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Deck 3 of Collaborative Innovation Reference Framework

Deck 3 of Collaborative Innovation Reference Framework

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  • 1. Collaborative Innovation Reference Framework Choice of the Innovation Types
    • Nine different approaches to Innovation
    • Examination of the Innovation Types
    • This third presentation, Examination of Innovation Types , uses the innovation framework established above to examine a range of innovation “types” within the context of the innovation framework defined in the Core Innovation Framework deck.
    • We have broken these up into two decks for absorbing the significant detail provided within each type to ‘value’ the often subtle differences in applying the different type to your organization.
    • Using the framework we can establish which focus areas are critical for innovation success in the different innovation types. For example, we can see that Needs-based innovation relies on Trajectories, Discovery and Insight for success because of the importance placed on customer needs. Investigating the innovation “types” within the framework provides more detailed and careful examination of the actual work involved when innovating using that “type” or approach.
  • 2. Nine different approaches to Innovation Types The Examination of Innovation Types we have decided to break down into two decks. We believe the details of each type needs to be absorbed and this simply becomes too much in the appropriate time initially. The other deck will be published separately from this release but will be re-combined going forward and found on the Wiki at http://cirf.pbworks.com
    • Deck A consists of the innovation types covering:
    • Management Innovation
    • Service/ Experience Innovation
    • Needs-Based Innovation
    • Design-Led Innovation
    • Business Model Innovation
    • Deck B consists of the innovation types covering:
    • Open Innovation (external more open)
    • R&D Innovation (internal ,more closed)
    • Operational Innovation
    • Technology-Led Innovation
    This is Type Deck A
  • 3.
    • We are interested in explaining the many facets that make up a successful innovation endeavour. It can be extremely tough to capture and explain the complexity of innovation. We would like to see an emerging reference model for innovation from this starting point. The end result is to create a common innovation model or framework that accelerates acceptance, reduces mystery, constant rework and simplifies innovation efforts. Innovation is dynamic. Opening this set of models allows for it to be constantly improved for all to benefit - this is our stated aim in publishing these models.
    • We submit these suggested models as a starting point to deconstruct how innovation works and to encourage a “common” innovation model across all geographies, industries and markets. Developing a common innovation model and approach reduces confusion and simplifies innovation work. We believe we can remove a lot of the mystique around innovation and help accelerate its adoption and implementation by firms everywhere if we can agree on basic models and principles.
    • We would encourage you to feel free to send commentary, corrections, additions or changes to the models or types to Paul Hobcraft or Jeffrey Phillips . We in turn will re-publish the model as necessary under a Creative Commons License, so that anyone who cares can use it and adopt the innovation model. We want this to be open and a transparent process but we will retain copyright while allowing others to copy, distribute, and make some uses of their work as long as we are credited for the original creation.
    • These are collaborative work-in-progress to achieve a common position for understanding innovation
    • Go to the Wiki on http://cirf.pbworks.com
    Our intention behind these different models of Innovation
  • 4. Deeper examination of innovation types
    • We’ll examine the key differences between the NINE different innovation types or strategies that can be explored, recognizing that the innovation processes and many of the ‘core’ innovation capabilities DO remain the same regardless of innovation approach.
    • The constantly shifting boundaries of innovation matter and understanding the multiple options available becomes increasingly important to master.
    • Why do changing innovation boundaries matter so much? Because, at its most extreme, failure to detect, acknowledge, and respond to these changing boundaries can make the difference between organisational success and failure.
    • Each type of innovation described here requires some distinct attributes to be successfully deployed- these “differentiation points” define the type of innovation you want to do and how to go about it
  • 5. Approach Type – Innovation Models
    • Innovators need to choose specific innovation strategies, models or types:
      • Management Innovation
      • Open Innovation
      • Design led Innovation
      • R&D led innovation
      • Service/Experience Innovation
      • Business Model Innovation
      • Technology Innovation
      • Needs-based Innovation
      • Operational innovation
      • What approaches to innovation should we choose? What is appropriate to our position?
      • Different approaches are appropriate to different innovation goals
    • N.B. These choices aren’t dependent or mutually exclusive – a firm can conduct “open” innovation and design-led innovation simultaneously, for example
  • 6. Innovation Strategies- Decision Path
    • The choice of the strategy approach is determined by what your firm wants to achieve and equally what you have available to you.
    • Any gaps need to be recognized and you need to gain the knowledge and experience to build those into your approach and time expectations to achieve the result you would ideally like.
    • Choosing a specific innovation strategic approach has consequences on the people, skills, organizational structure and many other facets of the innovation model. These need to be equally addressed.
  • 7. Exploring and selecting innovation types, models & philosophies Service / Experience innovation Design Led Innovation Needs Based Innovation Open Innovation Technology Led Innovation Business Model Innovation Operational Innovation R&D Innovation Identify Potential Screen & Rationalize Management Innovation Approach Type Summary – Nine Strategic ‘Types’ of Innovation Models Establish Strategy Evaluate Skills
  • 8. Innovation Management Universal Need Environment Stage Key Sub Anchor Capabilities & Competences (triggers) Service / Experience innovation Design Led Innovation Needs Based Innovation Open Innovation Technology Led Innovation Business Model Innovation Operational Innovation R&D Innovation Consideration Factors Strategies/ Design Essentials of the Types of Innovation Approach IP Aware & Sharing Trust & Relationships Problem Definition Wisdom of Many Structured Discovery Process Search for Unarticulated Needs Opportunity Landscape & Uncontested Market Space Needs first approach NOT ideas VP: Customer Segments & New Channels Clear Revenue Streams & Cost Structures Identify Key Partnerships & Relationships Key Resources & Activity Clarity designer attitude & philosophy Designing in novelty, function & aesthetics Integrated design in all considerations Context, visualizing and framing Relevant & Valuable to Client Lives Co-create & Co-design Front stage & back stage needs Turning Services into Tangibles Correlation & Convergence Point Unlock the Business Value Seeing beyond incremental to evolutionary Collaborative & Cross Functional Superior or Evolutionary Champion & Advocate for Change Clarity of Purpose & Potential Need Disruptive Potential ‘ Step’ change in performance Understand ‘points of pain’ Engage hearts & minds, sense of urgency New ways to work & behaviours Management innovation Unchallenged Orthodoxies/ Beliefs Unarticulated Needs of Customers Underleveraged Competencies Underappreciated Trends
  • 9. Investigating “Types” using this framework Execution Strategic Alignment to Vision & MOST (Mission, Objectives, Strategies & Tactics) . 4.Go-to-market execution 5. Enabling and Scalable Infrastructure Common Environment, Networking & Collaboration-Building Tools 3. Systematic Innovation Process 2. Trajectories, Discovery, Insight Identify Potential Establish Strategy Screen & Rationalize Evaluate Skills 1. Strategic Context Desire & Motivation to Innovation Existing Capabilities & Skills Strategies, Strategic Intent Resources and funding Trend Spotting Scenario Planning Product Development Launch Software Infrastructure Scouting Voice of Customer Align Market & Customer Environment Existing Product/Service Portfolio and Capabilities Organizational Readiness
  • 10. Strategic Types of Innovation Short Explanations
  • 11. Management Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Management Innovation Underleveraged Competencies Unchallenged Orthodoxies Underappreciated Trends Unarticulated Needs
  • 12. Management Innovation Description
      • Management innovation is the invention and implementation of a new management practice , process or structure that represents a significant and novel departure from generally accepted or standard management practices, and intended to further organisational goals. (Birkinshaw, Hamel & Mol, 2005)
      • Gary Hamel, in his book The Future of Management , focuses on the historic lack of management innovation, demonstrating that hierarchical organization structures haven’t changed in over 100 years.
      • In its broadest sense then, management innovation can be defined as a difference in the form, quality or state over time of the management activities in an organization, where the change is a novel or unprecedented departure from the past
      • Management Innovation’s goal is in generating positive outcomes for the innovating firm as a whole to further the organization’s goals, which include both traditional aspects of performance (e.g. financial goals) as well as softer aspects (e.g. employee satisfaction).
      • Management innovation is often not easy to copy as it goes to the heart of how firms operate. Even where firms do not invent new-to-the-world management innovations but instead adopt and implement existing ones, there is adaptation involved to fit these innovations to the particular firm .
      • Management innovation, in other words, is hard to reverse engineer and can therefore be a sustainable source of competitive advantage.
  • 13. Management Innovation
    • Obviously, you can’t teach someone to be an innovator unless you know where game-changing ideas come from. In other words, you need a theory of innovation – like Ben Hogan’s theory of the golf swing.
    • There is still a big gap between the rhetoric of innovation and the reality- addressing this fully requires a strong, clear conviction of what innovation can provide as the end result .
    • How can we game-change? By paying close attention to four things that usually go unnoticed:
    • 1. Unchallenged orthodoxies – the widely held industry beliefs that blind incumbents to new opportunities.
    • 2. Underleveraged competencies – the “invisible” assets and competencies, locked up in moribund businesses, that can be repurposed as new growth platforms
    • 3. Underappreciated trends – the nascent discontinuities that can be harnessed to reinvigorate old business models and create new ones.
    • 4. Unarticulated needs – the frustrations and inconveniences that customers take for granted, and industry stalwarts have thus far failed to address.
    • The first and most important step for any company intent on building a capacity for continuous, game-changing, innovation is to teach its people how see what’s around them with fresh eyes. Until your company steps up to this challenge, it will be filled with innovation hackers whose ideas rarely find the fairway.”- Source: Gary Hamel
  • 14. Initial management changes and experiments are validated and expanded Changing roles and responsibilities Explore, Trial and Adapt Development Program Innovation education and training made mandatory for all managers and executives Strategic Considerations : we’re really serious about innovation . In terms of the future of management, we’re at the beginning of what will be a fairly long journey where innovation lies at the very core, we are treating this as a radical departure from the existing ‘norms’ Resource Considerations: We need people who can manage in very different organization structures and teams Capability & Competency issues : Change what managers do by changing the processes that govern their work that will allow organisations to reach new performance thresholds Culture & Climate: We need to change the orthodoxies that bound our thinking —the habits, dogmas, and conceits we have never taken the trouble to challenge Insights: org structure is a present barrier to innovation
    • Critical Insight: New management thinking process, skills and capabilities are require:
    • Peer based decisions
    • Ideas compete on equal footing
    • Power is a function of competence rather than position
    • Agenda setting, idea linking approach
    • Opening up and exploring with fresh eyes
    • Achieving a more ‘sharper relief’ for opportunities
    Testing and deploying new management structures and practices that innovate the practice of management Principles and processes that ultimately changes the practice of what managers do, and how they do it novel or unprecedented departure from the past to further the organization’s future innovation goals Roles, compensation and evaluation changes are deployed throughout the organization to reinforce new management innovation practices Problem Driven Search/ Contextualizing/ Refining/ Reflective New Training, new hiring Trends: Must make decisions and take action closer to the customer, and more quickly Discovery: The value that “management” adds is more dynamic and changing Management Innovation Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Revolutionizing the management hierarchy Experimentation with new team structures Constructing a safe harbor to explore with C-Level commitment to experiment A more reflective practitioner
  • 15. Management Innovation Pros/Cons
    • Management Innovation is evolutionary
    • Positives:
      • It retrains managerial minds
      • It unleashes further human imagination
      • Dramatically reduces the pull of the past
      • Retools management for a more open world
      • Reduces fear and increases trust
      • It redefines the work of leadership for innovation
      • Positions the firm for future growth and success
    • Cons:
      • Requires new insights, perspectives and skills from the management team
      • Requires the development of holistic performance measures
      • Stretches executives time frames and perspectives
      • Requires significant change
  • 16. Service/Experience Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Service/ Experience Innovation Turning services into tangibles Based on Customer Needs/Experiences New, different Research and insights req’d Co-create and Co-design
  • 17. Service/Experience Innovation
    • Increasingly many firms are focusing on service and customer experience innovation to provide a more comprehensive set of solutions to its clients. These innovations create differentiated services or experiences for customers. The work of firms like Doblin and IDEO is instructive here.
    • These innovations are more difficult to create, often more intangible but more sustainable when appropriate.
    • Unique factors include
      • Based on customer experiences that they regard as valuable and relevant
      • Not product oriented but
      • Requires differentiated experiences
      • New research and insights are needed
  • 18. Business Case: justify, validate, emerging metrics & measurement of returns People Trained in new interaction skills Time scale recognition & scalable considerations Common Environment, Networking & Collaboration-Building Environment Customer focus groups Changes the “outcome” of innovation from product to experience but doesn’t change how to create or manage ideas Scalable, repeatable, end-to-end need, relationship focused Strategic Understanding of Service Systems- language, taxonomy, value propositions, transition points to service value, the differences between product & service needs. Communication s: education on policies, knowledge, resolution, compliance, expectations of consumer. Resource Considerations : service and/or experience innovation demands an increased focus on internal, capable resources who delight customers . Rapid assembly of diverse views in teams Capability & Competency : High levels of ‘contact’ intensity and interactivity, empathic, discovering latent needs, invest in wider sources of knowledge for skilled, creative, open minded people Culture & Climate is consistently on people issues: behaviors, service culture, deep insight methods, skill retention, thinking and service mindsets Interactions & Engagement by Customers provide the experience and feedback of value Understanding customer needs and expectations Customer Experience Journey Dramatic changes to service levels and customer experiences Voice of Customer / Ethnography Roadmap of enquiry Touchpoint mapping expertise of interaction points Systems that manage customer interaction in all channels equally Empathy Aware of Customer Interface Focal Points The promises you make need to be delivered Experience Design capabilities Analytical & Interpretation skills Service/Experience Innovation Accountability and decision making as close to the customer as possible Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Delivering experiences not products Diversity of expertise for inputs High use of data mining High knowledge intensive process The ‘art’ of bundling to find the value points Entire Lifecycle management- ruthless Exnovation Issue path: nature of problem, function to resolve & structure to deliver solution
  • 19. Service/Experience Model Maturity
      • Service models rapidly alter, expectations rise and service gives way to ‘experience’ innovation that builds value to all involved
        • Firm progresses from meeting customer expectations to exceeding expectations, going beyond the norm.
        • From satisfying customers in all touch points to delighting customers in all touch points with rapid and anticipatory responses that ‘delight’ and are appreciated.
        • Moving from reacting to existing needs to anticipating new needs and surfacing unarticulated needs
  • 20. Service/ Experience Innovation Pros/Cons
    • Service and experience innovation is valuable but difficult to achieve
    • Positives:
      • Most distinctive form of innovation
      • Most difficult to copy or reproduce
    • Cons:
      • Often requires a change in corporate culture
      • Hard to sustain without significant investment in people and training
      • Difficult for firms with a product mentality to make the switch to services or experiences
  • 21. Needs-Based Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Needs-Based Innovation Needs-first approach, not ideas-first Search for Unarticulated Needs Structured Discovery Process Opportunity Landscape
  • 22. Needs Based Innovation
    • Needs based innovation is an approach that involves understanding the “jobs to be done,” that a consumer is seeking to complete that a product or service can resolve. Developed from Christensen’s work and documented in Anthony Ulwick’s book What Customers Want .
    • These insights are derived from a close attention to the consumers needs
    • Unique factors include
      • Needs first- they lead, not ideas or technology first
      • Jobs (wanting)to be done, unarticulated needs
      • Structured and disciplined search process for unarticulated needs
      • Search for uncontested market space through opportunity landscaping
  • 23. Business Case : value of ideas can be quantified when all needs are known Lifecycle Management of Need: purpose, structure, content & syntax Time scale recognition & scalable considerations Ethnography Voice of Customer Scalable, repeatable, need based on the structure of the Desired Outcome Statement as the contextual clarifier and direction of improvement intent Traditional commercialization and launch issues Strategic Need : A rigorous controlled approach to collecting needs, formulating growth strategies and generating and validating breakthrough ideas. Communications : Consistency in focus to find out the jobs customers are trying to get done Resource Considerations : resources for turning job outcomes into insight, insight into products that resolve needs Ca pability & Competency to manage projects from discovery to delivery based on rules-based disciplines, turning job outcomes into fresh insight, emphasis on market research Culture & Climate requires intense focus on customer needs and jobs to be done. Immersive research emphasis Opportunity landscape modeling Opportunity-based segmentation Universal Job Map Features & platforms, core jobs or related jobs, over served/ under served Co-design with people’s needs Needs first not ideas first Underserved/ Overserved Identifying Jobs-to-be-done Needs Based Innovation Ranking, evaluation, selection processes unchanged Ideas generated based on “jobs to be done” methodology Opportunity identification, data collection, pattern recognition, conceptualization, prototyping, testing, implementing Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Successful outcome measure: when it gets the job done to the satisfaction of the customer When outcomes meets needs! Idea Quadrant ranking-different paths Setting desired outcome options Exploring for uncontested market space
  • 24. Needs Based Model Maturity
      • As the model matures, needs based innovation becomes a fully integrated part of the innovation culture regardless of method or type of innovation practice.
        • Perspectives shift from internal Brand Premise to understanding more of the customer expectations
        • New solutions combine internal skills and external capabilities built around consistent customer experiences and how best can the jobs to be done that give value and more uncontested market space opportunities
        • Culture shifts from “what we do best” to delivering Brand Reality that meets customers needs to do the jobs they want too achieve.
  • 25. Needs Based Innovation Pros/Cons
    • Needs based innovation improves outcomes by reducing innovation “misses”
    • Positives:
      • Ensures ideas are in line with customer needs and expectations
    • Cons:
      • Requires very clear understanding of customer requirements
      • Insights may run counter to company strengths or investments
      • Insights may be difficult to acquire in firms with a technology-led or R&D innovation focus
  • 26. Design-led Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Design-Led Innovation Context, visualizing and framing Designer attitude and Philosophy Designing function and aesthetics Integrating Design
  • 27. Design Led Innovation
    • Design led innovation examines the concept of new product, process, service or experiences that connect with customers on a broader appeal of function and novelty through intentional design.
    • Design provides the visual appeal, greater connection and identification for more value extraction.
    • Unique factors include
      • Design considerations become integral to development
      • Implementing a design philosophy and in-built designer attitude.
      • Translating context, visualizing and framing concepts delivers new dimensions of insight and discovery for ‘greater’ innovation potential
      • The aesthetic and symbolic to add novelty to any functional value
  • 28. Business Case: justify, validate, and contribution of design into the process Lifecycle Management: foresight, insight and alignment Time scale recognition & scalable considerations Integrating into the Common Innovation Environment, Networking & Collaboration-Building Environment Shaping Human Behavior Usability Engineers Visual Interface techniques Information Architects Customer insights, concept designs, prototyping & testing, design implementation Scalable, repeatable, end-to-end need, relationship focused Design thinking drives Strategy : visualize the future, create new markets, new offerings, different business models with new applications, new ways to connect with customers and in different collaborations Resource Considerations : design treats innovation as holistic, synthesis, integrative, generative and optimistic in nature, it is visual and interactive Capability & Competency : understanding contexts, framing problems, exploring alternatives, envisioning solutions, listening, interpretation and addressing problems or concepts Culture & Climate- Design considerations are paramount Use of deep workable core customer insights Interactive design stimulus, cutting edge exploration Designers role in a team- getting design ‘attitude’ into the long term mix Context mapping Creative sessions/ workshops Design principle definitions Design of Customer Journey Maps Co-design and Co-create sessions with end users Touch Points to explore High levels of customer input Reframing problems Aesthetic, stylistic emphasis rather than functional change Design Led Innovation Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Design considerations become the key criteria for idea generation and evaluation Impacts on commercialization and marketing for firms with little prior design focus or experience Assessing quality of interactions Result:“design is where problems are defined in new ways with design solutions generated. Outcome: New dimensions of innovation come through design involvement
  • 29. Design Led Model Maturity
      • Many of the products and services we offer aren’t the result of an intentional, design led process
        • “ Design-led” innovation often starts with the design of physical products or spaces
        • Design thinking then enters into customer service, process and customer experience
        • As the firm matures, all new innovations are considered from a design perspective and with design tools and thinking paramount
  • 30. Design Led Innovation Pros/Cons
    • Design thinking adds a unique approach but can lead to significant changes and costs
    • Positives:
      • Design thinking creates holistic products and services
      • Products and services are innately attuned to customer needs and expectations
    • Cons:
      • Requires a very different perspective and approach than exists in many companies
      • More beneficial for services or experiences than products
      • Requires far more research and investigation into needs and design than many firms will invest
  • 31. Business Model Innovation We believe these four critical factors are distinctive to this type to highlight and for you to consider carefully . Business Model Innovation Changing revenue streams and cost structures New Value Proposition, Constant Reiteration Key resources and Activity Clarity Key Partnerships and Relationships
  • 32. Business Model Innovation
    • Business model innovation reinvents the “model” of the business – changing the revenue streams or cost structures of the business. Drawn from Business Model Generation by Alex Osterwalder.
    • Unique factors include
      • The value has to be well articulated so its ‘disruptive’ aspects are seen and evaluated against existing models
      • The level of resources and the activities need to be well stated
      • The key understanding of different partnerships and relationships needs identifying to provide difference.
      • Identifying revenue streams and likely cost structures provide the ROI and impact evaluation.
      • Articulating the VP through different customer segments and channel identification targets.
  • 33. Business Case: high level justification for risk assessment, validate, cost sided & value sided considerations, articulating the exact proposition, recognition this can undergo a number of iterations Lifecycle Management Launch & Measure Impact- is it disruptive, designed to do as intended, can it be copied easily Primary Focus Time scale recognition & scalable considerations Scouting Trend Spotting Scenario Planning Discovery, Clarification Execution of ideas may mean dramatic changes to existing models and processes or designing new ‘stand alone’ ones Synchronize Build Manage Test Monitor Measure Scalability issue as business model innovation is infrequent/rare Providing consistent, early warning, fast feedback to fine-tune and adapt to knowledge learnt Strategic Considerations : Business model innovation impacts the strategic framework of the business, changing how the firm delivers value and how it gains revenue. initiatives. Clear philosophy in intent and concept Resource Considerations: Knowledge of business resources available/ needed, supporting processes that can be different, the target groups and channels to focus upon. Strategic development , communications and broad negotiation experience. Capability & Competency issues : process tensions, content issues and context paradoxes, system design understandings Cu lture & Climate: Alignment to existing practices or degree of separation and the impact Context, design drivers & constraints Defining new value proposition White Space Exploration Opportunity recognition & positioning skills Synthesizing skills Work flow and job design Business Model Innovation Difficult idea generation as new business models challenge the status quo Evaluation and selection difficult as criteria for business model innovation challenges existing concepts Fresh insights on potential market and customer needs not being delivered today High initial levels of adaptability & flexibility Strategic Context Trajectories, Discovery and Insight Go To Market Enabling and Scalable Infrastructure Systematic Innovation Process Exploring the full linkage of any BM in evaluation The ability to ‘pivot’ through testing Clarity of Competitive positions
  • 34. Business Model Innovation Maturity
      • As the model matures, Business Model innovation focuses on increasingly exploring :
        • Unarticulated market needs
        • White space opportunities
        • Entirely new business models, that explore different channels, products or services not seen before.
        • Improve, disrupt or transform existing BM into new better models that meet changing market needs
        • Disrupting existing practices, networks or relationships
        • Breaking the existing BM into different parts to extract more value
        • Bringing new technologies that require different approaches.
  • 35. Business Model Innovation Pros/Cons
    • Business model innovation is dramatic but can change market dynamics
    • Positives:
      • Create entirely revenue streams or cost models
      • Change the structure of the market or industry
      • Force competitors to react
    • Cons:
      • Requires a change to an embedded business model
  • 36. MI OI RDI SEI NBI DI BMI OpI TI Strategic Considerations : we’re really serious about innovation. In terms of the future of management, we’re at the beginning of what will be a fairly long journey where innovation lies at the very core Capability & Competency issues : In a company you often can't change what managers do in any direct way. You can only change it by changing the processes that govern their work that will allow organisations to reach new performance thresholds Strategic Development : Developing a partnering strategy and identifying the best possible innovation partners, concern for constant fit and relevance of propositions Capability & Competencies based upon ‘ Distributed’ Co-creation in a web of networks of suppliers and independent specialists Strategic Partner and Preferred Choice Clarity Strategic intent : Leadership in creating new to the world ideas that create defensible intellectual property, and unlock value Capability & Competency : Creative thoughts, experimentation, selection, testing, market appraisal, resolution of scientific and technical uncertainty, to ‘see beyond’ for potential discovery Strategic Understanding of Service Systems- language, taxonomy, value propositions, transition points to service value, the differences between product & service needs. Capability & Competency : High levels of ‘contact’ intensity and interactivity, empathic, discovering latent needs, invest in wider sources of knowledge for skilled, creative, open minded people Strategic Need : A rigorous controlled approach to collecting needs, to then formulating growth strategies and generating and validating breakthrough ideas. Ca pability & Competency to manage projects from discovery to delivery based on rules-based disciplines, turning job outcomes into fresh insight, emphasis on market research Design thinking can drive Strategy : visualize the future, create new markets, new offerings, different business models with new applications, new ways to connect with customers and in different collaborations Capability & Competency : understanding contexts, framing problems, exploring alternatives, envisioning solutions, listening, interpretation and addressing problems or concepts Strategic Considerations : BM are bound inextricably to the type of philosophy you want to pursue, it is a design process within its self, the heart of it is the value to the consumer and how it links to other strategic innovation initiatives. It is the point of departure where all else flows Capability & Competency issues : process tensions, content issues and context paradoxes, system design understandings Strategic Intent : redesign of operational processes to achieve internal breakthroughs in innovation performance Capability & Competency Build Elements : taking a more holistic approach to redesigning for breakthrough results as markets mature and change, products and processes shift and the result in performance diminishes. Urgency need Strategic Position : Addresses the effective identification, selection, acquisition, development, exploitation and protection of technologies and their contribution to innovation. Capability & Competency Build : Curiosity, building of distinctive competencies, clarity of purpose., having a strong stable plan of advocacy if technology can ‘disrupt’ Strategic statements Capability & Competency statements Summary
  • 37. Cu lture & Climate: We need to change our orthodoxies that bound our thinking —the habits, dogmas, and conceits we have never taken the trouble to challenge Resource Considerations: We need to quickly discover that there is still a big gap between our rhetoric of innovation and the reality . Culture & Climate : Establishing the value of an open collaborative model and its more different social practices Resource Considerations : Finding the best partners, engaging the partners and customers, vetting ideas and intellectual property, abilities to make clear connections, networking emphasis. Culture & Climate : Focus on investigation and research into critical problems. Careful to avoid “blockbuster” mentality. Reward mentality for orientation, project delivery emphasis and resolving roadblocks Resource Considerations: Increase the stock of knowledge, broad & narrow ‘in-house’ expertise, responsiveness, commercially aware, experimental learning, profit-sharing view Culture & Climate is consistently on people issues: behaviors, service culture, deep insight methods, skill retention, thinking and service mindsets Resource Considerations : dynamic configurations that rapidly change and need to respond, that focus on solutions that people see compliment their lives, quick team assembly, diversity of views Resource Considerations : the structure for turning job outcomes into insight, insight into products that meet customer needs correctly through a very collaborative internal process Culture & Climate needs to provide a sequenced and focused idea generation environment based on customer expertise. Culture & Climate- people first, business second- the human side of innovation Resource Considerations : design treats innovation as holistic, synthesis, integrative, generative and optimistic in nature, it is visual and interactive Cu lture & Climate: Alignment to existing practices or degree of separation and the impact Resource Considerations: Knowledge of business resources available/ needed, supporting processes that can be different, the target groups and channels to focus upon. Strategic development , communications and broad negotiation experience. Resource Considerations : This is not TQM/ Six Sigma, Incremental, it is thinking through a ‘step-change ‘and needs a high competency of change readiness, industry awareness, shared accountability, objectivity,, risk management, shared reporting, engaging hearts and minds in the need for change Culture & Climate ‘ must’ alter the ‘status quo, realign and commit fresh resources, HR reinforces new behaviors, watch for systemic inertia as trigger for change Resource Considerations : Does technology lead or support the application of concepts? Has it the potential for disruption or promoting/ supporting through technology change ? Is the technology superiority or evolutionary.? Does it advance a market position & extend business performance based on the innovation strategy to be taken? MI OI RDI SEI NBI DI BMI OpI TI Culture & Climate: Highly skilled and focused competencies, open environment to explore and experiment, looking to extend beyond the existing Climate & Culture statements Resource Considerations statements
  • 38. Why does structuring innovation really matter?
    • Many companies fail to extract the most from their investments in innovation, this can be attributed to many pitfalls, to name a few:
    • Not having a complete understanding of innovation, all the different options to achieve a sustaining innovative organization
    • Insufficient insight into what customers really want
    • Failure to make innovation connected and explicit in vision, objectives and part of the strategy and fabric of the organization
    • Lack of balance between the ‘dynamic’ parts required to be successful
    • Weak links between business strategy and product portfolio
    • Insufficient engagement of the whole organization to pursuit innovation
    • A lack of resources or not placed in the appropriate part that brings value in your high priority areas.
    • A weak innovation process that places its focus on one part, not appreciating the whole process needs equal emphasis
    • A missing set of enabling structures within the organization
    • Knowing that different types of innovation require ‘distinctive’ recognition
    • Nurturing and managing innovation is an intricate process that is demanding.
  • 39.
    • Paul Hobcraft
    • Email : [email_address]
    • Phone Number
    • +65 91 751 4350
    • Jeffrey Philips
    • Email: [email_address]
    • Phone Number
    • +01 919-844-5644
    Contact Details Collaborative Innovation Reference Framework For Europe, Africa, Middle East & Asia For North & South America
    • Go to the Wiki on http://cirf.pbworks.com

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