Talk On Innovation


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Talk On Innovation

  1. 1. Innovation Donal O’Connell Chawton Innovation Services 1 © Chawton Innovation Services/Title.ppt/Version/date/initials
  2. 2. Innovation © Chawton Innovation Services/Title.ppt/Version/date/initials
  3. 3. What is innovation? Formal definitions as taken from the Collins English Dictionary • Creative: having the ability to create, characterised by originality of thought, having or showing imagination, designed to or tending to stimulate the imagination, characterised by sophisticated bending of the rules or conventions • Inventive: skilled or quick at contriving, ingenious, resourceful, characterised by inventive skill, related to an invention • Innovative: to invent or begin to apply new methods or ideas, to renew or make new Innovation starts with thinking differently. It is a process of questioning, experimenting, learning and adapting. It requires an appetite for risk, a willingness to question, and open mind to look at things without a pre-determined conception and perhaps most importantly, patience and perseverance Imag i than nation is k m d know nowledg ore imp dn’t en ledg e . Fo o r wh rtant one age di ut of curre n e de fin il The st hey ra no imag tly know es all w e bec ause t yet d inati on an d unde e iscov points stones Albe e r an to al rstand, rt Ei d cre l we own ate migh Un k n n s te n i t © Chawton Innovation Services/Title.ppt/Version/date/initials
  4. 4. Innovation – its forms & phases Innovation can take many forms. It can be disruptive, transformative, radical, breakthrough, incremental or step improvement in nature. Innovation literature typically distinguishes three separate stages of innovation: generation stage, promotion stage and realisation stage. Innovation can take place in what is offered, in who is the defined customer for the offering, in how things are done or in where things are done. Innovation may impact the product, the service, the process or the business model •Radical vs. incremental •Product vs. service vs. process vs. business •Generation vs. promotion vs. realisation •Open vs. closed •Creativity vs. innovation vs. inventiveness •On your own vs. support structure in place © Chawton Innovation Services/Title.ppt/Version/date/initials
  5. 5. Ambiguity, controversy and non linearity This poses a certain challenge to many companies interested in properly managing their innovation process Companies are most anxious to succeed with their innovations yet this also means accepting failures Companies must avoid seeing innovation failures as being tantamount to doing something wrong, not to doing it right t by no ve en made g off nd lea re oft goin ople a ries a ctions, by e o od pe Disc ove ru th Hire g g inst rying alone EO , 3 M fo llowin road, by t them ht – C ain m Kn ig the m Willia d untrie r Tyge Frank © Chawton Innovation Services/Title.ppt/Version/date/initials
  6. 6. Environments which Encourage Innovation © Chawton Innovation Services/Title.ppt/Version/date/initials
  7. 7. Customer driven / Market driving Companies are indeed constantly exhorted to become more customer driven However, the companies whose success has been based on radical business innovation are better described as market driving Market driving strategies often involve high risk, but also offer a company the potential to radically alter an industry and gain great rewards That said, customer driven innovation is very important, and should not be dismissed Customer driven innovation basically means asking what need of the customer is this innovation expected to fulfill kin g is thin nn o one e, the all thi nk alik When a n Lippm W alter © Chawton Innovation Services/Title.ppt/Version/date/initials
  8. 8. The 7 Cs Changes • The future of media is social, where its richness is in conversation Challenges • Consumers are broadening their ethical focus • Poverty, disease, pollution, water shortages, • New applications using fixed and mobile Internet have climate change, security democratised media and increased the power of consumers • Quality, customer service, efficiency, cost • Women are increasingly embracing and using technologies management, logistics, performance functionality • Multi-sensory user interface experiences are becoming the norm • New application usage for mobile devices in emerging Convergence markets can bypass traditional stages of IT development • The interface between two entities • The mixing of different technologies Competition • Digital convergence of wireless and Internet worlds • Striving to be # 1 • Acting as an incentive for self improvement • Stimulating innovation and encouraging efficiency Collaboration • Between companies Competences Culture • Between companies and communities • Skills • Support culture • Between companies and universities • Knowledge • Learning culture • Between companies and consumers/end user • Questioning culture • Challenging culture • No fear culture • A “passion for innovation” © Chawton Innovation Services/Title.ppt/Version/date/initials
  9. 9. The Innovator Community © Chawton Innovation Services/Title.ppt/Version/date/initials
  10. 10. Typical profile of an innovator Innovators may be categorised, classified and rated by:- • Skill and competency level • Volume of ideas (serial; 1s & 2s; none) al • Quality of ideas Ex tern l vs rna • Ease of linking and communicating with them Inte • Extent to which they “push” their ideas forward Basic engineersvs . Passionate inventors Technicalvs . Process the que in or t uni ion Detailvs . Concept on is no rganisat ome vati ro ay c I nno rt of you ideas m ide the pa d uts Patent inventors vs . Practical problem solvers R&D ny. Goo ide or o pa s com nyone in pany a com from Sociable group innovatorsvs . Lone wolf © Chawton Innovation Services/Title.ppt/Version/date/initials
  11. 11. External innovators rs’ tne lic ‘par P ub n al Joe E xter • Un-solicited ideas coming from "Joe Public" • Innovators working with external 3rd parties (companies, organisations or universities) with whom your company is co- operating and collaborating. This can include suppliers and vendors • Externals or contractors working for you but who are not employees. These people can be working in your premises, interns, students or employees of our subcontractors. (There should always be agreement in place which ensures that you gets rights to or access to the inventions raised in co-operation with them). • Customers and end-users prompted to submit ideas via your product or service literature, your web sites or your service support • Communities (eg open source software, social networking communities, special interest groups) rs -use rs , e nd e nt s t ome tud C us s, s ie s ctor u n it tra Com m -con Sub © Chawton Innovation Services/Title.ppt/Version/date/initials
  12. 12. Management & Leadership © Chawton Innovation Services/Title.ppt/Version/date/initials
  13. 13. Management and leadership Successful innovation is usually driven by senior management with a strategic vision of the business There should be specified areas of strategic innovation focus and a willingness to commit in the long term It is important that a company identifies and communicates to their employees how innovation fits in with their overarching business strategy It is key that this is accurately and clearly communicated throughout the business our e havi t or b feren eop le dif e a ti ve p ise the d creat no v ogn n an sp ot in e to rec rmatio f senior le to ing abl ess info e role o g ab e c h Bein ell as b ple pro cts of t t as w hat peo ey aspe gemen st k ma n a way eas are id © Chawton Innovation Services/Title.ppt/Version/date/initials
  14. 14. Management and leadership Innovation management & leadership involves nurturing a culture of innovation • allowing time for scouting • not be overly risk averse and invest in the occasional high risk project • encouraging projects and teams to work outside the business Such managers and leaders check in periodically to see how it is going and what help they can provide asy mor e ve ry e ttle is a li team m is tive n te a n nova atio an i nov a te a n in otiv ting To de m mo tiva ee p on To k nging le chal © Chawton Innovation Services/Title.ppt/Version/date/initials
  15. 15. Management and leadership Building a creative innovative company takes ... • synchronisation from the centre, • cross boundary collaboration, • structural changes to the organisational chart Customer insight is also essential • The most innovative companies build in a strong customer focus into their systems and rely heavily on customer based research This is where they gain their competitive advantage c es s da y pro day by u o us is a contin ov a tion s hip of inn &leader ge me n t M a na © Chawton Innovation Services/Title.ppt/Version/date/initials
  16. 16. Contradictions Leaders hip vs. M anagement C ommunicating skills vs. Listening Team player vs. S eparate from the team Global, multi-cultural vs. Local O rganisational understanding vs. Networked C oach and mentorvs. Not an expert E xpected to know the big vs. Asking questions is critical picture P rocess understandingvs. D rive to get the job done Leadership is criticalvs. Job specs often differ B orn leadervs. C ontinuous training and development © Chawton Innovation Services/Title.ppt/Version/date/initials
  17. 17. Intellectual Property © Chawton Innovation Services/Title.ppt/Version/date/initials
  18. 18. Protecting & promoting your ideas Ways and means to protect your ideas ... • Lead time advantage • S ecrecy • C omplexity of the des ign • Intellectual P roperty R ights © Chawton Innovation Services/Title.ppt/Version/date/initials
  19. 19. Intellectual Property Rights A patent protects an invention. It gives the holder an exclus ive right to prevent others P a tents from s elling, making and using the patented invention for a certain period (typically twenty years from filing date) C opyright protects the expression of literary or artis tic work. P rotection arises C o pyrig ht automatically giving the holder the exclusive right to control reproduction or adaptation. A trademark is a distinctive sign which is used to distinguish the products or services of T ra dem a rk s one business from others. A trademark is clos ely linked to brand. P rotects the form of appearance, s tyle or des ign of an object. It does not protect the D es ig n functionality. A utility model is an intellectual property right to protect inventions. This right is available U tility M o dels in a number of national legis lations . It is very similar to the patent, but usually has a shorter term (often 6 or 10 years) and less stringent patentability requirements. S em i-c onduc tor This protects two or three-dimens ional layout or topography of an integrated circuit. somewhat similar to copyright It is topo g ra phy (“s ilic o ne c hips ”) D atabas e right prevents copying of s ubstantial parts of a databas e. However, unlike D a ta ba s e rig hts copyright the protection is not over the form of expres sion of information but of the information itself. In many other respects , database right is similar to copyright. A trade secret is a formula, practice, process, design, ins trument, pattern, or compilation T ra de s ec rets of information used by a bus iness to obtain an advantage over competitors or cus tomers. Trade secrets are by definition not disclosed to the world at large. © Chawton Innovation Services/Title.ppt/Version/date/initials
  20. 20. IP creates value Freedo m C os t I nfluenc e P ro duc t R evenue o f a c tio n a dva nta g e in bus ines s differentia tio n environm ent • Technology • C ompetitive • P referred • Unique • Licens ing acces s royalty rates technologies features • S elling • C ross • P revent • C ollaboration • Look & feel licensing freeriders • P artnering • Trademarks • Litigation avoidance © Chawton Innovation Services/Title.ppt/Version/date/initials
  21. 21. The IP environment Trends : • The growing strategic and public policy importance of IP • The increasing volume of patent applications and granted patents • IP enabling a return on R&D investment • IP as a mark of innovation and creativity • IP as a sign of competitiveness • IP as an enabler for cooperation and collaboration Some challenges : • Differences in IP Law, or interpretation of IP Law, between jurisdictions • Complexity of the IP world • Changing landscape/discussions about possible changes • Quality vs quantity • Striking the right balance between IP law, Competition Law, and the benefits to society © Chawton Innovation Services/Title.ppt/Version/date/initials
  22. 22. Thank you! Please check out Chawton Innovation Services at ... Chawton Innovation Services The Stables, Gosport Road Chawton, Alton Hampshire, United Kingdom GU34 1SH © Chawton Innovation Services/Title.ppt/Version/date/initials