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Enterprise   Innovation Processes
 

Enterprise Innovation Processes

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    Enterprise   Innovation Processes Enterprise Innovation Processes Presentation Transcript

    • Innovation Processes Enterprise
    • How Companies Approach Innovation D:Documents CrafittiMy DropboxSIBM TIM
    • The context of organizational innovation GLOBAL Network Utilizing and creating talent Growth and innovative individuals Evolution and teams Creativity and skill DESIGN productive, reliable, efficient processes more and better products on ati rnal egr e Prod Int h ext s Structure and uct E co wit cesse stability syste m pro Func GLO ly s t B AL pp esse S u ro c DESIGN and ionality L . usag LO BA e.g in p eG cha © Crafitti Consulting Private 3 Ltd.
    • Typically, in an organization,ideas come from various channelsApril 3, 2012 © Crafitti Consulting Private Ltd. 4
    • And these ideas may havevarious purposes . . . he rowt (New )product ideas to g ss eas usine Id b New service ideas Id ea s co to c improvement sts ut Brand building continuous and marketing Ideas for ideasApril 3, 2012 © Crafitti Consulting Private Ltd. 5
    • Ideas may also be Serendipitous Orchestrated ORApril 3, 2012 © Crafitti Consulting Private Ltd. 6
    • Organizations have someprocesses to helpideas reach their objectivesApril 3, 2012 © Crafitti Consulting Private Ltd. 7
    • A few ideasNew product or service or business model ideas – make itA typical funnel and stage gate model Many get stuck midway Op a Tech feasib itment Team Busi nd C nica ness Stra read l and ity ap E p ote tegi ines And most x il cf lose steam busi ntia s very early ness l Go t oM Exec arke utio t Pr o t n otyp Busi e n e ss Incu Plan bati on Ideas The filtration The stage gate (from various funnel process channels) (based on (with evaluation and decisions at various various stages) criteria) April 3, 2012 © Crafitti Consulting Private Ltd. 8
    • Continuous improvement models(these typically apply on the grass-roots processes and activities and are aimedat gradual change) (Deviations are bad!) Standardize and ensure repeatability Six Sigma Focus on controlling Reducing error and system parameters deviations from the norm April 3, 2012 © Crafitti Consulting Private Ltd. 9
    • The Technology and IntellectualProperty value chains Trade secret Idea Invention Intellectual Property PatentApril 3, 2012 © Crafitti Consulting Private Ltd. 10
    • Value Chain Productivity
    • Borrowing from evolution Blogs, News, ThinkPlace Wikis, Seminars, TAP, BizTech, Early adopters,presentations, Barcamps ExtremeBlue Formal review KM portal
    • The “Typical”Design Process Always Reaching Local Optima Creates a false sense of simplification of complexity Introduces artificial delay © Crafitti Consulting Private 13 Ltd.
    • The Lean Design Approach –Set-Based Concurrent Engineering  Search for global optima  Elimination of the weakest  Slow convergence  Emergent design  Scope to incorporate systems thinking (needs, functions, structure and behavior) and inventive thinking (TRIZ) © Crafitti Consulting Private 14 Ltd.
    • Why do our innovation processes not work as well as we think they should?April 3, 2012 © Crafitti Consulting Private Ltd. 15
    • Ideas are lonelySeveral serendipitousideas may actually beinherently synchronous–they can be combinedApril 3, 2012 © Crafitti Consulting Private Ltd. 16
    • Ideas may be disconnectedfrom the larger context Ideas end up making an As opposed to getting emergency landing in a launched out of a context contextApril 3, 2012 © Crafitti Consulting Private Ltd. 17
    • Filtration processes systematically eliminate the outliers - the ones that don’t fit into the current and present The outliers are actually the real ideas!April 3, 2012 © Crafitti Consulting Private Ltd. 18
    • Innovation – not alignedwith business goals
    • Not allowed tofail
    • Not InventedHere!
    • In Love with theIdea
    • Cocooned!
    • ?
    • Innovation Value Chain
    • Where to focus
    • Where? Why? Idea Poor Conversion Poor Diffusion PoorIT ServicesAutomotivePharmaBankingRetail & FMCGManufacturing &PackagingEngineering
    • Why did Iridium fail?