Shaping Business Opportunties

Innovation

Marketing

Operations

Organisations

Creating Value

Sector

Private

Public

Non-for-profit

Competing

Where?

Growth

Supply chain

Leadership

Management

Employee relations

Change

Culture

Behaviours

Values

Purpose

Risk

Five forms

Motivation

Four models

Voice

Trust

Targets

Choice and competition

Value

Political

Ecological

Stewardship

Quality

Ideological

Economic

Social

Opportunities

New markets

New customers

Challenges

Enablers

Comparative Advantage

Absolute

Relative

Financial

Rules

Distance

Cultural barriers

Logistics

Locally

Globally

New revenues

Branding

Mode of entry

Segmentation

Direct

Collaboration

Licensing

Alliances

Partnerships

Franchising

Premium

Low-end

Middle-market

Communication

Enablers

Technology

Leadership

Strategy

Increase in flow

Money

Labour

Goods

Services

Information

Networks

Internet

Communications

Social

Private

Globalisation

Internationalism

Interconnecting

Collaborating

Knowledge

Crossvergence

Business
functions

Marketing

HRM

Internal stakeholders

Employee relations

Education

Inequality

Balance

Cultural needs

Business objectives

Porters models

Diamond

Five forces

Demand conditions

Supporting industries

Firms and rivals

Factor conditions

Buyers

Suppliers

Substitutes

Potential entrants

Industry competitors

Purpose

Feeling valued

Career
progression

Clarity

Direction

Calmness

Process

Purpose

Position

Result

Person

How?

Why?

Where?

What?

Who?

Identify

Acceptance

Mitigation

Recovery costs

Invest to prevent

Reduce
impact

Continuity planning

Resillience

Processes

Likelihood

Hazard

Impact

Types

Disruption

Failures

Environment

Social

Customer

Product

Supply

Operations

Financing

Matching needs

Value chain

Idea generation

Idea conversion

Idea difussion

Stakeholders

Customers

In-house

Cross pollination

External

Selection

Development

Spread

Launch

Planning

Timing

Short-term

Long-term

Cycles

Waves of innovation

Virtuous

Vicious

BIG ideas

Evolution

Employability

Focus

Less

Collective bargaining

Sustainability

Productivity

Employee empowerment

Job security

Opportunities

Flexible working

People creativity

Innovation

Integrate workflow

Inclusive engagement

Empowerment

Meritocracy

Managing people
through change

Early adopters

Early majority

Innovators

Late majority

Laggards

Control

Balance

Stability

Change-orientated

Resistance

Bottom-up (+)

Top-down (-)

Hayes and Wheelwright:4 Step Model

Process

Inputs

Transformation

Outputs

Assets

People

Materials

Suppliers

Material
processing

Information
processing

Mining

Manufacturing

News

Banking

Telecommunications

Research

Accounting

Customer
processing

Hospitality

Health and beauty

Entertainment

Unit costs (profitability)

Products

Services

Customer Satisfaction

Environmental impact

Management

Bottlenecks

Identify

Reduce

Process improvement

Deliver goods/services

Control

Empowerment

Delegation

Relationships

Arms legnth

Partnerships

Joint Ventures

Vertical
integration

Type 1: Limited coordination

Type 2: Some integration

Type 3: Significant integration

Outsourcing

Balance

Direction

Extent

Narrow

Wide

Upstream

Downstream

Volume

Specialist

Kotter (1996)

Traditional

New ways

Working capital

Retained earnings

Bank facilities

Loan

Overdraft

Leasing

Microfinance

Crowdfunding

Peer-to-peer innovations