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Resource Allocation – The Practice

Part 2 of 3 (see part 1: Resource Allocation – The dilemma)

Most people agree that there is no one best solution for how to allocate resources in companies. This depends on every company's size, organizational structure, politics, culture and other factors.

Business Modeling Insight

I presume you are familiar with the term ‘business model’ and to some extent know what it is all about. The majority of you are likely to be as passionate about it as I am.

So then, how should we work with business models? What should we focus on?

Resource Allocation – The Dilemma

Part 1 of 3 (see part 2: Resource Allocation – The practice)

While R&D yields the seeds for hundreds of potentially revolutionary projects, it is an unavoidable fact of reality that companies face constraints on their resources, and only a select few 'seeds' actually receive the funding and manpower to take them all the way to the market.

iPM Challenge at Stockholm School of Economics (The sequel)

'All of you have solved the problem, so give yourselves some credit!'

Setting

On Thursday Feb 23, nearly 40 MBA postgraduates from the Stockholm School of Economics gathered to participate in a highly visual hands-on workshop called the iPM Challenge. Having delved into diverse aspects of business in their studies, and coming from across many industries, the participants brought fresh perspectives on the iPM Challenge to the Googol team.

Social Innovation and Entrepreneurship

2012/02/22 in Googol | Tags:

A story of Googols engagement in Inclusive Innovation and Social Entrepreurship. A story about Googol Unites. All told in a different way.

iPM Challenge at Stockholm School of Economics

Thursday February 23, Googol will rally the troops of the MBA program at Stockholm School of Economics. First out is Dariush Ghatan with a maybe provoking but definately inspirational talk about innovation in todays business environment. When the pace is set, Joachim Cronquist and the iPM-team will infuse further energy by activating the whole group in the iPM Challenge™ workshop.

Innovation Performance Index

Innovation Performance Index (iπ) defines the ratio between the value adding output and the input of resources needed to develop and provide those products and services. As a benchmark, the metric should be larger than 3.14. Possible, you tell me?

In its simplest form, iπ is described as:

That is:

  • NPV is Net Present Value
  • I is Investment.

 

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