The presentation lists a variety of proven tools for innovation management. The methods can be applied in different aspects of innovation including processes, solving problems, enhancing creativity, and Leadership. They also support the definition of strategy, decision making and evaluation. Furthermore it refers to a number of methods such a TRIZ, lean innovation and others.

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http://www.amazon.com/Method
s-every-Innovation-Manager-
Must/dp/1530226783/ref=sr_1_3
?ie=UTF8&qid=1457530101&sr=8-
3&keywords=stefan+schaper
Slideshowof
someofthe
graphical
content

2. Natural
Environment
Suppliers
Substitute
Products
Buyers
New
Entrants
Rival Firms COMPANY
Immediate Industry and
Competitive Environment
Macro Environment
Global Forces
Social Forces
Technological
Factors
Political /Regulatory /Legal
Factors
Demographics
General Economic
Conditions
5 Forces Embedded into Macro
Environment

3. Decision Making
Situation
Awareness
What is
happening?
What does it
mean?
What might
happen?
Keep awareness bubble as

4. “Vision”
LearningPerspective
InternalBusiness Perspective
Customer Perspective
Financial Perspective
„Innovations andnewknowledgewhichwill
contributeto furtherdevelopment of the
company“
„How willthestrategy address the
customers needs, wishes, problems,
etc.“
„Thefinancialmeasures and
baselines to achievetheenvisioned
target.“
„Astrong pictureofthefuture
situation, whichthecompanyis
striving for.“
„Themeasures regarding
internalprocesses supporting
theachievementof thevision“
( Linkedtoactions&keyperformance
indicators)
BalancedScorecard

5. Example: Sports Cars
How to Create Customer Value?
Porsche 911 Ferrari F430 Tesla
Roadster
0-100 4,8 sec 3,9 sec 3,7 sec
Vmax 289 km/h 315 km/h 201 km/h
Horse
powers
350 490 292

6. Buyer Utility Map Sportscars
Customer Value by Filling the Utility Levers
(e.g. Enviromentally friendly offers)

7. E.g. Principle 10 Prior Action
A. Perform the required change of an object in advance
 E.g. Sterilize all instruments needed for a
surgical procedure beforehand
B. Pre-arrange objects such that they
can come into action from the most
convenient place and without losing time
for their delivery
 E.g. Pre-deposited blade in a
surgery cast facilitates removal
Apply to current Problem
TRIZ: Inventive Prinziples for Stimulating
Innovative Solutions

8. TRIZ: System Operator
SupersystemSystemSubystem
S. Schaper
Laptop
computer, 1,5 kg
I7 core
processor
Today:
Wireless
local network
Modem
20 Years ago:
Portable
computer, 5-7kg
386
processor
In 20 Years:
Wearable
computer, 0,5 kg
Quantum
processor, cloud
based
computing
power
Global satellite
network

9. Pentium 1 Pentium 4 Core i7
Year 1993 2000 2008
Transistors 3,1 Mio 42,0 Mio 774 Mio
Price 870 USD 500 USD 350 USD
Trend towards Ideality
Ideal Product: Lowest Price in combination
with (infinite) functionality

10. Currentsituation
Futuresituation
Alternative
Target
Flop
Barrier1 Barrier2 Barrier3
Jump
Jump
Jump
Solution
w/orestriction
Analogies
Futurefeeling
TripleJump
Recombination
Bypass
Path 2Successfor Moderation of Meetings

11. Sprint 1
Sprint 2
Dynamic Product
Backlog
Sprint n
Sprint Backlog
Sprint Backlog
Sprint Backlog
DailyScrum
Meetings
Sprint Planning
Sprint Planning
Sprint Planning
Sprint Review
Sprint Review
Sprint Review
Agile Project Management with Scrum

12. Bio
Stefan Schaper is Director of IP Management and Innovation at the Penzberg
research site of Roche Professional Diagnostics. Since more than 12 years is is
involved in the different aspects of Innovation Management in different roles.
After his studies in Biology at the University of Hannover and the National
University of Costa Rica he joined Fresenius as project manager and team
lead. His main responsibilities were IT implementations, process
optimizations and innovation projects. In the following years he managed the
innovation process at Bayer Business Services and led projects in the fields of
telehealth care and efficiency in R&D support. In his current position Stefan
Schaper leads initiatives for the improvement of R&D efficiency, definition of
R&D strategy and holds numerous ideation and problem solving workshops.
He holds a PhD of the University of Hannover and an MBA.

13. http://www.amazon.com/Methods-every-Innovation-
Manager-
Must/dp/1530226783/ref=sr_1_3?ie=UTF8&qid=14575301
01&sr=8-3&keywords=stefan+schaper
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