Business Model Innovation at Dubai Port World

Dubai Port World (DP World) is one of the largest marine terminal operators in the world, with 49 terminals and major expansions in 31 countries. Formed in 2005, with the merger of Dubai Ports Authority (DPA) and DPI (Dubai Ports International), the organization is young in name but rich in experience. Since its inception, DP World has sought to understand cargo shipping from the customer’s viewpoint and provide innovative solutions, especially in the areas of optimized port operations and automation. In addition, it has established a track record of recognizing advantageous partnerships and acquisitions that has propelled it from humble beginnings to a driving force in global logistics. In this Leadership Interview conducted by Innovation 360 Institute President and CEO Kamal Hassan, Mohammed Al Muallem, DP World’s SVP & Managing Director for the UAE, discusses how the company has evolved its business model over the years to become a market … Continue reading

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Old Models Disrupted by New Innovation

I listened recently to an NPR story about the difficulties that Hulu presents to its existing owners – primarily NBC, ABC and Fox. The headline for the story: What do you do with an interesting creation that you aren’t sure you can control any longer? I laughed out loud, because like atom bombs and genetically engineered creatures, the people who create really interesting innovations are always surprised when the creation is larger, more disruptive and more powerful than they can control. Hulu was started almost as a lark – a way to provide more and better content on the web than cats playing pianos. No one was sure if the millions of people looking at Youtube videos would watch feature length programming. Now, however, while Hulu and other outlets are drawing millions of viewers, the traditional channels for content distribution – otherwise known as cable and satellite providers …

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Dealing with a Large Company Having Small Innovation Goals

Part One – A Startup Company’s Experiences with Open Innovation by Jackie Hutter For the past several months, I have been at the helm of Evgentech, a startup company with game-changing battery charging methodology. Our technology was developed by young men who did not come from a traditional engineering background and, even then, their discovery was a serendipitous result of the co-founders’ recognition of a new principle stemming from investigations initially directed toward something wholly different from battery charging. Put simply, Evgentech’s technology would not have been found if anyone–outsider or not–would have been looking for it. We are now bringing to market the first truly new battery charging paradigm in over 100 years. To put things in perspective, with Evgentech’s technology, you will be able to charge your batteries in a fraction of the time possible with existing battery charging methodologies, which means you can charge your …

Posted in Innovation, Open Innovation, Strategy, collaboration | 2 Comments
Google Needs More Innovation from Larry Page

Summary: Google is locking-in on what it made successful But as technologies, and markets, change Google could be at risk of not keeping up Internal processes are limiting Google’s ability to adapt quickly Google needs to be better at creating and launching new projects that can expand its technology and market footprint in order to maintain long-term growth Google has been a wild success. From nowhere Google has emerged as one of the biggest business winners at leveraging the internet. With that great success comes risk, and opportunity, as Larry Page resumes the CEO position this year. Investors hope Google keeps finding new opportunities to grow, somewhat like Apple has done by moving into new markets with new solutions. Where Apple has built strong revenue streams from its device and app sales in multiple markets, Google hasn’t yet demonstrated that success. Despite the spectacular ramp-up in Android smartphone sales, Google … Continue reading

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How to Hire and Manage Consultants

While you might be lucky enough to survive in business with little or no advice from others, you will certainly not maximize your potential for success by doing so. All CEOs and entrepreneurs need advice in a wide variety of constantly changing areas…That said, I’m always somewhat perplexed as to why people hire certain professionals. The nature of my business is that I often succeed other advisors who have failed in their assignments, and I have witnessed first hand the carnage that can occur from unsuccessful engagements/implementations with third party professionals. So, in today’s post I’ll share some thoughts on both selecting and managing outside advisors… Even though many of the CEOs and entrepreneurs reading this next sentence won’t agree with my conclusion, I am nonetheless obligated to share the reality of what is most often times the harsh truth…When you engage a professional advisor, the outcome you receive will … Continue reading

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Four Kinds of Innovation Time

We innovation consultants often talk about the value of ideas. Good ideas, well managed, in time can become new products and services that drive new growth, revenue and profits. But while ideas are valuable, the input that really matters is time. Even if you have the best ideas in the world, if you don’t have the time necessary to work them effectively, they don’t matter. Today’s insight is brought to you by your wristwatch, your calendar and your annual planning cycle, all of which are different ways to measure different blocks of time. I believe there are at least four different kinds of innovation time, which can make it difficult to innovate regularly, if at all. 1. Right Time The first time barrier that many firms struggle with is “when is the right time” to innovate? I guess when product life cycles were longer and customer demand less …

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Get Your Innovation Request Onto One Page

With manufacturing change is easy – lean this, six sigma that, more with less year-on-year. With engineering, not so much. Why? Manufacturing is about cost, waste, efficiency, and yield (how to make it), and engineering is about function (what it does) – fundamental differences but not the why. The consequence of failure is the why. If manufacturing doesn’t deliver, the product is made like last year (with a bit more waste and cost than planned), but the product still sells. With engineering, not so much. If engineering mistakenly designs the Fris out of the Frisbee or the Hula out of the Hoop, no sales. That’s the why. No function, no sales, no company, this is fear. This is why it feels dangerous to push on engineering; push on engineering and the wheels may fall off. This why the organization treads lightly; this is why the CEO does not push. As … Continue reading

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