Innovation Trends for Slideshare V2


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This is a summary of my recent conference slides.

Published in: Technology, Education
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Innovation Trends for Slideshare V2

  1. 1. “…innovation is the process of turning ideas into value and perspectives…”
  2. 2. Open Innovation & Smart Business Models Alar Kolk
  3. 3. Building New Innovation Capability to Identify Future Opportunities - Identify New Growth Opportunities - Define & Implement New Innovation Strategies - Generate & Deliver Better Ideas - Renew Organizatonal Capabilities
  4. 4. different levels of innovation business model innovation product & service innovation process innovation technology innovation
  5. 5. New Knowledge & Innovation…
  6. 6. idea!
  7. 7. Knowledge Creation as the Self-Transcending Process i : individual g : group o : organization Nonaka & Konno 1998
  8. 8. week’s worth of The Times…
  9. 9. Knowledge Leadership Nonaka, Toyama, Konno 2000
  10. 10. Knowledge Creation as the Self-Transcending Process Nonaka & Konno 1998
  11. 11. Financial Innovation…
  12. 12. 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
  13. 13. Growth & Innovation…
  14. 14. 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. WHERE and HOW to Grow? 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.
  15. 15. How to Grow?
  16. 16. Service Innovation…
  17. 17. Transformative Business Disciplines…
  18. 18. Correlating Service Innovation Outcomes to The Ten Types of Innovation
  19. 19. The Five Lessons of the (Service) Innovation Journey
  20. 20. Open Innovation…
  21. 21. CLOSED & OPEN BUSINESS MODEL OPEN INNOVATION! Open Innovation means that valuable ideas can come from inside or outside the company (industry) and can go to market from inside or outside the company (industry) as well1. This approach places external ideas and external path to market on the same level of importance as that reserved for internal ideas and paths to market during the Closed Innovation era2. 1,2 H.Chesbrough, 2003
  22. 22. Open innovation Other firm´s market Licence, spin Our new out, divest market Internal technology base Internal/external Our current venture handling market External technology insourcing External technology base Henry Chesbrough, 2004
  23. 23. STEP OUT OF THE BOX!!! PATH DEPENDENCY 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 We had become stuck in our past and weren’t stretching far enough to around what its internal innovate new ideas, to “step out of repertoire is likely to be in the the box.” future1. David O. Swain, ex. CTO, Boeing 1 Teece et al, 1997
  24. 24. Learning & Diversity Boeing VP Dick Paul & CTO David O. Swain went to P&G and asked how they were getting ideas and how they were thinking about R&D. After the visit they remarked, “P&G had some great thoughts, which affected what we did; we went home and did a couple of things differently and that was an example of us beginning to open our eyes to the world and trying to integrate that into our planning process
  25. 25. EXPLORATION & TRANSFORMATION DYNAMIC CAPABILITIES Dynamic capabilities as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments1. Some dynamic capabilities integrate resources (product development; strategic decision making), others focus on reconfiguration of recourses (knowledge brokering) within firm and other dynamic capabilities are related to the gain and release of recourses (knowledge creation routines; alliance, acquisition and Roald Amundsen, Robert Scott, Umberto Nobile exit routines)2. 1 Teece et al 1997 2Eisenhardt and Martin 2000
  26. 26. Developing Portfolio of Capabilities Innovation Dynamic Capabilities Sensing Seizing Transforming Technological Capabilities Open Capabilities Operational Capabilities Learning
  27. 27. 1995 1998 2000 2003 2004 2005 2006 ? Core Search Ads Monetization Communications Collaboration ?
  28. 28. Microsoft® Sync
  29. 29. Platform leaders (companies that drive industry wide innovation for an evolving system of separately developed pieces of technology) are navigating challenges from wannabes (companies that want to be platform leaders) and complementors (companies that make ancillary products that expand the platform’s market. Platform leadership is the ability of a company to drive innovation around a particular platform technology at the broad industry level. Cusumano and Gawer (2002)
  30. 30. Outside-in Innovation…
  31. 31. Space Innovation…
  32. 32. EADS Space Plane from London to Sydney – 2,5 hours
  33. 33. MEETING THE CHALLENGES OF SPACE TOURISM Space Tourists International Space Station (ISS) uus äri ning hotell?
  34. 34. L-Commerce…
  35. 35. LOCATION COMMUNITY LOCATION COMMERCE E-Commerce + M-Commerce = L-Commerce
  36. 36. GPS-Enabled LBS Subscribers by Region, World Market: 2005 to 2011* * ABI Research
  37. 37. Social Communities…
  38. 38. Platforms & Innovation…
  39. 39. PLATFORMS & Business Models Google & Microsoft Microsoft Virtual Earth Google Earth
  40. 40. Business Model Innovation…
  41. 41. GROWTH & OPEN BUSINESS MODEL The business model provides a coherent framework that takes technological characteristics and potentials as inputs, and converts them through customers and markets into economic outputs1. A business model has two functions: 1.Value creation 2.Value capture 1Chesbrough, Roosenbloom 2002
  42. 42. Traditional (product) Value Chain vs. Modern (business model) Value Chain
  43. 43. 30 – 70 krooni 20 krooni 2 krooni 20 senti
  44. 44. Business Model: • market segment Technical Economic • value proposition Outputs: Inputs: • value chain e.g., e.g., feasibility, • c/profit mechanism value, performance price, • value network profit • competitive strategy Measured in technical domain Measured in economic domain 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.
  45. 45. Focus in Business Model A business model is a conceptual tool that contains a big set of elements and their relationships and allows expressing the business logic of a specific firm. It is a description of the value a company offers to one or several segments of customers and of the architecture of the firm and its network of partners for creating, marketing, and delivering this value and relationship capital, to generate profitable and sustainable revenue streams. Osterwalder, Pigneur and Tucci (2005)
  46. 46. ... improve it
  47. 47. Portfolio Operational Capabilities Open Dynamic Capabilities Capabilities Technology Capabilities Portfolio of Capabilities & Business Model
  48. 48. how do you measure the success of a business model?
  49. 49. Revenue Growth, Life Cycle & Innovation Dynamics Business model innovation has captured the attention of executives tasked with achieving growth in the face of increasing competitive pressure. Business model innovation suggests that if you took an existing product and repackaged how you sold it, you can hold off competitive pressures and even capture entirely new market segments.
  50. 50. Business Model & Culture