• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Nunes, Breno (2012) Building innovation capacity
 

Nunes, Breno (2012) Building innovation capacity

on

  • 964 views

Presentation slides of training programme delivered to a Beijing Business Delegation in London (UK).

Presentation slides of training programme delivered to a Beijing Business Delegation in London (UK).

Statistics

Views

Total Views
964
Views on SlideShare
964
Embed Views
0

Actions

Likes
0
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Nunes, Breno (2012) Building innovation capacity Nunes, Breno (2012) Building innovation capacity Presentation Transcript

    • Sino-bridge International & SASAC Training in International Operation and Strategy Management Hilton Croydon Hotel 2nd December 2012 - London, UK Building Innovation Capacity:From Survival to Enhanced Business Sustainability Dr Breno Nunes Aston Business School b.nunes@aston.ac.uk Dr Breno Nunes / Dec 2012 Copyright © 1 2012 - All rights Reserved
    • About Me• Lecturer in Operations Management at Aston Business School – http://www1.aston.ac.uk/aston-business-school/staff/academic/oim/breno-nunes/• Member of the IAMOT Board of Directors• PhD in Management from Aston University – Business School• BSc and MSc in Production Engineering from UFRN (Brazil)• Experience as Researcher/Consultant: – Innovation & Business Sustainability – automotive industry in Europe – Sustainable Supply Chain management in UK and Thailand – Green Operations, Innovation & Technology Management in UK, Thailand, Germany, USA – Regional development (Brazil) – Strategic planning for water agency (Brazil) Dr Breno Nunes / Dec 2012 2 Copyright © 2012 - All rights Reserved
    • Lecture Structure 9:30 - 10:45 Introduction & key concepts on Innovation Capacity 10:45 - 11:00 Tea-break 11:00 - 12:00 The New Context for Innovation 12:00 -14:00 Lunch 14:00 - 15:00 R&D and Technology Management 15:00 - 15:15 Short Break 15:15 - 16:15 Practical examples of innovative management models 16:15 - 16:30 Question and Answer+ Dr Breno Nunes / Dec 2012 3 Copyright © 2012 - All rights Reserved
    • Introduction & Key concepts• Why do we need to be innovative in business? – Increase Profits – Position your company better against competitors – Bring more fun to work & Attract new talent – Improve Corporate Image• Key concepts – Innovation – Intellectual Property Rights – Innovation Capacity – Measuring Innovation Capacity (Innovation Capacity Index) in countries – Measuring Innovation Capacity in organisations – Technology Transfer – Absorptive Capacity Dr Breno Nunes / Dec 2012 4 Copyright © 2012 - All rights Reserved
    • What is Innovation?• (The use of) a new idea or method A new Idea or (Cambridge Dictionary) an Invention• ‘Innovation can be defined as the creative application of knowledge to increase the A new process set of techniques and products or product in commercially available in the economy’ the market (Courvisanos 2007, p.46)• “the process of harnessing creativity to create new value in new ways through new Value for your products, new services, and new Business businesses” (Ronald Jonash & Tom Sommerlatte, 1999) Dr Breno Nunes /rights2012 Copyright © 2012 - All Dec Reserved 5
    • From Ideas to Business InnovationCustomers’ needs/wants? How to solve a Problem? Idea Overcome a Challenge Reaction Formulation Implementation Evolution Dr Breno Nunes / Dec 2012 6 Copyright © 2012 - All rights Reserved
    • Where and how innovation happens…• Great innovations of history: – Printing Press (Germany, Roman-Empire, 1400) – Steam engine (UK, 1800) – Assembly line (USA, 1900)• How did they happen? – They had knowledge, money, and people all together in the same place at the same time. – The ideas were in an innovation eco- system… Dr Breno Nunes / Dec 2012 7 Copyright © 2012 - All rights Reserved
    • Intellectual Property RightsCopyright legislation is part of the wider body of law known as intellectualproperty. The term intellectual property refers broadly to the creations of thehuman mind. Intellectual property rights protect the interests of creators bygiving them property rights over their creations. (http://www.WIPO.int)Under intellectual property law, owners are granted certain exclusive rightsto a variety of intangible assets, such as musical, literary, and artistic works;discoveries and inventions; and words, phrases, symbols, and designs.Common types of intellectual property rights include copyright, trademarks,patents, industrial design rights and in some jurisdictions trade secrets(Wikipedia, 2012) Dr Breno Nunes / Dec 2012 8 Copyright © 2012 - All rights Reserved
    • Map of WIPO members (Wikipedia, 2012) Dr Breno Nunes / Dec 2012 9 Copyright © 2012 - All rights Reserved
    • What is Innovation Capacity?For Countries:• National innovative capacity is a country’s potential - as both a political and economic entity - to produce a stream of commercially relevant innovations. This capacity is not simply the realized level of innovation but also reflects the fundamental conditions, investments, and policy choices that create the environment for innovation in a particular location or nation (Porter, 2001)For Organisations:• Innovation capacity is the organizational potential to innovate, which is determined by the skills and strengths in basic R&D and technology (Pragoso & Ahmed, 2006) Dr Breno Nunes / Dec 2012 10 Copyright © 2012 - All rights Reserved
    • Innovation Capacity Index Source: Lopez-Claros & Mata (2011) Policies and Institutions Underpinning Country Innovation: Results from the Innovation Capacity Index. The Innovation for Development Report 2010-2011 - http://www.innovationfordevelopmentreport.org/ Dr Breno Nunes / Dec 2012 11 Copyright © 2012 - All rights Reserved
    • Innovation Capacity Ranking Highest – 80.3 China (64) 49.9 Lowest – 27.4 Dr Breno Nunes / Dec 2012 12 Copyright © 2012 - All rights Reserved
    • Global race – total patentsTrend in patent applications at the top five offices(Source: WIPO Statistics Database, October 2011) Dr Breno Nunes / Dec 2012 13 Copyright © 2012 - All rights Reserved
    • The Innovation Race - BRICS Dr Breno Nunes / Dec 2012 Copyright © 2012 - All rights Reserved Source: Fu et al (2011) 14
    • Growth rate of patent applicationsTrend in patent applications at the top 20 offices(Source: WIPO Statistics Database, October 2011) Dr Breno Nunes / Dec 2012 15 Copyright © 2012 - All rights Reserved
    • Complex and discrete technologies Dr Breno Nunes / Dec 2012 16 Copyright © 2012 - All rights Reserved
    • Complex and discrete technologies Dr Breno Nunes / Dec 2012 17 Copyright © 2012 - All rights Reserved
    • The Innovation Race 10 years ago (Porter, 2001) Dr Breno Nunes / Dec 2012 18 Copyright © 2012 - All rights Reserved
    • The Innovation Race in 2009Number of triadic patent families per million inhabitants, 2009.Source: (Guloglu, 2012) Economic determinants of technological progress inG7 countries: A re-examination. Economics Letters, vol 116, 3, pp604-608 Dr Breno Nunes / Dec 2012 19 Copyright © 2012 - All rights Reserved
    • The Innovation Race Dr Breno Nunes / Dec 2012 20 Copyright © 2012 - All rights Reserved
    • The Innovation Race Korea Japan ? Germany USA China ? Finland Dr Breno Nunes / Dec 2012 21 Copyright © 2012 - All rights Reserved
    • Improving the Innovation Ecosystem• What are the bottlenecks for national innovation? – IP Law? – Communication systems? – Education? – International Collaboration? – Business regulations? – Relationship (capitalists, lawyers , inventors) Dr Breno Nunes / Dec 2012 22 Copyright © 2012 - All rights Reserved
    • Innovation Capacity in Organisations• R&D investments (facilities, people, training, % of cost, IPR)• Internal Innovation Capabilities: – Knowledge exploitation Formal (R&D) and informal (non- – Entrepreneurial capabilities R&D) investments in innovation – Risk management capabilities should be considered when assessing – Networking capabilities the company’s innovation capacity! – Development capabilities (Hervas-Oliever et al, 2011) – Project Management – Change management capabilities• External input through networking – Market and customer knowledge (interface with internal capabilities) – Supplier collaboration (interface with internal capabilities) – Identification of new technologies and potential partners – Access to new knowledge (technical libraries, new personnel, forums, etc) – Resource acquisition (licensing, acquisitions, etc) – Collaborative development activities (Universities, Research centres, Consultants, etc) Dr Breno Nunes / Dec 2012 Source: Adapted from Forsman (2011) Copyright © 2012 - All rights Reserved 23 and Spithoven et al (2011)
    • Patents by organisations (USA/PO, 2010)TOP 10 organisations by patent applications:5866 IBM, headquartered in Armonk, New York, USA4518 Samsung Electronics Co., headquartered in Korea3086 Microsoft Corporation, headquartered in Washington, USA2551 Canon Kabushiki Kaisha, headquartered in Tokyo, Japan2443 Matsushita Electric Industrial Co., Ltd., headquartered in Japan2212 Toshiba Corporation, headquartered in Tokyo, Japan2130 Sony Corporation, headquartered in Tokyo, Japan1652 Intel Corporation, headquartered in Santa Clara, California, USA1488 LG ELECTRONICS INC., headquartered in Seoul, Korea1480 Hewlett-Packard, headquartered in Palo Alto, California, USA Dr Breno Nunes / Dec 2012 24 Copyright © 2012 - All rights Reserved
    • Creating an Innovation StimulusExternal Innovation StimulusBusinessContext: Leadership People ManagementCustomers Knowledge ManagementEnvironment Creativity ManagementLegislation Innovation CapacityCompetitorsSuppliers Technology ManagementNew technology R&D Managementetc Innovation Performance Product Innovation Process Innovation Business Model Innovation Adapted from Prajogo Dr Breno Nunes / Dec 2012 25 & Ahmed (2006)Copyright © 2012 - All rights Reserved
    • Time for a break• Questions & Comments?"If youre not failing every now and again, its a sign youre not doing anything very innovative." (Woody Allen) Coming Next: The New Global Context for Innovation Dr Breno Nunes / Dec 2012 26 Copyright © 2012 - All rights Reserved
    • The context of innovation Dr Breno Nunes / Dec 2012 27 Copyright © 2012 - All rights Reserved
    • The New Context for InnovationThe new forces shaping innovation and innovation capacity:• Globalisation: – Geo-political and socio-economic context – Global Supply Chains – Large Customer Diversification• Environmental and social sustainability• Rapid technological progress• The fight for talent Dr Breno Nunes / Dec 2012 28 Copyright © 2012 - All rights Reserved
    • The old Washington’s friends What is the impact of the ‘Arab Spring’ on the whole region and its business environment? For the global business environment: FDI, Logistics routes, energy supply, etc Dr Breno Nunes / Dec 2012 29 Copyright © 2012 - All rights Reserved
    • Longevity versus quality of life Dr Breno Nunes / Dec 2012 30 Copyright © 2012 - All rights Reserved
    • The ageing workforce Dr Breno Nunes / Dec 2012 Copyright © 2012 - Economist The All rights Reserved June 2009 31
    • End of cheap oil, money and food? June 2004 Feb 15th 2007 Dec 6th 2007 Dr Breno Nunes / Dec 2012 32 Copyright © 2012 - All rights Reserved
    • Oil prices Dr Breno Nunes / Dec 2012 33 Copyright © 2012 - All rights Reserved
    • The Danish Maersk http://www.maerskline.com/link/link/?page=news&path=/news/news20110221Four-hundred metres long, 59 metres wide and 73 metres high, the Triple-E is the largestvessel of any type on the water today. Its 18,000 TEU (twenty-foot container) capacity is16 percent greater (2,500 containers) than today’s largest container vessel, EmmaMærsk. The Triple-E will produce 20 percent less CO2 per container moved compared toEmma Mærsk and 50 percent less than the industry average on the Asia-Europe tradelane. In addition, it will consume approximatelyDec 2012 Dr Breno Nunes / 35 percent less fuel per container than 34 Copyright © 2012 - All rights Reservedthe 13,100 TEU vessels being delivered to other container shipping lines in the next few
    • Monsantowantsto feed theworld usingbiotechnology…Do you fancytransgenicpotatoes? Dr Breno Nunes / Dec 2012 35 Copyright © 2012 - All rights Reserved
    • Environmental problems – not in mybackyard, please… Dr Breno Nunes / Dec 2012 36 Copyright © 2012 - All rights Reserved
    • Green jobs in my backyard, pleaseClean EnergyFoodWaterWasteManagementMobilityHousing Dr Breno Nunes / Dec 2012 37 Copyright © 2012 - All rights Reserved
    • The fast pace of emerging technologies Dr Breno Nunes / Dec 2012 Copyright © 38 2012 - All rights Reserved
    • The accelerating pace of change...(Time,2011) 8,000 120 90 Agricultural years Industrial years years Moon Light-bulb Revolution Revolution Landing 22 9 ? Moon years World years Human years ????? Landing Wide Web Genome Dr Breno Nunes / Dec 2012 39 Copyright © 2012 - All rights Reserved
    • Gartner’s Hype cycle for emerging technologies (2011) Dr Breno Nunes / Dec 2012 40 Copyright © 2012 - All rights Reserved
    • The pace of global innovation What happened to Nokia? Dr Breno Nunes / Dec 2012 41 Copyright © 2012 - All rights Reserved
    • Emerging Fields of Technology• Environmental technologies• Nanotechnology (materials science, energy, etc)• Biotechnology (genetic engineering, artificial photosynthesis)• Robotics (artificial intelligence, nano-robots, etc)• Information Technologies – Data management (storage, analysis, transference, etc) – Intelligent systems – Wireless Dr Breno Nunes / Dec 2012 42 Copyright © 2012 - All rights Reserved
    • How is your company reacting?• What is the key area for innovation in your business? – Green technology? – Global supply chain? – Process automation? – New materials? – New business model or sales channels?• Do you have experts in any of these key areas?• Have you developed relationships to deal with the fast- changing environment?• How can you use emerging technologies to spur the growth of your innovation capacity? Dr Breno Nunes / Dec 2012 43 Copyright © 2012 - All rights Reserved
    • Time for a break• Questions & Comments? A problem is solved when it gets tougher. (Arabic Proverb) Coming Next: Technology and R&D management in the development of a robust innovation capacity Dr Breno Nunes / Dec 2012 44 Copyright © 2012 - All rights Reserved
    • Building Innovation Capacity Innovation Stimulus Leadership People Management Knowledge Management Creativity Management Innovation Capacity Technology Management R&D Management Innovation Performance Product Innovation Process Innovation Structural Innovation Business Model Adapted from Prajogo Dr Breno Nunes / Dec 2012 45 & Ahmed (2006)Copyright © 2012 - All rights Reserved
    • Innovation Capacity in Organisations• R&D investments (facilities, people, training, % of cost, IPR)• Internal Innovation Capabilities: – Knowledge exploitation – Entrepreneurial capabilities – Risk management capabilities – Networking capabilities – Development capabilities – Project Management – Change management capabilities• External input through networking – Market and customer knowledge (interface with internal capabilities) – Supplier collaboration (interface with internal capabilities) – Identification of new technologies and potential partners – Access to new knowledge (technical libraries, new personnel, forums, etc) – Resource acquisition (licensing, acquisitions, etc) – Collaborative development activities (Universities, Research centres, Consultants, etc) Dr Breno Nunes / Dec 2012 Source: Adapted from Forsman (2011) Copyright © 2012 - All rights Reserved 46 and Spithoven et al (2011)
    • Building Innovation Capacity• In-house (inside-out) innovation (endogenous development) – Developing your own R&D Centres• Outside-in (exogenous) innovation – Purchasing from external R&D centres• Licensing, franchising, or technology acquisition• Collaboration – Alliances – Joint Venture – Academic-scientific research with universities• Transfer of technology – Vertical (From R&D to Production) – Horizontal (Between production facilities) Dr Breno Nunes / Dec 2012 47 Copyright © 2012 - All rights Reserved
    • R&D & Technology Management• Develop in-house technology R&D Management• Collaborative Development• Identify emerging complementary or competing technologies• Acquire Technology Technology Management• Apply and diffuse technology• Transfer technology Dr Breno Nunes / Dec 2012 48 Copyright © 2012 - All rights Reserved
    • R&D Management• It covers activities such as basic research, fundamental research, technology development, advanced development, concept development, new product development, process development, prototyping, R&D portfolio management, etc (Specht, 1996) Dr Breno Nunes / Dec 2012 49 Copyright © 2012 - All rights Reserved
    • Welcome to the 3D-printers era3D printers will reduce the cost of prototypingand allow small and medium companies to havehigher innovation capacityhttp://www.youtube.com/watch?v=Jt3EGgtSAUc
    • Technology ManagementWhat Wikipedia says:• Technology Management is set of management disciplines that allows organizations to manage their technological fundamentals to create competitive advantage.• Typical concepts used in technology management are technology strategy (a logic or role of technology in organization), technology forecasting (identification of possible relevant technologies for the organization, possibly through technology scouting), technology roadmapping (mapping technologies to business and market needs), technology project portfolio ( a set of projects under development) and technology portfolio (a set of technologies in use). Dr Breno Nunes / Dec 2012 51 Copyright © 2012 - All rights Reserved
    • Technology ManagementAcademic definition:Technology Management is about: – Acquisition – Exploitation – Identification – Learning – Protection – SelectionSource: Cetindamar et al (2010) Technology Management:Activities and Tools. Dr Breno Nunes / Dec 2012 52 Copyright © 2012 - All rights Reserved
    • The Path of Technologies Creation Transfer Diffusion Acquirer / Other Originator Supplier Developer usersWith Thanks to Prof David Bennett www.davidjbennett.org Dr Breno Nunes / Dec 2012 53 Copyright © 2012 - All rights Reserved
    • Types of Technology Technology types: • Product Transfer and diffusion • Process can be of either or both Technology forms: Knowledge: • Hardware • Embedded Increasing • Software • Codified difficulty of • ‘Humanware’ transfer • Tacit Dr Breno Nunes / Dec 2012 54 Copyright © 2012 - All rights Reserved
    • Absorptive Capacity• The ability of an organization to recognize the value of new external information and knowledge, assimilate, and apply them, and this ability is critical in determining innovative output (Cohen and Levinthal,1990).• Absorptive capacity is a key ability to build Innovation Capacity.• A number of technology acquisitions fail because the country or corporation is not able to adapt the technology for a new environment. This impedes further innovations in the market. Dr Breno Nunes / Dec 2012 55 Copyright © 2012 - All rights Reserved
    • Success in Building Innovation Capacity• The case of Microsoft and the video- games developer Rare• The case of Google and Motorola Dr Breno Nunes / Dec 2012 56 Copyright © 2012 - All rights Reserved
    • The Case of Rare, Nintendo, and MicrosoftBackground: British game developer for Nintendo and MicrosoftOwnership: Tim and Chris Stamper (founders, 1982–2002), Nintendo (1994-2002), Microsoft (2002–present)Supplier acquisition strategyUp from the end of 2000, people from Activision and Microsoft visited Rare.In November 2001, Microsoft trademarked Its Mr. Pants, a game that wasreleased three years later. In September 2002, the Stamper brothers soldtheir 51% interest in Rare to Microsoft; following this, Nintendo sold their49% stake in the company as well. Microsoft paid a total of $375 millionto own 100% of the company. Because of this, Rare is now a first-partydeveloper for Microsofts Xbox and its successors. This left Donkey KongRacing, which was due to be released for the Nintendo GameCube,unreleased. The trademarks of the characters from the games that Raremade for Nintendo consoles (such as Conker of Conkers Bad FurDay and Banjo of the Banjo-Kazooie series) were retained by Rare (apartfrom intellectual properties originally developed by Nintendo,including Donkey Kong and Star Fox). Despite the acquisition, Rare stilldeveloped games for Game Boy Advance, and now develops for the NintendoDS, as Microsoft is currently not participating in the hand-held video gameconsole market. (Gaming and Digital Entertainment Day in Bham andWikipedia, 2010) Dr Breno Nunes / Dec 2012 57 Copyright © 2012 - All rights Reserved
    • Google buys Motorola• Googles chief executive, Larry Page, said that Motorola had a long history in technological development: "Motorola is a great American tech company that has driven the mobile revolution, with a track record of over 80 years of innovation, including the creation of the first cell phone." He said he saw the new business producing "the next generation of mobile devices that will improve lives for years to come". The purchase gives Google access to more than 17,000 of the companys valuable patents. (BBC, 2012) Dr Breno Nunes / Dec 2012 58 Copyright © 2012 - All rights Reserved
    • Google buys Motorola• Google only really bought MMI for the patent portfolio to defend Android from attacks by Apple and Microsoft after losing out in the July 2011 auction of Nortels patents during a bankruptcy sale (won for $4.5bn by Apple, Microsoft, RIM and Sony). The handset business has always looked like baggage. (The Guardian, 2012) Dr Breno Nunes / Dec 2012 59 Copyright © 2012 - All rights Reserved
    • Time for a break• Questions & Comments?“It is better to be prepared for an opportunity andnot have one than to have an opportunity and not be prepared.” (Whitney Young Jr.) Coming Next:Successful stories on building innovation capacity Dr Breno Nunes / Dec 2012 60 Copyright © 2012 - All rights Reserved
    • Success in Building Innovation Capacity• Daimler-Chrysler and sisal fibres in Africa• Cisco’s Approach Dr Breno Nunes / Dec 2012 61 Copyright © 2012 - All rights Reserved
    • Daimler-Crysler in South AfricaBackgroundhttp://www.unido.org/fileadmin/import/44524_0384940.pdfIn the early 1990s, DaimlerChrysler and Borgers, one of its Germansuppliers, together developed natural fiber car components. Both companiesworked to roll out this technology to South Africa, identifying two SouthAfrican SMEs with the capacity to replicate and develop the process usingsisal fibers. This followed a similar project in Brazil. Borgers worked closelywith Brits Textiles and NCI, the two South African manufacturers, to helpthem set up new processing systems and production lines. This includedexchanges of personnel, provision of equipment and skills training.In addition, the customs regulations in South Africa specified that importedcomponents used in vehicle production were liable for duty, and localcontent in vehicles exported from South Africa earned credits that offsetimport duties. As such there was a strong commercial incentive forDaimlerChrysler to localize component production. Supporting sisal farmingand processing in poor regions in South Africa was also a motivation forDaimlerChrysler Dr Breno Nunes / Dec 2012 62 Copyright © 2012 - All rights Reserved
    • Daimler-Crysler in South AfricaBackgroundhttp://www.unido.org/fileadmin/import/44524_0384940.pdfPartnership approach for supplier developmentDaimlerChrysler oversaw the implementation of the entire program,including the technology transfer to its suppliers, but reliedextensively on partnerships with Borgers to deliver technicalassistance to the two South Africa manufacturers, and CSIR tosupport sisal production and processing.ResultsThis program developed a stable and efficient local supply of Sisal,generating long-term sustainable jobs for Sisal farm workers, andpromoting economic growth in poverty stricken areas.DaimlerChrysler can now rely on a stable supply of Sisal fibercomponents that meets the high quality standards of its automobileproduction facility in South Africa. Dr Breno Nunes / Dec 2012 63 Copyright © 2012 - All rights Reserved
    • Some findings about M&A• “Study after study shows that most mergers – some estimates are 70% or more – fail to deliver their intended benefits and destroy economic value in the process. A recent analysis of 93 studies covering more than 200,000 mergers published in peer-reviewed journals show that the negative effects of a merger on shareholder value become evident less than a month after a merger is announced and persists thereafter” (Pfeffer & Sutton – Evidence-based Management) Dr Breno Nunes / Dec 2012 64 Copyright © 2012 - All rights Reserved
    • CISCO’s Approach: Making it work• “More thoughtful leaders might do what Cisco Systems has done – figure out the factors associated with successful and unsuccessful mergers and then actually use those insights to guide behaviour (...) Cisco embarked on a policy of aggressively acquiring new technology and companies. Between 1993 and 1998, it acquired on average one firm per quarter and since this pace has continued, if not intensified. Cisco’s leaders have noticed that similar-size mergers don’t work and uncovered the importance of organizational cultural compatibility” Dr Breno Nunes / Dec 2012 65 Copyright © 2012 - All rights Reserved
    • The New Industrial Robots and MassCustomisation Dr Breno Nunes / Dec 2012 66 Copyright © 2012 - All rights Reserved
    • Cases on product and business model• Adidas• Tailor4less• Xerox• Rolls Royce Dr Breno Nunes / Dec 2012 67 Copyright © 2012 - All rights Reserved
    • Buy your fully customised Adidashttp://shop.adidas.co.uk/miadidas/Main.action Dr Breno Nunes / Dec 2012 68 Copyright © 2012 - All rights Reserved
    • Innovation in the sales channel http://www.tailor4less.com/ Dr Breno Nunes / Dec 2012 69 Copyright © 2012 - All rights Reserved
    • Innovation at Business Model• The case of Xerox & Rolls Royce Dr Breno Nunes / Dec 2012 70 Copyright © 2012 - All rights Reserved
    • Summary• Building Innovation Capacity is vital for survival in the global market;• Investigate the new context for innovation in your sector;• Choose key areas to enhance R&D;• Build expertise in technology management;• Improve absorptive capacity through training the existing personnel and recruiting new talent;• Adaptation of foreign technology is key for a successful technology transfer;• Develop an ‘innovation’ culture rather than only an innovative product. Dr Breno Nunes / Dec 2012 71 Copyright © 2012 - All rights Reserved
    • Thank you very much• Questions ? CommentsDr Breno NunesAston Business Schoolb.nunes@aston.ac.ukDreams come true; without that possibility, nature would not incite us to have them. (John Updike) Dr Breno Nunes / Dec 2012 72 Copyright © 2012 - All rights Reserved