Collaborative Networks in Ambient Assisted Living and Connected Health Symposium <br />Concept Generation ‘Working’ Dinner...
The Themes<br />  THEME A: ENTITY<br />  THEME B: STAKEHOLDERS/CUSTOMER<br />  THEME C: WALK IN THE SHOES OF………..<br />Cop...
ENTITY- Characteristics of responses<br />All Island/Team Ireland<br />Action oriented<br />Involvement of broad stakehold...
STAKEHOLDER/CUSTOMERS- Characteristics of responses<br />A diverse range of stakeholder groups have differing interests an...
Walk in the shoes- Characteristics of responses<br />There are nuances and different characteristics of users in this spac...
Some perspectives<br />Copyright Katawave © 2010<br />6<br />
Innovation is the commercial exploitation of change<br />It does not qualify as innovation in a business context until an ...
Challenges<br />Copyright Katawave © 2009<br />8<br />Product (VoP)<br />Customer (VoC) <br />Desirable<br />Functional<br...
Ireland versus Samsung<br />US patents<br />2000-2008<br />Samsung<br />Irish inventions<br />In the last decade, Samsung ...
珍道具<br />Chindōgu<br />The Japanese art of invention<br />4-Oct-10<br />Copyright Katawave © 2009<br />10<br />
4-Oct-10<br />Copyright Katawave © 2009<br />11<br />
4-Oct-10<br />Copyright Katawave © 2009<br />12<br />
4-Oct-10<br />Copyright Katawave © 2009<br />13<br />
Chindōgu are described as<br />‘unuseless’…<br />…they cannot be regarded as ‘useless’ since they do actually solve a prob...
Vcorp™ Performance Curves<br />Copyright Katawave © 2010<br />15<br />Technical<br />Performance (S-Curve)<br />Commercial...
Our research shows that of the innovations that become commercially successful:<br />85% solve a contradiction<br />15% ad...
Trade-Off versus  Breakthrough<br />High Quality and Low Cost<br />Affordable and Customized<br />First Cost and Life Cycl...
Product/Service failures<br />Co-ordination<br />Market<br />Demand<br />5%<br />Means of<br />Production<br />15%<br />30...
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Katawave Event Synopsis

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Katawave Event Synopsis

  1. 1. Collaborative Networks in Ambient Assisted Living and Connected Health Symposium <br />Concept Generation ‘Working’ Dinner- Summary and Perspectives<br />September 2010<br />
  2. 2. The Themes<br /> THEME A: ENTITY<br /> THEME B: STAKEHOLDERS/CUSTOMER<br /> THEME C: WALK IN THE SHOES OF………..<br />Copyright Katawave © 2010<br />2<br />
  3. 3. ENTITY- Characteristics of responses<br />All Island/Team Ireland<br />Action oriented<br />Involvement of broad stakeholder group<br />User as core<br />Access<br />Become the ‘first choice’ ‘no 1’ option for user centred R&D in this space<br />Market focused<br />Copyright Katawave © 2010<br />3<br />FUNDAMENTAL QUESTION 1: IS IT WORTH INVESTIGATING IN DETAIL THE POSSIBILITIES OF AN ALL ISLAND ENTITY AND ITS RELEVANCE TO KEY STAKEHOLDERS? <br />
  4. 4. STAKEHOLDER/CUSTOMERS- Characteristics of responses<br />A diverse range of stakeholder groups have differing interests and drivers<br />In order to develop fully rounded, useful solutions the diversity of stakeholder interests must be understood<br />A fundamental understanding of users in this space is in its infancy<br />Copyright Katawave © 2010<br />4<br />FUNDAMENTAL QUESTION 2: IS THE POSSIBILITY OF SUCCESS IN THE MARKETPLACE ALMOST IMPOSSIBLE DUE TO THIS LACK OF STAKEHOLDER AND USER INSIGHT?<br />
  5. 5. Walk in the shoes- Characteristics of responses<br />There are nuances and different characteristics of users in this space<br />Solutions should be holistic and not necessarily with a primary technology focus<br />The role of community, family and friends and understanding these dynamics is key to end to end solutions<br />All lot of the core technologies exist that will solve numerous user problems.<br />Important to look at the total system in order to develop relevant solutions<br />Copyright Katawave © 2010<br />5<br />FUNDAMENTAL QUESTION 3: DO WE KNOW ENOUGH ABOUT USERS FUNCTIONAL/EMOTIONAL/ and FINANCIAL CHALLENGES TO SUPPORT THEIR QUALITY OF LIFE AND WELL BEING?<br />
  6. 6. Some perspectives<br />Copyright Katawave © 2010<br />6<br />
  7. 7. Innovation is the commercial exploitation of change<br />It does not qualify as innovation in a business context until an organisation is profiting from its existence<br />
  8. 8. Challenges<br />Copyright Katawave © 2009<br />8<br />Product (VoP)<br />Customer (VoC) <br />Desirable<br />Functional<br />Evolved<br />Free <br />Perfect (for me)<br />Now<br />Organisation (VoO)<br />Growth<br />Profit Margin<br />Shareholder value<br />Regulation (VoR)<br />Safe<br />Green<br />Legal<br />4-Oct-10<br />
  9. 9. Ireland versus Samsung<br />US patents<br />2000-2008<br />Samsung<br />Irish inventions<br />In the last decade, Samsung has generated over 10 times the total number of patents as the whole of Ireland .<br />
  10. 10. 珍道具<br />Chindōgu<br />The Japanese art of invention<br />4-Oct-10<br />Copyright Katawave © 2009<br />10<br />
  11. 11. 4-Oct-10<br />Copyright Katawave © 2009<br />11<br />
  12. 12. 4-Oct-10<br />Copyright Katawave © 2009<br />12<br />
  13. 13. 4-Oct-10<br />Copyright Katawave © 2009<br />13<br />
  14. 14. Chindōgu are described as<br />‘unuseless’…<br />…they cannot be regarded as ‘useless’ since they do actually solve a problem<br />4-Oct-10<br />Copyright Katawave © 2009<br />14<br />
  15. 15. Vcorp™ Performance Curves<br />Copyright Katawave © 2010<br />15<br />Technical<br />Performance (S-Curve)<br />Commercial<br />Performance<br />The interplay of these curves links innovative activities directly value and growth<br />Level of <br />Innovation<br />Performance<br />Innovation Sweet spot<br />Growth Sweet spot<br />Time<br />
  16. 16. Our research shows that of the innovations that become commercially successful:<br />85% solve a contradiction<br />15% add a feature or benefit<br />
  17. 17. Trade-Off versus Breakthrough<br />High Quality and Low Cost<br />Affordable and Customized<br />First Cost and Life Cycle Cost<br />Flexible andRigid<br />Big and Small<br />Adaptor and Innovator<br />A and B<br />High Quality or Low Cost<br />Affordable or Customized<br />First Cost or Life Cycle Cost<br />Flexible or Rigid<br />Big or Small<br />Adaptor or Innovator<br />A or B<br />4-Oct-10<br />Copyright Katawave © 2009<br />17<br />
  18. 18. Product/Service failures<br />Co-ordination<br />Market<br />Demand<br />5%<br />Means of<br />Production<br />15%<br />30%<br />Route to<br />Market<br />AFTER<br />Business Model<br />Complementors<br />DURING<br />BEFORE<br />BEFORE<br />DURING<br />Experience<br />AFTER<br />Brand<br />Channel<br />Network<br />30%<br />20%<br />Means of<br />Production<br />Co-<br />ordination<br />Route to<br />Market<br />Market<br />Demand<br />More Ideal<br />Product/Service<br />More Ideal<br />Product/Service<br />Copyright Katawave © 2010<br />18<br />

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