, and miscellaneous functions is often the driving force to starting a home based business. However, it is important to remember that the more time you spend on your non-work activities, the less time you spend on your business. Self discipline and the willingness to work hard are two necessary factors to starting a home business.Starting a home
These 7 questions represent the strategic questions mentioned in recent publications that should be asked of CEO’s.
1 - Do we have a complete view of what our technology stacks are? Does our picture of the technology stacks include potential disruptive as well as sustaining options? Does management have a clear and up-to-date understanding of the technology innovation landscapes for all of the layers of our technology stacks?
2 - What is the sense of urgency regarding the opportunities and risks that exist in our technology stack? Is there consensus among company stakeholders about the strategic priorities of the technologies in these stacks in terms of the current competitiveness of the company’s technology portfolio and strategic innovation roadmap? What compelling visual tools are used to ensure people “see it and believe it,” regarding urgency and impact?
3 - What is our on-going process for technology innovation intelligence gathering, and how do we ensure that we are getting the most reliable information? If the service or data is being outsourced, how do we ensure that the analysis is tuned to our company’s specific strategies, rather than being generically common data that any competitors in this marketplace can also view and act upon?
4 - Are we able to involve our key domain experts in the technology innovation discovery and analysis process early enough in the process for them to spot truly innovative, “out-of-the-box” ideas that no one else would perceive? What process and tools are in place to ensure that whoever in the company that might contribute to the discovery of viable insights is kept in the loop early on when creative ideas can still have time to be considered. Outsiders can’t generate some of the insightful business ideas that can “connect” in the minds of people who are living and breathing a business daily – are we involving the right internal people in the process?
5 - How effective are we at finding potential technology partners and assessing the true synergistic value of their technology? Do we have a way to do thorough homework on potential partners’ technologies capabilities before approaching them? Are we able to surprise them with how much we know about their capabilities and intents, so we can quickly get to the real truths? Can we easily prove to them with hard data the profit-making synergistic technologies fits of our proposed partnering ideas?
6 - Do we have a clear picture of what real intellectual property barriers in a technology area look like? Do we have built into the process the analysis and visualizations that can give us the confidence to know why and when to say no? Especially before we decide on our strategic direction of new initiatives, and begin to invest and develop or acquire technology? Alternatively, can we easily drill down deep into the data that proves a winning idea’s technology risk proposition?
7 - Who in our organization fully understands our technology landscape and can present our technology innovation strategic plan in a way that everyone can understand it? How deep is our bench? Is everyone visualizing the company’s future from the sa
It seems like the line item detail for medical billing just goes on and on. FA0 went on for all of 66 fields. If that wasn't enough, now we have the FB0 record which, while it isn't nearly as long, still adds more billable information to this already bloated claim file. In this installment we pick up with field number 15.FB0 field 15, positions 110 - 120, is the national drug code. Books can be written about drugs in the United Stats in regard to billing. For the sake of brevity and your sanity, we'll keep this as
2 - What is the sense of urgency regarding the opportunities and risks that exist in our technology stack? Is there consensus among company stakeholders about the strategic priorities of the technologies in these stacks in terms of the current competitiveness of the company’s technology portfolio and strategic innovation roadmap? What compelling visual tools are used to ensure people “see it and believe it,” regarding urgency and impact?
3 - What is our on-going process for technology innovation intelligence gathering, and how do we ensure that we are getting the most reliable information? If the service or data is being outsourced, how do we ensure that the analysis is tuned to our company’s specific strategies, rather than being generically common data that any competitors in this marketplace can also view and act upon?
4 - Are we able to involve our key domain experts in the technology innovation discovery and analysis process early enough in the process for them to spot truly innovative, “out-of-the-box” ideas that no one else would perceive? What process and tools are in place to ensure that whoever in the company that might contribute to the discovery of viable insights is kept in the loop early on when creative ideas can still have time to be considered. Outsiders can’t generate some of the insightful business ideas that can “connect” in the minds of people who are living and breathing a business daily – are we involving the right internal people in the process?
5 - How effective are we at finding potential technology partners and assessing the true synergistic value of their technology? Do we have a way to do thorough homework on potential partners’ technologies capabilities before approaching them? Are we able to surprise them with how much we know about their capabilities and intents, so we can quickly get to the real truths? Can we easily prove to them with hard data the profit-making synergistic technologies fits of our proposed partnering ideas?
6 - Do we have a clear picture of what real intellectual property barriers in a technology area look like? Do we have built into the process the analysis and visualizations that can give us the confidence to know why and when to say no? Especially before we decide on our strategic direction of new initiatives, and begin to invest and develop or acquire technology? Alternatively, can we easily drill down deep into the data that proves a winning idea’s technology risk proposition?
7 - Who in our organization fully understands our technology landscape and can present our technology innovation strategic plan in a way that everyone can understand it? How deep is our bench? Is everyone visualizing the company’s future from the s
Your business is up and running and all the pieces appear to be falling into their place. You’ve got clients, a schedule that works and an organized system in place as well. Yet there is a small voice inside of you that keeps questioning if this will work. Do you really know this business will work? Can you really be sure that it won’t come to a crashing halt, leaving you with an empty organizer, a lack of clients and no money in the bank?Well, it may seem that there is no way to predict how successful you will
4 - Are we able to involve our key domain experts in the technology innovation discovery and analysis process early enough in the process for them to spot truly innovative, “out-of-the-box” ideas that no one else would perceive? What process and tools are in place to ensure that whoever in the company that might contribute to the discovery of viable insights is kept in the loop early on when creative ideas can still have time to be considered. Outsiders can’t generate some of the insightful business ideas that can “connect” in the minds of people who are living and breathing a business daily – are we involving the right internal people in the process?
5 - How effective are we at finding potential technology partners and assessing the true synergistic value of their technology? Do we have a way to do thorough homework on potential partners’ technologies capabilities before approaching them? Are we able to surprise them with how much we know about their capabilities and intents, so we can quickly get to the real truths? Can we easily prove to them with hard data the profit-making synergistic technologies fits of our proposed partnering ideas?
6 - Do we have a clear picture of what real intellectual property barriers in a technology area look like? Do we have built into the process the analysis and visualizations that can give us the confidence to know why and when to say no? Especially before we decide on our strategic direction of new initiatives, and begin to invest and develop or acquire technology? Alternatively, can we easily drill down deep into the data that proves a winning idea’s technology risk proposition?
7 - Who in our organization fully understands our technology landscape and can present our technology innovation strategic plan in a way that everyone can understand it? How deep is our bench? Is everyone visualizing the company’s future from the s
While screening candidate resumes at a recent SalesTrax Recruiting Event, I was struck by how many candidates had unknowingly undermined their interviews by what they had written in the opening paragraph, commonly known as the “objective statement” of their resume. Here are a few of them, and what they mean to a veteran sales recruiter:“To utilize my professional skills while learning new functions in a corporate setting. Also, to obtain a position which is rewarding and beneficial, with the potential to move int
5 - How effective are we at finding potential technology partners and assessing the true synergistic value of their technology? Do we have a way to do thorough homework on potential partners’ technologies capabilities before approaching them? Are we able to surprise them with how much we know about their capabilities and intents, so we can quickly get to the real truths? Can we easily prove to them with hard data the profit-making synergistic technologies fits of our proposed partnering ideas?
6 - Do we have a clear picture of what real intellectual property barriers in a technology area look like? Do we have built into the process the analysis and visualizations that can give us the confidence to know why and when to say no? Especially before we decide on our strategic direction of new initiatives, and begin to invest and develop or acquire technology? Alternatively, can we easily drill down deep into the data that proves a winning idea’s technology risk proposition?
7 - Who in our organization fully understands our technology landscape and can present our technology innovation strategic plan in a way that everyone can understand it? How deep is our bench? Is everyone visualizing the company’s future from the s
Capturing them with ControversyI’m not saying that you should be controversial for the sake of it. In fact, controversy may be the last thing that you want. But let’s face it, controversy sells!John McEnroe, Kate Moss, Dan Brown, The Rolling Stones, George Galloway, Eminem, Kurt Cobain, Apple Macintosh - are all examples of controversial or converse brands that sell. They are (and were) unusual in different ways, and they use their idiosyncrasies to lead the market and sell their products. Some of t
6 - Do we have a clear picture of what real intellectual property barriers in a technology area look like? Do we have built into the process the analysis and visualizations that can give us the confidence to know why and when to say no? Especially before we decide on our strategic direction of new initiatives, and begin to invest and develop or acquire technology? Alternatively, can we easily drill down deep into the data that proves a winning idea’s technology risk proposition?
7 - Who in our organization fully understands our technology landscape and can present our technology innovation strategic plan in a way that everyone can understand it? How deep is our bench? Is everyone visualizing the company’s future from the same playbook? Could each and every one of the key managers in R&D, or Business Development, or Marketing, or Partnering “pinch hit” for the CEO on this subject? Could they each make a strategic level technology landscape presentation to the Board in terms that the Board would understand?
Most importantly a final question, if we can’t do this all now, can we get most of these answers in time for the next board meeting in 8 weeks?
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