Have you ever considered the impossible task of optimizing a field workforce manually? Very often companies try to do just that. Actually, it’s not a problem to plan and schedule a mobile field force manually, but you can never optimize the field force manually. Let me prove that with simple calculation.
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My brain does not have the capacity to remember everything I read, so I need to document it, but, it must not take more than 2 seconds, otherwise I won’t do it. Instead I hope I’ll remember…but I know I won’t. But now I have a tool that helps me.
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The innovation process includes all stages from generating the idea to developing and selling the idea as a fully fledged product innovation to the market. In your company’s innovation processes, make sure that you stay at the junction where YOU flourish, based on your own personal prerequisites. Don’t waste your energy by assuming you are someone else and end up at a junction that doesn’t suit you.
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As individuals and companies, we need to protect ourselves against distractions so as not to lose our focus and commitment to bringing ideas all the way to new innovations. Today, distraction can include the possibilities and opportunities we see around us but also our self-perceived limited skills and experience when we compare ourselves with other people or companies.
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In a study of companies in the industrial, technology, and consumer goods sectors, a correlation can been seen between investment ratios and the distribution of innovation returns reflected in the share price. Among high performers that invest in all three levels of innovation, surveys reveal that the return ratio is the inverse of resource allocation. Companies that allocated according to the above investment ratios outperformed their peers, typically realizing a P/E premium of 10% to 20%.
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Targeting a healthy balance of core, adjacent, and transformational innovation is a vital step toward managing a complete innovation portfolio. The challenge is that a company must be able to execute at all three levels of ambition. However, few companies are good at all three, and not entirely surprising, companies struggle the most with transformational innovation.
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Many times I have asked myself what the best-in-class innovation portfolio would look like. How should you balance the different innovation ambition levels such as incremental innovations with transformational (breaking news) innovations? Are there any numbers you can benchmark against and what ratio will have the most impact on your financial results and share price? What areas of management will boost the different levels of ambition?
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Now, IFS takes another leap forward by acquiring Metrix. With Metrix’s portfolio of mobile solutions for field service management on smartphones and tablets, IFS can now boast one of the world’s broadest solutions for the mobile workforce, including….
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My advice is to always have your copycat glasses on and think how you can refine and evolve existing solutions on the market. Please bear in mind that many profitable innovations that have evolved from an existing technology or user behavior.
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If you’re a geek, the talk of the town right now is GitHub.
Explained in laymans terms, what GitHub is – on the surface – will be so boring to any regular person that you would stop reading about here… or maybe here!
But GitHub is anything but boring, and when you are done reading this article, you’ll be in the know of how the GitHub paradigm will have real impact on your daily life, in the very near future.
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In my role at IFS, formulating and communicating product visions and strategies for IFS Applications, I am constantly on the…
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My biggest takeaway from the day though had nothing to do with the questions asked, nor with the statements made by our competitors. Instead it was the opening presentation by Arild Saastad from Bertel O. Steen. What really stuck with me were the comments he made about how important it is for an ERP vendor to earn the trust of the organizations using their systems.
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