Katawave Event Synopsis

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  • 1. Collaborative Networks in Ambient Assisted Living and Connected Health Symposium
    Concept Generation ‘Working’ Dinner- Summary and Perspectives
    September 2010
  • 2. The Themes
    THEME A: ENTITY
    THEME B: STAKEHOLDERS/CUSTOMER
    THEME C: WALK IN THE SHOES OF………..
    Copyright Katawave © 2010
    2
  • 3. ENTITY- Characteristics of responses
    All Island/Team Ireland
    Action oriented
    Involvement of broad stakeholder group
    User as core
    Access
    Become the ‘first choice’ ‘no 1’ option for user centred R&D in this space
    Market focused
    Copyright Katawave © 2010
    3
    FUNDAMENTAL QUESTION 1: IS IT WORTH INVESTIGATING IN DETAIL THE POSSIBILITIES OF AN ALL ISLAND ENTITY AND ITS RELEVANCE TO KEY STAKEHOLDERS?
  • 4. STAKEHOLDER/CUSTOMERS- Characteristics of responses
    A diverse range of stakeholder groups have differing interests and drivers
    In order to develop fully rounded, useful solutions the diversity of stakeholder interests must be understood
    A fundamental understanding of users in this space is in its infancy
    Copyright Katawave © 2010
    4
    FUNDAMENTAL QUESTION 2: IS THE POSSIBILITY OF SUCCESS IN THE MARKETPLACE ALMOST IMPOSSIBLE DUE TO THIS LACK OF STAKEHOLDER AND USER INSIGHT?
  • 5. Walk in the shoes- Characteristics of responses
    There are nuances and different characteristics of users in this space
    Solutions should be holistic and not necessarily with a primary technology focus
    The role of community, family and friends and understanding these dynamics is key to end to end solutions
    All lot of the core technologies exist that will solve numerous user problems.
    Important to look at the total system in order to develop relevant solutions
    Copyright Katawave © 2010
    5
    FUNDAMENTAL QUESTION 3: DO WE KNOW ENOUGH ABOUT USERS FUNCTIONAL/EMOTIONAL/ and FINANCIAL CHALLENGES TO SUPPORT THEIR QUALITY OF LIFE AND WELL BEING?
  • 6. Some perspectives
    Copyright Katawave © 2010
    6
  • 7. Innovation is the commercial exploitation of change
    It does not qualify as innovation in a business context until an organisation is profiting from its existence
  • 8. Challenges
    Copyright Katawave © 2009
    8
    Product (VoP)
    Customer (VoC)
    Desirable
    Functional
    Evolved
    Free
    Perfect (for me)
    Now
    Organisation (VoO)
    Growth
    Profit Margin
    Shareholder value
    Regulation (VoR)
    Safe
    Green
    Legal
    4-Oct-10
  • 9. Ireland versus Samsung
    US patents
    2000-2008
    Samsung
    Irish inventions
    In the last decade, Samsung has generated over 10 times the total number of patents as the whole of Ireland .
  • 10. 珍道具
    Chindōgu
    The Japanese art of invention
    4-Oct-10
    Copyright Katawave © 2009
    10
  • 11. 4-Oct-10
    Copyright Katawave © 2009
    11
  • 12. 4-Oct-10
    Copyright Katawave © 2009
    12
  • 13. 4-Oct-10
    Copyright Katawave © 2009
    13
  • 14. Chindōgu are described as
    ‘unuseless’…
    …they cannot be regarded as ‘useless’ since they do actually solve a problem
    4-Oct-10
    Copyright Katawave © 2009
    14
  • 15. Vcorp™ Performance Curves
    Copyright Katawave © 2010
    15
    Technical
    Performance (S-Curve)
    Commercial
    Performance
    The interplay of these curves links innovative activities directly value and growth
    Level of
    Innovation
    Performance
    Innovation Sweet spot
    Growth Sweet spot
    Time
  • 16. Our research shows that of the innovations that become commercially successful:
    85% solve a contradiction
    15% add a feature or benefit
  • 17. Trade-Off versus Breakthrough
    High Quality and Low Cost
    Affordable and Customized
    First Cost and Life Cycle Cost
    Flexible andRigid
    Big and Small
    Adaptor and Innovator
    A and B
    High Quality or Low Cost
    Affordable or Customized
    First Cost or Life Cycle Cost
    Flexible or Rigid
    Big or Small
    Adaptor or Innovator
    A or B
    4-Oct-10
    Copyright Katawave © 2009
    17
  • 18. Product/Service failures
    Co-ordination
    Market
    Demand
    5%
    Means of
    Production
    15%
    30%
    Route to
    Market
    AFTER
    Business Model
    Complementors
    DURING
    BEFORE
    BEFORE
    DURING
    Experience
    AFTER
    Brand
    Channel
    Network
    30%
    20%
    Means of
    Production
    Co-
    ordination
    Route to
    Market
    Market
    Demand
    More Ideal
    Product/Service
    More Ideal
    Product/Service
    Copyright Katawave © 2010
    18