Design Strategy Of Innovation

Life may now feel more comfortable, and for that we are worthy of giving thanks to the innovators who have been offering various innovative products in front of us. Two decades ago, we probably never imagined how we could cast a series of romantic sentence in our lovers through the medium of SMS. Or, also to chat with friends across the ocean via the internet. Because of that, who knows twenty-five years from now we can enjoy the flying cars, floating above the streets of the city while enjoying a golden luminescence tower monument?Yes, now every day it seems we are always treated to a variety of products that offer a pinch of innovation for the sake of a good life. Starting from a digital camera products, internet banking, television media over the mobile phone screen, to the pants-product in-disposable-then-discarded. Life is constantly moving, and each such company driven to continue to launch various new products. In other words, without innovation, a company will almost certainly be knocked off the circuit business competition is increasingly brutal. The question then is: how can a company can become more innovative, not only in various products that are made, but also in conjunction with the management of its management? A number of investigations refer to three key aspects of a decent grip in the race to be the champion of innovation.The first aspect is the creation of innovation in the life pulse of a company. Of course, should be immediately referred to the creation of this climate not only be done through a variety of slogans or mere lips service. This climate can only blossom through the management system of democratic management, the liquid moves in a cross-departmental, and carried through a pattern of leadership open to a variety of new ideas, however radical new idea. In practice, the pattern of the democratic leadership even referred to as a key factor for the flowering of creativity among its employees. Without an empowering leadership pattern, then a full line of employee creativity though, will undoubtedly wither and sink in frustration because his ideas are always collided with a deadly wall of bureaucracy.
The second aspect, is the existence of a clear vision and direction of the company's strategy to face the future market landscape. Without a clear strategy, often innovative process that has been raised only to spin in place without being able to translate into superior products that benefit and win in the market. Classic tragic story about the greatness of the researchers at Xerox's probably worth mentioning here.In the 70s, here's what Xerox researchers first discovered the mouse technology, and also display windows which now adorn every computer screen. But tragically, Xerox officials are not able to see it all as a profitable product creation strategy. In the end, other companies who then exploit the diverse findings into a variety of innovative products legendary. The message is perhaps obvious: a company must put the whole process of innovation within the umbrella of a clear strategy about the future. Without it, the grueling process of innovation which will only lead to tragic failure.The latter aspect is also worthy of note when a company wants to innovate is the sensitivity to anticipate future needs of customers. Apple's phenomenal success in designing and selling the iPod was not separated from their kepaiawaian sniff lifestyle changes in customers to digital lifestyle. And now, they try to duplicate the success of the iPod with the launch of the iPhone, an innovative product that invites a lot of admiration.Apple's success stories indicate that the innovation strategy of telling him to have always been linked to the dynamic needs of customers, Atac often referred to as customer-driven innovation strategy.Process of becoming an innovative company that is not easy. It takes energy, a long breath and also a topnotch creativity to implement the above three aspects optimally. But now when life continues to move towards an increasingly hyper-modern, perhaps his choice was to live or die innovation. Slowly die in the grave obsolete products are boring.

BUSINESS STRATEGY REVIEW MIX

n the mid-stream changes in the increasingly intense business environment, it seems every company is required to have the adaptability and responsiveness of higher. The reason is clear: without the ability to perform constant self-transformation, a company at risk for drowning, and then bounced off by the current wave of change that continues to run without knowing tired.
In a real context, we are often treated by a drama about the transformation process that acted by many companies - both of which ended in success or failure in the middle of the road. We for example see how IBM technology rakasasa perform the transformation process to prevent him from death

pathetic in the early 90's. As we know, at that time, IBM's globally are on the verge of bankruptcy because of losses suffered more than 7 billion U.S. dollars. New competitors are more agile come ambushed and cake eroding IBM's business - first slowly, but after a long time felt more and make IBM's assault giddy - like a giant loss of oxygen to breathe.
Luckily at that time IBM officials knew, and immediately perform a fairly radical transformation process: ie change its core business of hardware providers such as mainframes and desktops become more berokus on technology consulting services. The reason, business consulting services and is no longer selling the hardware business, which is considered more representative of the future. Of course, this drastic change immediately demanded a change in all aspects of the work operations of IBM, both in the way of its human resources management, knowledge management processes, and also how it markets its products services. Now after more than 10 years, the transformation process seems to show results worthy of applause. Currently, IBM is still able to establish himself as the world's largest technology company with revenues of more than 100 billion U.S. dollars annually.
Proverbs shows that the transformation process is a kensicayaan perhaps inevitable. The issue, through the process of transformation of the company or corporate transformation was to go through a long path, steep winding nan. From some experience of best practices that can be observed, there are a number of elements that can bring the success of the transformation process. The first, of course, is the vision and future strategy especially clear, coherent, and is believed to be able to take the company towards glory. The successful transformation of IBM, one of them, because they begin with a clear vision of market direction of future technologies, and how they should seize it.
The next element is a credible leadership (consistent between vision to action) and is also capable (has a range of management skills to inspire others to move toward the direction of change to be achieved). No less important, this solid leadership should not only exist in top management but also to spread evenly at the middle management. Because, in many cases, the process of change involving all aspects of the company in desperate need of strong leadership at the middle level. Middle management is what will ensure that the vision and strategic direction from top management can be articulated kesegenap employees - and on their shoulders as well, rill implementation of the strategy was operationalized. Thus, they have a critical role in ascertaining whether the change could be a vision in a concrete walk or just stay imagined shadow sheer fantasy.
Vision and clear strategic direction changes; accompanied with a good solid leadership from the top or mid-level management are core elements that often colors every successful transformation process. These three elements must be considered is what may be the way to change the imagined. A process of change that had to be done, especially if a company wanted to live

Grand Livina Management Revolution And The Story Of Nissan

Nissan Grand Livina probably deserved was named Car of the Year for 2007. Launched in April 2007, these products are directly sold like hot cakes. The rate of sales to make the market authorities, the Kijang Innova, a ketar-ketir. The story is as sweet Grand Livina repeat the success of the Nissan X-Trail in 2005 never became stars. 1 SUV in Indonesia. Two of these products - and also a number of other variant other Nissan - Nissan then toss back a name in the automotive market in Indonesia, and also in the world automobile industry. Whereas ten years ago, Nissan's performance has been on the verge of bankruptcy, and almost into the grave. So, what makes Nissan can do the reverse (turn around) so dramatically? The story of revolution in the management of Nissan's probably no less atraktifnya with a sweet view the Grand Livina. Therefore, let us consider together.Once in 1999, the smell of incense, death increasingly rampant in every corner of the factory Nissan, Japan. Product lines increasingly forgotten, and every year continues suffered the loss after loss. Financial performance of bleeding, and in 1998, Nissan's debt had reached Rp 200 trillion (duh, really unfortunate fate ...). Trumpets sounded the death actually lived, and Nissan officials could only sit thoughtfully in the shrieks of grief a supremely tender. But just at the moment it's heartbreaking, emerged the god savior of France. The god was called ... .... Renault.After going through tough negotiations, Renault car company agreed to buy 37% stake in Nissan and poured fresh money to save her. However, Renault is also asking for one thing: the position of CEO of Nissan. Thus, after the agreement, Renault and sent one of its best executives to be named Carlos Ghosn CEO of Nissan (a phenomenon which is also very rare in Japan, non-Japanese people can be a CEO of a large Japanese companies).Renault messages to male descendants of Lebanon is straightforward: as soon lift a suitcase to Japan, save Nissan, and never returned to Paris before you succeed. Thus, in mid-1999, officially became CEO Carlos Ghosn of Nissan to launch a mission almost impossible. Immediately since then, Carlos did a series of key steps to revitalize Nissan's greatness. The first one he did was building a sense of urgency for change. Options for Nissan when it was just two: change or die. And facts and data that are indeed capable of making all workers Nissan Nissan believes that conditions are already at breaking point, and They have to change to survive.The next step is to launch what he called the Nissan Recovery Plan. In this plan in detail and clearly mapped out the key actions that need to be done to transform Nissan. In this recovery plan are two key strategies. The first is the immediate revitalization of Nissan's new products. New product development process must be accelerated and immediately improved capabilities. Here Nissan recruit one of the top Japanese car designer, Shiro Nakamura, Nissan Design Chief to be, and this decision was later proved vital to revitalize Nissan's product line. A second strategy is to cost efficiency on a large scale. Included are closing factories that are not productive, mensentralkan global purchasing process to be more efficient, and also eliminates the jobs of non value-added. The last step is performed Carlos Ghosn is set up a core team who directly commanded by him. The task team is clear and unequivocal: to ensure that all listed in the recovery plan can be thoroughly EXECUTION. Execution or implementation of a key word here. And lucky, Carlos was not the kind of leader who spoke only a vision, a vision and a vision only aliases just blah-blah-blah. Carlos is a true type of the executor. He always focused on results (result oriented) and oriented on how to complete the process of execution. This kind of attitude is no doubt a crucial element to ensure that all recovery plan was not only a plan - but actually implemented on target.A series of key steps above turned out to really bring the magic. In 2001, Nissan has returned a profit, and continues to experience impressive growth to date. Through the act of execution are measurable and brilliant, it turns out that Carlos could accomplish the mission laid on his shoulders. "From Zero to Hero", so maybe the title is fitting to narrate dramatic rescue of Nissan.Nissan Grand Livina and Nissan X-Trail may be kept strolling in the streets. But every time I see their beautiful appearance elegant, I always remembered the story of a revolution in the management of Nissan, which are the series of stories about heroism, about the spirit of change, and the unyielding spirit. Bravo Nissan. Bravo