Thursday, December 29, 2016

Our New Year’s Resolution: Focusing on Your Future

We want you to continue to be successful in 2017. In order to do that, when it comes to business, you need to think about the future beyond next year.  

We know you are under pressure from your managers to stay ahead of the curve and always be thinking of the future in your industries. So, that’s why it’s more important than ever to attend live conferences and events to hear what the future holds directly from industry leaders.


Here are the events that will keep you thinking ahead in 2017:

·         The Media Insights & Engagement Conference
January 31 - February 2, 2017
The Ritz-Carlton, Fort Lauderdale, FL
Use code MEDIA17BL for an additional $100 off
Learn more and buy tickets: http://bit.ly/2gJ4vx4

·         Marketing Analytics & Data Science
April 3 – 5, 2017
JW Marriott San Francisco Union Square, San Francisco, CA
Use code MADS17BL for an additional $100 off
Learn more and buy tickets: http://bit.ly/2gJdpKS

·         FUSE Miami
April 4-6, 2017
Nobu Hotel – Eden Roc, Miami, FL
Use code FUSE17BL for an additional $100 off
Learn more and buy tickets: http://bit.ly/2h5377e

·         FEI: Front End of Innovation
May 8-11, 2017
Seaport World Trade Center Boston, MA
Use code FEI17BL for an additional $100 off
Learn more and buy tickets: http://bit.ly/2gFQZbV

·         OmniShopper
June 20-22, 2017
Hyatt, Minneapolis, MN
Use code SHOPPER17BL for an additional $100 off
Learn more and buy tickets: http://bit.ly/2gybsk2

·         TMRE: The Market Research Event
October 23-25, 2017
Rosen Shingle Creek, Orlando, FL
Use code TMRE17BL for an additional $100 off
Learn more and buy tickets: http://bit.ly/2gVLDO9

·         TMRE Digital
With TMRE Digital you can access 27 Sessions from the World's Leading Insights Event TMRE from the comfort of your own home or office.
Learn more and download: http://bit.ly/2fRBgt7

Don’t get stuck in the past. Look forward to the future!  

We hope to see you at our 2017 events!

Cheers,

The Knect365 Team

Thursday, December 15, 2016

Pivoting Your Way to Profitability


Back End of Innovation Conference
Pivoting Your Way to Profitability

Somik Raha, SmartOrg

There are many unforeseen hazards between concept and launch. Pivoting provides a unique opportunity to learn from experience and to change course at key development stages, making the difference between attaining mediocre results and achieving astounding success.

“I define innovation as being a participant in our collective evolution,” says Somik. “The method is a way to become who we aspire to be.”

Decision analysis is key in strategic thinking. The core question is “what does value mean?” Somik says you cannot actually measure value. The purpose of having a metric is to drive “productive action,” he says.

This insight gave birth to another one: “Quantitative analysis takes complexity off the table, so you can focus on who you want to be.”

Numbers are not about measuring the value of innovation, but rather about pivoting the actual market penetration. Using modeling techniques provides a value-creation lens that helps pivot a go-to-market strategy.

Insight Two: Executives do get innovation. They just need to know handoffs and the team’s understanding of the context.

Insight Three: Finance will support innovation if you provide a path to preserve existing revenue and increase customer loyalty.






Wednesday, December 14, 2016

Overcoming the Innovator's Dilema: Transforming Your Own Industry



Overcoming the Innovator’s Dilemma—transforming your own industry

Heather Webb, 3M Healthcare


3M has 46 business platforms. [RE1]  Business units can use these platforms to “pull together unique solutions,” says Webb.

“I like to think of these as a chef making omelets from an omelet station, choosing from Applications and Technologies.”

The area explored in the presentation is the Central Sterile Supply Department (CSSD), which is where medical equipment is decontaminated, sterilized, packaged, and stored.

3M is the leader in sterile processing monitoring. From tape that changes color to chemical indicators that show time and temperature to the biological indicator, 3M has developed the tools that define sterilization monitoring.

“As the leader, we knew it was time to disrupt ourselves—to find such new products as a biological indicator as it gives a faster indication. If we didn’t, someone else would develop it. So, we took the concept to leadership and fought hard,” she adds. “We saw this possibility of disruption, heard rumblings of competitors developing faster indicators.”

First, the team went out into the field and listened to customers. Overwhelmingly, they were satisfied with the current offering. So, the team had to learn the holistic nature of their customers’ jobs to see how they work. “The question was, how can we add value to their job? The insight was that if we could reduce the process from three hours to one hour, it would be a value-added win.”

“At 3M we have a three-phone call rule, where someone can help me with a technical solution.” This asset was helpful.

Advice for overcoming the dilemma:

Planning: The process of planning is important, but a plan is useless. Planning gets everyone on board. Advice: be fluid and communicate.

Teamwork: Teamwork “equals friendship.” Build a strong team dynamic.

Financial acumen: Financials are a team matter. Everyone should understand the financial implications of every choice.

Vision: “Vision is the most important factor.” Your team must have a vision of how your customer is going to use your product. If you cannot see it, go see your customer more. Vision serves as a guidepost.

Triple constraint in Project Management: Remember, “you can’t always get what you want, but if you try, sometimes, you get what you need.”

We manufactured two indictors and challenge packs, and it was a commercialization success. The team reduced the actual time from 3 hours to thirty minutes.

What made the project a success: intimacy with customers, knowing what customers most wanted (time saved, usability, tethering to standards), and the technical team’s belief that the problem could be solved. Also, the products fit into our existing go-to-market strategy. Enrolling the business and the marketing teams meant that we got the help we need to complete and launch the new products swiftly and effectively.

Seven key to success in summary:
·      Communication
·      Persistence
·      Know when to ask for help
·      Planning
·      Friendship
·      Financial acumen
·      Vision

Tuesday, December 13, 2016

Using gamification to motivate and manage your intrapreneur community


Back End of Innovation Conference
11/16/16: Day Two
Using gamification to motivate and manage your intrapreneur community

Kit Haines-Bornheimer, Vodafone

Vodafone uses innovation as a business driver. Our innovation program is largely focused on creating innovations with b-2-b customers.

We have four fulltime innovators in the enterprise business and sustain this work with a network of intrapreneurs across the globe, whom “we call innovation agents and innovation champions.”


We have seven, iterative steps:

1.     Define the vision
2.     Make the plan
3.     Find the seeds
4.     Create the space
5.     Nourish
6.     Enable Growth
7.     Take Stock


We have gamified the work paths of the innovation champions. In a good game, many people don’t know they are even playing a game. By applying game theory an emotional state is produced. Therefore, Vodafone is beginning to use the Octalysis design framework on gamification developed by Yu-kai Chow.

Our innovation leads take a scientific approach to motivate internal motion. We identify core drivers, define users, discern win state, find triggers and feedback cues, and discover meaningful incentives or rewards.

Monday, December 12, 2016

Love Is The Answer



“Love Is The Answer”

Engaging your own Associates to be your Best Brand Advocates


An Institute for Employment Studies reports that organizations increasing investment in engagement by just 10% can increase profits by approximately US$2,100 per employee, per year. Engaged employees are far more likely to put in the extra effort when dealing with customers, working on projects, and adapting to the changes affecting all organizations today.
Building engagement, Brand love, and Advocacy among your workforce is a challenge that Coca-Cola has taken on, with its “Coca-Cola Ambassador” program. 
Christy's presentation will discuss the opportunity for organizations to build internal engagement programs, as they build their business, it will briefly review the Coca-Cola Ambassador program and its outcomes, as well as offer insights on; 
  • Understanding the business case for Employee Engagement
  • Some practical examples from a successful program
  • Tips for developing a program for their business/market
The case for engaging your employees to tell your story. What is so innovative about love? Love is the most motivating and epic emotions that any of us will feel.

Because we live in an increasingly disengaged world, love matters more. This symptom hits the workplace harder than anywhere else.

There is a real cost to disengagement. $350 Billion dollars hits the economy because of disengaged U.S workers each year. How can employees be innovative and inspired if they are not engaged?

Why we feel disengaged? Here are the major loses:
·      A lack of respect
·      A lack of connection to company goals
·      A lack of positive leadership
·      A lack of training and career opportunities
·      A lack of appropriate pay/benefits

There has to be a North star, a way—and it must be communicated.

So, what can we do about it? Here’s what Coke does. First, it declares that love and pride are its foundation.

While the Coke brand is loved, our associates need to feel love, too. “Being told you’re appreciated is one of the most simple and yet incredibly uplifting things you can ever hear.”

Harvard Business Review says appreciation is the “single higher driver of engagement.”

Where does love and appreciation start? It comes from pride, genuine pride in your brand and company.

When associates feel love and pride they’ll share the brand story. Think about Coke. “We have 700,000 associates. If each person talked to 300 Facebook friends, they would touch 210,000,000 positive messages in the world. That is a movement.”

What is Coke’s love story? “Refresh the world, inspire moments of optimism and happiness, create value and make a difference.”

Let this question linger: What is your company’s love story? Can you name it? Then once answered, what programs do you have in place to tell your love story?






 [RE1]A lack of appreciation?

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