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“M-Health Discovery” - Tunisian Start-Up, providing a tool to automate the discovery of...
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Transcript of “M-Health Discovery” - Tunisian Start-Up, providing a tool to automate the discovery of...
“M-Health Discovery” - Tunisian Start-
Up, providing a tool to automate the
discovery of epidemics
(Lessons Learned & Best Practices)
Mahmoud BEN JEDDOU
Young Entrepreneur / Team Leader in
Open Innovation Challenges
www.mhealthtool.com © 2014
Twitter: www.twitter.com/mahmoud_bjd
G+: www.google.com/+MahmoudBenJeddou
1 : 22
Intro
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“if there are no Problems, we will not be committed to Thinking”
How did we get to our project?
Why we thought of launching a start-up?
2 : 22
Intro
www.mhealthtool.com © 2014
“if there are no Problems, we will not be committed to Thinking”
How did we get to our project?
Why we thought of launching a start-up?
Unemployment rate (2010): above 20 % for university graduates and, above 30 % for young university graduates
3 : 22
Intro
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“most educated, wait much longer to get a formal job”
How did we get to our project?
Why we thought of launching a start-up?
4 : 22
Intro
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“most educated, wait much longer to get a formal job”
Traditional Education system of the StateDelivering Degrees - on paper - with no Skills
Passivity of young graduates No success/ failure models to learn from
How did we get to our project?
Why we thought of launching a start-up?
5 : 22
Team Organization
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Business Developer
Product Manager
UI-UX Designer
Cloud/ MobileService Architect
Mahmoud
Aïda
Mohamed
Slim
6 : 22
www.mhealthtool.com © 2014
Structure
A. Entrepreneurship: Lessons Learned & Best
Practices
B. “M-Health Discovery”: Tunisian Start-Up Initiative (1/2)
Context of Africa: health care - information technology
C. “M-Health Discovery”: Tunisian Start-Up Initiative (2/2)
The process towards the creation of the “M-Health” tool: Guideline
& Practical Frameworks
7 : 22
A.1. Leadership
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The Leader is someone who :oSees much better than others the origin of #disruption onto the marketoTends to #break the others’ rules and build new ones oStands out from the CrowdoThinks #big and moves #differentlyoPushes the boundariesoBrings #breakthrough concepts.
“Whether you're being in a big corporate or inside asmall team, behaving as a leader is quite crucial for the organization destiny”
8 : 22
A.2. Self-Confidence
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“I am the captain of my ship and the master of my fate”
oSelf-Confidence = Self-esteem + Self-assertion. (Psychiatrist)
9 : 22
A.2. Self-Confidence
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“I am the captain of my ship and the master of my fate”
oSelf-Confidence = Self-esteem + Self-assertion. (Psychiatrist)
oSelf-Confidence : the ability to #believe in yourself to accomplish any task, no matter the odds, no matter the difficulties. (Head coach of Univ soccer Team)
oThe development model of this competency = Repetition / Practice / Persistence
10 : 22
A.3. Team Management
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“Let Your Team Help You Manage the Team”
A Team Manager is:othe most sociable/ emotionally intelligent person within a team who’s able to lead, influence and align other members on the objectives of the project.
Dogma
11 : 22
A.3. Team Management
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“Let Your Team Help You Manage the Team”
A Team Manager is:othe most sociable/ emotionally intelligent person within a team who’s able to lead, influence and align other members on the objectives of the project.
Team Management is:oNot a prestigious roleoNot an individual taskoa common roleoa #shared responsibility
Dogma
Experi
ence
12 : 22
A.4. Conflict Management
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“Conflicts are good opportunities to discover new thoughts, visions, perspectives”
Usual approach to conduct conflicts:oattack and counterattackochattering, just to contradict others
13 : 22
A.4. Conflict Management
www.mhealthtool.com © 2014
“Conflicts are good opportunities to discover new thoughts, visions, perspectives”
Usual approach to conduct conflicts:oattack and counterattackochattering, just to contradict others
How to overcome conflicts and turn them into creative assets:odon’t speed up your thinking, slow downodon’t try to be (very) self-controlled in a conflict momentoget a speech that works for others as well as for you
14 : 22
A.5. Team Values
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“A team without values can never deliver an output with value”
“Organizations that have values towards #openness, #trust and #cooperation can be more innovative and dynamic facing the rapid change of the market”
“Promotion of values of #confidence, #tolerance of errors and #sharing objectives can improve dramatically the effectiveness of knowledge management”
Mario Javier Donate and Fatima Guadamillas, (2011)
15 : 22
A.6. Team Organization
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“Start-up Talents to Solve Industry Challenges”
When corporations reach maturity;ofocusing on huge profitsoproducing similar solutionsorepetition of old successful business modelsolosing the art of doing business
= With growth innovation becomes harder to achieve !
16 : 22
A.6. Team Organization
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“Start-up Talents to Solve Industry Challenges”
http://digitalmediazone.ryerson.ca/uncategorized/using-startup-talent-solve-industry-challenges/ | http://www.ryersonfutures.ca/innovation-for-hire/
When corporations reach maturity;ofocusing on huge profitsoproducing similar solutionsorepetition of old successful business modelsolosing the art of doing business
= With growth innovation becomes harder to achieve !
How and Why were they (start-ups) born?owithin or after an innovation contesto2-4 co-innovators living in a challenging contextono fear of failure, no routines, no heavy desktops, no hierarchy oto bring out #new, #different and #competitive products/ services onto the #global market
= When you’re small, you’re nimble; introducing new, cutting-edge ideas is easier.
17 : 22
A.7. Team Skills Selection
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“Ability ≠ Skill ≠ Talent”
oability; the capacity to Do: to read and write, to drive, to handle a task .. (learning/ practicing)
oskill; a technique - not necessarily taught in schools (discovering/ experimenting)
otalent; God’s gift - it can be easily seen at an early age (huge effort/ training to exploit a talent)
18 : 22
A.7. Team Skills Selection
www.mhealthtool.com © 2014
“Ability ≠ Skill ≠ Talent”
oability; the capacity to Do: to read and write, to drive, to handle a task .. (learning/ practicing)
oskill; a technique - not necessarily taught in schools (discovering/ experimenting)
otalent; God’s gift - it can be easily seen at an early age (huge effort/ training to exploit a talent)
19 : 22
A.7. Team Skills Selection
www.mhealthtool.com © 2014
“Ability ≠ Skill ≠ Talent”
oability; the capacity to Do: to read and write, to drive, to handle a task .. (learning/ practicing)
oskill; a technique - not necessarily taught in schools (discovering/ experimenting)
otalent; God’s gift - it can be easily seen at an early age (huge effort/ training to exploit a talent)
“innovate is a hard skill to get”
20 : 22
A.7. Team Skills Selection
www.mhealthtool.com © 2014
“Ability ≠ Skill ≠ Talent”
oability; the capacity to Do: to read and write, to drive, to handle a task .. (learning/ practicing)
oskill; a technique - not necessarily taught in schools (discovering/ experimenting)
otalent; God’s gift - it can be easily seen at an early age (huge effort/ training to exploit a talent)
Automattic’s (*) approach to discover skills and build strong teams =
“Try-outs”http://hbr.org/2014/04/the-ceo-of-automattic-on-holding-auditions-to-build-a-strong-team/ar/2
(*) the American Start-up behind the WordPress internet ptoduct
“innovate is a hard skill to get”
21 : 22
Who has the force of idea never dies.
Thank You
22 : 22www.mhealthtool.com © 2014