IOI Partners

Customers Win When Companies Focus

Customers Win when Companies Focus
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The list below includes all our site pages.

Pages

  • About
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  • Home Page
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    • Creating Innovation from the Inside Out
  • Privacy Policy
  • Services
    • Acquisition / Merger Integration
    • Discovering Your Value Proposition (DYVP) Workshop
    • Innovation Capabilities Assessment & Remediation
    • Innovation Execution & Product Development
    • Market Development
    • Strategies for Orphan Product Lines
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  • The Underlying Engine for Scaling Sales and Attracting Investment
  • Using LinkedIn

Recent Posts

  • Why Understanding Value Is Critical to Decision-Making
  • Developing More Meaningful Value Propositions
  • Delivering Innovation: Critical-to-Value™ Matters to Succeed or Fail Fast
  • Healthcare Startups: How to Ensure a Successful Product Launch
  • Delivering Innovation: Assessing Your Organization’s Capability
  • Why Your Voice of the Customer Project Hasn’t Yielded Accurate Results
  • The Learning, Knowledge-Creating Organization
  • Understanding the Pharmaceutical Industry Through the Lens of Jobs-to-be-Done
  • Finding Fundable Opportunities Inside Customer Problems: How to De-Risk Investor Pitches
  • Market Analysis & Value Proposition: Is Your Hockey Stick Real?
  • Improving Quality or Reducing Cost for On-Market Products
  • De-Risking Adoption of Innovations: Market Risk
  • Managing Market Development: Identifying Critical To Value for a New Product Introduction
  • Monetizing Innovation (Part 2): The Right Team Counts Even in a Large Organization
  • Interim Leadership: Why Every Company Needs an Interim Executive Leadership Plan
  • Managing Risk to Maximize Innovation Success
  • Build Three Models for Innovation Success: Product, Business and Execution
  • Monetizing Innovation: The Right Team Counts
  • Improving Innovation Effectiveness: Adopt an Investor’s Mentality
  • Delivering Success in Strategic Planning: Talent Management
  • Is Your Strategic Planning Process Resulting in Tunnel Vision or Chaos?
  • Turning a Strategic Plan Into Results
  • No-Nonsense Strategic Planning: Make It Meaningful and Actionable
  • Executing a Three-Year Strategy with Twelve Months of Cash
  • Delivering Value & New Products: Where to Start?
  • Discovering Value: Why Most Managers Fear and Leaders Embrace Risk
  • Find Value in the Forest, Not the Trees
  • Delivering Value: The Innovation Guidepost
  • Innovate or Die: Why Beauty Truly Is in the Eye of the Beholder
  • The Scientific Method: What Goes Around Comes Around
  • Mind the Gap(s): Become More Innovative as You Innovate
  • Achieving Innovation: The Essential Characteristics of an Innovative Organization
  • Using the Negotiating Matrix as a Tool in Working with Distributors
  • When Might You Need Experienced, Senior Level Finance Help?
  • Practical Uses for the Negotiating Matrix: Valuation
  • Practical Uses for the Negotiating Matrix: Strategic Alliances
  • Navigating Common Mistakes in a Negotiation
  • A Winning Go-to-Market Strategy: How to Launch Strong in Today’s Dynamic Marketplace
  • Unveiling Real User Needs Through Conjoint Analysis
  • How Market Segmentation and Analysis Can Make or Break Your Launch
  • The Market Driven Organization: What Does It Mean and Why Does It Matter?
  • Are There Really Just Ten Types of Innovation?
  • Agile Systems Engineering as a Model of Innovation and Adaptation
  • Innovation Made Simple
  • Achieving Innovation Success in Phases and Frameworks
  • The Magic of the Canvas
  • We Aren’t Moving Forward: Where Is Sun Tzu When We Need Him?
  • Beyond Problem Solving to Value Creation: Teaching Innovation and Entrepreneurship in an Academic Environment
  • Business Process Improvements Are Valuable Innovations
  • Taking Innovation Initiatives a Step Further
  • People are Innovative, Organizations are Not
  • Don’t Just Fail Fast — Learn Fast! Fail with a Purpose!
  • Commitment Starts with Understanding What You Are Signing up For
  • Realizing Innovation: It Takes a Village!
  • Executing on Innovation within the Matrix
  • Does It Deserve to Be Called Innovation? Does It Really Matter?
  • Models of Executing Innovation via Govindarajan and Trimble
  • Interim Leadership: An Outside View Looking In
  • Focusing on Features to Achieve Product-Market Fit
  • Succession Planning & Murphy’s Law
  • Where Does Confidence Come from When It’s Not Business as Usual?
  • My R&D Manager Quit!
  • Originality and Value
  • Interim Leadership
  • When Clarity Is Most Critical in Dealing with an Orphan
  • No “Blockbuster” without Clarity
  • The Genesis of an Orphan
  • On a Parallel Path: Innovation Emerging as an Organizational Competency
  • Fixed and Growth Mindsets
  • Recognizing an Orphan or Non-Strategic Product Line
  • Maintaining Innovation within a Large Organization
  • Who Leads Innovation?
  • Micromanaging Innovation

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