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The authors reveal how to execute an innovation initiative. Regardless of the type of initiative, the crux of the challenge is that business organizations are not designed for innovation; they are designed for ongoing operations. And there are deep and fundamental conflicts between the two.

Planning (firm) --- Industrial management. --- Strategic planning. --- Technological innovations --- Management. --- #KVHA:Economie --- #KVHA:Management --- #KVHA:Leiderschap --- #KVHA:Innovatie --- #KVHA:Meertalige communicatie --- 658.116 --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Planning --- Business planning --- Business administration --- Business enterprises --- Business management --- Corporate management --- Corporations --- Industrial administration --- Management, Industrial --- Rationalization of industry --- Scientific management --- Management --- Business --- Industrial organization --- Technologische ontwikkeling. Innovatie. Ondernemerschap --- Innovations technologiques --- Gestion d'entreprise --- Planification stratégique --- Gestion --- Industrial management --- Strategic planning --- Gestion d'entreprise. --- Planification stratégique. --- Gestion. --- Innovation --- Planification stratégique.

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Business policy --- United States --- 658.114.2 --- 65.01 --- bedrijfsstrategie --- bedrijven, management --- case studies --- ondernemerschap --- organisaties, verandering --- Partnership --- Methods and methodology. Theory and practice of organization --- Creative ability in business. --- Entrepreneurship. --- New business enterprises --- Strategic planning. --- Management. --- 65.01 Methods and methodology. Theory and practice of organization --- 658.114.2 Partnership --- Creative ability in business --- Entrepreneurship --- Strategic planning --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Planning --- Business planning --- Business starts --- Development stage enterprises --- How to start a business --- New companies --- Start-up business enterprises --- Start-up companies --- Start-ups (Business enterprises) --- Starting a business --- Startups (Business enterprises) --- Business enterprises --- Business incubators --- Entrepreneur --- Intrapreneur --- Capitalism --- Business creativity --- Business --- Success in business --- Management --- United States of America

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In Eastern Europe and Central Asia there are significant pressures for residential energy tariffs to rise, as government budgets are increasingly stretched and cannot afford to pay large energy subsidies. Further pressures for tariffs to rise come from environmental concerns, as the tariff levels that households now face do not cover the social costs of energy production. Because reforms that would increase energy tariffs are likely to affect significantly the poor and the middle class, their political feasibility may be questioned unless appropriate ways of cushioning the impacts can be devis

Power resources --- Petroleum products --- Electric utilities --- Business & Economics --- Industries --- Finance --- Prices --- Rates --- Finance. --- Electric companies --- Electric light and power industry --- Electric power industry --- Electric industries --- Energy industries --- Public utilities --- Mazut --- Petroleum --- Hydraulic fluids --- Energy --- Energy resources --- Power supply --- Natural resources --- Energy harvesting --- Refining

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This paper studies the financial viability of electricity sectors in 39 countries in Sub-Saharan Africa using an approach similar to that in an earlier study, the Africa Infrastructure Country Diagnostic. The quasi-fiscal deficit in each country is calculated under two scenarios: existing utility performance and benchmark utility performance. In the first scenario, only two countries have a financially viable electricity sector (the Seychelles and Uganda). Only 19 countries cover operating expenditures, while several countries lose in excess of USD 0.25 per kilowatt-hour sold. Quasi-fiscal deficits average 1.5 percent of gross domestic product, and exceed 5 percent of gross domestic product in several countries. In this context, it will be difficult for utilities to maintain existing assets let alone facilitate the expansion needed to reach universal access goals. The number of countries with a quasi-fiscal deficit below zero increases to 13 under the second scenario, and to 21 when oil price impacts are considered, indicating tariff increases may not be needed at benchmark performance in these cases. Combined network and collection losses on average represent a larger hidden cost and are less politically sensitive to address than underpricing, so could be a smart area for policy focus to reduce quasi-fiscal deficits. Underpricing remains an issue to address over the medium term, as service quality improves. With no changes in power mix, tariffs would need to increase by a median value of USD 0.04 per kilowatt-hour sold at benchmark performance, representing a 24 percent increase on existing tariffs. Most countries have improved or maintained performance, and relatively few countries have had declining financial viability.

Cost of Electricity Service --- Electricity Tariffs --- Electricity Utilities --- Quasi-Fiscal Deficit --- Reform --- Subsidies

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The authors provide insights and advice that you need to : - Adapt innovations from the developing world to wealthier markets - Plan all-new ventures by testing and tweaking - Manage risk across an innovation portfolio - Avoid classic pitfalls such as stifling innovation with rigid processes - Iterate to arrive at the best possible product offering.

Creative ability in business. --- Creative thinking. --- Diffusion of innovations --- New products. --- Technological innovations --- Management. --- CREATIVE ABILITY IN BUSINESS --- DIFFUSION OF INNOVATIONS--MANAGEMENT --- TECHNOLOGICAL INNOVATIONS--MANAGEMENT --- ORGANIZATIONAL CHANGE --- Creative ability in business --- Creative thinking --- New products --- Management