Ryerson

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Ryerson

  1. 1. In search ofinnovationDr Lorraine Warren, School of Management, University ofSouthamptonRyerson University, January 2012
  2. 2. University…..• www.soton.ac.uk• www.soton.ac.uk/csi• One of the top 15 research-led universities in the UK• Great record of entrepreneurial activity, knowledge exchange, spin-out• 20,0 00 students
  3. 3. Classical picture (Stage Gate, Cooper)
  4. 4. In control! Planned!
  5. 5. Disruptive Innovation (Christensen)
  6. 6. Death… Kodak
  7. 7. New products (Entrepreneurship?)
  8. 8. Fortune and Glory?
  9. 9. Death…
  10. 10. Death…Avoiding death…
  11. 11. Strategic AssessmentsIndustry Map SWOT 5 Forces Value Chain
  12. 12. Technology - Product - Market Linkages M M P M P M T P M P M P M M MThe most basic building block of a Business Concept
  13. 13. Technology Road-Mapping• Vision• Market / Strategy• Technology• Products © 280 Group
  14. 14. Product Roadmap:A Software Product Example
  15. 15. Creating the Business Prop Putting the components together:  ensure that the core IP technology is commercially Business Plan Mgt viableMarketing LegalResearch CORE Services  identify required Technology complementary resources AccountingOutsourcing Services Facilities Mgt  make partnering, leveraging, Mgt Team and acquisition decisions regarding essential assetsBuilding the Emerging Case  networking and placement of opportunity with partners & investors
  16. 16. In control! Planned!
  17. 17. MUPPITS• muppits
  18. 18. MUPPITS timeline Digital Technology Development Business Outside Media Trajectory of Digital Media Business Business Outside media Funding Agency Software Development TrajectoryCollaborative Service R&D in non-media business
  19. 19. Key issues • Anticipation of value • Value creation • Value capture • Behavioural change
  20. 20. FlightDirectors• alternativeairlines
  21. 21. Key issues • Anticipation of value • Value creation • Value capture • Behavioural change
  22. 22. Sensory Threads• http://proboscis.org.uk/category/films/
  23. 23. Key issues • Anticipation of value • Value creation • Value capture • Behavioural change
  24. 24. Mo-cap
  25. 25. The tools….
  26. 26. Hello world
  27. 27. Multicultural….
  28. 28. One for the business schoolmagazine? http://www.alternativeairlines.com/
  29. 29. Key issues • Anticipation of value • Value creation • Value capture • Behavioural change
  30. 30. A science of complexity,emergence and anticipation
  31. 31. Systems in a complex dynamic (unpredictable)economy From To Flows, emergence and Stability and temporary structures Variation (small worlds -> disruptive innovation) Situation analysis Experiments and models Sustainability as Sustainability as engineering evolutionary resilience agility
  32. 32. Value-creating ecologies• Consumers to co creators of value• Value chains to value networks• Product value to network value• Simple co-operation or competition to complex co- opetition• Individual firm strategy to strategy in relation to value ecologies• Hearn, G. and C. Pace, Value-creating ecologies: understanding next generation business systems. foresight, 2006. 8(1).• Hearn, G., Roodhouse, S. and Blakey, J. (2007), From value chain to value creating ecology, International Journal of Cultural Policy, 13, 4, pp. 419-436.
  33. 33. Entrepreneurial processes in creating andprotecting value• Experimenting • New structural practices• Reflexive Identity • What do we take as value in our interactions with others?• Organising • What should be our everyday practices?• Sensitivity to Conditions • Anticipation of threats…knowledge… reaction… propensity to survive…
  34. 34. Social Structure (Level E) Written texts (procedures, laws, regulations); material systems and infrastructures (architecture, urban design, communication and transport networks) Stable Emergents (Level D) Group sub-cultures, group slang and catchphrases, conversational routines, shared social practices, collective memory) Ephemeral Emergents (Level C) Topic, context, interactional frame, participation structure; relative role and status Interaction (Level B) Discourse patterns, symbolic interaction, collaboration, negotiation Individual (Level A) Intention, agency, personality, cognitive processThe Emergence Paradigm (Sawyer 2005, p211), showing the ‘circle of emergence’ (p220), i.e. that area which is subjectto social emergence
  35. 35. Emergence • Entrepreneurial relational processes • Emergents with causal properties Anticipation of value during innovationFuller, T. and Warren, L (2008) Sustaining entrepreneurial business; a complexity perspective on processes that produceemergent practice, International Entrepreneurship and Management Journal, Vol 4/1, pp1-17Fuller, T. and Warren, L., Thelwall, S., Alamdar, F. and D. Rae (2010), Rethinking Business Models As Value CreatingSystems, Leonardo Transactions , VOLUME 43, ISSUE 1, 2010Warren, L. and Fuller, T. (2010), Capturing The Dynamics Of Co-Production And Collaboration In The Digital Economy,Leonardo Transactions , VOLUME 43, ISSUE 2, 2010Warren, L. and Fuller, T., (2009) Contrasting approaches to preparedness: A reflection on two case studies InternationalJournal of Enterprise Information Systems 5/3, 60-71
  36. 36. Emergents as value models:• not ‘real’ artefacts such as products and services• temporal visions of alternate futures consisting of interlinked, multilevel constructs that resonate between: • Present and future products and services • Present and future technologies (perhaps supported by tangibles such as proof of concept, prototype, IP) • Present and future markets or organising domains (perhaps supported by market research or constructions of future industry sectors) • Present and future dominant logics (extant and potential business practices, relations with stakeholders, consumer/societal behaviours) • Present and future business models, relating the creation and capture of value: (e.g. economic, technological, social, cultural, artistic, environmental) • Present and future identities, expertises• Emergents embrace a discursive understanding of some, or all the above elements, an entity to support the exchange of value in all its forms.
  37. 37. Stabilisation of value model Processes of value creation (EROS Processes of value processes) capture: Attraction of resource, causality Value Model Products, Services…. Processes of stabilisation: Tangibles (IP, contracts, proof of concept, prototype, business plan, incubator) Intangibles (reputation, track record, identity, expertise)
  38. 38. Fortune and Glory?
  39. 39. Key issues • Anticipation of value • Value creation • Value capture • Behavioural change
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