Scenario - bxp for Innovation - Revision history

Philip Lacey at 13:12, 11 November 2015

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Philip Lacey: Created page with "= Overview = ''Innovate or die!'' http://www.bbc.com/news/business-28865268 A well known mantra of businesses globally is to continually seek ways to innovate. The chall..."

2015-11-11T10:19:05Z

Created page with "= Overview = ''Innovate or die!'' http://www.bbc.com/news/business-28865268 A well known mantra of businesses globally is to continually seek ways to innovate. The chall..."

New page

= Overview =

''Innovate or die!'' http://www.bbc.com/news/business-28865268

A well known mantra of businesses globally is to continually seek ways to innovate. The challenge with innovation is the inherent risk. bxp is uniquely positioned to remove a vast number of the risks and facilitate faster routes to market.

This article examines some ways of innovation within current processes and how bxp accelerates their deployment

= Definitions =

We need to define a few terms first.

The Business Dictionary defines ''Innovation'' as:

''The process of translating an idea or invention into a good or service that creates value or for which customers will pay.

To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves deliberate application of information, imagination and initiative in deriving greater or different values from resources, and includes all processes by which new ideas are generated and converted into useful products. In business, innovation often results when ideas are applied by the company in order to further satisfy the needs and expectations of the customers. In a social context, innovation helps create new methods for alliance creation, joint venturing, flexible work hours, and creation of buyers' purchasing power. Innovations are divided into two broad categories:

Evolutionary innovations (continuous or dynamic evolutionary innovation) that are brought about by many incremental advances in technology or processes and revolutionary innovations (also called discontinuous innovations) which are often disruptive and new.

Innovation is synonymous with risk-taking and organizations that create revolutionary products or technologies take on the greatest risk because they create new markets.

Imitators take less risk because they will start with an innovator's product and take a more effective approach. Examples are IBM with its PC against Apple Computer, Compaq with its cheaper PC's against IBM, and Dell with its still-cheaper clones against Compaq.''

http://www.businessdictionary.com/definition/innovation.html

Wikipedia defines a Sandbox as

''A sandbox is a testing environment that isolates untested code changes and outright experimentation from the production environment or repository, in the context of software development including Web development and revision control. Sandboxing protects "live" servers and their data, vetted source code distributions, and other collections of code, data and/or content, proprietary or public, from changes that could be damaging (regardless of the intent of the author of those changes) to a mission-critical system or which could simply be difficult to revert. Sandboxes replicate at least the minimal functionality needed to accurately test the programs or other code under development (e.g. usage of the same environment variables as, or access to an identical database to that used by, the stable prior implementation intended to be modified; there are many other possibilities, as the specific functionality needs vary widely with the nature of the code and the application[s] for which it is intended.) ''

https://en.wikipedia.org/wiki/Sandbox_%28software_development%29

= Innovation in action =

[[Category:Topic:Scenarios]]

← Older revision		Revision as of 13:12, 11 November 2015
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−	An old AS400 solution was the primary data source for a large telecommunications organisation. Through the export of one structured report on a scheduled basis, bxp became the wrapper and within days a solution that was confined to head office was securely and instantly availble to all staff located in over 70 field stores nationwide. [[Scenario_-_bxp_as_a_System_Wrapper]]	+	bxp is flexible enough to be used for prototyping ideas and sandboxing concepts. An old AS400 solution was the primary data source for a large telecommunications organisation. Through the export of one structured report on a scheduled basis, bxp became the wrapper and within days a solution that was confined to head office was securely and instantly availble to all staff located in over 70 field stores nationwide. [[Scenario_-_bxp_as_a_System_Wrapper]]

@@ Line 140: / Line 140: @@
-== Complimentary Growth ==
+== Enabling technology ==
-bxp is constantly innovating and evolving.  Our latest updates reflects just how quickly our solution changes and the continual process of improvement employed by us and our clients.  [[Latest_Updates]]
-A field sales company needed to be able to perform data entry in areas where there was no internet converage.  Off line forms were created to facilitate them.  [[Using_Forms_Offline]]
+== Complimentary Growth ==
-An old AS400 solution was the primary data source for a large telecommunications organisation.  Through the export of one structured report on a scheduled basis, bxp became the wrapper and within days a solution that was confined to head office was securely and instantly availble to all staff located in over 70 field stores nationwide.  [[Scenario_-_bxp_as_a_System_Wrapper]]
+All n One's directors and team have a wealth of experience in planning, building and delivering call centre infrastructure and business process outsourcing operations.  [[Meet_the_Team]]  So much so that bxp was used in alpha and beta testing on All n One's own call centre clients for the first three years of its operation.  [[About_All_n_One]]  The solutions we have created have been award winning.  [[Release_History#Award_History]]  When it was fit for market it was launched.  That growth and real world experience helps All n One to help its clients grow with the confidence in knowing real world answers are coming from people who have experienced the same challenges.  [[Scenario_-_bxp_for_Process_Owners_and_BPO_management]]
-A client asked would it be possible to have a till without having to buy a till.  Integration with Realex realise their request.  [[Realex_Outcomes]]
+bxp is constantly innovating and evolving.  Our latest updates reflects just how quickly our solution changes and the continual process of improvement employed by us and our clients.  [[Latest_Updates]]
-Error management is part of any computer system.  bxp take support to a completely different level through innovation.  We trap every possible error that can be experience and we enumerate them.  Through social engineering we remove the fear of errors and return them to what they are ... i.e. notifications.  The All n One team are notified in real time of every notification from the system.  We can tell which user, at which IP address in which module doing which function and working on which record is experiencing a notification.  We can then ring in real time to assist the user and help them address their challenge.  [[Meet_the_Hamsters]]
+= Next steps =
-bxp modules interoperate.  The systems integrations hooks allow any amount of external sources to be integrated into bxp including Active Directory, numerous API end points and a variety of other data sources.  The bxp API allows bxp to be a "secure database in it's own private dcloud."  bxp integrates more and more the Internet of Things (IoT) and hides the complexity of inter-system operation.  [[bxp API]]  bxp even has a dedicated API for mobile app developers.  [[Bxp_API_-_APP_API]]
+So why not give us a call and let us innovate with you.  Give Nick a shout on +353 1 429 4000 or email us at ideas@bxpsoftware.com

@@ Line 77: / Line 77: @@
 == Process ==
@@ Line 115: / Line 118: @@
 One client asked would it be possible to combine data from four separate sources from four different systems into a single source with a single output thus saving four full time team members reporting time.  From this MetaData was created which saves hundreds of person hours through automation and centralisation of data.  [[MetaData_-_Overview]]
@@ Line 127: / Line 133: @@
-bxp comes with a wide variety of canned reports [[Data_Profiling_-_Report_Gallery]].  However when creating a Management Information System (MIS) or Executive Information System (EIS) customised reporting is needed.  KeyStats allows for Excel type reports to be built but with live data feeding them.  [[Module_-_KeyStats]]  Add into the mix the capability to completely customise the visualisation of the reports using the customisability of FusionCharts and effective Information becomes a reality. [[FusionCharts]].  KeyStats is a solution is so effective we rely on it to run our internal Technical Operations Centre.  [[]]
+bxp comes with a wide variety of canned reports [[Data_Profiling_-_Report_Gallery]].  However when creating a Management Information System (MIS) or Executive Information System (EIS) customised reporting is needed.  KeyStats allows for Excel type reports to be built but with live data feeding them.  [[Module_-_KeyStats]]  Add into the mix the capability to completely customise the visualisation of the reports using the customisability of FusionCharts and effective Information becomes a reality. [[FusionCharts]].  KeyStats is a solution is so effective we rely on it to run our internal Technical Operations Centre.
@@ Line 154: / Line 163: @@
 Error management is part of any computer system.  bxp take support to a completely different level through innovation.  We trap every possible error that can be experience and we enumerate them.  Through social engineering we remove the fear of errors and return them to what they are ... i.e. notifications.  The All n One team are notified in real time of every notification from the system.  We can tell which user, at which IP address in which module doing which function and working on which record is experiencing a notification.  We can then ring in real time to assist the user and help them address their challenge.  [[Meet_the_Hamsters]]

@@ Line 69: / Line 69: @@
-== Enabling technology ==
+One of the biggest challenges to Innovation is the investment not only of time but also of money.  bxp allows for solutions to be developed quickly and exceptionally cost effectively reduce both these risk.  Our clients over the last decade have innovate through us and with us.
 == Process ==
 == Communications ==
 == People ==
@@ Line 84: / Line 121: @@
-== Market Research ==
+When working on phone calls, call centres can turn to the phone system to get reports of how long work is taking.  bxp introduced activity time.  Now times for emails, post and calls could be recorded and compared with no extra work required on the part of the user.  [[Case_Activity_Reporting]]
 == Complimentary Growth ==

@@ Line 18: / Line 18: @@
 http://www.innovationmanagement.se/imtool-articles/21-great-ways-to-innovate/
-#    Copy someone else’s idea. One of the best ways to innovate is to pinch an idea that works elsewhere and apply it in your business. Henry Ford saw the production line working in a meat packing plant and then applied to the automobile industry thereby dramatically reducing assembly times and costs.
+# Copy someone else’s idea.
-#     Ask customers. If you simply ask your customers how you could improve your product or service they will give you plenty of ideas for incremental innovations. Typically they will ask for new features or that you make your product cheaper, faster, easier to use, available in different styles and colours etc. Listen to these requests carefully and choose the ones that will really pay back.
+# Ask customers.
-#     Observe customers. Do not just ask them, watch them. Try to see how customers use your products. Do they use them in new ways? This was what Levi Strauss saw when they found that customers ripped the jeans – so they brought a line of pre-ripped jeans. Heinz noticed that people stored their sauce jars upside down so they designed an upside down bottle.
+# Observe customers.
-#     Use difficulties and complaints. If customers have difficulties with any aspect of using your product or if they register complaints then you have a strong starting point for innovations. Make your product easier to use, eliminate the current inconveniences and introduce improvements that overcome the complaints.
+# Use difficulties and complaints.
-#     Combine. Combine your product with something else to make something new. It works at all levels. Think of a suitcase with wheels, or a mobile phone with a camera or a flight with a massage.
+# Combine. Combine your product with something else to make something new.
-#     Eliminate. What could you take out of your product or service to make it better? Dell eliminated the computer store, Amazon eliminated the bookstore, the Sony Walkman eliminated speakers and record functions.
+# Eliminate. What could you take out of your product or service to make it better?
-#     Ask your staff. Challenge the people who work in the business to find new and better ways to do things and new and better ways to please customers. They are close to the action and can see opportunities for innovation. Often they just need encouragement to bring forward great ideas.
+# Ask your staff.
-#     Plan. Include targets for new products and services in your business plan. Put it onto the balanced scorecard. Write innovation into everyone’s objectives. Measure it and it will happen.
+# Plan. Include targets for new products and services in your business plan. Write innovation into everyone’s objectives.
-#     Run brainstorms. Have regular brainstorm meetings where you generate a large quantity of new product ideas. Use diverse groups from different areas of the business and include a provocative outsider e.g. a customer or supplier.
+# Run brainstorms.
-#     Examine patents. Check through patents that apply in your field. Are there some that you could license? Are some expiring so that you can now use that method? Is there a different way of achieving the essential idea in a patent?
+# Examine patents.
-#     Collaborate. Work with another company who can take you to places you can’t go. Choose a partner with a similar philosophy but different skills. That is what Mercedes did with Swatch when they came up with the Smart car.
+# Collaborate. Work with another company who can take you to places you can’t go. Choose a partner with a similar philosophy but different skills.
-#     Minimize or maximize. Take something that is standard in the industry and minimise or maximise it. Ryanair minimized price and customer service. Starbucks maximised price and customer experience. It is better to be different than to be better.
+# Minimize or maximize. Take something that is standard in the industry and minimise or maximise it.
-#     Run a contest. Ask members of the public to suggest great new product ideas. Offer a prize. Give people a clear focussed goal and they will surprise you with novel ideas. Good for innovation and PR.
+# Run a contest.
-#     Ask – what if? Do some lateral thinking by asking what if…..? Challenge every boundary and assumption that applies in your field. You and your group will come up with amazing ideas once the normal constraints are lifted.
+# Ask – what if? Do some lateral thinking by asking what if…..?
-#     Watch the competition. Do not slavishly follow the competition but watch them intelligently. The small guys are often the most innovative so see if you can adapt or license one of their ideas – or even buy the company!
+# Watch the competition.
-#     Outsource. Subcontract your new product development challenge to a design company, a University, a start-up or a crowdsourcing site like ive or NineSigma.
+# Outsource.
-#     Use open innovation. Big consumer products companies like Proctor and Gamble or Reckitt Benckiser encourage developers to bring novel products to them. They are flexible on IP protection and give a clear focus on what they are looking for. A large proportion of their new products now start life outside the company.
+# Use open innovation.
-#     Adapt a product to a new use. Find an entirely different application for an existing product. De Beers produced industrial diamonds but found a new use for diamonds when they introduced the concept of engagement rings. It opened up a large new market for them.
+# Adapt a product to a new use.
-#     Try Triz. Triz is a systematic method for solving problems. It can be applied in many fields but is particularly useful in engineering and product design. Triz gives you a toolbox of methods to solve contradictions e.g. how can we make this product run faster but with less power?
+# Try Triz. Triz is a systematic method for solving problems. [https://en.wikipedia.org/wiki/TRIZ TRIZ on Wikipedia]
-#     Go back in time. Look back at methods and services that were used in your sector years ago but have now fallen out of use. Can you bring one back in a new updated form? It has been said that Speed Dating is really a relaunch of a Victorian dance format where ladies had cards marked with appointments.
+# Go back in time.
-#     Use social networks. Follow trends and ask questions on groups like Twitter or Facebook. Ask what people want to see in future products or what the big new idea will be. Many early adopters are active on social network groups and will happily respond with suggestions.
+# Use social networks.

← Older revision		Revision as of 11:52, 11 November 2015
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	This article examines some ways of innovation within current processes and how bxp accelerates their deployment		This article examines some ways of innovation within current processes and how bxp accelerates their deployment
		+
		+
		+	= How to Innovate =
		+
		+	There are many great sources on the Internet to help. Here are some of the highlights.
		+
		+
		+	http://www.innovationmanagement.se/imtool-articles/21-great-ways-to-innovate/
		+
		+	# Copy someone else’s idea. One of the best ways to innovate is to pinch an idea that works elsewhere and apply it in your business. Henry Ford saw the production line working in a meat packing plant and then applied to the automobile industry thereby dramatically reducing assembly times and costs.
		+	# Ask customers. If you simply ask your customers how you could improve your product or service they will give you plenty of ideas for incremental innovations. Typically they will ask for new features or that you make your product cheaper, faster, easier to use, available in different styles and colours etc. Listen to these requests carefully and choose the ones that will really pay back.
		+	# Observe customers. Do not just ask them, watch them. Try to see how customers use your products. Do they use them in new ways? This was what Levi Strauss saw when they found that customers ripped the jeans – so they brought a line of pre-ripped jeans. Heinz noticed that people stored their sauce jars upside down so they designed an upside down bottle.
		+	# Use difficulties and complaints. If customers have difficulties with any aspect of using your product or if they register complaints then you have a strong starting point for innovations. Make your product easier to use, eliminate the current inconveniences and introduce improvements that overcome the complaints.
		+	# Combine. Combine your product with something else to make something new. It works at all levels. Think of a suitcase with wheels, or a mobile phone with a camera or a flight with a massage.
		+	# Eliminate. What could you take out of your product or service to make it better? Dell eliminated the computer store, Amazon eliminated the bookstore, the Sony Walkman eliminated speakers and record functions.
		+	# Ask your staff. Challenge the people who work in the business to find new and better ways to do things and new and better ways to please customers. They are close to the action and can see opportunities for innovation. Often they just need encouragement to bring forward great ideas.
		+	# Plan. Include targets for new products and services in your business plan. Put it onto the balanced scorecard. Write innovation into everyone’s objectives. Measure it and it will happen.
		+	# Run brainstorms. Have regular brainstorm meetings where you generate a large quantity of new product ideas. Use diverse groups from different areas of the business and include a provocative outsider e.g. a customer or supplier.
		+	# Examine patents. Check through patents that apply in your field. Are there some that you could license? Are some expiring so that you can now use that method? Is there a different way of achieving the essential idea in a patent?
		+	# Collaborate. Work with another company who can take you to places you can’t go. Choose a partner with a similar philosophy but different skills. That is what Mercedes did with Swatch when they came up with the Smart car.
		+	# Minimize or maximize. Take something that is standard in the industry and minimise or maximise it. Ryanair minimized price and customer service. Starbucks maximised price and customer experience. It is better to be different than to be better.
		+	# Run a contest. Ask members of the public to suggest great new product ideas. Offer a prize. Give people a clear focussed goal and they will surprise you with novel ideas. Good for innovation and PR.
		+	# Ask – what if? Do some lateral thinking by asking what if…..? Challenge every boundary and assumption that applies in your field. You and your group will come up with amazing ideas once the normal constraints are lifted.
		+	# Watch the competition. Do not slavishly follow the competition but watch them intelligently. The small guys are often the most innovative so see if you can adapt or license one of their ideas – or even buy the company!
		+	# Outsource. Subcontract your new product development challenge to a design company, a University, a start-up or a crowdsourcing site like ive or NineSigma.
		+	# Use open innovation. Big consumer products companies like Proctor and Gamble or Reckitt Benckiser encourage developers to bring novel products to them. They are flexible on IP protection and give a clear focus on what they are looking for. A large proportion of their new products now start life outside the company.
		+	# Adapt a product to a new use. Find an entirely different application for an existing product. De Beers produced industrial diamonds but found a new use for diamonds when they introduced the concept of engagement rings. It opened up a large new market for them.
		+	# Try Triz. Triz is a systematic method for solving problems. It can be applied in many fields but is particularly useful in engineering and product design. Triz gives you a toolbox of methods to solve contradictions e.g. how can we make this product run faster but with less power?
		+	# Go back in time. Look back at methods and services that were used in your sector years ago but have now fallen out of use. Can you bring one back in a new updated form? It has been said that Speed Dating is really a relaunch of a Victorian dance format where ladies had cards marked with appointments.
		+	# Use social networks. Follow trends and ask questions on groups like Twitter or Facebook. Ask what people want to see in future products or what the big new idea will be. Many early adopters are active on social network groups and will happily respond with suggestions.
		+
		+
		+
		+	http://www.forbes.com/sites/darden/2012/11/28/how-to-innovate-without-a-miracle/
		+
		+	# The What is? question explores current reality. Its focus is discovery – uncovering the deep unmet needs of whatever stakeholder group we want to innovate for. It uses design tools like journey mapping to help us do that. It culminates in the creation of a set of data-driven design criteria that will guide our idea generating processes.
		+
		+	# What if? uses the design criteria from the first stage to generate a large number of ideas that we will turn into new concepts. It uses design tools like brainstorming to create “napkin pitches” that capture the user case for the new concepts we have generated.
		+
		+	# What wows? our third question, introduces the experimental dimension using tools like assumption testing and prototyping, core elements of design thinking. It helps us to narrow down our choices, and ends with the design of some small bets that allow us to address the fourth question,
		+
		+	# What works? by interacting in the real world with actual users through our small experiments.
		+
		+
		+
		+	https://www.thinkwithgoogle.com/articles/8-pillars-of-innovation.html
		+
		+	# Have a mission that matters
		+	# Think big but start small
		+	# Strive for continual innovation, not instant perfection
		+	# Look for ideas everywhere
		+	# Share everything
		+	# Spark with imagination, fuel with data
		+	# Be a platform
		+	# Never fail to fail

@@ Line 13: / Line 13: @@
 = Innovation in action =
 == Process ==
 == Communications ==
 == People ==
 == Information ==
 == Market Research ==
 == Complimentary Growth ==
@@ Line 32: / Line 40: @@
-We need to define a few terms first.
+To help clarify our point of view on a few of the terms above we provide some definitions.
@@ Line 71: / Line 79: @@
 https://en.wikipedia.org/wiki/Sandbox_%28software_development%29
 [[Category:Topic:Scenarios]]

@@ Line 9: / Line 9: @@
 This article examines some ways of innovation within current processes and how bxp accelerates their deployment
@@ Line 15: / Line 33: @@
 We need to define a few terms first.
@@ Line 37: / Line 59: @@
 http://www.businessdictionary.com/definition/innovation.html
@@ Line 46: / Line 71: @@
 https://en.wikipedia.org/wiki/Sandbox_%28software_development%29
 [[Category:Topic:Scenarios]]