Views
5 years ago

Innovation Practice - Telenor

Innovation Practice - Telenor

Innovation Practice -

  • Page 2 and 3: Telektronikk Volume 100 No. 2 - 200
  • Page 4 and 5: 2 Some myths and facts about innova
  • Page 6 and 7: 4 William Blake called “the crook
  • Page 8 and 9: 6 tion for technology and innovatio
  • Page 10 and 11: 8 25 000 20 000 15 000 10 000 5000
  • Page 12 and 13: 10 It is no coincidence that to mos
  • Page 14 and 15: 12 Million 20 16 12 8 4 0 500 650 1
  • Page 16 and 17: 14 The innovations that changed Eur
  • Page 18 and 19: A water wheel from the 12th century
  • Page 20 and 21: 18 ble to indicate that in the last
  • Page 22 and 23: 20 and new ideas are produced by in
  • Page 24 and 25: 22 http://enteuxis.org/nathan/portf
  • Page 26 and 27: 24 19) White goes on to say that
  • Page 28 and 29: Ty Francis is Managing Director of
  • Page 30 and 31: 28 The strategic sieve It isn’t t
  • Page 32 and 33: 30 Elwes, A. Creativity Works. Lond
  • Page 34 and 35: 32 Increased speed of technological
  • Page 36 and 37: 34 and studies with none or small c
  • Page 38 and 39: 36 4 3 2 1 0 Top management Manufac
  • Page 40 and 41: 38 Strategic MOT Technology plannin
  • Page 42 and 43: 40 attitude than on the learning it
  • Page 44 and 45: Jan Even Evensen is a Partner in Ti
  • Page 46 and 47: 44 Management • Create an environ
  • Page 48 and 49: Professional use of competence 46 M
  • Page 50 and 51: Jan Edelmann, researcher and PhD St
  • Page 52 and 53:

    50 WORK HOME PUBLIC WORK PUBLIC Fig

  • Page 54 and 55:

    52 Value Figure 5 Uncertainty incre

  • Page 56 and 57:

    54 Opportunity detected A business

  • Page 58 and 59:

    56 ness. The third and most recomme

  • Page 60 and 61:

    Haakon Thue Lie is partner in Leogr

  • Page 62 and 63:

    Haakon Thue Lie is partner in Leogr

  • Page 64 and 65:

    62 • Restrict development of comp

  • Page 66 and 67:

    64 In order for this message to com

  • Page 68 and 69:

    66 2.1.1 IPRs The economics literat

  • Page 70 and 71:

    68 2.2.1 Business in a standardizin

  • Page 72 and 73:

    70 telco is largely based on volume

  • Page 74 and 75:

    72 pean standards organization coin

  • Page 76 and 77:

    74 initiatives may involve reformin

  • Page 78 and 79:

    76 money from selling services and

  • Page 80 and 81:

    78 David, P A. Clio and the Economi

  • Page 82 and 83:

    Bjørn Are Davidsen works in Busine

  • Page 84 and 85:

    Bjørn Are Davidsen works in Busine

  • Page 86 and 87:

    Ask questions Reflect 84 Approved C

  • Page 88 and 89:

    7) Cooper, 1998, pp. 177-78. 86 Man

  • Page 90 and 91:

    88 Daily drudgery the late 90s, esp

  • Page 92 and 93:

    90 • Lacking time or investment i

  • Page 94 and 95:

    Tor-Arne Belllika is co-founder and

  • Page 96 and 97:

    94 was a decisive factor for the 19

  • Page 98 and 99:

    96 Prosess type Characteristics Ben

  • Page 100 and 101:

    98 idea B0 V B1 A B2 K/D B3 D B4 Id

  • Page 102 and 103:

    100 5 Remote Collaborative Product

  • Page 104 and 105:

    Tor-Arne Belllika is co-founder and

  • Page 106 and 107:

    Organisation of development teams I

  • Page 108 and 109:

    Innovation maturity High Low 106 Na

  • Page 110 and 111:

    108 Cooper, Edgett, Kleinschmidt: P

  • Page 112 and 113:

    Percentage of companies 60 50 40 30

  • Page 114 and 115:

    112 B Obstacles that are immune to

  • Page 116 and 117:

    114 storing, sharing and utilizatio

  • Page 118 and 119:

    116 11 Provide a possibility of gui

  • Page 120 and 121:

    118 11 Davenport, T, Probst, G. 200

  • Page 122 and 123:

    Erik L. Olson is Associate Professo

  • Page 124 and 125:

    122 34.6 % of the firm’s current

  • Page 126 and 127:

    124 interesting to note that while

  • Page 128 and 129:

    Erik L. Olson is Associate Professo

  • Page 130 and 131:

    128 functional areas within the fir

  • Page 132 and 133:

    130 units, but neither Telenor nor

  • Page 134 and 135:

    132 quently dominate the process, p

  • Page 136 and 137:

    134 Innovation Innovation is a new

  • Page 138 and 139:

    136 innovationEnterprizer usage sce

  • Page 140 and 141:

    138 As a dynamic model, innovationE

  • Page 142 and 143:

    Yves Boisselier is Director of ACTI

  • Page 144 and 145:

    142 and clear objectives of the col

  • Page 146 and 147:

    144 organisational aspects first by

  • Page 148 and 149:

    146 P 1 U Figure 2b Enhancd collabo

  • Page 150 and 151:

    148 - High value decision making an

  • Page 152 and 153:

    150 Clearly, “to drive success, e

  • Page 154 and 155:

    152 Figure 2 Comparative “success

  • Page 156 and 157:

    Bjørn Are Davidsen works in Busine

  • Page 158 and 159:

    Larry Puleo is President of MLP Con

  • Page 160 and 161:

    Start 158 Business goals & objectiv

  • Page 162 and 163:

    160 Manage project cycle times/ Mai

  • Page 164 and 165:

    162 Larry Puleo (54) is a Certified

  • Page 166 and 167:

    The research problem Dynamic & glob

  • Page 168 and 169:

    166 choosing strategies for innovat

  • Page 170 and 171:

    168 Characteristics Company 1 Compa

  • Page 172 and 173:

    170 Business model was found to be

  • Page 174 and 175:

    172 the importance of each componen

  • Page 176 and 177:

    174 Ghoshal, S. 2000. Value creatio

  • Page 178 and 179:

    Erik Dahl is a Network strategist i

  • Page 180 and 181:

    178 5 Individual needs - and custom

  • Page 182 and 183:

    180 Figure 1 This photo may illustr

  • Page 184 and 185:

    182 Acknowledgements Among the cont

  • Page 186 and 187:

    DB Data base A collection of data s

  • Page 188 and 189:

    Product Products are goods, service

Innovations in Mobile Birth Registration
Towards new challenges for innovative management ... - Erima - Estia
Optimizing semiconductor device innovation practices and ...
Introduction to Information Systems Architecture - Telenor
Innovation, Production, and Sustainable Job Creation ... - Connect
The Essentials of Digital Innovation
Best Practices Guide - Innovation Center for US Dairy
Bihar's Exposure To Innovative Governance Practices - of Planning ...
Innovative Practices in TVET for Education for ... - Unesco-Unevoc
Innovative Fahrzeug-Getriebe Innovative Automotive Transmissions
Focus: Innovation management
Innovation: a Priority for Growth in the Aftermath of the Downturn
Advanced image analysis with practical applications - UU Innovation
Short papers from ERIMA 2010 proceedings - Erima - Estia
The Process Innovation Center at CHOP - himss
Innovation Networks - Danish Agency for Science, Technology and ...
Collaborative innovation
Working for Universities - Isis Innovation
innovations - Kiwanja.net
2012 Alberta Research and Innovation Plan - Enterprise and ...
MSI Innovate + Grow E-Booklet - Science and Innovation
Monday: Customer Driven Innovation - PDMA France
Managing Mobile Services: Technologies and Business Practices
Shared Medical Appointments: An Innovative Practice Model to ...
Creating the Innovative Organisation - CEMI
Our mission is to break down the barriers to innovation - Altium