Entovation International presents... The Entovation Gyroscope The ’Real-time’ SOURCE for CREATING INNOVATION CAPABILITY
Definition: gy٠ro٠scope - n. a wheel mounting in a ring so that its axis is free to turn in any direction; when the wheel is spun rapidly, it will keep its original plane of rotation no matter which way the ring is turned: gyroscopes are used in gyrocompasses and to keep moving ships, airplanes, etc. level. gyroscopic (adj.), gyroscopically (adv.)

In kaleidoscopic economy, it is even more imperative that a vision for an enterprise or a nation be compelling, coherent and concise. It should be a stretch for the organization to achieve as well as distinctive to catapult forward the competence of all stakeholders involved. The ENTOVATION® Gyroscope enables your organization to determine your desired direction managerially and a strategy to realize progress and results.

VALUES:

If vision provides the direction, then values provide the base – a solid foundation of interdependent variable that over time provide consistency for enterprise innovation. These are the cultural norms that ground inspiration and initiatives together – individual-to-individual, group-to-group, and nation-to-nation.

ARCHITECTURE:

The five (5) elements of the management architecture were originally developed mathematically in 1989. They have evolved into elements that – when managed as interdependent variables – provide management practices that ensure managerial flexibility and agility.

Knowledge Innovation® PROCESS

Regardless of how it is described – theory to practice, need/seeds, idea generation to practical implementation – the strategy is one of innovation. Innovation is the process to be managed that ‘bets the future’ of your company, institution, agency or nation. Contrary to popular opinion, innovation is NOT creativity; nor is it R&D. Innovation is knowledge operationalized – knowledge in action. Innovation is what promises sustainability – through productivity and growth – not one at the expense of the other.

The process can be described in 3 phases: Knowledge Creation, Knowledge Conversion and Knowledge Commercialization. These activities, however, hardly ever operate as a value-chain. Instead, they operate numerous multi-level, concurrent tasks and events with feedback learning loops. This is the environment that must be managed as a system dynamic with interdependent variables linking economics, behavior and technology in novel ways.

DIMENSIONS of Knowledge Innovation®

1	Collaborative Process:	A collaborative process is supposed to be operating as a system of interactions balancing both corporate and local insights. It should include representatives from all components of the strategic business network (SBN) or the ‘extended enterprise.’
2	Performance Measures:	If there is one place where the traditional forms of management and the modern technologies come together, it is around the concept of performance. The issue, however, of what to measure may be more important (and more difficult) than how to measure.
3	Education/Development:	The concept of education has undergone a radical transformation over the past few years, especially as executives have come to see the direct link between learning and business success.
4	Learning Network:	One of the quickest, cost-effective ways to leverage innovation capability is to convert what generally operates as a value chain of functions into a strategic business network (SBN) with all stakeholders serving as both sources of knowledge and points of delivery or execution.
5	Innovation Intelligence:	Companies have embraced forms of scenario planning, which are really action learning models in disguise. The objective is to tap into the knowledge, explicit and tacit, of as many members of the organization and use that collective wisdom to define a vision forward.
6	Knowledge Products/Services:	Organizations must be able to produce products, software tools, and consulting services that support the value-adding process of applying new ideas efficiently and effectively.
7	Strategic Alliances:	Organizations are awakening to the negative effects of competitive strategy. Those able to manage an array of partner interactions for both learning and economic value are likely to maintain enough flexibility to sustain market changes.
8	Customer/Market Interface:	An organization needs a comprehensive, integrated communications strategy that leverages its ability to capitalize on its intellectual competence. External messages must be consistent with an organization culture, vision and internal competencies.
9	Leadership/Governance:	Organizations that are likely to succeed will participate visibly in initiatives and forums that seek to advance the state of the art and the state of the practice of a given field of expertise, industry or nation.
10	Computer/Communications:	Given the dramatic increases in functionality of  computer and communications technology as well as usage, companies must develop a strategy of how to leverage the technology on their behalf.