Value innovation modelling: Design thinking as a tool for business analysis and strategy

This paper explores the use of multiple perspective problem framing (English 2008) as a tool to reveal hidden value and commercial opportunity for business. Creative thinking involves the interrelationship of parameters held open and fluid within the cognitive span of the creative mind. The recognition of new associations can create new value that can lead to innovation in designed products, intellectual property and business strategy. The ‘Ideas-lab’ process is based on the proposition that a company’s capacity for innovation is dependent on the way the business is able to see its problems and opportunities. In this process the attributes of a company and the experience of the researchers are considered as the parameters of a design problem. It is therefore important to acknowledge the commercial experience of the project researchers, all of whom have a proven track record in helping businesses develop, exploit and protect their know how. Semi structured interviews were carried out with key individuals in 34 companies. The resulting data was assessed on a company-by-company basis through a process of multiple perspective problem framing, enabling key nodes, patterns and relationships to be identified and explored. A ‘Cornerstones of Innovation’ report was prepared to inform each company of the observations made by the researchers. The paper describes the methods adopted and summarises the feedback from participating companies. Case studies are highlighted to demonstrate ways in which the process influenced the actions of particular businesses, and the commercial outcomes that resulted. Finally the researchers reflect on the structure of the Ideas-lab process

Disrupt, Deny, Dismantle: A Special Operations Forces (SOF) Model for Combatting New Terrorism

Terrorism in the new millennium has morphed drastically since the 1970s. The terrorist organizations of today are a hybrid between the insurgent group models of the 1960s and modern terrorist organizations such as Al Qaeda. This hybrid model has created what has become a transnational insurgency recruited, trained, and led by major terrorist networks such as the Islamic State of Iraq and the Levant (ISIL). Even smaller regional groups such as Boko Haram have surpassed merely conducting terrorist attacks. These smaller groups are also focused on controlling territory. Tan (2008) refers to this change as “New Terrorism”. To combat New Terrorism, a combination of counterinsurgency tactics and counterterrorism tactics must be employed. This study will examine the need to define roles and responsibilities for various organization and various echelons through the introduction of a new Special Operations Forces model; Disrupt, Deny, Dismantle. The acronym to be used for this model is D3. This model recommends different tactics, techniques, and procedures for forces not specifically assigned the counterterrorism mission. As new terrorism continues to change, only counterterrorism forces should be tasked with the Find Fix Finish, Exploit, Analyze, and Disseminate (F3EAD) model of targeting (Counterterrorism 2014). All other military and law enforcement elements should disrupt and deny the enemy in support of the counterterrorism effort. This study is based on extensive research and the author’s 23 years of experience serving in U.S. Army Special Forces. Throughout his career, the author interacted with people from various social, economic, and professional backgrounds throughout the Middle East, Africa, and the Balkans

Management innovation made in China: Haier’s Rendanheyi

This article shows how emerging market companies like China’s Haier Group create management innovations that are appropriate for an environment characterized by increased volatility, uncertainty, complexity, and ambiguity (VUCA). Dealing with VUCA effectively requires practices favoring nimble and decentralized responses; the Haier Group developed a platform of management practices under the label Rendanheyi (in Chinese: 人单合一) to transform itself from a conventional hierarchical manufacturing firm into a highly responsive online-based entrepreneurial company with “zero distance to the customer”. We demonstrate how the organizational, competitive, institutional, and technological contexts mattered for the development of Rendanheyi. Our study contributes several insights for practitioners and academics. First, we showcase how context dependent management innovations are created to allow emerging market firms like Haier to deal with a high VUCA world. Second, we draw lessons from Haier’s experimentation process for other firms. Finally, we create an extended process model of management innovation that managers, in both emerging and developed countries, can readily apply

Pacific leaders in open, online and distance learning

The Pacific is a vast region, with a diverse range of cultures and stretched geographical lands, which covers large territories and long distances. Open, online and distance learning (ODL) has always played a key role in providing access to education to remote and rural students and disadvantaged groups. In fact, it could be argued that without ODL, the levels of educational attainment in these regions would be much lower. However, there is work to be done, as some countries in the region still have infrastructure problems, such as Internet connectivity and availability, which directly impact access to online and distance learning. In this piece about Pacific leaders in ODL, I noticed that despite the fact that many leaders have or have had a formal professional base at their institutions, many have worked across different nations and in collaboration with several national and international organisations. Also, initially, ODL leaders were predominantly male, but it did not take long for their female counterparts to join in and be recognised. Encouraged by this journal's editorial board, I made sure that the ODL female leaders are well represented in this piece. This manuscript is divided in three sections; Australia, New Zealand and some small islands of the Pacific region. This is by no means an exhaustive list of ODL leaders in the region, but one that recognises the contributions of earlier theorists and some more current researchers and practitioners. Finally, it is also important to highlight that the large majority of the leaders recognised here are renowned academics, researchers, practitioners and leaders due to their success, leadership and contributions to ODL. Therefore, most of them have published extensively, been invited to present at conferences and other national and international events, and have worked as consultants for key ODL organisations and their partners, some during the course of their employment and/or after retiring. Their career and academic successes are very important, but here I would like to focus on some of their key contributions to ODL in the Pacific region.</p

Beyond Goldwater-Nichols

This report culminated almost two years of effort at CSIS, which began by developing an approach for both revisiting the Goldwater-Nichols Department of Defense Reorganization Act of 1986 and for addressing issues that were beyond the scope of that landmark legislation

Case Study Analysis of Trust and Commitment Between the Civil Engineering Commodity Council and the Civil Engineering Career Field

The Air Force is pursuing strategic sourcing as a strategy for reducing costs of goods and services to help meet budget reductions while still performing its mission. These commodities are sourced through a number of commodity councils, each of which whom interact with their stakeholders throughout the sourcing process for that specific commodity. This research identifies factors that influence the success or failure of the sourcing process from the perspective of the Civil Engineering Commodity Council (CECC) and attempts to organize these factors within a framework built around trust and its effect on commitment and cooperation. These factors were identified through in-depth interviews performed with personnel on the CECC with experience in the sourcing process, after which responses were analyzed with Atlas.ti to identify themes and trends. Stakeholder support and participation was stated to be one of the largest factors impacting successful sourcing efforts, and perceptions of other factors such as appropriate training, appropriate mix of specialties on the team, experience, marketing, and successes were proposed as important to building trust in the CECC. Addressing these factors would then improve the perceptions of ability and benevolence of the CECC, resulting in improved trust, commitment, and cooperation from the career field

Developing a Web-Based Developmental Feedback Program

Developmental feedback programs provide an opportunity to improve leadership practices by giving leaders feedback about their performance from a number of sources, This thesis expanded on Capt Doug Patton\u27s pilot study (2002) that developed and validated an upward feedback instrument (UFI) for Aeronautical Systems Center (ASC) and Air Force Security Assistance Center (AFSAC) supervisors. Specifically, the purpose of this thesis was to develop a web-based developmental feedback collection, reporting, and analysis tool-set

Junior Reserve Officer Training Corps Instructor Perceptions of Instructional Delivery in a Virtual Environment

The purpose of this study was to examine the perceptions of Junior Reserve Officer Training Corps (JROTC) instructors at the secondary level as they adapted to teaching in a virtual environment during the COVID-19 global pandemic. Although the literature indicated that the delivery method for the content and curriculum aligned to Junior Reserve Officer Training Corps was best suited for face-to-face instruction, no evidence existed to indicate cadet overall success based on the implementation by virtual delivery, using one or multiple online platforms. The objective of each JROTC Program is to ensure that cadets successfully complete the program with advanced skill sets in leadership. Leadership skills are most often taught in a traditional environment wherein instructors and cadets learn in real-world and face-to-face environments. This study was a phenomenological qualitative study selected to examine the experiences of JROTC instructors who taught portions of their curriculum utilizing a virtual platform during the COVID-19 global pandemic. Data collection strategies included semi-structured, one-on-one interviews conducted via a virtual platform with JROTC instructors who taught the JROTC curriculum utilizing a virtual delivery instruction model. The results revealed that JROTC instructors perceived that virtual instruction of their curriculum did not produce an impact on leadership development of cadets as it would have had cadets been instructed in a face-to-face environment. The results reveal how cadets missed out on the development of valuable leadership skills by participating in virtual instruction and instructors perceived themselves to be less effective to ineffective as virtual instructors of their curriculum. The results yielded five themes: (a) virtual delivery model of instruction does not permit instructors to teach certain concepts of the JROTC curriculum adequately; (b) the importance of a face-to-face delivery model of instruction connects to the growth of a JROTC cadet in leadership development; (c) an overall lack of instructor preparation for using virtual instruction, but military training prepared them to be adaptive; (d) instructor perception of being ineffective in delivering instruction in a virtual environment; and (e) a new-found comfort in delivering overall instruction in both a virtual and face-to-face environment