Alar Kolk Inno Estonia 2008 Intro
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Alar Kolk Inno Estonia 2008 Intro Alar Kolk Inno Estonia 2008 Intro Presentation Transcript

  • III Eesti Innovatsiooni Aastakonverents Inno Estonia 2008 A vatud I nnovatsioon & T uleviku Ä rimudelid Alar Kolk [email_address] 13-14 November 2008
  • III Estonian Annual Innovation Conference Inno Estonia 2008 O pen I nnovation & S mart B usiness M odels Alar Kolk [email_address] 13-14 November 2008
  • ...some perspectives...
    • N ew K nowledge & I nnovation …
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  • It is estimated that a week’s worth of The Times…
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    • F inancial I nnovation …
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  • The Dow-Jones index of the largest companies traded on the U.S Stock … market declined 22%, the worst week in the index's 118-year history
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    • G rowth & I nnovation …
  • Growth is top of mind for business executives. Strong, value creating revenue growth lies within reach of corporations that pursue best practice in innovation, strategy, marketing, operations and organizations . For companies aspiring to grow, where to compete is just as important as how. To choose the right battlegrounds, they must match their distinctive capabilities with sectors where profitability growth is likely to occur. W HERE and H OW to G row ?
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    • O pen I nnovation …
  • Avatud innovatsioon tähendab seda, et ettevõtted ei kasuta mitte ainult oma ettevõttest, vaid ka väljastpoolt tulevaid ideid ja võimalusi nii tootearenduses kui ka toodete müügil, turundamisel. . SULETUD & AVATUD ÄRIMUDEL AVATUD INNOVATSIOON! 1 H.Chesbrough, 2003
  • Our current market Our new market Other firm´s market O pen i nnovation External technology insourcing Internal technology base External technology base Henry Chesbrough , 2004 Internal/external venture handling Licence, spin out, divest
  • At any given point in time, firms must follow a certain trajectory or path of competence development. This path not only defines what choices are open to the firm today, but it also puts bounds around what its internal repertoire is likely to be in the future 1 . STEP OUT OF THE BOX!!! PATH DEPENDENCY We had become stuck in our past and weren’t stretching far enough to innovate new ideas , to “step out of the box.” D avid O. Swain , ex. CTO, Boeing 1 Teece et al, 1997
    • O utside- i n I nnovation …
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    • S pace I nnovation …
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  • EESTI VÕIMALUSED KOSMOS & ÄRI
    • L - Commerce …
  • LOCATION COMMUNITY LOCATION COMMERCE Mobiiltelefonid muutuvad asukohaäris peamiseks vidinaks E-Commerce + M-Commerce = L-Commerce
    • S ocial C ommunities …
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    • P latforms & I nnovation …
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  • PLATVORMID & ÄRIMUDELID Google & Microsoft Google Earth Microsoft Virtual Earth
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    • B usiness M odel I nnovation …
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  • VÄÄRTUSE KASV & AVATUS INNOVAATILISED ÄRIMUDELID Uue tehnoloogia, toote või teenuse väärtuse määrab ärimudel – mehhanism, mis muudab tehnoloogia ettevõtte jaoks rahaks. Ärimudelil on kaks peamist funktsiooni : 1.V äärtuse loomine 2.V äärtuse säilitamine
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  • 20 senti 2 krooni 2 0 krooni 30 – 70 krooni
  • The business model mediates between technical and economic domains Over the years, entrepreneurs have been mostly known for technical innovations. And there are many great companies that have been built on top of technical innovations like Intel, Cisco, Oracle, Apple, and arguably Microsoft. If you think of Federal Express, Google, Netflix, these companies were built on business model innovations.
    • Business Model:
    • market segment
    • value proposition
    • value chain
    • c/profit mechanism
    • value network
    • competitive strategy
    Economic Outputs: e.g., value, price, profit Technical Inputs: e.g., feasibility, performance Measured in technical domain Measured in economic domain
  • Portfolio of Capabilities & Business Model Open Capabilities Dynamic Capabilities Operational Capabilities Technology Capabilities Portfolio
  • Pidev täiustamine - vana mood! Etapiline Radikaalne Komponent Süsteem Mittelineaarne Innovatsioon Komponendi T ä iustamine Ä rimudeli Innovatsioon Ä riprotsessi Innovatsioon