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Peter Drucker defines innovation as 'a change that creates a new dimension of performance'. In today's ever-changing, fast-moving business environment, innovating quickly, and effectively is an advantage for achieving competitive advantage. Yet, only a few organizations are able to generate creative ideas and effectively move them to market regularly. It is now being appreciated that the main focus of top and middle level management should be innovation and the techniques that promote it. Innovation and its management is the final frontier, which if managed well will result in competitive advantage for companies.
Innovation Management changes the way business leaders think about innovation, giving them a deeper, and more comprehensive roadmap for executing change. Participants leave the program knowing how to influence corporate culture for fostering innovation and alter the way an organization responds to the challenge of innovation, and create/strengthen relationships with partners along the value chain. The programme on 'Innovation Management' is on fostering the need for creating innovative or innovation culture within organizations, and creating breakthrough business models. The programme will also look into how innovation can be promoted within the organization and how it can be measured and linked with long term performance of an organization. |
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| PROGRAMME BENEFITS: |
| The programme will help participants to: |
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UNDERSTAND how a firm can capture, harvest and leverage breakthrough ideas from different sources (internal as well as external) and move them rapidly towards effective commercialization & maximizing value. |
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INTEGRATE marketing effort, product development, process development, generic R&D, HR tools and techniques, collaborations and value chain strategy |
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LINK technology with business strategy |
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LEARN how technologies and markets evolve and what opportunities lie in store at each stage. |
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COPE with shorter product/process life cycles, disruptive change, and market dynamics while delivering greater customer satisfaction |
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ALIGN business processes with strategy |
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ENGAGE creative talent within the organization and across the value chain |
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| PROGRAMME CONTENTS: |
| IDEA GENERATION |
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Brainstorming |
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Sifting |
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Prototyping |
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Mind Mapping |
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Lateral Thinking |
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Six Thinking Hats |
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| REWARDS AND INCENTIVES FOR INNOVATION |
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Remuneration trends and changes |
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Innovative remuneration options for all |
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Global best practice |
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The way forward |
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| CREATING INNO TEAMS |
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Virtuoso teams |
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Available vs. obtainable talent |
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Individual talent within a team context |
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Directive leadership |
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| TECHNOLOGY STRATEGY |
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Creating, capturing, and delivering value |
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Industry life cycle and the evolution of markets |
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The innovation funnel |
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Uniqueness and complementary assets |
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| THE INNO ORGANIZATION |
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Organization environment |
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Communication environment |
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Physical environment |
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Organization culture |
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Top Management Initiatives |
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Creating a sense of urgency |
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Managing the balance between Creativity and Control |
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Entrepreneurial drive vs. control and coordination |
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Shaping one's organization for innovation: the crucial building blocks for an innovation driven organization. |
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Identifying and developing top calibre innovators |
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Navigating ongoing innovation successfully: transforming one's organization to become innovative |
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| INNOVATION TOOLS |
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What's the difference between Creativity, Design and Innovation |
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The enemy of innovation: Judgment |
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Different types of innovation |
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Can innovation be taught? |
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Logical tools |
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Emotional tools |
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Examples and Cases |
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| SELECTING AND DEVELOPING INNOVATIVE PEOPLE |
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Stumbling across vs. cherry picking: defining and measuring what constitutes innovative behavior |
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Do true innovators fall through the cracks in best selection and hiring practices? |
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Be careful what you wish for: organizational readiness for dealing with innovative people |
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Swimming upstream works up an appetite for ongoing stretch and stimulation |
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Hiring right is base one: hanging on is much harder |
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| LEAD USER INNOVATION |
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Functional relationship between innovator and innovation |
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User vs. manufacturer innovations |
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Lead user vs. non-lead user innovations |
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Breakthrough value vs. incremental improvement |
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Toolkits for user innovation |
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| CLOCKSPEED AND STRATEGIC VALUE CHAIN DESIGN |
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Exploiting innovation opportunities along the entire value chain |
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Capturing the value of product and process innovations |
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Strategic sourcing and capability development |
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Strategic Value Assessment (SVA) |
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| PARTICIPANT PROFILE |
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| Senior and Middle level executives of private and public sector organizations, service organizations such as Financial Institutions, Banks etc., IT and ITES organizations, Government departments, and R & D organizations. Also useful for HR Professionals and Trainers. |
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| PEDAGOGY |
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Lectures |
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Demo |
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Cases |
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Problem Solving Exercises |
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| Organizational sponsorship is essential. |
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| VENUE |
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| The Programme is fully residential and the participants will be accommodated in single air-conditioned rooms in the Bella Vista or the College Park Campus of the College at Hyderabad. The College does not provide accommodation for the family. Transport between Airport / Railway Station and Campus will be arranged by the College. |
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| DURATION |
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| The Programme duration is from Wednesday, March 3, 2010 to Friday, March 5, 2010. The participants are expected to arrive a day before the commencement and may leave after the conclusion of the programme. |
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| PROGRAMME FEE |
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Rs.19,000/- (US $590 if foreign) plus Service Tax @10.30% per participant will be charged to cover tuition, board and lodging, courseware and other facilities of the College including Internet usage. Local participants not availing hostel accommodation will be given a discount of Rs.1,000/- per day for the duration of the programme.
A concession of ten per cent is given to the second nominee and onwards. A ten per cent concession is also given to a woman participant, either as a lone nominee or by treating her nomination as a first nominee in a group of nominations. |
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| The College is exempt from income tax, and hence TDS should not be deducted. |
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| LAST DATE FOR NOMINATION |
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| The nomination form duly filled in along with the Demand Draft made out in favour of "Administrative Staff College of India" payable at Hyderabad should reach the Programmes Officer by February 17, 2010. |
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| LAST DATE FOR WITHDRAWAL |
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| February 24, 2010. Any withdrawals after this date will entail forfeiture of fee paid. |
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| ASCI ALUMNI ASSOCIATION |
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| Participants of College Programmes will automatically become members of ASCI Alumni Association. |
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| CERTIFICATE OF PARTICIPATION |
| The College issues a Certificate of Participation on conclusion of the Programme |
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