IdeasCount is a web-based idea management system that makes it easy for employees to submit ideas for improvement. It provides transparency into the idea review process and benefits both the organization and employees. IdeasCount provides reporting on idea participation rates, implementations, and return on investment. It helps organizations continuously improve by capturing ideas from all employees.
Evolving Lean in Matrixed Enterprise Deliverymartinburnsuk
油
The document discusses evolving Lean approaches in large, matrixed organizations like IBM. It notes that while a Toyota-like culture may be a good goal, IBM's reality requires tying benefits back to financial metrics. The document then summarizes IBM's Application Management Services and notes its large, matrixed structure and focus on commercial success. It discusses initial resistance from managers to more formal Lean projects but adopting a lighter "Kaizen" approach of continuous small improvements. An example uses Kanban to visualize a process and address problems in a major project. The document promotes the A3 problem-solving method for sustainability and argues it can drive improvement at all levels.
India Inside. The Emerging Innovation Threat to the West LBS Professor Nirm...London Business School
油
From Obama to Singh, leaders worldwide cite innovation as crucial to the future prospects of their respective nations. In this presentation, London Business Schools Professor Nirmalya Kumar, debates that the long held monopoly of the West with respect to innovation is over.
Making Scrum Work Inside Small Businesses Laszlo Szalvay
油
This document discusses how entrepreneurs can benefit from using Scrum. It recommends that entrepreneurs incorporate a culture of learning and questioning, use both qualitative and quantitative metrics like cash on hand and number of happy customers and employees, and do Scrum at the organizational level across functions like marketing, sales, and executives. Adopting these agile practices can help entrepreneurs build learning organizations that continuously solve problems and adapt.
On November 30, 2011 Tim Draimin delivered a public webinar as part of the Canadian Social Impact Series presented by SiG. He examined the synergies and points of difference between the Australian and Canadian social innovation ecosystems.
He observed remarkable progress in social innovation during a visit to Australia in November. He concludes with some questions about how Canadians can learn from and adopt some of Australia's best practices.
To see the full webinar visit: http://sigeneration.ca
Nick Jankel shares his journey from running profitable companies focused on consumerism to pursuing social innovation and entrepreneurship. He discusses the transition from Enterprise 1.0 focused solely on profit to Enterprise 2.0 which uses business as a vehicle to benefit people and the planet. Jankel advocates recalibrating the world towards thriveability by connecting head, heart and hand in service of people and the planet. He offers tools and training to teach others how to innovate and collaborate effectively to co-create a better world.
Analysing REDD+: Challenges and choicesCIFOR-ICRAF
油
Analysing REDD+: Challenges and choices is the third book in a series of highly recognised REDD+ volumes from CIFOR. It was launched at CIFOR's official onsite side event during Rio+20, which discussed how transformational change is required to realise the forest sector's climate change mitigation potential through avoided deforestation and forest degradation (REDD+). Climate change is a key global challenge and forests are a key part of the international mitigation agenda. REDD+ offers the opportunity to transform the forest sector in a manner consistent with the vision of a green economy.
For the past four years, CIFOR and partners have been conducting a Global Comparative Study on REDD+ on policy development and the challenges of implementation. In this presentation, CIFOR scientists discuss the results of this work that are relevant to the objectives of Rio+20 and the development of a green economy.
For a copy of the publication, visit www.forestsclimatechange.org/analysingredd+
For more information about the Global Comparative Study on REDD+, visit www.forestsclimatechange.org/global-comparative-study-on-redd.html
This document discusses knowledge management (KM) and innovation. It introduces the Southern California Quality Assurance Association (SCQAA) organization and some of its benefits for members, including networking opportunities and presentations. It then discusses techniques for effective innovation using a learning organization and knowledge bases. Specific tools covered include TRIZ, brainstorming, and paradigm shifting. The document concludes by discussing a potential innovation workshop for SCQAA members to generate solutions to challenges.
The document discusses strategies for boosting profits during recessionary times through organizational innovation and engaging employees' creativity. It notes that only the most innovative organizations will survive difficult economic periods by differentiating themselves and redefining how to attract consumers. Adaptability is key through developing problem-finding cultures where employees deliberately look for problems and drive change. Examples are provided of companies like Toshiba, P&G, and Frito-Lay that have implemented problem-finding cultures and creative problem-solving processes to drive innovation and cost savings. The document emphasizes that efficiency and flexibility improvements alone will not be sufficient and that organizations must develop an adaptability mindset.
This document discusses creativity and innovation. It defines creativity as generating new ideas that improve efficiency or effectiveness. Entrepreneurs with creativity can see opportunities where others only see problems. India ranks 23rd in innovation according to the Global Innovation Index, lower than countries like the US, Germany, UK, Japan, and France. The document also discusses how creativity can be developed through accumulating knowledge, incubation of ideas, experiencing solutions, and evaluation/implementation. It notes some classic traps in innovation like overemphasis on blockbuster ideas and tight controls that stifle new ideas.
Nypro was a large custom injection molding company that saw sales grow from $4 million in 1970 to $200 million in 1995. It used a daily profit and loss report to monitor the performance of each production facility. While this report provided useful operational data, the corporate controller was concerned it did not adequately capture indirect costs and may be measuring the wrong metrics as the company and information technology rapidly grew. Additional cost accounting methods like job order costing and activity-based costing could provide more accurate and balanced reporting to control the successful but growing company.
Tips to Applying Exponential Organization Principles To Large CPG CompaniesIleana Chermenschi
油
The document discusses exponential growth and how things can grow much faster than expected. It gives the example of a lily pad patch doubling in size daily and asks how long it would take to cover half the lake if it takes 48 days to cover the whole lake. It then discusses how exponential technologies are changing businesses and how companies like Airbnb and Quirky operate much more efficiently. It outlines principles of exponential organizations like leveraging assets, using algorithms, and community involvement. It provides strategies for large companies to adopt these principles through transforming leadership, partnering with startups, and implementing practices like experimentation and real-time dashboards.
The series of slides on Choices, Conflicts and the Creatives discuss and define the innovative and integrative approach by investment Tycoon - Michael Lee-Chin. With integrative thinking he rescued his Management Firm AIC. This presentation is initiated by Welingkars Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/際際滷ShareIntMang
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our 際際滷share Channel: http://www.slideshare.net/welingkarDLP
Gordon Kraft proposes establishing entrepreneur incubators to provide resources like office space, market research assistance, legal help, and mentoring from retired industry executives. This would help entrepreneurs focus on developing their ideas. The incubators would take a small percentage of future revenue in exchange for these services. Kraft believes this could generate new businesses and jobs as many will need work in the struggling economy. Others discuss refinements like evaluating ideas first to focus resources better. Most agree incubators are valuable for supporting innovation.
Gordon Kraft proposes establishing entrepreneur incubators to provide resources like office space, market research assistance, legal help, and mentoring from retired industry executives. This would help entrepreneurs focus on developing their ideas. The incubators would take a small percentage of future revenue in exchange for these services. Kraft believes this could generate new businesses and jobs as many people will need retraining due to reductions in industries like automotive. Others discuss refining the model and share experiences with existing incubators.
Shared Value - the next big thing in strategic innovation20110617 keynote gdf...Jeroen De Flander
油
1. Jeroen De Flander discusses the concept of strategic innovation and shared value, which involves finding ways for businesses to create economic and social value.
2. He emphasizes moving beyond traditional trade-off thinking where business and social goals are seen as competing, and instead finding ways they can be mutually reinforcing through the value chain.
3. De Flander provides examples of companies that have successfully created shared value and encourages changing mindsets to promote behaviors that lead to strategic innovation such as questioning assumptions and looking outside the industry for ideas.
Settlers of DevOps - DevOpsDays Boston 2017Rob Cummings
油
This document discusses a model for organizing IT teams called "Pioneers, Settlers, and Town Planners" based on the work of Simon Wardley. It describes the roles of each group - Pioneers experiment and fail quickly, Settlers adopt ideas and customize them, and Town Planners industrialize and scale solutions. The model focuses on continuous improvement through the "theft-based pull" of ideas between these roles. Common anti-patterns are discussed such as relying only on innovation labs or forcing adoption without shared vision. The key takeaways are to create flows of ideas rather than barriers and recognize that each role contributes value.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovators dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
A winning intranet strategy contains many small steps and a few big jumps. An intranet should never be a project - it's something that supports the business. In order to achieve this, it is important that it develops with the business and not through leaps and bounds.
This has to happen all while keeping a close eye on what's happening on the other side of the firewall since this is what the end users ultimately will request from an internal solution.
This document summarizes the crowdsourcing process used by Atizo to generate ideas from online communities. Atizo uses a multi-module process to define challenges, generate ideas, evaluate ideas, and plan implementation. Examples are provided of companies that used Atizo's crowdsourcing platform to develop new products, improve processes, and find marketing ideas. The results included hundreds of ideas from diverse community members to help companies achieve their innovation goals in a more open and cost-effective manner than working alone.
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
This document discusses how enterprises can use social media. It outlines typical social media application areas like marketing, branding, and sales. It also explores other areas enterprises are using social media like customer service, product development, employee engagement, knowledge management, crisis communications, and marketing research. Examples are provided for how companies like Comcast, Dell, BestBuy, IBM, Domino's Pizza, and Fiskars have leveraged social media in these areas. The document concludes by discussing external and internal social media strategies and providing an enterprise social media framework.
This document provides an introduction to managerial economics. It begins by listing recommended reading materials and then outlines the session objectives, which are to discuss key economic concepts like rational decision making, incentives, and marginal analysis. It then presents a case study on the expansion of the Disney Corporation under Michael Eisner and how managerial economics informed strategies like advertising, pricing, and executive compensation. Another case examines Toyota's production and pricing decisions around the hybrid Prius. The document concludes by defining managerial economics and outlining four key principles of rational decision making: people face tradeoffs, opportunity cost is the relevant cost, people think at the margin, and people respond to incentives.
1) Several large companies like Starbucks, Dell, and AT&T have implemented social innovation programs to crowdsource new product ideas from employees and customers.
2) Dell's IdeaStorm program has engaged over 60,000 registered users who have submitted over 17,000 ideas, with over 500 ideas being implemented.
3) AT&T's program engages over 100,000 members globally and generates over 500 ideas per month to solve business challenges. Top ideas progress through prototyping, pitching, development, and potential commercialization.
Examples of Innovation Building Blocks in IBMPietro Leo
油
IBM utilizes various innovation building blocks to drive innovation, including partnerships and alliances, R&D collaboration, internal innovation programs, building intellectual property and licensing, acquisitions, and incubators/accelerators. Some key programs and strategies mentioned include the MIT-IBM Watson AI Lab, global and local university partnerships in Italy, the IBM 5 in 5 program to generate ideas from employees, and the MindUP accelerator to support startups. Rigorous innovation management processes are also emphasized to successfully implement new ideas.
The document discusses different eras of business models from 1950 to present day and strategies for companies to thrive in today's changing environment. It suggests companies built from 1950-1990 focused on lasting success, those from 1994-2002 aimed to be sold, and current companies from 2002-2015 need to continuously innovate and adapt to changing conditions. It advocates for reframing problems, creating movements to shift minds, and systematizing innovation without systems to stay relevant through constant change.
This document discusses how large-scale crowdsourcing and peer production can drive innovation through idea generation, evaluation, and implementation. It provides examples of how open challenges and crowdsourcing transformed industries like transportation and medical devices. The key points are that crowds can access critical resources like ideas, capital, data and influence change at a vast scale; that the right incentives, questions, and ecosystems are needed to engage participants and achieve results; and monitoring participation is important for picking the best ideas and retaining contributors over time.
Ikea - A case study in stimulating innovation and changeAnkit Uttam
油
IKEA is used as a case study of a company that successfully stimulates innovation and change. IKEA communicates its innovation strategy widely and partners everyone in developing the strategy. Some innovations IKEA has implemented include popup advertising, moving showrooms, and storage balconies. In contrast, Kodak failed to inject innovations into its products and lost market share as a result. The document outlines six ways companies can stimulate innovation, such as being open to new ideas, uncovering change champions, and allowing occasional failures by taking risks. Barriers to innovation include inadequate funding, closed-mindedness, and inflexible processes.
The document discusses strategies for boosting profits during recessionary times through organizational innovation and engaging employees' creativity. It notes that only the most innovative organizations will survive difficult economic periods by differentiating themselves and redefining how to attract consumers. Adaptability is key through developing problem-finding cultures where employees deliberately look for problems and drive change. Examples are provided of companies like Toshiba, P&G, and Frito-Lay that have implemented problem-finding cultures and creative problem-solving processes to drive innovation and cost savings. The document emphasizes that efficiency and flexibility improvements alone will not be sufficient and that organizations must develop an adaptability mindset.
This document discusses creativity and innovation. It defines creativity as generating new ideas that improve efficiency or effectiveness. Entrepreneurs with creativity can see opportunities where others only see problems. India ranks 23rd in innovation according to the Global Innovation Index, lower than countries like the US, Germany, UK, Japan, and France. The document also discusses how creativity can be developed through accumulating knowledge, incubation of ideas, experiencing solutions, and evaluation/implementation. It notes some classic traps in innovation like overemphasis on blockbuster ideas and tight controls that stifle new ideas.
Nypro was a large custom injection molding company that saw sales grow from $4 million in 1970 to $200 million in 1995. It used a daily profit and loss report to monitor the performance of each production facility. While this report provided useful operational data, the corporate controller was concerned it did not adequately capture indirect costs and may be measuring the wrong metrics as the company and information technology rapidly grew. Additional cost accounting methods like job order costing and activity-based costing could provide more accurate and balanced reporting to control the successful but growing company.
Tips to Applying Exponential Organization Principles To Large CPG CompaniesIleana Chermenschi
油
The document discusses exponential growth and how things can grow much faster than expected. It gives the example of a lily pad patch doubling in size daily and asks how long it would take to cover half the lake if it takes 48 days to cover the whole lake. It then discusses how exponential technologies are changing businesses and how companies like Airbnb and Quirky operate much more efficiently. It outlines principles of exponential organizations like leveraging assets, using algorithms, and community involvement. It provides strategies for large companies to adopt these principles through transforming leadership, partnering with startups, and implementing practices like experimentation and real-time dashboards.
The series of slides on Choices, Conflicts and the Creatives discuss and define the innovative and integrative approach by investment Tycoon - Michael Lee-Chin. With integrative thinking he rescued his Management Firm AIC. This presentation is initiated by Welingkars Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/際際滷ShareIntMang
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our 際際滷share Channel: http://www.slideshare.net/welingkarDLP
Gordon Kraft proposes establishing entrepreneur incubators to provide resources like office space, market research assistance, legal help, and mentoring from retired industry executives. This would help entrepreneurs focus on developing their ideas. The incubators would take a small percentage of future revenue in exchange for these services. Kraft believes this could generate new businesses and jobs as many will need work in the struggling economy. Others discuss refinements like evaluating ideas first to focus resources better. Most agree incubators are valuable for supporting innovation.
Gordon Kraft proposes establishing entrepreneur incubators to provide resources like office space, market research assistance, legal help, and mentoring from retired industry executives. This would help entrepreneurs focus on developing their ideas. The incubators would take a small percentage of future revenue in exchange for these services. Kraft believes this could generate new businesses and jobs as many people will need retraining due to reductions in industries like automotive. Others discuss refining the model and share experiences with existing incubators.
Shared Value - the next big thing in strategic innovation20110617 keynote gdf...Jeroen De Flander
油
1. Jeroen De Flander discusses the concept of strategic innovation and shared value, which involves finding ways for businesses to create economic and social value.
2. He emphasizes moving beyond traditional trade-off thinking where business and social goals are seen as competing, and instead finding ways they can be mutually reinforcing through the value chain.
3. De Flander provides examples of companies that have successfully created shared value and encourages changing mindsets to promote behaviors that lead to strategic innovation such as questioning assumptions and looking outside the industry for ideas.
Settlers of DevOps - DevOpsDays Boston 2017Rob Cummings
油
This document discusses a model for organizing IT teams called "Pioneers, Settlers, and Town Planners" based on the work of Simon Wardley. It describes the roles of each group - Pioneers experiment and fail quickly, Settlers adopt ideas and customize them, and Town Planners industrialize and scale solutions. The model focuses on continuous improvement through the "theft-based pull" of ideas between these roles. Common anti-patterns are discussed such as relying only on innovation labs or forcing adoption without shared vision. The key takeaways are to create flows of ideas rather than barriers and recognize that each role contributes value.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovators dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
A winning intranet strategy contains many small steps and a few big jumps. An intranet should never be a project - it's something that supports the business. In order to achieve this, it is important that it develops with the business and not through leaps and bounds.
This has to happen all while keeping a close eye on what's happening on the other side of the firewall since this is what the end users ultimately will request from an internal solution.
This document summarizes the crowdsourcing process used by Atizo to generate ideas from online communities. Atizo uses a multi-module process to define challenges, generate ideas, evaluate ideas, and plan implementation. Examples are provided of companies that used Atizo's crowdsourcing platform to develop new products, improve processes, and find marketing ideas. The results included hundreds of ideas from diverse community members to help companies achieve their innovation goals in a more open and cost-effective manner than working alone.
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
This document discusses how enterprises can use social media. It outlines typical social media application areas like marketing, branding, and sales. It also explores other areas enterprises are using social media like customer service, product development, employee engagement, knowledge management, crisis communications, and marketing research. Examples are provided for how companies like Comcast, Dell, BestBuy, IBM, Domino's Pizza, and Fiskars have leveraged social media in these areas. The document concludes by discussing external and internal social media strategies and providing an enterprise social media framework.
This document provides an introduction to managerial economics. It begins by listing recommended reading materials and then outlines the session objectives, which are to discuss key economic concepts like rational decision making, incentives, and marginal analysis. It then presents a case study on the expansion of the Disney Corporation under Michael Eisner and how managerial economics informed strategies like advertising, pricing, and executive compensation. Another case examines Toyota's production and pricing decisions around the hybrid Prius. The document concludes by defining managerial economics and outlining four key principles of rational decision making: people face tradeoffs, opportunity cost is the relevant cost, people think at the margin, and people respond to incentives.
1) Several large companies like Starbucks, Dell, and AT&T have implemented social innovation programs to crowdsource new product ideas from employees and customers.
2) Dell's IdeaStorm program has engaged over 60,000 registered users who have submitted over 17,000 ideas, with over 500 ideas being implemented.
3) AT&T's program engages over 100,000 members globally and generates over 500 ideas per month to solve business challenges. Top ideas progress through prototyping, pitching, development, and potential commercialization.
Examples of Innovation Building Blocks in IBMPietro Leo
油
IBM utilizes various innovation building blocks to drive innovation, including partnerships and alliances, R&D collaboration, internal innovation programs, building intellectual property and licensing, acquisitions, and incubators/accelerators. Some key programs and strategies mentioned include the MIT-IBM Watson AI Lab, global and local university partnerships in Italy, the IBM 5 in 5 program to generate ideas from employees, and the MindUP accelerator to support startups. Rigorous innovation management processes are also emphasized to successfully implement new ideas.
The document discusses different eras of business models from 1950 to present day and strategies for companies to thrive in today's changing environment. It suggests companies built from 1950-1990 focused on lasting success, those from 1994-2002 aimed to be sold, and current companies from 2002-2015 need to continuously innovate and adapt to changing conditions. It advocates for reframing problems, creating movements to shift minds, and systematizing innovation without systems to stay relevant through constant change.
This document discusses how large-scale crowdsourcing and peer production can drive innovation through idea generation, evaluation, and implementation. It provides examples of how open challenges and crowdsourcing transformed industries like transportation and medical devices. The key points are that crowds can access critical resources like ideas, capital, data and influence change at a vast scale; that the right incentives, questions, and ecosystems are needed to engage participants and achieve results; and monitoring participation is important for picking the best ideas and retaining contributors over time.
Ikea - A case study in stimulating innovation and changeAnkit Uttam
油
IKEA is used as a case study of a company that successfully stimulates innovation and change. IKEA communicates its innovation strategy widely and partners everyone in developing the strategy. Some innovations IKEA has implemented include popup advertising, moving showrooms, and storage balconies. In contrast, Kodak failed to inject innovations into its products and lost market share as a result. The document outlines six ways companies can stimulate innovation, such as being open to new ideas, uncovering change champions, and allowing occasional failures by taking risks. Barriers to innovation include inadequate funding, closed-mindedness, and inflexible processes.
Ikea - A case study in stimulating innovation and changeAnkit Uttam
油
IdeasCount Newsletter
1. IdeasCount
IDEASCOUNT
We all want our
organizations to
be strong, so
they can keep V O L U M E 1 , I S S U E 1 J A N U A R Y
us all em-
ployed.
We also want to
be part of some-
thing good
and worth-
Ideas = Improvement
while.
A single implemented Boardroom Inc., a twenty ideas per em-
We all want to improvement idea, Connecticut publisher, ployee per year.
be appreciated from just one of your averaged 104 ideas Milliken, a global fab-
employees, can save per employee in 2002. ric and specialty
A solid and well
thought out
over 8,500 dollars* Its sales per employee chemicals company,
method for let- were more than seven averages 110 ideas
ting people US Synthetic, John times greater than the per employee per
share their ideas Deere, Lycoming En- average publisher. year. Milliken is one of
for improvement gines, Metalworks,
can help create Richer Sounds has only two companies in
that strong, Rexam Beverage Can, been listed a number the world that has won
worthwhile and Ethicon Inc., Goodyear of times in the Guin- both the Malcolm
appreciative do Brasil Produtos de
place to work. ness Book of World Baldrige National
Borracha Ltda** and records as having the Quality Award and the
many other high per- greatest sales per European Quality
INSIDE THIS
ISSUE:
forming organizations square foot of any re- Award. The other is
credit much of their tailer in the world. It the French Italian
Idea Systems 2 success to employee also has one of the company ST Microe-
ideas for improve- best idea systems in lectronics, which has
IdeasCount 2 ments. the United Kingdom, one of the better idea
which brings in some systems in Europe.
*$8,757 average savings per implemented idea, source: The
Nutshell 3 Employee Involvement Association **Winners of the Shingo prize for
Operational Excellence See page 2
Fast, Easy, 4
Continuous
Improvement
4
Toyota, the gold standard
Toyota has about Toyota Creative Idea 1974 Total improve-
67,000 employees. Suggestion System ment ideas pass 1 mil-
Together they contrib- timeline and results: lion
ute over 700,000 ideas
a year and over 90% 1951 First improve- 1981 Total improve-
get implemented. ment ideas imple- ment ideas pass 5 mil-
mented lion
See page 2
2. PAGE 2
The rest of the story
Ideas are found
Toyota, continued: Results, continued: cent. Two of the com-
everywhere, just ask.
1984 Total improve- panys divisions have
ment ideas pass 10 Dana Corporation, won the Malcolm
million a global company Baldrige National
1988 Total improve- with over sixty thou- Quality Award
ment ideas pass 20 sand people, expects
million
every employee to
1995 Total improve- submit two ideas
ment ideas pass 30 each month, and in
million some facilities it ex-
ceeds twice this
2011 Total improve- number, with a
ment ideas pass 40 worldwide implemen-
With million tation rate of 80 per-
IdeasCount,
for as little
as 2 dollars
a month per
Idea Systems
user, people To really work, an The old suggestion
can idea system must: box systems are
contribute Be easy to use hard to set up, diffi-
an unlimited Be transparent cult to manage and
number of Benefit the or- end up working like a
ideas to ganization black hole
Benefit the em- I put my idea in,
make their ployees dont know where it
work faster, Show an ROI went or what hap-
better, pens next
cheaper,
safer.
Get results Now!
IdeasCount
IdeasCount is easy encrypted website. audited results and
to set up, easy to more. All sorted by
manage and easy to When you want to organization, depart-
use. Plus you can know if the system is ments, individuals,
see the status of really working; supervisors, loca-
ideas at your per- IdeasCount provides tions, managers,
sonal account page, reports on participa- business areas...
from any computer, tion rates, idea im-
anywhere at the SSL plementations, ROI,
IDEASCOUNT
3. VOLUME 1, ISSUE 1 PAGE 3
IdeasCount System, in a Nutshell
Anyone who super- Supervisors use the Recognition milestones (name
vises gets an account programs evaluation in a newsletter, postings, certificate,
automatically during tool to decide if the letter home)
the program setup, idea is viable:
and all non- YES = accept the Good for milestones (stuff like hats,
supervisory users set idea and work with jackets, shirts)
up their own ac- the submitter to get
counts on the SSL it implemented
encrypted server. NO = Return the
idea for further de-
IdeasCount users velopment, with sug-
(supervisors, non- gestions to make the
supervisors and man- idea better.
agers) submit their
ideas, describing the Accepted ideas gain
problem, what will fix recognition points for
it and how fixing it will the submitter, Imple-
help. mented ideas gain
even more points.
Ideas go electroni-
cally to the users The value or use of
supervisor (no com- the points is custom-
mittee, no Black ized by the organiza-
Hole) who has a tion during program
fixed window of time setup.
(determined at pro- Cash (a set point
gram setup) to re- value, i.e. 1 cent
view the idea. per point)
Tell me more?
Free Demo: Contact us to be Whitepapers: Want to learn Webinar: Like to have a guided tour? Need to have
able to sign on and explore more about Idea Systems? your questions answered while exploring the sys-
the system as both a user Curious what is involved in tem? Schedule a one on one webinar and explore
and a supervisor. See for setting up IdeasCount? Just the system with a real idea evangelist.
yourself if IdeasCount is right ask and we will provide the
for you information to satisfy your
curiosity.
Demo@IdeasCount.com Whitepapers@IdeasCount.com Webinar@IdeasCount.com
4. IdeasCount is Fast, Easy and Secure
IdeasCount Because IdeasCount is a web based system
there is no hardware to buy, no software to
install, no complicated procedures to learn.
Using the program is easy and intuitive.
And no one with a brainstorm will ever have
to wait to air their ideas, users can access
IdeasCount their accounts 24/7.
13938 Martville Road
Martville, New York 13111 Fully understanding the need for a secure
system, IdeasCount protects the integrity of
Phone: 315-564-6908
your data with advanced SSL encryption and
other safeguards. For example requests from
E-mail: Contact@IdeasCount.com
an employee to create an account require an
access code, as well as activation by the su-
pervisor.
Fast, Easy and Secure
www.IdeasCount.com
Continuous Improvement
IdeasCount is a component of a true
system of Continuous Improve-
ment.
IdeasCountCatch the thousands of
base hit improvements that otherwise
may be overlooked.
Rapid Improvement Workshops
Engage the subject matter experts in
analyzing their work and changing it for
the better.
Lean LeadershipThere is no im-
People rise to expectations.
provement without change.Lean leaders
must be able to create and maintain posi-
tive change in the workplace.
IdeasCount is offered by Hawthorne Consulting
Internal Resources Creating internal
resources to reduce the need for exter-
nal experts. Visit us at www.Hawthornecs.com