| Managing Innovation & Continuous Improvement | | | Franciane Manzoli | | | Table of Contents Part 1 3 Task 1 3 Task 2 4 Part 2. Development of options for the continuous improvement – by fostering creativity and innovation 5 Task 1 5 Task 2 6 Part 3. Develop options for continuous improvement - analyses 7 Task 1 7 Part 4. Implement innovative processes 9 Task 1 9 Part 1 Task 1 a) Some of the key systems and processes used within the organisation
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The Rules of Innovation by Clayton Christensen is a breakdown of important variables that affect the probability of success in innovation. In the past innovation was seen as random and unpredictable‚ but based off his article the probability of innovation is on the rise with the success of mastering his variables. He classifies the four variables as: 1) taking root in disruption‚ 2) the necessary scope to succeed‚ 3) leveraging the right capabilities and 4) disrupting competitors‚ not customers.
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STRATEGIC MANAGEMENT CONCEPTUAL FRAMEWORK What is Strategic Management ? Strategic Management can be defined as the art and science of : • formulating‚ • implementing‚ and • evaluating competitive moves and business approaches that enable an organization to achieve its objectives. The Strategy-Making‚ Strategy-Executing Process Developing Developing A Strategic A Strategic vision vision Setting Objectives Crafting a Monitoring Strategy to Implementing developments‚ evaluating
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1. From early 1990s to 2004‚ the Lego Group‚ a long successful toymaker with a world-renowned brand‚ fell into the edge of bankruptcy. Compared with the highest revenue in 1999‚ the revenue in 2014 decreased by 35.6% while the net profit was negative‚ seven times less than that in 1999‚ the lowest in the past ten years. Its net profit margin and ROE were also the lowest. The gross margin and inventory turnover were all lower than its competitors. The strategic moves in the two main periods “growth
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! ! ! ! ! ! ! ! ! ! ! ! The LEGO Case Study 2014 ! ! ! ! ! ! ! ! ! ! The A CONTENTS ! ! ! 1! ! 2! ! ! 3! ! 4! ! 5! ! 6! ! 7! ! Introduction!! ! ! Difficult start to the decade 2001.! Signs of Recovery 2002.! Hopes dashed - 2003.! LEGOLAND parks.! LEGO Brand Stores.! The Knudstorp Review.! 8! ! Financial Focus - the ! Oveson addition. ! 9! ! Back to basics and the limit to adjacencies. ! ! ! 10 ! Developing the strategy ! why do we exist? ! ! 11 ! First the action plan -
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Lego Case Study Report Introduction The Lego Group was founded in 1932 by Ole Kirk Christiansen. For years of development‚ Lego has achieved the transition from a carpenter’s workshop to a global enterprise. Its Lego brick has been named the ‘toys of the century’ twice and greatly contributes to the company’s stable growth. Nevertheless‚ Lego struggled mightily in the early to mid-2000s. Sales dropped 30 percent in 2003 and 10 percent more in 2004‚ and the company was destroying about $337‚000
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Given a chance‚ you are called to fill in the position of CHED/DepEd director. You are given a limited time frame of three (3) years to make an abrupt education innovation producing an outcome of quality education and develop high standard of educational leadership. How will you do this? If I will be given this chance‚ I will start equipping myself with the necessary skills for me to be able to handle such big task. I will consult people who have experiences that can contribute to my self – growth
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OPERACIONES II Caso: EL JUEGO DEL LEGO Desarrollado por: Roger Jaramillo Raúl Acurio Fernando Palacios Profesor: Daniel Susaeta Fecha: Marzo - 2011 1. DATOS DEL tALLER. 1. TABLA DE DATOS DE LAS 6 RONDAS. 2. OBSERVACIONES RELEVANTES. • A medida que se procesan lotes más pequeños en las diferentes etapas del proceso de producción‚ el material atrapado en el proceso WIP es menor. Como se puede ver en la Ronda 1 cuando los tamaño de los lotes para el tratamiento
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Case Write-Up: LEGO Group-An Outsourcing Journey Q1 LEGO’s main expectations and learnings from the relationship with Flextronics LEGO’s main expectation was to optimize its global supply chain by saving cost and reducing production complexity from the cooperation with Flextronics. However‚ the contract between those two lasted for only 3 years. In the end‚ LEGO re-took control of plants in Czech Republic‚ Hungary and opened a new site in Mexico Lessens LEGO received from this unsuccessful
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Bower & Christensen (1995) and Markides (2006) discuss several types of innovation: disruptive technologies‚ radical innovations and business model innovations. a) Please describe in your own words (but based on the articles) what the following concepts mean: (i) business model innovation‚ (ii) radical innovation‚ and (iii) disruptive technologies. b) Please explain how according to Markides (2006) business model innovation differs from disruptive technologies? c) Please consider the following
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