TIPS, an integrated model for co-creating work place realities.

tt100 uses a unique adjudication process to assess what drives companies that demonstrate excellence in the management of innovation and technology. This is based on The Da Vinci Institute’s trademarked TIPS framework – referring to the management of Technology, Innovation, People and Systemic Thinking. 

The Management of Technology (MoT).

The Management of Technology is all about the ‘tools’ and metrics organisations use to gain competitive advantage. Simplistically it is “a way of doing things better” and may involve the use of anything from computers and hi-tech, to simple hand held tools. In this context, we refer to the small “t” in technology where organisations manage their technology to best position their products or services to maximise their market share.

The Management of Innovation (MoI).

The management of innovation is all about how an organisation stimulates and capitalises on the ideation process to develop an innovative product or service which has either commercial or social value. It’s about hard metrics such as income generated from new products, process or services as well as success rates in commercialising new offerings.

The Management of People (MoP).

The management of people is all about the human technology interface. It embraces both the employee and the end user. It is about the processes that organisations deploy in the development of their human capital, and how they retain and re-skill existing employees, how they incentivise their people and how they plan for succession to ensure organisational longevity.

The Management of Systems (MoS).

This is the process of synthesis, where systemic integration of all organisational activities and performance is used to solve unique problems, and where hyper-competitive redesign of the landscape occurs. This includes internal synovation and organisational ecology that allows the parts to become greater than the whole.

“In the years we didn’t win, we networked with the winners to find out what they were doing with their systems, people or technology that we weren’t. They were willing to share and we to listen, just as when we have won, we were willing to share…None of the others (business awards programmes) are as focused on our core business as the tt100. Nobody else has a model like the TIPS model. For us, it works.”

JD Henderson
Managing Director of X/procure, multiple tt100 award-winnner

“Our solutions are enterprise solutions, and when we started out, we asked ourselves, ‘How do we get traction and credibility among the larger companies and industries?’ Well, it helps if you can show that you are peer reviewed and being better externally. Peer review is very important, especially in early stages (of a business), Being an award-winning technology company also makes it easier to prove your credentials.”

Wayne Aronson
Chief Executive of Technetium, winner of several tt100 awards

“I love working with entrepreneurs and believe we should do everything we can to help more entrepreneurs grow and thrive… People need to know and sense that you care about what they are doing, and that means sharing what you think they do well and where they could improve. It’s not always easy to give feedback but if I don’t, then who will? It could help someone.”

Mmbodi Rambau – Nesengani
Senior Development Impact Specialist in the Industrial Development Corporation (IDC), regular tt100 adjudicator

“Driving technology is the basis for businesses to innovate in the global landscape. This awards programme drives South African businesses to get better, gives them a platform to profile themselves in the market, and encourages them to look at how they can use technology and innovate to make the best of their business.”

Marilize Schwar
of Absa Corporate and Investment Bank, tt100 Adjudicator
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