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Global
innovative
Leadership Module
Disclaimer> The information and views set out in this publication are those of the author(s) and do not
necessarily reflect the official opinion of the European Union. Neither the European Union institutions
and bodies nor any person acting on their behalf may be held responsible for the use which may be
made of the information contained therein.
Innovation
and
Competition
The term "innovation" can be defined as something
original and more effective and, as a consequence,
new, that "breaks into" the market or society.
Innovation is generally considered to be the result
of a process that brings together various novel ideas
in a way that they have an impact on society.
What is innovation?
In business and economics, innovation can be a
catalyst to growth.
Entrepreneurs continuously look for better ways to
satisfy their consumer base with improved quality,
durability, service, and price which come to fruition
in innovation with advanced technologies and
organizational strategies.
Innovation in Business
In the organizational context, innovation is linked to
positive changes in efficiency, productivity, quality,
competitiveness, and market share.
Organizations can also improve profits and
performance by providing work groups
opportunities and resources to innovate, in addition
to employee's core job tasks
Innovation in
Organizations
Creativity arises through the confluence of the
following three components:
I. Knowledge: All the relevant understanding an
individual brings to bear on a creative effort.
II. Creative Thinking: Relates to how people
approach problems and depends on personality and
thinking/working style.
III. Motivation: Motivation is generally accepted as
key to creative production, and the most important
motivators are intrinsic passion and interest in the
work itself.
Innovation For Individuals
Since innovation is a complex, company-wide
endeavor, it requires a set of crosscutting practices
and processes to structure, organize, and encourage
it.
In the digital age, the pace of change has gone into
hyperspeed, so companies must get these strategic,
creative, executional, and organizational factors
right to innovate successfully.
The eight Essentials of
Innovation
Do you regard innovation-led growth as critical, and
do you have cascaded targets that reflect this?
Underlying elements
•Innovation vision and model
•Required growth contribution from innovation
•Cascaded targets and accountabilities
1) Aspire
Do you invest a coherent, timeand risk balanced
portfolio of initiatives with sufficient resources to
win?
Underlying elements
•Clarity of innvation themes
•Portfolio balancinh time and risk
•Resources sufficient for initiatives to win
•Portfolio governance
2) Choose
Do you have differentiated business, market, and
technology insghts that trsnslate into winning value
propositions?
Underlying elements
•Customer orientation
•Multiple-lens insight generation
•Differentiated value propositions
3) Discover
Do you create new business models that provide
defensible and scalable profit sources?
Underlying elements
•Exploration of new business models
•Changing value-chain economics
•Diversifying profit streams
•Delivery-model changes and new customer groups
4) Evolve
Do you beat the competition by developing and
launching innovations quickly and effectively?
Underlying elements
•Planing and execution rigor
•Cross functional project culture
•Customer and market based learning
5) Accelerate
Do you launch innovations at the relevant markets
and segments?
Underlying elements
•Go to market planning
•Launch management
•Operations ramp up
6) Scale
Do you win by creating and capitalizing on external
networks?
Underlying elements
•Strategic external networks
•Collaboration skills
•Partner of choice
7) Extend
Are your people motivated, rewarded, and
organized to innovate repeatedly?
Underlying elements
•People priorities
•Enabling structure
•Supportive culture
•Learning and adaptive organization
8) Mobilize
An innovation competition is a method or process of
the industrial process, product or business
development. It is a form of social engineering,
which focuses to the creation and elaboration of the
best and sustainable ideas, coming from the best
innovators.
Competition is not just another business that might
take money away from you. It can be another
product or service that's being developed and which
you ought to be selling or looking to license before
somebody else takes it up.
What is competition?
Knowing who your competitors are, and what they
are offering, can help you to make your products,
services and marketing stand out. It will enable you
to set your prices competitively and help you to
respond to rival marketing campaigns with your
own initiatives. You can use this knowledge to
create marketing strategies that take advantage of
your competitors' weaknesses, and improve your
own business performance.
Understand Your
Competitors
Even if you're the only restaurant in town you must
compete with cinemas, bars and other businesses
where your customers will spend their money
instead of with you
Who Are Your
Competitiors?
Find out as much as possible about your
competitors' customers, such as:
•who they are
•what products or services different customers buy
from them
•what customers see as your competitors' strengths
and weaknesses
•whether there are any long-standing customers
•if they've had an influx of customers recently
What You Need To Know
About Your Competitiors?
What they're planning to do
Try to go beyond what's happening now by
investigating your competitors' business strategy,
for example:
what types of customer they're targeting
what new products they're developing
what financial resources they have
What You Need To Know
About Your Competitiors?
Read about your competitors. Look for articles or
ads in the trade press or mainstream publications.
Read their marketing literature. Check their entries
in directories and phone books. If they are an online
business, ask for a trial of their service.
If your competitor is a public company, read a copy
of their annual report and go online.
.
Learning About Your
Competitiors
Listen to your customers and suppliers
Make the most of contacts with your customers.
Don't just ask how well you're performing - ask
which of your competitors they buy from and how
you compare.
Use meetings with your suppliers to ask what their
other customers are doing. They may not tell you
everything you want to know, but it's a useful start.
Hearing About Your
Competitiors
Put the information you've found out about your
competitors in 3 categories: what you can learn
from and do better, what they're doing worse than
you, what they're doing the same as you.
How To Act On The
Competitor Information
You Get
Thanks for your attention

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Innovation and competition

  • 1. Global innovative Leadership Module Disclaimer> The information and views set out in this publication are those of the author(s) and do not necessarily reflect the official opinion of the European Union. Neither the European Union institutions and bodies nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein.
  • 3. The term "innovation" can be defined as something original and more effective and, as a consequence, new, that "breaks into" the market or society. Innovation is generally considered to be the result of a process that brings together various novel ideas in a way that they have an impact on society. What is innovation?
  • 4. In business and economics, innovation can be a catalyst to growth. Entrepreneurs continuously look for better ways to satisfy their consumer base with improved quality, durability, service, and price which come to fruition in innovation with advanced technologies and organizational strategies. Innovation in Business
  • 5. In the organizational context, innovation is linked to positive changes in efficiency, productivity, quality, competitiveness, and market share. Organizations can also improve profits and performance by providing work groups opportunities and resources to innovate, in addition to employee's core job tasks Innovation in Organizations
  • 6. Creativity arises through the confluence of the following three components: I. Knowledge: All the relevant understanding an individual brings to bear on a creative effort. II. Creative Thinking: Relates to how people approach problems and depends on personality and thinking/working style. III. Motivation: Motivation is generally accepted as key to creative production, and the most important motivators are intrinsic passion and interest in the work itself. Innovation For Individuals
  • 7. Since innovation is a complex, company-wide endeavor, it requires a set of crosscutting practices and processes to structure, organize, and encourage it. In the digital age, the pace of change has gone into hyperspeed, so companies must get these strategic, creative, executional, and organizational factors right to innovate successfully. The eight Essentials of Innovation
  • 8. Do you regard innovation-led growth as critical, and do you have cascaded targets that reflect this? Underlying elements •Innovation vision and model •Required growth contribution from innovation •Cascaded targets and accountabilities 1) Aspire
  • 9. Do you invest a coherent, timeand risk balanced portfolio of initiatives with sufficient resources to win? Underlying elements •Clarity of innvation themes •Portfolio balancinh time and risk •Resources sufficient for initiatives to win •Portfolio governance 2) Choose
  • 10. Do you have differentiated business, market, and technology insghts that trsnslate into winning value propositions? Underlying elements •Customer orientation •Multiple-lens insight generation •Differentiated value propositions 3) Discover
  • 11. Do you create new business models that provide defensible and scalable profit sources? Underlying elements •Exploration of new business models •Changing value-chain economics •Diversifying profit streams •Delivery-model changes and new customer groups 4) Evolve
  • 12. Do you beat the competition by developing and launching innovations quickly and effectively? Underlying elements •Planing and execution rigor •Cross functional project culture •Customer and market based learning 5) Accelerate
  • 13. Do you launch innovations at the relevant markets and segments? Underlying elements •Go to market planning •Launch management •Operations ramp up 6) Scale
  • 14. Do you win by creating and capitalizing on external networks? Underlying elements •Strategic external networks •Collaboration skills •Partner of choice 7) Extend
  • 15. Are your people motivated, rewarded, and organized to innovate repeatedly? Underlying elements •People priorities •Enabling structure •Supportive culture •Learning and adaptive organization 8) Mobilize
  • 16. An innovation competition is a method or process of the industrial process, product or business development. It is a form of social engineering, which focuses to the creation and elaboration of the best and sustainable ideas, coming from the best innovators. Competition is not just another business that might take money away from you. It can be another product or service that's being developed and which you ought to be selling or looking to license before somebody else takes it up. What is competition?
  • 17. Knowing who your competitors are, and what they are offering, can help you to make your products, services and marketing stand out. It will enable you to set your prices competitively and help you to respond to rival marketing campaigns with your own initiatives. You can use this knowledge to create marketing strategies that take advantage of your competitors' weaknesses, and improve your own business performance. Understand Your Competitors
  • 18. Even if you're the only restaurant in town you must compete with cinemas, bars and other businesses where your customers will spend their money instead of with you Who Are Your Competitiors?
  • 19. Find out as much as possible about your competitors' customers, such as: •who they are •what products or services different customers buy from them •what customers see as your competitors' strengths and weaknesses •whether there are any long-standing customers •if they've had an influx of customers recently What You Need To Know About Your Competitiors?
  • 20. What they're planning to do Try to go beyond what's happening now by investigating your competitors' business strategy, for example: what types of customer they're targeting what new products they're developing what financial resources they have What You Need To Know About Your Competitiors?
  • 21. Read about your competitors. Look for articles or ads in the trade press or mainstream publications. Read their marketing literature. Check their entries in directories and phone books. If they are an online business, ask for a trial of their service. If your competitor is a public company, read a copy of their annual report and go online. . Learning About Your Competitiors
  • 22. Listen to your customers and suppliers Make the most of contacts with your customers. Don't just ask how well you're performing - ask which of your competitors they buy from and how you compare. Use meetings with your suppliers to ask what their other customers are doing. They may not tell you everything you want to know, but it's a useful start. Hearing About Your Competitiors
  • 23. Put the information you've found out about your competitors in 3 categories: what you can learn from and do better, what they're doing worse than you, what they're doing the same as you. How To Act On The Competitor Information You Get
  • 24. Thanks for your attention