Technology and Innovation Management

Technology and Innovation Management Jamil Alkhatib University of Sharjah UAE 23.03.2009

Contents (1) Innovations (2) Innovation Management (3) Innovation Management Dimensions (1) Process (2) Organizations Structures (3) Strategies (4) People (4) Technology Forecasting (5) Innovation Auditing (6) Innovation and Creativity Tools Copyrights © 2009 Jamil Alkhatib 2

Innovation is not Fantasy It is a must Globalized Markets Preferred Partnership Changing Customers Behavior Short Life-cycle Fund Raising Gaining new customers Publicity Attract the best employees/experts New competitors Overcoming Recession Emerging Disrupting Technologies Brand name Impress Stake holders Growth Opportunity 4 Copyrights © 2009 Jamil Alkhatib

Innovation Definition Problem Problem Solution Innovation Solving Recognition Exploitation (Invention) quot;Anything that won't sell, I don't want to invent.quot; Thomas Edison Copyrights © 2009 Jamil Alkhatib 5

Innovation Dimensions Modified New Technology Technology Modified Incremental Tech Benefit for Innovation Oriented User New Benefit New Radical for User Application Innovation 6 Copyrights © 2009 Jamil Alkhatib

Innovation Management Innovation Management R&D Management Technology Management Applied Basic Research Development Production Marketing Research Adopted from Innovationsbewertung, Grang 10 Copyrights © 2009 Jamil Alkhatib

Innovation Management Organizational Dimensions Structure “Successful innovation requires choosing, building, and preparing the right organization and the right people for executing and scaling the innovation.” Inno. People Process Mngmnt. Clayton M. Cristensen & Tara Donavan Strategy 11 Copyrights © 2009 Jamil Alkhatib

Stage Gate Innovation Process Idea management Project management Idea Go to Go to Post-Launch Second Go to Screen Testing Launch Review Screen Development Stage Stage Stage Stage Stage Gate Gate Gate Gate Gate 1 4 5 2 3 1 4 5 2 3 Scoping Testing & Launch Discovery Build Development Validation Stage Business Case http://www.stage-gate.com Market Preperation 14 Copyrights © 2009 Jamil Alkhatib

Organization “Many successful companies stumble from prominence not because they're badly managed but precisely because they are well managed. They listen to and satisfy the needs of their best customers, and they focus investments at the largest and most profitable tiers of their markets.” Clayton M. Christensen Copyrights © 2009 Jamil Alkhatib 16

Risk Taking “Success is a lousy teacher. It seduces smart people into thinking they can’t lose” Bill Gates “If you're not failing every now and again, it's a sign you're not doing anything very innovative.” Woody Allen 20 Copyrights © 2009 Jamil Alkhatib

Freedom • Google engineers are required to allocate 20 percent of their time working on any project idea of their choosing • 3M's “Friday time” or 15% of their time to pursue independent projects 21 Copyrights © 2009 Jamil Alkhatib

Creativity Creativity:= knowledge + imagination + evaluation • Creativity techniques – Brain storming – Mind Mapping – Lateral thinking + 6 Thinking Hats – TRIZ / Systematic Innovation Copyrights © 2009 Jamil Alkhatib 22

TRIZ - The 40 Inventive Principles 1. Segmentation 21. Hurrying 22. „Blessing in Disguise‟ 2. Taking Out (Extraction) 3. Local Quality 23. Feedback 4. Asymmetry 24. Intermediary 5. Merging (Combination) 25. Self-Service 6. Universality 26. Copying 7. „Nested Doll‟ 27. Cheap/Short Living 8. Counterweight 28. Another Sense 9. Prior Counter-Action 29. Fluidity 10. Prior Action 30. Thin & Flexible 11. Prior Cushioning 31. Holes 12. Remove Tension 32. Colour Changes 13. „The Other Way Round = [Revesal] 33. Homogeneity 14. Curvature 34. Discarding and Recovering 15. Dynamics 35. Parameter Changes 16. Slightly Less/Slightly More 36. Phase Transitions 17. Another Dimension 37. Relative Change 18. Vibration 38. Enriched Atmosphere 19. Periodic Action 39. Calmed Atmosphere 20. Continuity of Useful Action 40. Composite Structures

Traditional Arguments • “This stuff doesn‟t work in the real world…” • “We don‟t have time to mess with this theoretical stuff…” • “Too Risky Investment” • “We do not know what might happen” Copyrights © 2009 Jamil Alkhatib 26

Innovations Antibodies Measures and The company Failures are socially rewards support a Organizational suffers from Not- punished. focus on short-term Invented-Here efficiency. syndrome. Managers see Antibodies Blocking supporting Innovation are ignored or rewarded innovation as Ideas have nowhere unfairly. reducing efficiency to go. and as a waste. Innovation There is a lack of tangible Innovation is treated commitment to innovation as discrete events from top management. rather than as day- to-day activity. Innovation are “We have always done it The power structure funded based this way” mentality almost entirely on supports status quo financial metrics. dominates decision- and fights change. Copyrights © 2009 Jamil Alkhatib 28 making.

Innovation Audit “I believe, however, that innovation isn't random. Every undesired outcome has a cause. Those outcomes appear to be random when we don't understand all the factors that affect successful innovation. If we could understand and manage these variables, innovation wouldn't be nearly as risky as it appears” Clayton Christensen Copyrights © 2009 Jamil Alkhatib 39

Multi Level Audit Approach Innovation Balance Innovation Profile Inno- pressure Inno- ability Strategy 5 Marketing corporate culture 4 3 Risk Management Innovation driver 2 1 external Orientation Innovation processes 0 Financing Idea management Kooperations Portfolio management Knowledge / Qualification sample- comp Benchmark 41

Results & Perspective Analysis Alternatives Evaluation Implementation Outside Perception of Action Feedback: Key Values Inno-Profile Implementation -Customers Road map -Partners Inno-Balance Market Trends -Staff Interview Results Copyrights © 2009 Jamil Alkhatib 42

Thank You Jamil.handasarabia.org www.slideshare.com/jamilkhatib

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Technology and Innovation Management

by Jamil Khatib on Mar 23, 2009

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