This document provides an overview of IAOIP's strategic plan for 2022. Some key points:
- IAOIP aims to professionalize innovation and bring value to members by developing individual skills, helping organizations manage innovation holistically, and leading innovation-enabled change.
- The strategic plan defines IAOIP's purpose, values, vision, and innovation principles. It assesses the global innovation landscape and outlines five strategies focused on people, partnerships, knowledge, communications, and business models.
- The strategies contain goals and actions to guide IAOIP's growth, maximize its impact, and better address global challenges through innovation excellence. The plan is intended to be a living document that is continuously updated.
Reading csr implementation guide for businessPramodh Sherla
This document provides a summary of a guide on corporate social responsibility (CSR) implementation for businesses. It was authored by Paul Hohnen and edited by Jason Potts of the International Institute for Sustainable Development (IISD). The guide aims to provide practical guidance for companies operating internationally on CSR. It reviews key issues to consider in CSR, offers options for addressing them, and references many specific CSR tools and standards. The goal is to help businesses navigate the various CSR resources available and design and implement effective CSR strategies and programs.
Dr. John Meewella's presentation about UAE and Dubai startup life, setting up OEC, and possibilities of setting up business in the Gulf Region at Starttaamo 23.4.2012
MindLab's UNDP Knowledge and Innovation evaluationUNDP Eurasia
The Regional Service Center for Europe and the CIS commissioned MindLab the evaluation of the initiative “Knowledge and Innovation in the Europe and CIS Region 2012/2013”. This report represents a thematic evaluation of the innovation activities undertaken by the Regional Service Center for Europe and the CIS and led by its Knowledge and the Innovation in 2011-2013.
Indian School of Entrepreneurship (iSEED) provides structured entrepreneurship education programs to help entrepreneurs and startups succeed. Established in 2013, iSEED has grown to offer 7 flagship programs delivered through online and in-person methods. iSEED partners with top academic institutions and has a strong team with experience in academia, industry, and entrepreneurship. Their goal is to be a leading institution nurturing entrepreneurial mindsets through practical learning applied across all stages of venture development.
This document provides information about the Professional Entrepreneurship Program (PREP) offered by iSEED. PREP is a 12-week practice-oriented program designed to provide exposure to crucial aspects of entrepreneurship for budding and early-stage entrepreneurs. The program includes modules on venture ideation, execution, and projection. It involves workshops, mentorship, and networking opportunities. The goal is to help participants develop business plans, identify risks/priorities, and gain functional knowledge to start new ventures. The batch size is limited to 30 participants.
Educating for entrepreneurship Edhole ! EducationEdhole.com
Professor Pauric McGowan discusses promoting entrepreneurship across higher education institutions and the importance of staff engagement. He considers how the role of academics is changing and reviews Northern Ireland Centre for Entrepreneurship's experience embedding entrepreneurship in curriculum and extracurricular activities, reaching over 17,000 undergraduate and 1,900 postgraduate students. McGowan emphasizes that staff are critical to progress, acting as champions, supporters, gatekeepers or determined reactionaries against the agenda. Strategies to encourage staff buy-in include making entrepreneurship relevant, embedding rather than bolting it on, building awareness, identifying and rewarding champions, and developing an entrepreneurial culture.
Universities that adopt innovative practices to upgrade themselves from teaching institutions to entrepreneurship ecosystems that provoke, facilitate and launch innovators and entrepreneurs to the business world are what countries need today. How ?
Reading csr implementation guide for businessPramodh Sherla
This document provides a summary of a guide on corporate social responsibility (CSR) implementation for businesses. It was authored by Paul Hohnen and edited by Jason Potts of the International Institute for Sustainable Development (IISD). The guide aims to provide practical guidance for companies operating internationally on CSR. It reviews key issues to consider in CSR, offers options for addressing them, and references many specific CSR tools and standards. The goal is to help businesses navigate the various CSR resources available and design and implement effective CSR strategies and programs.
Dr. John Meewella's presentation about UAE and Dubai startup life, setting up OEC, and possibilities of setting up business in the Gulf Region at Starttaamo 23.4.2012
MindLab's UNDP Knowledge and Innovation evaluationUNDP Eurasia
The Regional Service Center for Europe and the CIS commissioned MindLab the evaluation of the initiative “Knowledge and Innovation in the Europe and CIS Region 2012/2013”. This report represents a thematic evaluation of the innovation activities undertaken by the Regional Service Center for Europe and the CIS and led by its Knowledge and the Innovation in 2011-2013.
Indian School of Entrepreneurship (iSEED) provides structured entrepreneurship education programs to help entrepreneurs and startups succeed. Established in 2013, iSEED has grown to offer 7 flagship programs delivered through online and in-person methods. iSEED partners with top academic institutions and has a strong team with experience in academia, industry, and entrepreneurship. Their goal is to be a leading institution nurturing entrepreneurial mindsets through practical learning applied across all stages of venture development.
This document provides information about the Professional Entrepreneurship Program (PREP) offered by iSEED. PREP is a 12-week practice-oriented program designed to provide exposure to crucial aspects of entrepreneurship for budding and early-stage entrepreneurs. The program includes modules on venture ideation, execution, and projection. It involves workshops, mentorship, and networking opportunities. The goal is to help participants develop business plans, identify risks/priorities, and gain functional knowledge to start new ventures. The batch size is limited to 30 participants.
Educating for entrepreneurship Edhole ! EducationEdhole.com
Professor Pauric McGowan discusses promoting entrepreneurship across higher education institutions and the importance of staff engagement. He considers how the role of academics is changing and reviews Northern Ireland Centre for Entrepreneurship's experience embedding entrepreneurship in curriculum and extracurricular activities, reaching over 17,000 undergraduate and 1,900 postgraduate students. McGowan emphasizes that staff are critical to progress, acting as champions, supporters, gatekeepers or determined reactionaries against the agenda. Strategies to encourage staff buy-in include making entrepreneurship relevant, embedding rather than bolting it on, building awareness, identifying and rewarding champions, and developing an entrepreneurial culture.
Universities that adopt innovative practices to upgrade themselves from teaching institutions to entrepreneurship ecosystems that provoke, facilitate and launch innovators and entrepreneurs to the business world are what countries need today. How ?
Entrepreneurs, according to Joseph Schumpeter, are responsible for creative destruction. They are the real drivers
economic growth and employment. Creation of entrepreneurship of such higher order would require Universities and Higher Education institutions (HEI) to include entrepreneurship and innovation as a part of their vision
and therefore embed, support and grow an entrepreneurship and innovation culture among management, faculty and students. This transformation, into what we may call the entrepreneurial university, would lead to wide ranging external collaborations and partnerships and enthusiasm to
engage even with the smallest economic and social entrepreneurs inside and outside the campus.
Eureka Strategic Approach document outlines Eureka's conceptual framework for innovation and their installation process for building innovation capacity in organizations. The conceptual framework centers innovation around people, focuses on clients/users, promotes collaboration both internally and externally, and recognizes four types of innovation. The installation process involves four pillars - people, tools, processes, and metrics - across four levels of acceptance. It is a multi-stage process involving education, innovation workshops, diffusion of training, and consolidation of learning through pilot projects. Eureka has experience training over 1,000 professionals in Latin America on managing innovation.
GreenBiz 18 Tutorial Slides: Fulfilling the Potential of Business to Realize ...GreenBiz Group
While leading businesses have long been engaged in efforts to integrate sustainability at the core of corporate strategy and decision-making, the Sustainable Development Goals (SDGs) provide us with a new lens through which to translate global needs and ambitions into business solutions. These solutions will enable companies to better manage their risks, anticipate consumer demand, harness the potential of historic growth markets, secure access to needed resources and strengthen their supply chains, while moving the world towards the delivery of the SDGs and a more prosperous society for all.
While business is not being asked to deliver the SDGs by itself, this complex and urgent agenda will not be realized without involvement at scale by the private sector. Converting the SDGs into meaningful and widespread corporate engagement, and ushering in the inclusive and sustainable economic growth that the Goals represent, will be a sizeable challenge.
Forward-looking businesses are already working towards having a meaningful impact on the SDGs - in particular by:
developing a thorough understanding of how their activities translate into economic, environmental and social impacts in the context of the SDGs;
setting ambitious goals to implement the SDGs, including by incorporating responsible business practices across strategies and operations;
pursuing impactful contributions to the 2030 Agenda through a strong commitment to universal principles in relation to human rights, equality and the environment;
developing business solutions to address sustainability challenges;
collaborating with peers to develop a collective vision and roadmaps to realize substantial sector transformation;
working across sectors to help transform entire economic systems;
disclosing SDG performance and progress;
openly advocating for key policy and finance enablers that will help achieve a tipping point.
WBCSD - Business implications of the Sustainable Development Goals fveglio
The Sustainable Development Goals (SDGs) provide business with a powerful framework to translate global needs and ambitions into business solutions. They enable companies to better manage their risks and unlock opportunities. Radical transformation is required to deliver the Global Goals, allowing business to demonstrate leadership and apply its creativity to innovate for a more sustainable and inclusive future.
Business is not being asked to deliver the SDGs alone, but the goals will not be achieved without a significant contribution from the private sector. With our work programs we aim to provide meaningful avenues for our members to lead, transform and succeed on the journey to 2030.
The UNDP Innovation Facility supported 49 initiatives across 54 countries in 2014 with funding from the Government of Denmark. The initiatives focused on citizen engagement, strategic foresight for governments, and co-designing solutions through innovation labs and camps. Some highlights included launching a roving innovation lab in Haiti to support youth entrepreneurship, collecting citizen feedback in multiple countries through mobile platforms, and developing an e-waste recycling app in China. Lessons learned included a need for greater focus on scaling initiatives and co-designing with rural and vulnerable populations. UNDP also supported international conferences on innovation and development in 2014.
2. Promoting Entrepreneurship In Developing Countries By AlejandroUurdmandakh Gongor
This document discusses promoting entrepreneurship in developing countries. It begins with an overview of global youth unemployment trends and how new businesses are major job creators. Specifically, businesses under 5 years old create the majority of private sector jobs. The Empretec program, developed by UNCTAD, is highlighted as an effective method of entrepreneurship development through workshops that develop personal entrepreneurial competencies. Evaluations of Empretec found businesses experienced increased profits and employment after participating entrepreneurs completed the program. The document advocates for national entrepreneurship policies and strategies based on UNCTAD's policy framework to support startups and job growth.
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
The document discusses the International Association for People and Performance Development (IAPPD). It summarizes that IAPPD was founded in 2010 to represent the largest body of knowledge in performance management. It has grown to exist in 38 countries through 140 regional offices, with over 6000 certified professionals globally. The document outlines IAPPD's structure, values, history, mission, certifications offered, and regional offices located around the world.
SAFIPA ICT and MOBILE Business Building Programme: MODULE 5 - SAID presentati...Keith Maree
The document discusses collaboration and knowledge sharing. It notes that organizations should be willing to discuss experiences and share knowledge through collaborating in cross-functional teams. It also emphasizes the importance of networking and partnerships in today's globalized economy.
This document provides an introduction and recommendations regarding ISO's process for developing social responsibility standards. It defines social responsibility as contributing to sustainable development by balancing economic, social and environmental concerns. The document supports ISO's efforts to develop standards in this area, but recommends ISO clarify the definition, ensure a multi-stakeholder process, and address concerns about meaningfully including all stakeholders before putting a standard to a vote. It also provides three specific recommendations, including assessing minority positions, addressing prerequisites, and refining recommendations.
Virtual Business Incubator Framework for Enriching Innovation Ecosystem 2013Vasily Ryzhonkov
The main purpose of this work is to find possible solutions for overcoming challenges of existing business incubation models. The end goal is to provide practitioners with the model of economic development tool which will help them to build new generation of business incubators, e.g. to guide management teams, policy makers, entrepreneurs and educators in establishing a successful business incubation program (BIP). Eventually the model intends to expand the limits of existing business incubation models.
The University of the West Indies :: E. Nigel Harriscgrowth
The document discusses ways that universities can better contribute to economic growth in the Caribbean region. It outlines initiatives at the University of the West Indies (UWI) to develop entrepreneurship among students through business programs, and notes some graduates who have started their own companies. UWI also provides advisory and consulting services to help businesses. While UWI graduates thousands each year, unemployment remains high, so greater efforts are needed to ensure graduates' skills are utilized. Strengthening partnerships between universities, the private sector and governments could help translate research outputs into commercial opportunities that drive innovation and competitive growth.
The document introduces an entrepreneurship education program called "Leader To Creator" for kids in India. It discusses how entrepreneurial skills are not traditionally taught but are important for students' futures. Leader To Creator aims to fill this gap through its "Entrepreneurship For Kids" program. The program is modeled after similar entrepreneurship education initiatives in other countries like the UK, US, Finland, and Israel. It will teach students entrepreneurial skills like technical skills, soft skills, and life skills over 60 hours of classes. Students will receive benefits like membership to the Leader To Creator club and certificates upon completion.
The International Association for People & Performance Development was founded to represent the single largest body of knowledge in the field of Performance Management, based on two pillars: Academic desk research and a vast database of information on performance management behaviors, derived from an international study of the impact of the practice of performance management.
This document summarizes Praveen Gupta's article about adapting John Kotter's model of leading change to managing innovation in organizations. The key points are:
1. Kotter's eight-stage process for leading change is adapted to driving innovation in corporations by establishing urgency for innovation, creating a guiding coalition, developing a vision and strategy, and communicating the change vision.
2. A new "Brinnovation" framework is presented that builds on employees' talents and simplifies the innovation process with strategies, rules, and a methodology.
3. Creating a culture of innovation requires changing organizational practices to inspire, implement, and reward innovations, such as emphasizing growth over short-term profits and inspiring employee
1. Development Plan Career Activity. Respond to the followingAbbyWhyte974
1. Development Plan Career Activity
. Respond to the following:
· What are some of the key concepts that should be included in a career plan?
· What common mistakes do people make when developing a career plan?
Assignment Instructions
Write a one-page paper (not to exceed 250 words). You will be graded on the following:
· Quality of your response.
· Coherence and organization.
· Mechanics.
This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.
The specific course outcome associated with this assignment is:
· Develop a professional development strategy that fosters career readiness skills for master's-prepared health care administrators.
A guide to
Social Return
on Investment
January 2012
in association with
“For FRC Group using SROI has been a fascinating
process which has fine tuned our understanding of
the impacts that are achieved as we improve our
performance, and exposed areas in which we can
do more.”
Verity Timmins, Impact Manager, FRC Group
“At Impact Arts we have embraced SROI as one of our
central evaluation tools, which complements our existing
evaluation practice very well. SROI has clear benefits
for our organisation in terms of our future funding and
business development activities, as well as focusing our
day to day practice on where and how we add value.”
Susan Akternel, Innovation and Development Director, Impact Arts
“SROI has helped us develop an ongoing relationship
with our stakeholders which shows that we are listening
to their needs and we can now report how our work
impacts on their lives and the lives of others.”
Maeve Monaghan, Director, NOW Project
A guide to Social Return on Investment 3
Update to the 2009 Guide
This Guide is an update to the 2009 Guide to Social Return on Investment that was
published by the Cabinet Office. There are no changes to the principles or to the
methodology used to apply those principles within the framework. The purpose of
the update is to amend the language used so that it is more relevant for international
audiences and for different sectors and types of organisations.
A small number of typographical errors have also been corrected.
The worked example was included as an example of how those principles are applied
in practice. A supplement will be available for the worked example ‘Wheels to Meals:
one year on’ which sets out how the organisation has developed its approach to SROI
after completing an evaluation against the initial forecast.
Supplements to the Guide will be prepared from time to time and form part of the
guidance available. At the date of this update a supplement on Materiality has been
released and is available from the SROI Network website.
January 2012
Acknowledgements
The 2009 gui ...
1. Development Plan Career Activity. Respond to the followingMartineMccracken314
This document provides guidance on conducting a Social Return on Investment (SROI) analysis. SROI is a framework for measuring and accounting for the social, environmental, and economic value created by an organization's activities. The summary outlines the key stages of an SROI analysis: 1) establishing scope and identifying stakeholders, 2) mapping outcomes, 3) evidencing outcomes and valuing them, 4) establishing impact by accounting for deadweight, attribution, and drop-off, 5) calculating the SROI ratio, and 6) reporting and embedding the results. The document emphasizes involving stakeholders throughout the process and only claiming the value that the organization is responsible for creating.
ACV Report on Impact Investing Policy in Hong Kong-July 2014Philo Alto (李 家 仁)
This document summarizes a report on adopting the London Principles to grow impact investing in Hong Kong. It was authored by Philo Alto and P. Ming Wong and supported by grants from the Rockefeller Foundation and Impact Investing Policy Collaborative. The report provides an analysis of Hong Kong's social welfare system and funds, including a spotlight on the new Social Innovation and Entrepreneurship Development Fund. It applies the London Principles framework to make policy recommendations for Hong Kong to bolster its approach to impact investing and help social enterprises. The summary highlights the key organizations involved in supporting the report and its analysis of Hong Kong's existing funds and policies related to impact investing.
Insights into the process of successful cross-sector partnering
* create better case study collection and dissemination methods
* deepen understanding of case studies as tools for change.
EurekaConnect Executive Forum Sept 2015 Summary and updateCurtis Sprouse
The document discusses the gap between medical research and implementation of new technologies and treatments. It summarizes a conference that brought together leaders from industry, academia, investment, and government to address this gap. The conference participants agreed to establish two initiatives: 1) an educational non-profit called the Institute for Biomedical Entrepreneurship to train researchers in commercialization, and 2) a for-profit development corporation to fund and support translation of innovations to products. Initial steps have been taken to incorporate these organizations, including electing boards and identifying executive directors. The initiatives aim to launch educational programs in 2017 and begin funding projects to bridge the gap between research and real-world impact.
Outside inc - is social intrapreneurship the new driver for innovation?Anis Bedda
Outside Inc - Marieke den Nijs
Title: Is Social Intrapreneurship the new driver for innovation?
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
Entrepreneurs, according to Joseph Schumpeter, are responsible for creative destruction. They are the real drivers
economic growth and employment. Creation of entrepreneurship of such higher order would require Universities and Higher Education institutions (HEI) to include entrepreneurship and innovation as a part of their vision
and therefore embed, support and grow an entrepreneurship and innovation culture among management, faculty and students. This transformation, into what we may call the entrepreneurial university, would lead to wide ranging external collaborations and partnerships and enthusiasm to
engage even with the smallest economic and social entrepreneurs inside and outside the campus.
Eureka Strategic Approach document outlines Eureka's conceptual framework for innovation and their installation process for building innovation capacity in organizations. The conceptual framework centers innovation around people, focuses on clients/users, promotes collaboration both internally and externally, and recognizes four types of innovation. The installation process involves four pillars - people, tools, processes, and metrics - across four levels of acceptance. It is a multi-stage process involving education, innovation workshops, diffusion of training, and consolidation of learning through pilot projects. Eureka has experience training over 1,000 professionals in Latin America on managing innovation.
GreenBiz 18 Tutorial Slides: Fulfilling the Potential of Business to Realize ...GreenBiz Group
While leading businesses have long been engaged in efforts to integrate sustainability at the core of corporate strategy and decision-making, the Sustainable Development Goals (SDGs) provide us with a new lens through which to translate global needs and ambitions into business solutions. These solutions will enable companies to better manage their risks, anticipate consumer demand, harness the potential of historic growth markets, secure access to needed resources and strengthen their supply chains, while moving the world towards the delivery of the SDGs and a more prosperous society for all.
While business is not being asked to deliver the SDGs by itself, this complex and urgent agenda will not be realized without involvement at scale by the private sector. Converting the SDGs into meaningful and widespread corporate engagement, and ushering in the inclusive and sustainable economic growth that the Goals represent, will be a sizeable challenge.
Forward-looking businesses are already working towards having a meaningful impact on the SDGs - in particular by:
developing a thorough understanding of how their activities translate into economic, environmental and social impacts in the context of the SDGs;
setting ambitious goals to implement the SDGs, including by incorporating responsible business practices across strategies and operations;
pursuing impactful contributions to the 2030 Agenda through a strong commitment to universal principles in relation to human rights, equality and the environment;
developing business solutions to address sustainability challenges;
collaborating with peers to develop a collective vision and roadmaps to realize substantial sector transformation;
working across sectors to help transform entire economic systems;
disclosing SDG performance and progress;
openly advocating for key policy and finance enablers that will help achieve a tipping point.
WBCSD - Business implications of the Sustainable Development Goals fveglio
The Sustainable Development Goals (SDGs) provide business with a powerful framework to translate global needs and ambitions into business solutions. They enable companies to better manage their risks and unlock opportunities. Radical transformation is required to deliver the Global Goals, allowing business to demonstrate leadership and apply its creativity to innovate for a more sustainable and inclusive future.
Business is not being asked to deliver the SDGs alone, but the goals will not be achieved without a significant contribution from the private sector. With our work programs we aim to provide meaningful avenues for our members to lead, transform and succeed on the journey to 2030.
The UNDP Innovation Facility supported 49 initiatives across 54 countries in 2014 with funding from the Government of Denmark. The initiatives focused on citizen engagement, strategic foresight for governments, and co-designing solutions through innovation labs and camps. Some highlights included launching a roving innovation lab in Haiti to support youth entrepreneurship, collecting citizen feedback in multiple countries through mobile platforms, and developing an e-waste recycling app in China. Lessons learned included a need for greater focus on scaling initiatives and co-designing with rural and vulnerable populations. UNDP also supported international conferences on innovation and development in 2014.
2. Promoting Entrepreneurship In Developing Countries By AlejandroUurdmandakh Gongor
This document discusses promoting entrepreneurship in developing countries. It begins with an overview of global youth unemployment trends and how new businesses are major job creators. Specifically, businesses under 5 years old create the majority of private sector jobs. The Empretec program, developed by UNCTAD, is highlighted as an effective method of entrepreneurship development through workshops that develop personal entrepreneurial competencies. Evaluations of Empretec found businesses experienced increased profits and employment after participating entrepreneurs completed the program. The document advocates for national entrepreneurship policies and strategies based on UNCTAD's policy framework to support startups and job growth.
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
The document discusses the International Association for People and Performance Development (IAPPD). It summarizes that IAPPD was founded in 2010 to represent the largest body of knowledge in performance management. It has grown to exist in 38 countries through 140 regional offices, with over 6000 certified professionals globally. The document outlines IAPPD's structure, values, history, mission, certifications offered, and regional offices located around the world.
SAFIPA ICT and MOBILE Business Building Programme: MODULE 5 - SAID presentati...Keith Maree
The document discusses collaboration and knowledge sharing. It notes that organizations should be willing to discuss experiences and share knowledge through collaborating in cross-functional teams. It also emphasizes the importance of networking and partnerships in today's globalized economy.
This document provides an introduction and recommendations regarding ISO's process for developing social responsibility standards. It defines social responsibility as contributing to sustainable development by balancing economic, social and environmental concerns. The document supports ISO's efforts to develop standards in this area, but recommends ISO clarify the definition, ensure a multi-stakeholder process, and address concerns about meaningfully including all stakeholders before putting a standard to a vote. It also provides three specific recommendations, including assessing minority positions, addressing prerequisites, and refining recommendations.
Virtual Business Incubator Framework for Enriching Innovation Ecosystem 2013Vasily Ryzhonkov
The main purpose of this work is to find possible solutions for overcoming challenges of existing business incubation models. The end goal is to provide practitioners with the model of economic development tool which will help them to build new generation of business incubators, e.g. to guide management teams, policy makers, entrepreneurs and educators in establishing a successful business incubation program (BIP). Eventually the model intends to expand the limits of existing business incubation models.
The University of the West Indies :: E. Nigel Harriscgrowth
The document discusses ways that universities can better contribute to economic growth in the Caribbean region. It outlines initiatives at the University of the West Indies (UWI) to develop entrepreneurship among students through business programs, and notes some graduates who have started their own companies. UWI also provides advisory and consulting services to help businesses. While UWI graduates thousands each year, unemployment remains high, so greater efforts are needed to ensure graduates' skills are utilized. Strengthening partnerships between universities, the private sector and governments could help translate research outputs into commercial opportunities that drive innovation and competitive growth.
The document introduces an entrepreneurship education program called "Leader To Creator" for kids in India. It discusses how entrepreneurial skills are not traditionally taught but are important for students' futures. Leader To Creator aims to fill this gap through its "Entrepreneurship For Kids" program. The program is modeled after similar entrepreneurship education initiatives in other countries like the UK, US, Finland, and Israel. It will teach students entrepreneurial skills like technical skills, soft skills, and life skills over 60 hours of classes. Students will receive benefits like membership to the Leader To Creator club and certificates upon completion.
The International Association for People & Performance Development was founded to represent the single largest body of knowledge in the field of Performance Management, based on two pillars: Academic desk research and a vast database of information on performance management behaviors, derived from an international study of the impact of the practice of performance management.
This document summarizes Praveen Gupta's article about adapting John Kotter's model of leading change to managing innovation in organizations. The key points are:
1. Kotter's eight-stage process for leading change is adapted to driving innovation in corporations by establishing urgency for innovation, creating a guiding coalition, developing a vision and strategy, and communicating the change vision.
2. A new "Brinnovation" framework is presented that builds on employees' talents and simplifies the innovation process with strategies, rules, and a methodology.
3. Creating a culture of innovation requires changing organizational practices to inspire, implement, and reward innovations, such as emphasizing growth over short-term profits and inspiring employee
1. Development Plan Career Activity. Respond to the followingAbbyWhyte974
1. Development Plan Career Activity
. Respond to the following:
· What are some of the key concepts that should be included in a career plan?
· What common mistakes do people make when developing a career plan?
Assignment Instructions
Write a one-page paper (not to exceed 250 words). You will be graded on the following:
· Quality of your response.
· Coherence and organization.
· Mechanics.
This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.
The specific course outcome associated with this assignment is:
· Develop a professional development strategy that fosters career readiness skills for master's-prepared health care administrators.
A guide to
Social Return
on Investment
January 2012
in association with
“For FRC Group using SROI has been a fascinating
process which has fine tuned our understanding of
the impacts that are achieved as we improve our
performance, and exposed areas in which we can
do more.”
Verity Timmins, Impact Manager, FRC Group
“At Impact Arts we have embraced SROI as one of our
central evaluation tools, which complements our existing
evaluation practice very well. SROI has clear benefits
for our organisation in terms of our future funding and
business development activities, as well as focusing our
day to day practice on where and how we add value.”
Susan Akternel, Innovation and Development Director, Impact Arts
“SROI has helped us develop an ongoing relationship
with our stakeholders which shows that we are listening
to their needs and we can now report how our work
impacts on their lives and the lives of others.”
Maeve Monaghan, Director, NOW Project
A guide to Social Return on Investment 3
Update to the 2009 Guide
This Guide is an update to the 2009 Guide to Social Return on Investment that was
published by the Cabinet Office. There are no changes to the principles or to the
methodology used to apply those principles within the framework. The purpose of
the update is to amend the language used so that it is more relevant for international
audiences and for different sectors and types of organisations.
A small number of typographical errors have also been corrected.
The worked example was included as an example of how those principles are applied
in practice. A supplement will be available for the worked example ‘Wheels to Meals:
one year on’ which sets out how the organisation has developed its approach to SROI
after completing an evaluation against the initial forecast.
Supplements to the Guide will be prepared from time to time and form part of the
guidance available. At the date of this update a supplement on Materiality has been
released and is available from the SROI Network website.
January 2012
Acknowledgements
The 2009 gui ...
1. Development Plan Career Activity. Respond to the followingMartineMccracken314
This document provides guidance on conducting a Social Return on Investment (SROI) analysis. SROI is a framework for measuring and accounting for the social, environmental, and economic value created by an organization's activities. The summary outlines the key stages of an SROI analysis: 1) establishing scope and identifying stakeholders, 2) mapping outcomes, 3) evidencing outcomes and valuing them, 4) establishing impact by accounting for deadweight, attribution, and drop-off, 5) calculating the SROI ratio, and 6) reporting and embedding the results. The document emphasizes involving stakeholders throughout the process and only claiming the value that the organization is responsible for creating.
ACV Report on Impact Investing Policy in Hong Kong-July 2014Philo Alto (李 家 仁)
This document summarizes a report on adopting the London Principles to grow impact investing in Hong Kong. It was authored by Philo Alto and P. Ming Wong and supported by grants from the Rockefeller Foundation and Impact Investing Policy Collaborative. The report provides an analysis of Hong Kong's social welfare system and funds, including a spotlight on the new Social Innovation and Entrepreneurship Development Fund. It applies the London Principles framework to make policy recommendations for Hong Kong to bolster its approach to impact investing and help social enterprises. The summary highlights the key organizations involved in supporting the report and its analysis of Hong Kong's existing funds and policies related to impact investing.
Insights into the process of successful cross-sector partnering
* create better case study collection and dissemination methods
* deepen understanding of case studies as tools for change.
EurekaConnect Executive Forum Sept 2015 Summary and updateCurtis Sprouse
The document discusses the gap between medical research and implementation of new technologies and treatments. It summarizes a conference that brought together leaders from industry, academia, investment, and government to address this gap. The conference participants agreed to establish two initiatives: 1) an educational non-profit called the Institute for Biomedical Entrepreneurship to train researchers in commercialization, and 2) a for-profit development corporation to fund and support translation of innovations to products. Initial steps have been taken to incorporate these organizations, including electing boards and identifying executive directors. The initiatives aim to launch educational programs in 2017 and begin funding projects to bridge the gap between research and real-world impact.
Outside inc - is social intrapreneurship the new driver for innovation?Anis Bedda
Outside Inc - Marieke den Nijs
Title: Is Social Intrapreneurship the new driver for innovation?
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
This document provides an overview of AIESEC's strategy towards 2015, known as AIESEC 2015. It introduces key concepts like the AIESEC Way, BHAG, Golden Circles model, and explains how the strategy and programs are linked. The document outlines the phases of the AIESEC Experience - Engagement, Experiential Leadership Development, and Life-Long Connection. It provides details on improved programs like Team Member, Team Leader, Global Internship, and Global Community Development. It includes a timeline, frequently asked questions, and references materials used in developing AIESEC 2015.
The document provides information about Entrepreneurship Development Institute of India (EDI):
EDI is a national institution committed to promoting entrepreneurs through education, training, research and institution building. It offers post-graduate programs in entrepreneurship and focuses on research. EDI aims to develop entrepreneurs, increase SME competitiveness, and contribute to knowledge in entrepreneurship. EDI trains over 125,000 entrepreneurs annually through its entrepreneurship development programs.
Innomantra viewpoint -The End of CXOs Innovation Peekaboo Innomantra
Innovation has been a lifeline of many organizations for survival and growth, but the CXOs and leadership had a ‘peekaboo’ experience with ad hoc activities and very thin consistency in involvement of its people. As they were trying to structure by connecting the jigsaw pieces of innovation in a multicultural business and stakeholder environment to achieve an exponential impact in the age of triple-bottom-line Profits, People, and Planet.
This is a handbook for businesses and other stakeholders that value social responsibility, economic growth and healthy business environments. These crucial issues in the present world cannot be solved by a company or government in isolation, and should be addressed as a pervasive concern that every participant in the global economy needs to tackle. It is with such a view that EBAC introduces the Responsible Business 2.0 model in this handbook, and aligns this framework with the goals in order to achieve a global, inclusive and sustainable development
The taste of innovation build-10 x-valuefactory-90days-master-program-brochureFlevum
Brochure The Taste of Innovation | Beyond Performance Experience
How to build your 10x-ValueFactory in 90 days (introduction)
We leven in opwindende tijden - waarin de manier waarop we met elkaar werken sterk aan het veranderen is, waarin de focus naast presteren, veel meer is gaan liggen op de mens. Leiders zijn zich meer en meer bewust dat als het hun mensen goed gaat, het ook goed gaat met de organisatie.
Uitspraken binnen deze context zijn gedaan door:
Wendy Woods - Sr. Partner Boston Consulting Group: “Smart, committed people. They are our most precious and powerful resource. And many of the innovations that people have created recently enable even more people to contribute in even more substantial ways. That’s a significant part of why I’m so optimistic about our future.”
Ed Catmull - Co-founder Pixar: “Talent is rare. Management’s job is not to prevent risk but to build the capability to recover when failures occur.”
Of denk aan het “Growth Manifesto” initiatief van Neville Isdel (Coca-Cola) hoe terug te gaan naar “living our values”, hoe beter samen te werken en mensen te ontwikkelen om ultieme prestatie mogelijk te maken.
Bovenstaande voorbeelden schijnen hun licht over desastreuze focus op alleen presteren bij bedrijven zoals Enron, Lehman Brothers, Atari, Kodak …
Het feit dat klanten producten en/of diensten afnemen geeft aan dat er waarde wordt toegevoegd. De vraag is:
Welke waarde gaat morgen - onbewust ? - gewenst worden?
Wanneer is morgen?
Hoe maken wij contact met morgen?
Hoe creëert u uw eigen WaardeFabriek die antwoorden geeft op deze vragen?
Uw eigen WaardeFabriek?
DeWaardeFabriek gunt iedere organisatie haar eigen WaardeFabriek, waarin het gezamenlijk op zoek gaan naar EN het realiseren van de waarde voor morgen centraal staat.
Samen met DeWaardeFabriek laten wij u tijdens deze bijeenkomst proeven van de elementen die uw eigen WaardeFabriek succesvol maken. Deze elementen in deze bijeenkomst vormen onderdeel van een master-programma “How to build your 10x-ValueFactory in 90 days” dat speciaal voor Flevum-leden in januari 2016 van start gaat.
Na afloop van deze bijeenkomst gaat u naar huis met praktische inzichten die u direct in de praktijk kunt brengen.
Dit programma wordt inmiddels met succes toegepast bij o.a.:
TATA Steel
Stork
SPIE
World Class Maintenance
People and Innovation: Getting Ideas on the tableScott Smith
These days, everyone can attest to the importance of being innovative. In a knowledge economy where small insights can quickly shift the competitive landscape and capabilities can rapidly be bought, borrowed or built, we believe that those leaders who oversee a dynamic, fastmoving, innovation portfolio will have the best chance of breaking away from the pack and generating growth. But many organizations are finding it difficult to engage their people – from their employees to their customers to their suppliers – in the innovation process. If this is the case, then where do they start?
Published by the IBM Institute for Business Value, 2006
Global Value Chains, Production Transformation and DevelopmentDr Lendy Spires
The OECD Initiative on Global Value Chains aims to promote sustainable and inclusive growth through improved integration into global value chains. It provides a platform for peer learning and policy dialogue between OECD and non-OECD countries. The Initiative works to improve measurement of participation in global trade and production and identify policies to promote upgrading. Its goals include developing new indicators, sharing evidence on successful participation policies, and providing policy recommendations to strengthen the development impact of global value chain strategies.
This document is a final project from a team of 4 students - Toni Belhu, Jon Marti, Ricky Robinson, and Reggie Williams. The project aims to optimize organizational effectiveness through increasing diversity in talent. It identifies that current organizations do not reflect global society and will not in the future. Diversity promotes innovation which will be important for companies to survive in a global economy. The team's stakeholders are listed as well as how success will be measured by having a diversity plan adopted. Constraints and opportunities are discussed at the individual, group, organizational, industry, societal, and technological levels.
EABIS: The network on business in society issuesEABIS
EABIS is an unique alliance of businesses, business schools and international institutions committed to promoting more sustainable business practice through partnership, learning and research. EABIS’ objective is to be a reference point for organisations seeking access to leading edge thinking and practice in corporate responsiblity, sustainability, and governance.
The document outlines a strategy for innovation between AARP Services, Inc. and UnitedHealth Group. It notes that while past efforts at innovation through Innovation Value have yielded incremental improvements, a new approach is needed. The new approach involves selecting priority domains of focus using the Innovation Value Chain model of idea generation, conversion, and diffusion. The goal is to develop high-quality solutions that address member needs and provide business value by leveraging both organizations' competencies.
The document outlines the governance framework of the Biji-biji Initiative, which includes their sustainability indicators, governance structure, financial distribution model, and transparency commitments. It details how the organization measures its economic, social, and environmental impacts and how funds are allocated for salaries, materials, overheads, and reinvestment. The framework also encourages internal entrepreneurship, ensures inclusiveness and collaboration, and advocates for open source principles.
This document is Lenovo Group Limited's 2020/21 Environmental, Social and Governance (ESG) report, which covers the fiscal year from April 1, 2020 to March 31, 2021. The report details Lenovo's ESG performance, initiatives, and goals. It includes sections on environmental management, social programs, governance, and the company's global supply chain. Lenovo engaged with stakeholders to determine the key ESG issues to report on and followed Global Reporting Initiative standards and Hong Kong Stock Exchange guidelines for ESG reporting.
Organizations implementing knowledge strategies generally go through five stages: pre-implementation, implementation, reinvigoration, inculcation, and holistic. This presentation details steps ADB took in 2008–2011 to initiate, develop, standardize, optimize, and innovate knowledge management and learning.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.