{"id":10905,"date":"2019-10-23T08:01:09","date_gmt":"2019-10-23T06:01:09","guid":{"rendered":"https:\/\/coachingexpertteam.com\/5-steps-to-find-10s-of-millions-in-impact-and-save-your-innovation-budget-from-recession-part-2-2\/"},"modified":"2022-12-08T10:22:22","modified_gmt":"2022-12-08T10:22:22","slug":"5-steps-to-find-10s-of-millions-in-impact-and-save-your-innovation-budget-from-recession-part-2-2","status":"publish","type":"post","link":"https:\/\/coachingexpertteam.com\/sr\/5-steps-to-find-10s-of-millions-in-impact-and-save-your-innovation-budget-from-recession-part-2-2\/","title":{"rendered":"5 koraka za pronala\u017eenje desetine miliona dolara kroz \u010duvanje bud\u017eeta za inovacije od recesije (2\/2)"},"content":{"rendered":"

Ovaj \u010dlanak je preuzet sa sajta MovesTheNeedle,\u00a0https:\/\/www.movestheneedle.com\/blog<\/a>, napisao Brant Cooper<\/em><\/p>\n

Korak 3: Ponovite korake 1 i 2, ali sa vec\u0301om grupom uzoraka.<\/strong><\/p>\n

U na\u0161em iskustvu \u201e100 startupa za 100 dana\u201c, napredak nije bio linearan. Prvobitne povratne informacije ponovo su testirane i potvr\u0111ene pre nego \u0161to su bile izlo\u017eene \u0161iroj organizaciji.<\/p>\n

Usput, odre\u0111eni poslovni slu\u010dajevi su postali ja\u010di na osnovu dokaza o tr\u017ei\u0161tu (ne istra\u017eivanju tr\u017ei\u0161ta!), vizija je postala jasnija i populacija u\u010desnika se povec\u0301ala, dodajuc\u0301i \u0161ampione iz liderstva i \u0161ire\u0107i uzorak kupaca.<\/p>\n

Za korporativne inovatore koji poku\u0161avaju da nadma\u0161e recesiju, savetujemo da brojevi ne moraju da budu savr\u0161eni. Umesto toga, oni bi trebalo da budu dovoljno zna\u010dajni da se usklade sa ostatkom organizacije. Svedo\u010denja u\u010desnika i druge povratne informacije su tako\u0111e korisne jer potvr\u0111uju \u0161ta radite i poma\u017eu u odr\u017eavanju momentuma.
\nKoli\u010dina dokaza koja je neophodna za demonstraciju pozitivnog ishoda zavisi od korporativne kulture.<\/p>\n

Prema Bansi Nagii i Geoffu Tuffu iz Harvard Business Reviev-a, metrika nije magi\u010dni broj, vec\u0301 ravnote\u017ea izme\u0111u ulaganja i moguc\u0301nosti:<\/p>\n

\u201eStvar je u tome da menad\u017ement tim treba da dostigne odnos za koji veruje da c\u0301e dovesti do boljeg ROI u vidu rasta prihoda i tr\u017ei\u0161ne kapitalizacije, treba da otkrije kolika je njegova trenutna alokacija od tog ideala, i trebalo bi da smisli plan da se ovaj jaz premosti.\u201d<\/em><\/p>\n

\"\"
\nKako biste upravljali svojim dono\u0161enjem odluka, na\u0161a Value Stream Discovery (VSD) petlja i sredstvo vam poma\u017eu da precizirate koje poslovne aktivnosti mislite da treba da sprovedete kako biste stvorili vrednost, pritom se suo\u010davaju\u0107i sa velikom neizvesno\u0161\u0107u.<\/p>\n

Ovo sredstvo poma\u017ee u odre\u0111ivanju metrike internog pokretanja koja predstavlja \u201enapredak ka uticaju\u201d. Odluke o investiranju donose se na osnovu brojeva. Nagrada za one koji volontiraju za hakaton: dobi\u0107e priliku da nastave da rade na projektu u nekom procentu svog tima ako njihova ideja dobije investiciju. Jo\u0161 bolje, dobijaju bonus na osnovu stvarnog uticaja ukoliko napreduju do te mere.<\/p>\n

Savet stru\u010dnjaka: Ima\u0107ete dodirnih ta\u010daka sa svim fazama, ali ipak bi bilo najbolje ako biste prvo fokusirali svoju energiju na MVP faze, pa onda na fazu motora rasta i konverzije, zatim sledi faza levka, i na kraju faza akvizicije. Za dodatne smernice pogledajte na\u0161 slu\u010daj kori\u0161\u0107enja Airbnb-a.<\/p>\n

Korak 4: Budi mikroskop; budi teleskop.<\/strong><\/p>\n

\u201cZauvek Recesija\u201d je termin koji je uveo autor i ekspert za inovacije Seth Godin, a podrazumeva neprekidno stanje poreme\u0107aja sa kojima se kompanije suo\u010davaju. Jasno je da kada pa\u017eljivo pogledamo divlje fluktuacije tr\u017ei\u0161ta u odre\u0111enom danu, ne mo\u017eemo raspravljati o takvoj budnosti.<\/p>\n

U isto vreme, kompanije ne mogu da postoje unutar mikro-trenutka. Uz to \u0161to znaju \u0161ta je ispred njih, moraju imati i ne\u0161to ka \u010demu se kre\u0107u. Nazovite to \u201eizjavom o viziji\u201c ili samo razlogom da ujutru ustanete iz kreveta. Donja linija je da donja linije mora negde da nas usmerava.<\/p>\n

\u201cZauvek Boom\u201d; \u201cZauvek Recesija\u201d (na\u0161a varijanta) \u010dini se kao istinitija izjava za ovu situaciju \u2013 i kao ona koja prihvata radosni aspect borbe za inovaciju. Odr\u017eavanje agresivnog stava podrazumeva fluidan pogled, a ne onaj koji predugo ostaje na jutro\u0161njem mikro-trendu ili na deficitu na negativnom kraju krivulje zvona.
\nAko se klijenti pitaju da li je va\u017enije biti teleskop ili mikroskop, podsec\u0301amo ih da sa pravim alatima ni ne morate da birate. \u0160ta da radite?<\/p>\n

Nemojte se zaka\u010diti za jednu perspektivu. Promenite so\u010diva, pro\u0161irite kontekst. Pravite promene izme\u0111u onog \u0161to je izbliza i onog \u0161to je dugoro\u010dno.<\/p>\n

Caka je u detaljima, naravno. Interni startup team mora da radi na stvaranju prave korisni\u010dke vrednosti. Ali do ove situacije ne dolazi bez podr\u0161ke lidera. A ovo NE zna\u010di da se lideri jednostavno sklanjaju sa puta. Iz makro perspektive, lideri moraju da uravnote\u017ee na\u010din pretra\u017eivanja sa izvr\u0161enjem. Moraju biti \u201emini-portfolio menad\u017eeri\u201d i raspore\u0111ivati resurse na osnovu dokaza. Moraju da razviju ve\u0161tine za procenu napretka timova i da se pridr\u017eavaju istih. Vo\u0111e moraju da budu ti koji vode razgovor i da ocenjuju timove na osnovu dokaza, a ne da slu\u0161aju svoj instinkt. Lideri moraju da ra\u0161\u010diste put poma\u017eu\u0107i timovima da prevazi\u0111u unutra\u0161nje prepreke i smetnje. Uglavnom, lideri moraju da se anga\u017euju u mentorstvu, inspirisanju, i naravno, pomalo da se i sklanjaju sa puta.<\/p>\n

U\u010denje kako da izbalansirate potragu i ne\u0161to izvr\u0161ite je jedan od te\u017eih problema. Ali izvr\u0161enje samo usled nesigurnosti dovodi do neuspeha. Dakle, morate imati balans.<\/em><\/p>\n

Korak 5: Potra\u017eite tih 90 miliona dolara u vrednosti.<\/strong><\/p>\n

Inovacioni programi moraju biti vezani za ekonomsku vrednost organizacije. Kada su na\u0161e kolege krenule u osnivanje 100 startupa u 100 dana, zakasnili su za 18, ali u tom su procesu u\u0161tedeli 90 + miliona dolara I stekli novi prihod od uvida, inovacija i proizvoda koji su u po\u010detku proistekli iz hakatona lean inovacija.<\/p>\n

Poruka profesionalnim inovatorima koji su zabrinuti zbog recesija bi trebalo da je jasna. Postavljanje nerealnih ciljeva je jedini realni na\u010din za uspeh. \u0160tos je da iskoristite svoje talente u klju\u010dnom biznisu i da budete vredni kada je u pitanju deljenje otkri\u0107a i metrike napretka ka uticaju, tako da kada do\u0111e vreme da se poka\u017ee neto vrednost, nov\u010dane koristi za posao su jasne \u010dak i najsurovijim kriti\u010darima.<\/p>\n

Odakle po\u010deti?<\/strong><\/p>\n

Dobar po\u010detak je razgovor ili mo\u017eda procena spremnosti, koja c\u0301e vam pomoc\u0301i da odredite po \u010demu se va\u0161a organizacija isti\u010de i kako bi izgledao smeli plan za implementaciju.
\nA \u0161to se ti\u010de tih 90 miliona dolara nerealizovane vrednosti: \u0160ta ka\u017eete da umesto osnivanja 100 startapova, pucate na 200? I umesto 90 miliona dolara, na 200?<\/p>\n

Brant Cooper je autor bestselera New York Times-a \u201cThe Lean Enterpreneur\u201d. Tako\u0111e je savetnik preduzetnicima, akceleratorima i timovima za korporativne inovacije. On je CEO\u00a0Moves The Needle<\/a>, koji podsti\u010de organizacije da otkrivaju i stvaraju nove vrednosti.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Ovaj \u010dlanak je preuzet sa sajta MovesTheNeedle,\u00a0https:\/\/www.movestheneedle.com\/blog, napisao Brant Cooper Korak 3: Ponovite korake 1 i 2, ali sa vec\u0301om grupom uzoraka. U na\u0161em iskustvu \u201e100 startupa za 100 dana\u201c, napredak nije bio linearan. Prvobitne povratne informacije ponovo su testirane i potvr\u0111ene pre nego \u0161to su bile izlo\u017eene \u0161iroj organizaciji. Usput, odre\u0111eni poslovni slu\u010dajevi su postali ja\u010di na osnovu dokaza o tr\u017ei\u0161tu (ne istra\u017eivanju tr\u017ei\u0161ta!),… <\/p>\n

Read More<\/a><\/p>\n","protected":false},"author":2,"featured_media":10369,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[79],"tags":[],"class_list":["post-10905","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog-sr","is-cat-link-solid-light is-cat-link-rounded"],"acf":[],"yoast_head":"\n5 koraka za pronala\u017eenje desetine miliona dolara kroz \u010duvanje bud\u017eeta za inovacije od recesije (2\/2) • Coaching Expert Team<\/title>\n<meta name=\"description\" content=\"Ulaganje u obrazovanje je najisplativije, sa dalekose\u017enim i odr\u017eivim koristima.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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