Tano Consultants can envision your disruptive or innovative ideas, and explore channels of creating something new,or a disruptive products, that will have value; Tano-Consultants will devote necessary time and effort and work with your organisation -Assuming the complementary monetary, psychics and societal risks, and receiving the resulting rewards of financial, and personal satisfaction and independence.
How would Tano-Consultants encourage its clients and their employees think more like entrepreneurs?
How can an orgnisation build new products for new markets without losing its existing customers?
How would an organistion hold its employees /partners working in an entrepreneurial way accountable without putting my core business at risk?
Businesses aim to build innovative products, to achieve their objectives, and to remain competitive and beyond. The process of developing a new product involves a procedure that, takes the new product idea through concept evaluation, product development, launch and post-launch.
Before developing a products, a business needs to explore the following
Why is the product or feature important? What problem are we trying to solve? What impact does it have on the customers? By What Means does this invention benefit the businesses & customers?
Opportunity identification & selection
Current marketing design Business planning Opportunity analysis Underutilised resource New resource External challenge Domestic challenge
Aim: Where should we explore?
Turning problems into solutions/product concepts
preliminary assessment: Is this concept worth screening?
Full concept assessment: Should we attempt to develop it?
Resource planning, prototypes, business analysis, marketing strategy
Progress and Highlight reports: evaluate your build, have we built your concept? Should we continue on this concept
Market analysis (Where you turn your invention to innovation)
Market analysis: Should we market it? And By What Means?
Change Managment:The need for Strategy
Every organisation has a culture…a system of shared values and beliefs that establish an or-ganisational way of life. These cultures range from those that are cold and rule-bound to those that are caring, inclu-sive and interested in individuals. The management’s aim is to use the culture to shape the way employees behave, feel, con-tribute, interact and perform. Therefore, it’s important to be aware of and analyse the organisational culture before imple-menting a change as any inconsistencies will result in resistance.
The 7S’s framework looks at
As well as the organisation’s culture, you should also consider its environment, the outside factors that affect it. This is especially important during times of change as these factors can both determine what needs to be changed and impact the implementation process. These environmental factors can be broken down into four areas, collectively referred to as PEST :
Political factors include changes to government legislation while economic factors are con-nected to the financial markets. Social factors refer to the community in which the organisation exists and technical factors concern innovations that revolutionise the way things are done. The strategy of an organisation will attempt to balance its internal capabilities with its envi-ronment so it can grab opportunities and protect itself from threats. The strategy is split into interconnecting elements, starting with the Corporate Strategy, where top level management sets out the governing objective and determines the future di-rection of the organisation.
The second stage is the Business Strategy where senior managers formulate the goals and di-rection of their areas of business, in relation to the corporate strategy. Ongoing day-to-day processes are covered by Strategic Management as unit leaders make decisions that are geared towards meeting the business strategy.
Finally, cascading goals link the different strategies as the goals of the team should be aligned with the goals of the business area which are aligned with the goals of the organisa-tion. To ensure changes are successfully implemented, those leading it need to be aware of both the organisation’s culture and its strategies while also considering any external PEST factors that could affect it.
Be brave & resilient
Being curious and wanting to learn and understand new and different things can be a catalyst for creativity and innovation. There’s a scientific explanation behind this: when you do or learn something new, your brain creates new neural pathways that can help you come up with new ideas and perspectives. Nothing hampers creativity like the fear of failure. One of the best ways to overcome it is simply to dive right in and start working.
For example, if you have to write an extensive paper or report, don’t let the fear of what you haven’t written yet hold you back and just start putting pen to paper. Inspiration will come as you get in the flow. Remember it doesn’t have to be perfect on the first go either; you can also go back and make changes.
It’s often a matter of believing in yourself and your ability to be creative and innovative. Too many people believe they’re ‘just not creative’ but the reality is that most people are, and in more ways than one. Look back and acknowledge your creativity in what you already do.
What is an opportunity?
Opportunity idea for a new concept
Identifying an opportunity is about observing unmet needs, but not about generating full concepts or solutions
For example, an interview with a bicyclist might yield the following statement “It’s difficult to stay dry in the rain.”
The opportunity is to develop a product that satisfies cyclists’ need to stay dry in the rain, and does not include a solution.
is a firm’s ability to simultaneously reconfigure new resources leading to discontinuous innovations (exploration) and to refine existing resources leading to incremental innovations (exploitation) in a balanced way.