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    Successful Innovation Management Successful Innovation Management Presentation Transcript

    • Successful Innovation Management vs. The most powerful concepts and solutions of Innovation Management and Product Development to dramatically improve competitiveness S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 1
    • Intro Stefan Kutter Dipl-Ing. (BA), MSc. Technology & Innovation Management Founder & Head of consurge Innovationsmanagement (2005) Own Ventures: – Innobest.net …inno-auditing & venture assentment online tools – Bestellshop-sw.de …local ERP/CRM for home order agencies & shops – Start-office.de …Berlin based incubator & shared office hub Consulting projects & trainings mainly for SMEs in IT, service & manufacturing Research in innovation- & start-up management S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 2
    • Opening Questions How do you experience innovation activities in Jordan? Where do you see potential wasted? What additional knowledge / approaches / skills / conditions could help you to innovate? What are your expectations reg. this seminar? S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 3
    • Outline Part 1 Challenges: understanding the immanent dangers to any business and why most approaches to innovate still fail so often (15 min) Part 2 Success Factors: discussing the most important success factors of innovation management and its implications for improving the corporate ability to innovate focusing on idea management and the stage-gate process of new product development (25) Part 3 Business Model Innovation: leveraging profits by designing and proving business models for each innovation to successfully implement it into the market (20) Part 4 Questions & Answers S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 4
    • Definition: What is an innovation?I claim:Anything, that is NEW … to anyone (Company, Group of People, Area…) & Successful … in any way (economic, penetration/diffusion…) … not necessarily inventive! S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 5
    • Stunning statistic on product innovation success % 100 100 80 60 percent 40 33 Expon. (percent) 20 13 6 0 started projects prototype market product success development introduction Source: IAI, Bochum, Germany S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 6
    • Stunning statistic on product innovation success!! There are more innovation projects actually killing the company rather than providing breakthrough success!! Product Ideas Market Innovation Projects Success Graph Sources: IAI Bochum & WU Wien in TR Ability to innovate is turning into an essential core competence S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 7
    • Innovation Management ImpactCompetetive Advantage Innovation Management Quality Productivity Time Today S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 8
    • Innovation Balance? ? 9
    • The Goal: sustainable profit Profitable Innovation pressure growth Innovation abilitiescreate continious profitable revenue streams even under difficult market conditions S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 10
    • Product Life Cycle under pressureSales / Profit Possible Relaunch Sales Time Profit Source: Pahl/Beitz S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 11
    • Product Life Cycle 1 Sales Development / T2M Profit Market cycleScreening / BM Development Implementation Growth Mature Saturation Decline S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 12
    • The PLC-ScissorsYears Average market cycles 1 2 Average development time TimeSource: Trommsdorff nach IMT Berlin , InWert-Vortragsreihe S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 13
    • Surviving the „Scissors-Effect“ 2 sustainable, profitable growth highersuccess rates- Focusing on „Big Ideas“- Business Model Design- Integrated Stage Gate Process / Portfolios- Customer Development / BM Innovation Increasing corporate T2M - shorter Time to Market - pioneer margins „Innobility“ - longer market circle - more profit S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 14
    • Corporate Life Cycle by Adizes Business Model Innovation Organisation/ Service Innovation Process Innovation Product InnovationBusiness ModelDesign/Innovation S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 15
    • Macro-Economics & Innovation Management Kondratiev & Currency-Cycles Implications to corporate innovation strategy & crisis management S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 16
    • Macro-Economics & Innovation Management Economic crisis? Dept crisis! S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 17
    • Macro-Economics & Innovation ManagementKondratiev-Charts (A. Nefiodow, Wikipedia) (Allianz Global Investors) S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 18
    • Innovation Balance? ? 19
    • The Challenge: Handling Innovation Complexity Innovation: necessary but often complex & risky How high is innovation pressure? Is my company’s ability to innovate ? sufficient? Which IM concepts & methods fit best? 20
    • Ability to innovate: managing the innovation cycleProactive management of continuous innovation circle What? Ideas & projects When ? Processes For whom? Resources Wich extend? Market implementation S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 21
    • Factors of Innovation Successmotivation Scenario analysis cooperation reference customers /lead users risk-management promoters innovation- portfolio analysisculture technology scouting innovation strategy foresightstage gate process open communication life cycle managementintrapreneurship portfolio analysis idea management incentivesystem knowledge management core competence management market orientationresource planning innovation financing & controlling S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 22
    • Factors of Innovation Success – Core Elements Motivation Motivation Ability to innovate Resources Ressources & Opportunities Relations Opportunities & Relations Methods Methodology S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 23
    • Factors of Innovation Success: Dimensions S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 24
    • Factors of Innovation SuccessS. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 25
    • Corporate Innovation Strategy Vision (to identify) Goals (to achieve) Strategies (to guide)Pic: http://blog.bluesummit.net/strategy/mission-vs-vision/2007/ For innovation strategy the core questions are: What? Products, Services, Business Model, Processes, Organisation, Markets When ? Innovation leader, fast follower, late adopter Which extend? Radical, semi radical, incremental, Imitation … to innovate S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 26
    • Corporate Innovation Strategy Examples: fast followers faster than inno-leaders – AltaVista -> Google – Napster -> iTunes – Netscape -> Internet Explorer – Apple Newton -> Palm Pilot -> Blackberry –> iPhone – IBM PC -> Compaq -> Dell – Double Click -> Google Ad Sense – Ofoto -> Flickr – Nintendo –> Xbox – Friendster –> Facebook S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 27
    • Strategy development processStarting Point : Strategy (change) needed?! (routine assessment, new challenges etc.) Trend Recognition Implementation-• Corporate Culture & Forecasting • Vision / Mission preperations• Core Competences • Strategic Goals • Technological • Operative Goals• SWOT Developments • Strategy Options • Criteria / Indicators• Market Powers • Market / Megatrends • Selection & Wording • Scorecards • Scenario Analysis Strategy Current Situation Development!!! Fit of corporate and innovation strategy S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 28
    • Corporate Innovation Strategy SWOT – related strategy Options Internal Strength WeaknessesE ++ Strategies: - + Strategies: Chancesx Taking chances that fit the Eliminate weaknesses to strenghts take on new chancester - - Strategies:n + - Strategies: Weakening the scope ofa Threads Use strengths to Weaknesses & AVIODl fight/anticipate thread thread / weakness combinations S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 29
    • Corporate Innovation Strategy Potential Porters Market Market Entries Powers Thees 5 powers are the strongest external drivers & sources of innovations, ideas etc. Competition- Others will be discussed in theSuppliers Customers „opportunity“ Block of Day 2 Rivalry Negotiation Negotiation Power Power Potential Substitutes S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 30
    • Innovation Culture company culture portfolio External orientation Web Start upHirarchical Cooperative Military Internal orientation S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 31
    • Promoters Innovation Champion (all in one?) Power promoter Know-How-Promoter (capabilities, skills) Process Promotor Relationship Promotor (force field) S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 32
    • Factors of Innovation SuccessS. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 33
    • Operational Management Technology Management Portfolio Management Project Management Risk Management R&D Management – Stage Gate Process Management – Idea Management S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 34
    • Operational ManagementS. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 35
    • Closed (Industrial) Innovation Model S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 36
    • Open (Industrial) Innovation Model S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 37
    • Stage Gate – the product innovation process model by Cooper Quality enhancement of developing process sharp focus and clear prioritizing Parallel processes with higher pace Cross-functional team Including market orientation & assessment explicitly Detailed information gains und forecasts in pre- development-stage Create products with competitive advantage Critic: does not include the service design component combined with product innovation S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 38
    • Stage Gate – the innovation process model by Cooper S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 39
    • Stage Gate – the innovation process Idea management Project management Idea Second Go to Go to Go to Post-Launch Screen Screen Development Testing Launch Review erspecti !? Gate Stage Gate Stage Gate Stage Gate Stage Gate Stage 1 1 2 2 3 3 4 4 5 5 $Discovery Scoping Build Development Testing & Launch Stage Business Case Validation Concept Drafts Construction Detailing Market preparation & implementation S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 40
    • Stage Gate Process Implementation S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 41
    • Source: Perspective: The Stage-Gate Idea-to-Launch Process – Update, What’s New andNexGen Systems Dr. Robert G. Cooper
    • Gate Review TemplateS. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 43
    • Three components of creativity Creative Thinking Expertise Skills Creativity Motivation Teresa Amabile HBR Sept ‘98S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010
    • Creativity techniques Problem: unflexible thinking due to (sussess-)Patterns Not enjoying change/ uncertainty Weakness to discover and accept opportunities off the common and well known S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 45
    • De Bono lateral & parallel thinking  Edward de Bono (19 May 1933, Malta )  Physician, author, inventor and consultant  The originator of the term lateral thinking  Best selling book: “Six Thinking Hats”Source: http://en.wikipedia.org/wiki/Edward_de_Bono S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 46
    • Human thinking is based on: Facts and Information  White Hat Emotions and Feelings  Red Hat Cautious and Careful  Black Hat Positive  Yellow Hat Creative Thinking  Green Hat Control of Thinking  Blue Hat S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 47
    • Systematic Innovation (TRIZ) TRIZ: The theory of inventors problem solving TRIZ provides tools and methods for: 1. Problem Formulation 2. System Analysis 3. Patterns of System Evolution 4. Much more Genrich Altshuller (1926-1998) Based on the analysis of 400,000 inventive solutions (more than 1.5 mln patents studied by today) Source: http://en.wikipedia.org/wiki/TRIZ S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 48
    • Contradictions: Service Innovationhttp://problemsolvingfire.files.wordpress.com/2008/06/good-cheap-fast3.jpg S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 49
    • 50
    • Guided Brainstorming Wow can we make sure that problems play out & that potentials stay wasted? S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 51
    • Ideenmanagement - Pipelinemodellmonitor/ screening collect / capture projects assess select improvements generate purchase clear, strategy related criteria processes and routines Creativity techniques Assessment & selection routines S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 52
    • External Sources of Ideas customers 100 80 External sources of impulses for innovations (mentions in %) KfW-Study in SMEs consultants 20 20 competitors 15 15 10 10 5 5 20literature 15 10 5 10 15 20 20 5 suppliers 5 5 All SMEs 5 10 10 10 SMEs up to 2,5 Mio. € sales laws 15 Trade fair shows 15 15 20 20 research 20 S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 53
    • Idea ManagementMotivation: Influence-Factors on employee involvement Realising many suggestions/ ideas Fast realisasion Feedback when 19% realised 36% 2% Involvement in Idea management 17% 15% Proper reasons if Aktive support 5% rejected Sufficient Bonus source: Uni Graz 2001 S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 54
    • From suggestion systems (QM) to Idea Management Ideen-Management Classic Improovement: •Decisions whether to implement •collect many ideas, pic are taken from employee and few direct supervisor •centralized assessment •small improovements/ changes •Bonus reward are welcome •adminitration-like •High share of ideas realized handling •immaterial rewards (appreciation) Source: Kammer 2004 S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 55
    • Integration des Ideenmanagements Interfaces and Interactions Strategies / Goal-system (multi) Project  Criteria management Innovation cultur, Idea management Reward Systems CRM Knowledge HRM QM management S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 56
    • Goals in Portfolio Management Value Maximization Cost control Strategic fit of projects/ products Balancing projects/ products – Sequence & timing – Quantity & pipeline alternatives – Resource demandsSource: New Problems, New Solutions: Making Portfolio ManagementMore EffectiveBy: Dr. Robert G. Cooper Dr. Scott J. Edgett
    • Portfolio Management
    • Portfolio Management – Chance/Value
    • Force Field Analysis Actors High influence Low influence Veto-Player Relations Close relation Weak relation Unclear relation Dominated relation Alliances & cooperation Tensions, conflicts, opposings interests Broken relationV. Bräutigam, Uni Speyer, 2010 S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 60
    • Factors of Innovation SuccessS. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 61
    • Risk Management Definition: Risk – unclear – The probable frequency and probable magnitude of future loss – in risk management: probability of hazardous impacts gain <-> loss S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 62
    • Risk ManagementISO 31000 from http://www.enhancesolutions.com.au/web/articles.php?category_id=1 S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 63
    • Risk Management Assessment dimensions: – How severe? • Damage/ magnitude caused/ expected – How far? • Scope • Range • Areas – How often? • Repeatable / self triggering • Several independent occurence – How probable? Risk Formula: Damage x Scope x Times x Probability S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 64
    • Technological Hype Cycle 65
    • 21.10.2006S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 66
    • Szenario AnalysisS. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 67
    • Scenario DevelopmentS. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 68
    • Business Model Innovation Source: IMBS. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 69
    • Business Model InnovationUnderstanding Business Models„ […] we define a business model as arepresentation of a firm’s underlying core logicand strategic choices for creating and capturingvalue within a value network.“ (Shafer, S. M./Smith, H. J./ Linder, J. C. (2005))… sharp definition - but does it really help? S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 70
    • Business Model InnovationUnderstanding Business ModelsBusiness Model ≠ Business Process ModelBusiness Model ≠ Enterprise ModelBusiness Model ≠ Business PlanNo business plan survives the first customer contact!? S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 71
    • Business Model InnovationS. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 72
    • Business Model Canvas by Dr. Osterwalder S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 73
    • Business Model Canvas by Dr. OsterwalderCore Questions: •Who is the customer? •What does the customer value? •What is the underlying economic logic? •How do we make money in this business? http://www.youtube.com/watch?v=dtfNsuP2AQQ S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 74
    • Business Model Canvas by Dr. Osterwalder S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 75
    • BM Design Dr. OsterwalderValidate, Prototype & Test it! S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 76
    • BM Design Dr. OsterwalderLinking Customer Development to stage-gate S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 77
    • Mass Prototyping Campaign „Heating up steps“ Online Campaigns PR SEO Social Media Adverts Videos Pitches Newsletter Salespecified Attraction Offer Sales AutomationCommunication Mix S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 78
    • Potential Offers Target Groups Communi- Pricing & cation Sales- Revenues x Channels & yz x Pipelines €  y  zSolution Problem Relief Stress Job Demand Competences / Resources Cost Structure € Inhouse Partner S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 79
    • Multi Level Audit Approach•Pre-research•Key Values SME S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 80
    • Multi Level Audit approach Innovation Profile Innovation Balance Strategy Inno- pressure 5 Marketing corporate culture 4 Inno- ability 3 Risk Management Innovation driver 2 1external Orientation 0 Innovation processes Financing Idea management Kooperations Portfolio management Knowledge / Qualification sample- comp Benchmark S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 81
    • Results & Perspective Analysis Alternatives Evaluation ImplementationOutside Perception of action Key Values Feedback: -Customers Inno-Profile Roadmap Coaching -PartnersMarket Trends -Staff Inno-Balance Interview Results Rapid increasement of competitiveness Sustainable safeguarding of future returns & market position S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 82
    • Successful Innovation Management vs. The most powerful concepts and solutions of Innovation Management and Product Development to dramatically improve competitiveness skutter@consurge.net +49 (0)30 692068930 S. Kutter, Successful Innovation Management, SRTD-Project, Amman, 2010 83