Transcript Product Strategy - Knowledger Innovation Zone

Heba Mahmoud Zaki
Egyptian Environment Affairs Agency - EEAA
Thank you
The following course work and project proposal was created as part of the „KEN
Practitioner Certification Course“ delivered at RITSEC, Cairo in April and May
2005 in collaboration with Entovation Internation Ltd.
The Knowledge Innovation Assessment Methodology was developed and is
copyrighted by Debra M. Amidon (www.entovation.com)
A special thank you for their support is given to (alphabetically listed by given
name):
 The Egyptian Ministry of Administrative Development
 RITSEC Management
 Effat El-Shooky
 Hisham Sherif
 Mahmood Rezk
 RITSEC Staff




Amin Lotfy (Local project management and facilitation)
Ahmed Sobky (Local project management and facilitation)
Neven Noshy (Local IT support)
Sophia Korayem (Local project management)
 International supporters
 Debra Amidon, Entovation International Ltd www.entovation.com (Content expert)
 Oliver Schwabe, Eurofocus International Consultants Ltd, www.euro-focus.com (Facilitator)
 and the whole participant group
Executive Summary
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The growth in the cell phones use has been so
rapid and enormous, in the coming few years
Egypt will discard about milions cellurar
telephones, that mean a thousands tons of trash
including toxic metals and other health
hazardous.
On average a cellular telephone is kept only 18
months, so such millions of older phones may be
stockpiled waiting to through away and it boses
special problems at landfill or when they are
burned in municipal waste incenerators because
they have toxic chemicals.
Executive Summary
 These include persistent toxins that accumulate
in the environment, including Arsenic, Antimony,
Bryllium, Cadmium, Nickel Copper, Lead and
Zinc.
 These toxins have been associated with cancer
and other neurological disorders, especially in
children.
Project Description

The project aim to establish a collection
system to reach the fowloing goals:
 Recycling:
Is to get Nickel – Cadmium out of the municipal
solid waste stream and send them to recyclers.
 Final
Secure disposal:
To make a final disposal of the hazardous
waste after the pretreatment by solidification
and dump them in a secure landfill.
Key Proposed Activity


This project demand a cooperation between
relevant ministries, mobile phone companies
and civil society organizations to reach its
objectives.
Gathering information about:
 The number of sold mobiles and batteries.


Number and places of landfills.
Create a public awareness of the harms and
damages of old cellular telephones.
Key Proposed Activity
 We can represent a shift in responsibility
for used batteries to the private sector.
This driver importers’ attention to the end
of life of batteries and internalizes the
costs of collecting and recycling used
batteries into the price of the product.
 Establish a house hold gathering
campaign.
Key Proposed Activity
 Establish centers for collecting
batteries and it could be:
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the
used
The outlets of the mobile phones companies.
Agents of this companies.
Gas station.
Mobile stores.
Supermarkets, centers and mulls.
Within landfills and garbage gathering centers.
Front of the ministry of Environment, Health
and other relevant organizations.
Key Proposed Activity
 It could exploit the advertisement of the mobile
companies to announce these centers of
collecting.
 Put an incentives system to encourage people to
go to the collecting centers by different ways and
it could be:

Discount on the new battery when take back your old
one.
 Extra free minutes added the mobile credit.
 T-shirts pens, meddles with the trademark of the
mobile companies.
 Public telephone cards.
Key Proposed Activity
 Advertising in T.V and radios by a pulpier figure
that have a motif to make awareness of the
harms of keeping used batteries and
encourage public to go to the collecting
centers.
Expected Financial Value
Basicly this project has an environmental
sound more than any other financial reason,
It is important to every one to live in ahealthy
and clean environment.
 Cost reduction for the industerial (recycling of
the used battery and reuse its components).
 Health care coste reduction (cancer and
neurological diseases).
Expected Non-Financial Value
 Protecting and saving the environment.
 Living in clean and healthy environment which
reflect on our helth.
 Cooperation
and
collaboration
between
government, private sectors, civil society
organizations and the public.
 Mutual trust.
 Public awarness.
Measurement of
non-financial value
 Number of the collected used bettrries.
 Response of the mobile companies, civil society
organizations and persons.
Resources Required
 Work group expertise.
 Technical staff.
 Organizers from the ministries of health and
environment, mobile companies and civil
society organizations.
 Centers for collection.
Time Required
12 months
Organizational Readiness
 The willingness to protect the environment and
dispose of used betteries already exists.
 Readiness exists at certain level:
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Egypt is a member of many conventions which
concern of protecting the environment. e.g.the
Basel convention which concern about the
hazardous waste.
Ministry of environment and hazardous waste
departement.
Law for environment protection, Law 4/1994
and it is executive regulations.
Success Criteria
 Establish of the collecting centers.
 Number of the collected used betteries.
 Reuse of the components of used cells.
 Level of the public participation and response of
private sectors.
Success of the program will depend on extensive
consumer educational and commitment of
individuals to manage waste batteries properly as
well as easily accessible and identification drop-off
locations.
Projected Start Date
as soon as it take the green card from
the competent authorities
The Assessment Results
Created based upon the Knowledge Innovation Assessment Methodology © ENTOVATION International Ltd. www.entovation.com
The Detailed Results
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Collaborative Process:
Performance Measures:
Education / Development:
Learning Network:
Market Positioning:
Products/Services:
Market Penetration:
Market Image:
Leadership / Leverage:
Technology / Internet:
1.89
7.89
2.00
7.80
3.08
8.50
2.67
8.33
0.89
7.89
1.10
6.20
2.20
7.60
2.10
7.80
3.14
8.50
3.56
2.81
Activities
Collaborative Process
 Urgent (address immediately)

Having an identified contact person for the
overall innovation process in the organization.
 This contact person must have a leadership
support.
 The resources and tools which have been
allocated to the innovation process within the
organization must be adequate to ensure
efficient operation of the process
Activities
Collaborative Process
 Urgent (address immediately)
 The innovation process within The
organization must be a collaborative venture
involving all levels of personnel.
 All of the organization’s stakeholders
(investors, customers, suppliers) have to be
involved in the innovation process.
 The organization’s business strategies have
to be aligned to maximize results of a
successful innovation process
Activities
Collaborative Process
 Important (address within 3 months)

An explicit innovation process must exists
within all the governmental organizations.
 The criteria for measuring the success of
innovations within the organization have to
be clearly defined. The organization must
be capable of supporting the development
of innovation from idea creation through
commercialization.
Collaborative Process Idea
Enhancing the cooperation between relevant
ministries, civil society organizations and the
public sectors.
Activities Performance Measures
 Urgent (address immediately)

The firm must have an identified person who
is responsible for performing the Assessment
of Knowledge Innovation within the
organization.
 This business strategy have to be clearly
communicated within all levels of the
organization
Activity Performance Measures
 Urgent (address immediately)
The organization’s performance measures
must be designed to gauge both tangible and
intangible indices.
 The organization’s measurement systems
must provide a means to promote value in
the eyes of customers and stakeholders.
 The instrumentation needed to ensure
proper, consistent calibration over time must
be in place.

Activities Performance Measures
 Urgent (address immediately)

Incentives have to be in place within the
organization which promote idea creation,
responsible risk-taking, and application of
inventions or concepts into development of
products/services
 The organization have to rewards idea
creation,
responsible
risk-taking,
and
development
of
innovations
into
products/services
Activities Performance Measures
 Important (address within 3 months)
 The
organization’s business strategy must be
clearly defined.
Performance Measures Idea
 Preparation of a performance measures
assessment process that would include
tangible and intangible assets, feed back from
stakeholders and reverse assessment by
employees to the whole process.
 Incentives are to be offered to employees upon
satisfactory performance.
Activities
Education / Development
 Urgent (address immediately)

The location / locations where knowledge is
created within the organization have to be
identified.
 A mechanisms must exist within the
organization to capture “fugitive” or “tacit”
knowledge.
 A Mechanisms must exist within the
organization to evaluate the usefulness of
“fugitive” / “tacit” knowledge to the
organization.
Activities
Education / Development
 Urgent (address immediately)

Teaching
strategies
used
in
the
organization’s educational programs must
provide for dynamic dialogue among
participants.
 Educational programs and processes within
the organization have to be learner-cantered.
 All employees within the organization have to
view learning as an integral, day-to-day
responsibility.
Activities
Education / Development
 Urgent (address immediately)

The expanding global community have to be
utilized as a learning resource for personnel
within the organization.
Activities
Education / Development
 Important (address within 3 months)

Systems must be in place within the
organization to capture knowledge.
 Systems must be in place within the
organization to track the flow of knowledge.
 Systems must be in place within the
organization to incorporate knowledge in
planning business strategy.
Activities
Education / Development
 Continue (keep supporting)
The organization’s educational programs
must be designed to include a variety of
teaching strategies.
 Allocation of organizational resources for
education have to be seen by management
as an investment in the future value of the
organization.

Education / development idea
Establishment of an intra IT network among all
relevant organisations, that would help their
members to learn.
Activities Learning Network
 Urgent (address immediately)
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The geographic centers have to provide
opportunities for dialogue and learning.
Communication systems must be in place
to effectively promote cross-fertilization of
knowledge between centers.
All participants in the “network” have to
share a common vision.
Activities Learning Network
 Urgent (address immediately)

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
All participants in the “network” must
share the same purpose.
The organization must have an incentives
in place which encourage participation in
the network.
The organization must have an effective
worldwide presence.
Activities Learning Network
 Urgent (address immediately)


Centres of Excellence which recognize
and
leverage
complementary
competencies must be established within
the network.
The organization have to mechanisms in
place to document the economic wealth of
the network.
Activities Learning Network
 Important (address within 3 months)

Communication within the network must be
facilitated by computer/communications
technology.
Learning Network idea
It is a network between employees and
including external stakeholders to support
the innovation value system, it must be
considered that all locations of the company
have an innovation responsibility.
Activities: Market Positioning
 Urgent (address immediately)
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The organization must have a mechanisms
and/or systems in place to align the internal
environment with the external environment.
These mechanisms and/or systems have to be
integrated into organizational strategies and
policies.
The organization’s range of vision have to be
consistently and accurately captures signals
from diverse competitors (both current and
future).
Activities: Market Positioning
 Urgent (address immediately)

Techniques have to be developed within the
organization to prioritize new business
opportunities within the context of current
strategy.
 These techniques have to applied consistently
so that insights can be compared and
contrasted with validity in the marketplace.
 The
organization’s
intelligence-gathering
system must be linked to the corporate library /
information system.
Activities Market Positioning
 Urgent (address immediately)
The organization’s intelligence-gathering
mechanisms must be sufficiently sensitive to
capture critical information from nontraditional sources.
 The
role of “Information Technology
Manager” has to be re-defined as
“Knowledge Manager,” or a comparable title.
 Data
obtained by the organization’s
intelligence-gathering system have to be
quickly integrated (fed-forward) into the dayto-day operations of all personnel who have
a need to know.

Market Positioning idea
Establishing business system which have the
responsible of gathering information from all the
relevant organizations and provide our employee
with it. Its major mission is to gathering information
for any topics from external environment and use
this information to support other personnel.
Activities: Products / Services
 Urgent (address immediately)
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The organization must have Methods to
standardize some customized services, so
that the revenues can be optimized.
The organization must has the ability to create
products and services to meet the
unarticulated needs of the marketplace .
The organization has to set aside investment
capital to fund and nurture a sufficient
percentage of new ideas to stay ahead of the
competition.
Activities: Products / Services
 Urgent (address immediately)

The organization must develop a sufficient
percentage of new products and services each
year to stay ahead of the competition
 The organization must has the ability to create
products and services to meet the
unarticulated needs of the marketplace .
 The organization must has the ability to create
products and services to meet the unserved
needs of the marketplace.
Activities: Products / Services
 Urgent (address immediately)

The organization has to follows product design
principles and processes which emphasize the
development of products and services which
have embedded knowledge support
 The organization has to find a way for the
products and services which are currently being
marketed to customers as part of the normal
business sale to be either “unbundled” or
“bundled,” and marketed at a premium
Activities: Products / Services
 Important (address within 3 months)

The organizations must have some
unrealized competencies (i.e., content and
process) which could be used to develop
unique, highly marketable products and
services.
Products / Services idea
Through a training courses employees should
recognize that the knowledge is being
embedded in many products and services.
They must be able to produce service that
support the process of applying new ideas.
Activities: Market Penetration
 Urgent (address immediately)

Within its network of strategic alliances, the
organization
should maintain a balance
between cooperative and collaborative
relationships.
 The organization should have strategies in
place to monitor the strategic alliances of its
partners.
 The organization should use alternative
channels of distribution for its products and
services.
Activities: Market Penetration
 Urgent (address immediately)
The organization’s view of the “enterprise”
should be enlarged to includes stakeholders,
partners, and customers.
 The organization’s strategic alliance process
should define new rules of participation.
 The organization should defined a map of its
existing network of strategic alliances.

Activities: Market Penetration
 Important (address within 3 months)

The organization shoul defined its plan for
future evolution.
 The organization should have strategies in
place for capturing learning from partner
interactions, in addition to raping the
traditional return on investment
Market Penetration idea
Supporting the cooperation and collaboration
relationships between relevant ministers that
have a similar environmental interest, or
working in the same field and have the same
purpose. e.g. ministry of Environment. Industry
and the ministry of Health. We support this
relationships by organize some kind of
workshops, seminars and other channels of
communications.
Activities: Market Image
 Urgent (address immediately)
The organization’s advertising should define
its uniqueness in the marketplace.
 Within the organization, the difference
between a marketing strategy and an
advertising campaign must be clearly
defined.
 The organization’s image campaign is
sufficiently multifaceted to penetrate existing
markets and penetrate new markets.

Activities: Market Image
 Important (address within 3 months)
The organization’s culture and competencies
should support its marketing messages.
 The Organization image campaign should be
based upon its inherent capabilities.

Market Image Idea
The organization image must based upon its
capabilities, its culture and competences that must
support its marketing message. So we could print
different publications. E.g. guide lines, notebook
and brochures. its reflect the organizations
external message which consistent with its culture
,vision and internal competencies
Activities
Leadership / Leverage
 Urgent (address immediately)

The organization leader, should put
mechanisms in place to legitimize employees’
sharing of knowledge and expertise.
 The organization leader, must define your
sphere of influence within the world community.
 The organization leader, must use the
knowledge gained from external leadership
activities to develop new internal business
strategies.
Activities
Leadership / Leverage
 Urgent (address immediately)

The leader, must have effective strategies in
place to disseminate the knowledge to the
marketplace.
 The
organization leader, should perceive
external leadership activities as integral to
the business.
 The organization leader, should use multiple
strategies to enhance his own intellectual
leadership
Activities
Leadership / Leverage
 Important (address within 3 months)

The organization leader, should develop
internal mechanisms to capture and codify
expertise in ways that enhance the
organization’s business performance.
 The
organization leader, should put
mechanisms in place to encourage
employee’s sharing and of knowledge and
expertise
 The
organization
leader,
must
put
mechanisms in place to reward employees
for sharing knowledge and expertise.
Leadership Idea
Organize some training curses expertise on
develop the leadership skills for both leaders
and future leaders, the participants could be
nowadays leader or a selected numbers of
employees that have especial skills and
ability of learning.
Activities: Technology / Internet
 Urgent (address immediately)

A network of expertise must exist within the
organization to provide assistance to
employees in the areas of technology,
organizational behaviour, and general
information about the business.
 The persons comprising the network must be
easily identified by employees
 Within the organization, technology should
be perceived as an enabler, rather than an
end in itself.
Activities: Technology / Internet
 Urgent (address immediately)

Within the organization, the locus for project
initiation must be clearly identified.
 Technology must be used within the
organization
to
promote
collaboration
between employees who work in different
areas.
 Within the organization, incentives/rewards
must be built into the system to motivate
optimal innovation
Activities: Technology / Internet
 Urgent (address immediately)
 Collaboration
and interaction of employees
across organizational boundaries must be
measured in terms of value-added
contributions.
 The organization should use cyberspace as a
learning tool.
Activities: Technology / Internet
 Important (address within 3 months)

Within the organization, there must be a welldefined technical and managerial infrastructure
 The organization should have sufficient
flexibility to capitalize on the benefits of current
information technology.
 Within the organization, roles must be clearly
defined to motivate optimal innovation.
Activities: Technology / Internet
 Important (address within 3 months)
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Within the organization, career paths should
be developed to motivate optimal innovation.
 Within the organization, innovative ideas
should be well-received.
 Collaboration and interaction of employees
across organizational boundaries must be
tracked.
Activities: Technology / Internet
 Continue (keep supporting)

The most current advances in information
technology should be in use within the
organization.
Technology / Internet idea
Establishment of an intra IT network among
all employees that would help their member
to learn about the object and roles of the
organization and provide assistance to
them.