IA Innovatiemanagement II. Voka Kempen. Sessie 1. Pieter Sprangers Américo Mateus

425 views
298 views

Published on

Published in: Technology, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
425
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
8
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

IA Innovatiemanagement II. Voka Kempen. Sessie 1. Pieter Sprangers Américo Mateus

  1. 1. INNOVATION (R)EVOLUTION by Pieter Sprangers Innovation Consultant and Learning Architect University of Antwerp and Karel de Grote University College Lecturer Américo Mateus Innovation Consultant IDEAS(R)EVOLUTION Methodologist IADE-Creative University Lecturer
  2. 2. INNOVATION (R)EVOLUTION PieterSprangersandAméricoMateus(R)-2014 SESSION ONE BUILDING BLOCKS THEORETICAL FRAMEWORK - GLOSSARY - STATE-OF-THE-ART REFERENCES
  3. 3. 1 - DEFINE
  4. 4. Starting mind map: !
  5. 5. MOTIVATION? INNER OUTER PERSONA CONTEXT
  6. 6. 5 minutes exercise? YOUR BARRIERS YOUR STRENGTHS COMPANY’S LIMITATIONS COMPANY’S STRENGTHS INNER OUTER
  7. 7. BARRIERS? LIMITATIONS? WHAT TO DO?
  8. 8. MOTIVATION? PERSONA CULTURE - ENVIRONMENT MINDSET - ATTITUDE CONTEXT
  9. 9. ABOUT INNOVATION…
  10. 10. innovation “Innovation is the implementation of a new or significantly improved product (good or service), or process, a new marketing method, or a new organizational method in business practices, workplace organization or external relations”[Oslo Manual, OECD 2005]. ! … to include both improvements in technology and better methods or ways of doing things. It can be manifested in product changes, process changes, new approaches to marketing, new forms of distribution, and new concepts of scope . . . [innovation] results as much from organizational learning as from formal R&D. [Michael Porter] ! Innovation is the process of making changes, large and small, radical and incremental, to products, processes, and services that results in the introduction of something new for the organisation that adds value to customers and contributes to the knowledge store of the organization. [O’Sullivan]
  11. 11. TYPES INNOVATION: ! - technological - business - product - service - process - incremental - radical - … ! ! ! INTEGRATED INNOVATION APPROACH Innovation is about common sense.
  12. 12. innovation ! ! ! Perception of newness rather than originality is important Also in other sectorsnext to private economy
  13. 13. innovation CREATIVITY INVENTION IMPLEMENTATION INNOVATION
  14. 14. Innovation - CONDITIONS 1. Urgency : otherwise any innovation will be considered playtime 2. Courage : follow your passion 3. New technology : new technology, new media, new business models, new working methods 4. Teamwork 5. Perseverance : expect major setbacks -“man cannot discover new oceans unless he has the courage to lose sight of the shore”– André Gide ! Source : editing of Gijs Van Wulfen – the innovation expedition
  15. 15. Innovation - PITFALLS ! ! You should not innovate: ! 1.When your are sure your market will still be changing over the coming five years 2. When your clients are even more conservative than you are 3. When brand and line extensions already generate the extra turnover and profits 4. When your company is experiencing some temporary set-backs / short-time crisis 5. When there is no support at the top 6. When the company doesn’t have any kind of vision about its future course 7. When everyone fears failure ! Source : editing of Gijs Van Wulfen – the innovation expedition
  16. 16. It’s tough when markets change and your people within your company don’t (Harvard business review)
  17. 17. ! -SIMPLIFY INNOVATION - Not Upgrade or Incremental, must be discontinuous, disruptive and value creating - Bill Taylor HBR blog INNOVATION UMBRELLA DISRUPTIVEDISCONTINUOUS VALUE CREATING INCREMENTAL UPGRADE OPERATIONAL
  18. 18. SOME INNOVATION DRIVERS…
  19. 19. Knowledge workers! Knowledge workers are workers whose main capital is knowledge , they think for a living. (Drucker) ! Conceptual workers have an important‘creation’part in their job : e.g. Creation of concepts, theories, working methods, products,… Conceptual workers work in a conceptual age in which knowledge alone does no longer suffice. (Sprangers) Typical Stimuli: ! • Work in different types of spaces : office spaces, meeting spaces, support spaces, on the road, at home, … • Internal motivational drivers : autonomy, challenges, concept development • Team performance versus individual performance • ROWE : results-only working environments • Autonomy and accountability • Your workforce will respond to the business as if it were their own

  20. 20. It’s also about space!
  21. 21. creativity LIFE IS NOT ABOUT FINDING YOURSELF
 
 IT IS ABOUT CREATING YOURSELF !
  22. 22. LOOK AT PROBLEMS FROM A FRESH PERSPECTIVE AND FIND AN UNORTHODOX SOLUTION
  23. 23. Edward de Bono’s “The Mechanisms of the Mind” focuses on exploring Ideas, generating possibilities, looking for multiple, answers not one
  24. 24. CSR : sustainability http://vimeo.com/15124198
  25. 25. I+CSR : Corporate Social Innovation ! Why are polar bears or even milk jugs more important than people, not only in terms of research attention but also as a focus of company initiatives? ! Bringing value to local communities : Ben&Jerry’s : - Chocolate fudge brownie containing brownies made by homeless and unemployed workers in Yonkers, New York - Maine Blueberry made with blueberries harvested by Passaquoddy Indians
  26. 26. CREATING SHARED VALUE - Porter 2011 https://www.youtube.com/watch?v=aUdPDVO-toM
  27. 27. open innovation ! ! ! ‘Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation respectively’(Chesbrough, Vanhaverbeke, West – Open innovation, researching a new paradigm) ! INBOUND open innovation : filling the gap with external technology OUTBOUND open innovation : profiting from others using your technology !
  28. 28. open innovation Jaga -not selling products but experiences, ideas, values, … -Differentiation vs competition through eco-radiators, design-radiators -Radiators as a creative part of the house :‘heating the soul’ -Wearable heating, -playful radiator,
  29. 29. open innovation UCHRONIANS and the burning man Festival in Black Rock Desert in Nevada Cross pollination of art, music, theatre, sensation, … www.uchronians.org
  30. 30. open innovation 10 elements defining an open innovation culture ! 1. People who can manage relationships with customers and partners 2. A willingness to accept that all smart people do not work for your company 3. An understanding that failures are opportunities to learn 4. A willingness to help employees to build the knowledge and understanding of how an idea or technology becomes a profitable business. 5. Dismiss the Not Invented Here syndrome 6. A willingness to strive for balance between internal and external R&D. 7. Willingness to be a risk taker rather than being risk averse. 8. Accepting that open innovation does raise intellectual property issues. 9. Understanding that open innovation requires open communication. 10. Not needing to always be first. ! Source : Stefan Lindegaard, the open innovation revolution
  31. 31. ! ! From product to Service / Solutions through Open Innovation (Chesbrough, 2011) ! Bringing Outside IN - e.g.LEGO Taking Inside Out - e.g. AMAZON ! Work closely with customers to develop new solutions Focus offers on utilities rather than products Embed your company in your customer’s organisation and processes (consumer journey) ! ! see: www.exnovate.org open innovation - paradigm shift
  32. 32. social innovation Making your labour organization more innovative : ! ! • Flexible organizing : 30% of turnover out of new products • Dynamic managing : tolerance for mistakes‘3M : thou shalt not kill ideas for new products’ • Smarter working and talent development : team rewarding vs individual rewarding
  33. 33. management 3.0 Innovating management - Gary Hamel 2012 ! ! • Train people to become innovators • Create experimental spaces in your company / supportive innovation environment • Bosses should also be held accountable for innovation / innovation is everyone’s job every day ! ! Managers need to create: purpose, space, involvement, institutional support
  34. 34. ! ! ! Company’s DNA: ! PEOPLE, PROCESSES and PHILOSOPHIES ! Founder - follow the founder innovation DNA - Imprint “Look for people who want to change the world”- employees’drivers Open to experiment and fail To have a“fun”culture Problem solving and solution finding oriented Philosophy - innovation is everyone’s job; disruptive innovation is part of the portfolio, encourage smart failures, empowered of people autonomy ! Source: Christensen et all 2009 - study within the most known innovative companies Innovation DNA
  35. 35. Design thinking
  36. 36. Design thinking - Holistic approach
  37. 37. Design ‘Good design is intelligence made visible’(Le Corbusier) ! Don’t make something unless it is both necessary and useful; but if it is both necessary and useful, don’t hesitate to make it beautiful. (Shaker design filosophy) ! ‘I have not failed once, I’ve just found 10000 ways that didn’t work’(Thomas Edison)
  38. 38. ! ! ! • Open data - the use of information for innovation and transparency • “Big Data” - to analise major social, economic and environmental challenges • Open innovation and peer production • User-centred design thinking • Value of networked place making - Organising places for people to get together (creative incubators, Bielat, SPK, etc…) • Investments in trust and better engagement and participation among citizens. ! Source: Bulchandani et all 2011 ! Stakeholders’participation trends
  39. 39. Co-creation
  40. 40. START-UPS vs SME’S START- UPS SME’S NETWORKING START- UPS SME’S LIVING LABS ACADEMY PEOPLE TECHNOLOGY COLLABORATION SOCIAL NETWORKS OPEN CULTURE
 PARTICIPATION COMMUNITY CENTERED INBOUND OUTBOUND INNOVATION OPEN INNOVATION R&D R&D + i INNOVATION CHAMPIONS ? DRIVERS
  41. 41. 2 - DISCOVER
  42. 42. 1 - PITCHING ! 2 - INSTRUCTION FOR MATCHING - result must be 3 or 4 clusters ! HOW - Complementarity, Scope, Synergies, Scale, Human reasons- Empathy ! 2- MATCHING - Collaboration - clustering of emerging themes Peer learning workshop
  43. 43. 3 - DIALOGUE
  44. 44. ! INNOKINETICS - web based platform How to do’s: login, profiling, sharing, creating groups…
  45. 45. HOME WORK 1 - LEARNING ABOVE THE RULER - www.lerenbovendemaat.be ! PRINT FEEDBACK REPORT and bring it to session 2 - Free version ! 2 - DO THE INNOVATORS’DNA AND LEONARDO SELF REFLECTION ! 3 - AND YOUR COMPANY? ! ! ! ! CHECK THE READER ON INNOKINETICS - PLATFORM
  46. 46. AUTHORS ! - INNOVATION - Christensen - HBR, Gijs Van Wulfen - CO-CREATION - Prahalad - Ramaswamy - - OPEN INNOVATION - Chesbrough - SOCIAL INNOVATION - Manzini - Shea - ENTREPRENEURSHIP - Eric Ries - MANAGEMENT 3.0 - Hamel - - MARKETING 3.0 - Kotler - CONVERSATION MARKETING - Steven Van Belleghem - CREATIVITY - Richard Florida, Teresa Hamel, Tim Hurson, David Kelley - TEAM DYNAMICS - Tom Kelley, - DESIGN THINKING - Tim Brown, Bruce Nassbaum - CO-CREATING SHARED VALUE - MIchael Porter - CITIZENSHIP / COMMUNITISHIP - Mintezberg - CORPORATE SOCIAL RESPONSABILITY - Pierre Winkler - OPEN CULTURE - Charles Leafbeatter, Charlene li - COLLABORATIVE CULTURE - Dan Tapscott - BUSINESS MODEL GENERATION – Alexander Osterwalder e.a. - THE TEN FACES OF INNOVATION – Tom Kelly - THE MEASUREMENT OF SCIENTIFIC AND TECHNOLOGICAL ACTIVITIES - PROPOSED GUIDELINES FOR COLLECTING AND INTERPRETING TECHNOLOGICAL INNOVATION DATA – OSLO MANUAL - OECD

×