2. Innovation Management Prof. Dr. Bernhard Katzy 1 Innovation System Innovation Innovation Governance Organization of innovation Transformation and entrepreneurship Basic innovation concepts Introduction based on life cases Innovation Theory Dominant theory, Main issues and developments of innovation research Innovation Practice High tech entrepreneurship… 07/03/2011
11. Session 8: Examples of transforming organizations How about these organizations? Prof. Dr. Bernhard Katzy 5 Mini cases 07/03/2011
12. Session 8: Capturing technical innovation and dynamic capabilities Prof. Dr. Bernhard Katzy 6 Traditional product development funnel Screen 1 Screen 2 Product introduction Development Projects Pre-development Investigation Source: New product development funnel, Wheelwright and Clark 07/03/2011
13. Session 8: Capturing technical innovation and dynamic capabilities Prof. Dr. Bernhard Katzy 7 Capturing technical innovation Distribution Competitive Manufacturing Core Technological Know-how In Innovation Service Others Complementary Technology Source: Capturing Value from Technological Innovation: Integration, Strategic Partnering, and Licensing Decisions by David J.Teece 1988 07/03/2011
33. Alliance and acquisition routines which bring external resources into the firm, like BIO-TECH firms, or CISCO
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35. Growth is driven by learning, not “more of the same” Prof. Dr. Bernhard Katzy 12 LEARNING, CAPABILITIES, AND THE OPERATING CORE 07/03/2011
36. Prof. Dr. Bernhard Katzy 13 MCS are suited to observe organizational learning in new ventures KNOWLEDGE CODIFICATION IN MANANGEMENT SYSTEMS Budgeting example Learning increase Budgeting with IT Toole.g. “SAP” Frequent budgeting, self- made on Excel Loose bundle of bank slips Archive of costs, revenues, bank slips, and notes Process No process Evolution of routinesMCS1 1MCS are ”formal, information-based routines and procedures used by managers to maintain or alter patterns in organizational activities’’ (Simons, Strategic Management Journal, 1994) 07/03/2011
43. Located in regions with high entrepreneurial activity, here Silicon Valley and MunichMunich (44+2* STBNV) Silicon Valley (72 STBNV) * 2 TBNV went bankrupt during the observation 07/03/2011
44. Prof. Dr. Bernhard Katzy 15 PATH DEPENDENCY OF GROWTH Revenue (EUR '000) 07/03/2011
45. Session 8: Entrepreneurship in Open Innovation Era Prof. Dr. Bernhard Katzy 16 Open innovation Development Research licensing Other firms’ Market New Market Spin-off Internal Technology Base Current Market Labor mobility/ Venture Capital/ Numerous Start-ups/ research conducted at Universities/…… External Technology Base Technology insourcing Source: The era of open innovation by Henry Chesbrough 2003 07/03/2011
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47. The objectives: uncover new vehicles for increasing its growth; develop new mechanisms for leveraging its unparalled technology; increasing comercialisation rate of its technology.
48. Focus on internal ideasProf. Dr. Bernhard Katzy 17 The case of BELL LAB Corporate investment objective Strategic Financial Link to operational capability Driving Advances strategy of current business Emergent Exploration of poten -tial new business Tight Enabling Complements strate- gy of current business Passive Provides financial returns only Loose Source: HenryW.Chesbrough 2002 07/03/2011
49. Session 8: Entrepreneurship in Open Innovation Era Prof. Dr. Bernhard Katzy 18 Lucent NVG'S OPERATING MODEL Source: Henry W.Chesbrough and Stephen J.Socolof 07/03/2011
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51. Guclu, A., Dees, J.G. & Anderson, B.B. (2002). The Process of Social Entrepreneurship: Creating Opportunities Worthy of Serious Pursuit.Fuqua School of Business, November, pp. 1-15.Prof. Dr. Bernhard Katzy 19 07/03/2011
