Innovation Ecologies from a Managerial Perspective


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Presentation on the nature, key factors of success, and management of national innovation systems. The presentation draws on the author's experience in the for-profit and non-profit sector.

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  • Innovation Ecologies from a Managerial Perspective

    1. 1. Innovation Ecologies from a Managerial Perspective Dr. Johannes Meier, Xi GmbH 1
    2. 2. Agenda ✤ General observations on nature of innovation ✤ Complications ✤ Innovation as a coordination challenge ✤ New forms of coordination due to new technologies ✤ Illustration: The 4I-platform 2
    3. 3. Innovation myths vs. reality ✤ Few epiphanies ✤ Few lone rangers ✤ Execution is key (GE mantra) ✤ Continuous reconsideration ✤ Creativity and idleness 3
    4. 4. Complications ✤ Increasingly complex anatomy of knowledge 4
    5. 5. Complications ✤ Varying individual prerequisites 5
    6. 6. Complications Cultural contexts for innovation ✤ Focus on existing knowledge vs. discovery ✤ Our schools vs. creativity ✤ Bologna vs. reflection spaces ✤ Streamlined vs. open career ✤ PE investors vs. nurturing VC 6
    7. 7. Innovation as a coordination challenge An effective Innovation System ‣ encourages diversity and supports alignment ‣ overcomes the dichotomy between central control and decentral freedom ‣ allows for failure, but identifies failure early ‣ supports networks of initiatives and actions ‣ supports change processes at all levels and scales. 7
    8. 8. Complementarity of diversity and alignment ✤ Can multiple perspectives be incorporated into the innovation process? ✤ Can the richness of contexts be adequately included in the assessment of a problem or challenge? ✤ Can unproductive reductionism and inappropriate simplification be identified and avoided? ✤ Is the non-mainstream idea encouraged and appreciated? ✤ Are there appropriate tools and processes to integrate diverse perspectives and interpretations? ✤ Do efficient conflict resolution mechanisms exist if there is a clash of interpretations? 8
    9. 9. Complementarity of central control and decentral freedom Integration: Quality of Direction Organization: Quality of Interaction 9
    10. 10. Failure tolerance ✤ but early failure identification (and consequences) 10
    11. 11. Networks of initiatives Network governance instead of formal authority ✤ Rules of engagement and membership ✤ Communities of practice ✤ Appreciation and recognition 11
    12. 12. 12
    13. 13. Change processes Management tends to believe that anything that has lasted for a fair amount of time must be normal and go on forever. Anything that contradicts what we have come to consider a law of nature is then rejected as unsound. 13
    14. 14. Die Gestaltung der Gegenwart ist eine Funktion dessen, wie die Zukunft sein soll, und das fantasielose Gegenwartscredo: »Wie jetzt, nur besser!« macht nun wirklich keinen Eindruck mehr. Gerade in der Krise zeigt sich, wie fatal es sich auswirkt, wenn ein politisches Gemeinwesen keiner Idee folgt, was es sein will und wie seine Bürger leben wollen. C. Leggewie, H. Welzer 14
    15. 15. New forms of coordination due to new technologies ✤ New opportunities for participation due to radically lowered transaction costs ✤ More specific small groups and communities ✤ Coordination in very, large groups without institutional setting ✤ User-generated content and quality-assurance ✤ Cheap failure 15
    16. 16. New forms of participation 16
    17. 17. 17
    18. 18. Illustration: Coordination platform for local labour markets 18
    19. 19. Functions of coordination platform ✤ Linking local stakeholders to support adequate local solutions ✤ Orientation framework to integrate different perspectives ✤ Capture of local idiosyncracies ✤ Interactive analytics and visualization tools to support the generation of a shared sense of reality and of dependencies ✤ Horizontal and vertical provision of information and links about best practices ✤ Mobilization of stakeholders with the help of milestone and activity tracking systems 19
    20. 20. Thank you for your attention Dr. Johannes Meier 20