1. 1st ASQ Canada Conference – 25/26th September 2017

    May 26, 2017 by ahmed

    ASQ_logo

    The first ASQ (American Society for Quality) Canada Conference will take place on September 25 & 26, 2017 in Ottawa at the Canada War Museum.The theme will be “A Confederation of Quality Professionals Working toward an Inclusive and Sustainable Canada”. It will focus on how we can work together to make a stronger and more resilient Canada by harnessing the knowledge, capability and talent of working Canadians.

    Some of the world’s leading experts and nations best professionals will share how organizations can use best management practices to create a culture committed to excellence and work collaboratively with others to create a high performing Canada.

    Keynote Speakers at the Conference

    DAWN RINGROSE
    Dawn Ringrose is Author of the Organizational Excellence Framework, a unique publication that integrates excellence models and provides implementation guidelines for the user. Her presentation will share the aggregate results of a current research project, the ‘First Global Assessment on the Current State of Organizational Excellence’, that was launched by the Organizational Excellence Technical Committee and endorsed by the Global Benchmarking Network and ISO TC 176.

    DAN CORBETT
    Dan Corbett is the former CEO of the National Quality Institute. His presentation will challenge that we are “back to the future” in Canada as other countries have developed and improved their national excellence models and expanded the elements to include services, the non-profit sectors and public sectors. He will speak about how these countries are moving ahead of Canada and leaving us once again in catch up mode.

    DR. TED MARRA
    Dr. Ted Marra is author of ‘The Wisdom Chronicles: Competing to Win’. He will speak about ‘Laying the Foundation for the Global Competitiveness of a Nation – A Visionary Perspective’. After 40 years of dealing with ‘leadership’ across 38 countries plus reviewing what ‘better practice’ have been able to accomplish, Ted will share his vision of what is required to truly be the best – the most globally competitive nation.

    ART DANIELS
    Art Daniels has 40 years’ experience in managing and developing institutions and human resources in the Canadian public service. As the Founder of the Institute for Citizen-Centered Service and advisor to national and international governments committed to reform, Art will share his experience with respect to ‘Putting Citizens First: Achieving Customer Focus and Lean Government’.

    JP GLADU
    JP Gladu is CEO of the Canadian Council for Aboriginal Business. He will speak about moving non-Aboriginal and Aboriginal business toward sustainable partnerships and shared economic prosperity. He will share how growing a strong and diverse Aboriginal economy is essential to the Canadian economy and how this can be achieved.

    DR. ROBIN MANN
    Dr. Robin Mann is Director of the Centre for Organizational Excellence Research and Chair of the Global Benchmarking Network. His presentation will share how benchmarking is a powerful method for breakthrough thinking, innovation and improvement and for delivering exceptional bottom-line results.

    DR. CRAIG DOWDEN
    Craig Dowden is Author of ‘The Science of Positive Leadership’ and will be speaking on ‘Civility Matters’. A respected thought leader, he has been popular across media outlets – Huffington Post (U.S.), Financial Post, Psychology Today, HR Professional, Canadian HR Reporter, Canadian Manager, Your Workplace, Canadian Government Executive, Institute of Professional Management, radio and television appearances.

    To register, please visit the website http://conference2017.asqottawa.ca


  2. Launch of the 2nd cycle of Dubai We Learn government projects

    May 25, 2017 by ahmed

    2017 projects

    The Dubai Government Excellence Programme (DGEP), part of the General Secretariat of the Executive Council of Dubai, launched the initiative in October 2015. This initiative is in cooperation with the Centre of Organisational Excellence Research (COER), New Zealand. The initiative aims to empower a culture of institutional learning and the transfer and exchange of knowledge within the government sector. Due to the tremendous success of the 1st year of this initiative a 2nd cycle of benchmarking projects was started in April 2017. The 2nd cycle consists of the mentoring of 11 benchmarking projects, training in organisational learning and benchmarking, and the provision of a best practice resource, www.BPIR.com, for all 37 government entities.

    The projects selected are shown below:

    Government Eentity Project Name
    Dubai Civil Aviation Authority Remotely Piloted Aircraft System services
    Dubai Corporation for Ambulance Services Treat the patient not the clock
    Dubai Customs Dubai accredited clients
    Dubai Electricity and Water Authority AFKARI ideas management system
    Dubai Health Authority Prevention better than cure (innovative prevention program to combat Diabetes)
    Dubai Human Resources Department Dubai Launching a Human Resources Research and Studies Centre
    Municipality Dubai Innovation driven knowledge hub
    Police Dubai Governance of work hours of Dubai Police vehicles maintenance and repair tasks
    Public Prosecution Increasing the use of electronic and smart applications
    General Directorate of Residency and Foreigners Affairs Renovate your thinking
    Knowledge and Human Development Authority Holacracy safari

    Projects were selected based on their potential benefits to Dubai as a whole (and the government entity) and the commitment of each government entity to complete the project. Meetings were held with each government entity to discuss their proposed projects and set expectations for the year. The photographs below show the teams of Dubai Human Resources Department Dubai, Dubai Electricity and Water Authority and Dubai Police after meetings with Dr Robin Mann and Ahmed Abbas of COER. 20170409_133520_1

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    The official start of the 2nd cycle began with 3-days of intensive training on the TRADE Benchmarking methodology for each team. At the training the projects were further refined and the teams learnt how to manage their projects and utilise benchmarking to find and implement best practices.

    The photographs below are for Dr. Ahmad Al Nusairat delivering the opening speech for the training that were undertaken. In the first batch 5 teams were trained and the second batch 6 teams were trained.

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    Following on from the training three progress sharing days will be held throughout the year and a final closing sharing in April 2018 to evaluate the results of the projects. The 1st progress sharing day will be held on 11 June 2017 with each team giving a 10-minute presentation describing the progress of their projects. These progress sharing days provide an excellent platform for the teams to learn from each other. As all project teams are using the TRADE benchmarking methodology it is easy to compare progress and share experiences.

    To receive up to date information about this initiative subscribe to our free newsletter from here, you can also search #Dubai_We_Learn in the social media websites to see content uploaded by the teams.


  3. South African Quality Institutes latest news

    May 21, 2017 by ahmed

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Their monthly newsletter is an excellent source of information to keep up with the latest quality issues in South Africa.

    SAQI201703

    • Customer focus versus Stakeholders focus, by Paul Harding
    • Six Sigma, by Johan Oelofse
    • Trends for Africa in 2017, by Dr Martyn Davies
    • Service and operational excellence, by Gavin Thompson
    • First global assessment on the current state of organisational excellence, by team SAQI
    • Do you really need a Corporate Governance Framework, by Jane’ Palmer
    • Go with the Quality flow, by RIchard Hayward

    Click here to download download this newsletter.

     

     

     

     

     

     

     


  4. How to make practical innovation sustainable

    by ahmed

    break through innovation

    Originally posted on Blogrige by Faisal Hoque

    Break through innovation gridlock, regardless of your organizational shape, size, or available resources.When Richard Branson told an audience of media, entertainment, food, fashion, retail, and healthcare startups that “small businesses are nimble and bold and can often teach much larger companies a thing or two about innovations that can change entire industries,” this serial entrepreneur knew what he was talking about. It was 2014, and the group was pulled together to “thrash out” inspiring visions for the next three decades of business.

    Whether they’re coming up with new products that meet their customers’ needs, joining forces with their competition to gain economies of scale and make significant breakthroughs, or approaching uncharted marketplaces, small to midsized firms are the very cornerstones of innovation in today’s business world. Unfortunately, they don’t always know it. In fact, too many of them assume innovation is only for the big-and-rich organizations that have deep pockets and unlimited resources.

    This is a fallacy. In fact, innovation doesn’t have to break the bank nor does it require unlimited human resources to happen. In fact, sometimes it starts with a single employee—a reality that not all organizations fully leverage. With Adobe’s Kickbox program, innovation starts with a shiny red box, $1,000, and everything an individual needs to launch an idea. Working with the innovator, Adobe shows him or her how to come up with the idea, test it with real consumers, and turn it into a new Adobe product.

    “We want more disruptive innovation and less planned innovation. To do this, we had to let go,” said Kickbox Founder Mark Randall. “We thought, what if we removed the obstacles that are stopping people from innovating? What if we gave them the resources? There are no rules or constraints. The approach to innovation in Kickbox is giving people the permission to go do it.”

    In one example of Kickbox in action, a senior software development manager came up with the idea of creating video stories that sync images and music with mood and emotion. Through Kickbox, this new mom and a team came up with an idea that would transform personal memories into digital stories. It would sync photos and audio into videos that can be customized with mood and emotion. She said reception to the idea has been fantastic. “I was surprised at how willing upper management was to give us support, even when the product was in its infancy.”
    The good news is that you don’t have to come up with a revolutionary invention to be innovative. Many innovations coming out of today’s organizations are just small wins that slowly help the company make incremental moves toward achieving its overall mission. In other words, don’t assume you have to spend millions of dollars and allocate hundreds of hours of manpower to creating the “next best thing” that will knock everyone’s socks off, only to watch that dream take a backseat (much like an overly ambitious New Year’s resolution) as everyone refocuses on their day-to-day responsibilities.

    BREAKING THROUGH THE GRIDLOCK

    So how can companies break through this innovation gridlock and come out winners? The key is to leverage your firm’s “nimble and bold” qualities to always be innovating. And don’t assume you have to come up with the next iPhone, medical miracle, or manufacturing breakthrough to be innovative. A fairly nebulous term defined at its simplest as “the introduction of something new,” innovation assumes different shapes depending on the organization, people, and processes involved.

    Clif Bar is a good example of how innovation doesn’t require big-company resources or even a physical location. It does, however, require devoted inventors, a true customer need, and a willingness to put the time and effort into making a product that people will actually like. Starting in their own kitchen back in 1990, the company’s founders began baking their own protein bars because they didn’t like what was on the market at the time. Needing fuel for their long bike rides, they originally marketed their creations to fellow athletes. Fast-forward to 2017 and Clif Bars (and its since-extended product line) graces the shelves of Target, Walmart, and many other mainstream online and offline retailers (not just those targeting athletes).

    So how do you do practical innovation regardless of company shape or size? You can kick off the process with this 3-step exercise:

    1: Start thinking out of the box.

    Start thinking out of the box. Yes, we know you’ve probably heard this one before, but it’s important when you talk about innovation—an area where the words “But we’ve always done it this way and it has worked,” can quickly derail even the most innovative ideas. When you think out of the box you invite new ideas, brainstorming, and collaboration, all of which support innovation. By keeping an open mind and exploring options that you’ve never considered before, you can start the innovation train rolling in the right direction.

    2: Come up with your own definition of innovation

    Come up with your own definition of innovation. Go beyond “the introduction of something new,” and figure out what innovation really means to your organization.

    Is it:

    • Implementing new ideas?
    • Creating dynamic products?
    • Responding to customers’ changing wants and needs?
    • Improving existing services?
    • Finding new avenues for business growth?
    • Adapting in a challenging marketplace (or to changes in your environment)?
    • Changing your current business model?
    • Developing a culture that’s focused on continuous innovation?
    • Finding business partners to collaborate to create new products and/or services?
    • Some other measure?

    These are just a few ways that you can define innovation, but you get the idea. The important point here is to come up with your own picture of what innovation looks like within your organization and then start taking the necessary steps to put it into action.

    3: Putting Innovation into action

    Go beyond lip service and put innovation into action. Talking about innovation doesn’t make it happen. Brainstorming new ideas don’t make them come to life. And hashing out the details of a “future” plan doesn’t mean it’s ever going to come to fruition. To create the greatest impact, you need to actually put the innovation into action by addressing these questions:

    • How do I design my customer interactions?
    • How do I design my new service or product?
    • Who can I work with (both internally and externally) to help make this a reality?
    • What internal and external resources do I have at my avail?
    • Who is going to pioneer this innovation and see it through to the end?
    • And finally, how will I quantify the success of this innovation?

    REMEMBER, INNOVATION HAS NO END POINT

    Innovation isn’t just about coming up with the next, cool product. It has no end point, and it includes everything from how you take your product to market to how you serve your customer to how you come up with effective pricing solutions. All of these activities fall under the broader contexts of innovation and go well beyond the very narrow “cocktail napkin” approach to innovation.

    By adopting this mindset, organizations not only become more competitive and customer-friendly, but they can also become more profitable. The latter is a particularly important point in today’s business world, where thinner and thinner margins—and the need to do more with less—are challenging companies to find more innovative ways to generate revenues.

    Pretty much every business that’s surviving today – and that will survive for the long haul – will have to be competitive and innovative across all segments of their workflows. From hiring and compensation to selling to market strategy, positioning, and branding; all of these elements are part and parcel of innovation. In fact, as I survey the business landscape right now, I can tell you that all companies that are “surviving” are leveraging innovation in some way – whether they know it or not.

    For some companies, of course, the urge to innovate comes quite naturally. A maker of highly-engineered products, for example, is always on the lookout for the next best product introduction and spends much time and money honing its existing offerings. This commitment to continuous innovation can be applied in pretty much any setting. All companies have the same opportunities to innovate, and particularly when they are pushed to do so by forward-thinking personalities, leaders, and/or owners. Those that are succeeding in competitive markets (e.g., those that are commodity-driven, for example, and that have been hit hard by online sellers on both the business-to-consumer and business-to-business segments), tend to follow some basic principles.

    BASIC PRINCIPLES OF SUSTAINABLE, PRACTICAL INNOVATION

    Tight focus on purpose. In other words, why are you here and what purpose does your company serve? The purpose-driven organization has a much better chance of succeeding than the one that’s just selling something to people. Apple and Google are two good examples of firms that are well known for their innovative and creative strategies – not all of which are focused on product development.

    Willingness to go beyond the basics. Think beyond just creating a product to your intrinsic value proposition, be it to serve your customers better, save the planet, or some other core value. Through this exercise you’ll be able to create an identity and a true purpose that, in turn, dictates your firm’s position in its industry.

    Solid value propositions. Having a value proposition in place also helps organizations answer questions like “How am I going to serve my customer?” “How am I going to price my products and services?” and “How can we create a better execution model for success?”

    Vision of a profitable model. Companies must also consider their core competencies, and then turn those advantages into capabilities or differentiations that will be used to build out a platform for innovation. You may have a great vision and terrific partners, but if you can’t create a service platform then you’re not going to be able to develop a profitable model.

    Nurturing ecosystem. Last but definitely not least, innovation requires a support group that includes suppliers, customers, and other business partners. This is particularly important in today’s business environment, where companies rely on suppliers to deliver quality products; their employees to sell, deliver, and support the products being sold; and their customers to put the products to work out in the field. By continually nurturing that ecosystem, companies can innovate effectively on a regular basis.

    This combination of purpose, platform, and ecosystem can be leveraged effectively across all innovation models, and by companies of all shapes and sizes. Build out innovation based on these guiding principles and use it to develop customer-centric innovation that truly differentiates your organization and helps it stand out in the marketplace. You’ll be glad you did.


  5. Call for Papers: The International Journal of Innovation Science

    by ahmed

    ijis cover.indd

    The International Journal of Innovation Science and The International Association of Innovation Professionals are pleased to announce a general Call for Papers.

    Papers can be submitted to https://mc.manuscriptcentral.com/ijins

    About the International Journal of Innovation Science:
    The International Journal of Innovation Science publishes fundamental and applied research in innovation practices. As the official journal of the International Association of Innovation Professionals (IAOIP), the journal is a forum for the exchange of advanced knowledge in innovation, including emerging technologies and best practices, tools and techniques, metrics, and organization design and culture; as well as the stakeholder engagement, change management, and leadership skills required to ensure innovation succeeds.
    Areas of Coverage

    • Innovation processes, methods, techniques
    • Individual’s role in Innovation
    • Improvements in HR, marketing, finance, or other disciplines that enable innovation
    • Innovation practices in specific industries or countries
    • Innovation centers, incubators, labs…
    • Regional or national economic development/policies related to innovation
    • Innovation competency, skills
    • Innovation conventions, competitions, or training
    • Innovation for entrepreneurs
    • Regional impacts on innovation
    • Growing innovation through university programs
    • Attracting innovative companies and entrepreneurs

    The International Journal of Innovation Science is indexed and abstracted by EBSCO, ProQuest, ReadCube Discover, Scopus
    The Editor-in-Chief is Professor Brett Trusko