Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Management and Controlling of       Innovation                                1
Herwig R. FriedagBorn in1950, Dipl. Volkswirt, Dr. rer.pol.Independent consultant focusing on: Implementation of Balanced...
AgendaManagement and Controlling of Innovation  1   What is Innovation  2   Company Structure as a Basis for Innovations  ...
1. What is InnovationInnovationInnovation is a technial or organizational novelty: new products, new markets, new proce...
1. What is InnovationInvention – Innovation – RenewalWe distinguish between:      Innovation:                             ...
1. What is InnovationInvention Invention is the basis of innovation But, it is not enough to just generate an idea:  Sal...
1. What is InnovationInvention Invention is the basis of innovation But, further developments  of existing solutions as ...
1. What is InnovationInnovation An innovation deals normally with something „new”, a previously   unknown solution.     ...
1. What is InnovationInnovation This combination has to prove its worth  in the market or in-house (company).     bofros...
1. What is InnovationInnovationsInnovation leads to a short period of monopoly and therefore to financial benefits (pion...
1. What is InnovationRenewal Renewal  It is about the exchange or replacement of products/services.  For example, a new c...
1. What is InnovationRenewals Renewal strengthens the existing structures and processes. Renewal needs open spaces for t...
1. What is InnovationImpact of Renewal / Innovation 11   from: Kim / Mauborgne: der blaue Ozean, Hanser, p. 7
1. What is InnovationWhy Innovation„Thanks to innovations we are able to significantly increase our profitability“ Source:...
1. What is InnovationWhy Innovation ? actively meet technical and economical changes Innovation is the central resource ...
AgendaManagement and Controlling of Innovation  1   What is Innovation  2   Corporate Culture as a Basis for Innovations  ...
2. Corporate Culture as a Basis for InnovationWhat is Corporate Culture?Corporate culture is a term from organizational th...
2. Corporate Culture as a Basis for InnovationGeneral Conditions for Creativity and InnovationsThe most important factor i...
2. Corporate Culture as a Basis for InnovationInnovation and Positive View of PeopleConditions to motivate people are to b...
2. Corporate Culture as a Basis for InnovationPromoting Innovation through “Good Leadership“ together prepared / supporte...
2. Corporate Culture as a Basis for InnovationGood LeadershipThe behaviour of a executive manager signalswhich values, att...
2. Corporate Culture as a Basis for InnovationFurther Innovation-promoting Aspects   composition of staff/teams   compet...
AgendaManagement and Controlling of Innovation  1   What is Innovation  2   Corporate Culture as a Basis for Innovation  3...
3. How do we Create InnovationsInnovation-promoting Corporate Culture (1)Ideas for implementing „good“ management: aims a...
3. How do we Create InnovationsInnovation-promoting Corporate Culture (2)Ideas for implementing „good“ management :   con...
3. How do we Create InnovationsInnovation-promoting Corporate Culture (3)Ideas for implementing „good“ management :   edu...
3. How do we Create InnovationsInnovation-promoting Corporate Culture (4)Ideas for courage appreciation: team bonuses (mo...
3. How do we Create InnovationsPositive Approach to Mistakes as a Part ofCorporate Culture seeing mistakes as „an opportu...
3. How do we Create InnovationsPositive Approach to Mistakes as a Part ofCorporate Culture seeing mistakes as „an opportu...
AgendaManagement and Controlling of Innovation  1   What is Innovation  2   Corporate Culture as Basis for Innovation  3  ...
4. Innovation-controllingInnovation Phases to be Considered                            © Herwig Friedag 2011   34
4. Innovation-controllingControlling in All Innovation PhasesQuelle: ControllingWiki                            © Herwig F...
4. Innovation-controllingControlling does not stop innovation1. Discuss goals with the management2. Try to find figures wh...
4. Innovation-controllingControlling in All Innovation Phases1. Ideas generation    number of developed or implemented id...
Conclusion             45
4. Innovation-controlling  Conclusion: Innovation                            Sustainable development            Daily inno...
The End?           No:I hope the beginning of a  consequent innovation      management                            47
Upcoming SlideShare
Loading in …5
×

Innovationsmanagement kaunas kurzfassung 11101 englisch

2,944 views

Published on

Published in: Technology, Business
  • Be the first to comment

  • Be the first to like this

Innovationsmanagement kaunas kurzfassung 11101 englisch

  1. 1. Management and Controlling of Innovation 1
  2. 2. Herwig R. FriedagBorn in1950, Dipl. Volkswirt, Dr. rer.pol.Independent consultant focusing on: Implementation of Balanced Scorecard in companies Workshops on Balanced ScorecardInternationaler Controller Verein eV head of the PR committee at ICVVisiting lecturer at Humboldt University in Berlin and Danube University Krems (A) Dr. Herwig R. Friedag Friedag Consult Beskidenstr. 33, D 14129 Berlin Fon +49 30 80 40 40 00Hobbies: discovering the New, travels, Fax +49 30 80 40 40 01 bicycle tours, enjoying the nature, consult @ friedag.com www.friedag.com volleyball, sailing © Herwig Friedag 2011
  3. 3. AgendaManagement and Controlling of Innovation 1 What is Innovation 2 Company Structure as a Basis for Innovations 3 How do we Create Innovations 4 Innovation Controlling © Herwig Friedag 2011 3
  4. 4. 1. What is InnovationInnovationInnovation is a technial or organizational novelty: new products, new markets, new procedures, new approaches, new processes , new sales channels, new promotions and and much more.source: http://de.wikipedia.org/wiki/Innovation © Herwig Friedag 2011 4
  5. 5. 1. What is InnovationInvention – Innovation – RenewalWe distinguish between: Innovation: Renewal: something new exchange of products/services that proves its worth on the market Invention: generation of an ideasource: http://de.wikipedia.org/wiki/Innovation bzw. http://de.wikipedia.org/wiki/Erneuerung © Herwig Friedag 2011 6
  6. 6. 1. What is InnovationInvention Invention is the basis of innovation But, it is not enough to just generate an idea: Sale or use distinguish innovation from invention.  da Vinci’s helicopter  Transrapid
  7. 7. 1. What is InnovationInvention Invention is the basis of innovation But, further developments of existing solutions as well as for previously unknown solutions are also innovations  Sea-Container improvement of existing and creation of new combinations of production factors  Nespresso
  8. 8. 1. What is InnovationInnovation An innovation deals normally with something „new”, a previously unknown solution.  Postal service: Packstation (parcel-station) This novelty has to be noticed and become conscious.  i-Phone
  9. 9. 1. What is InnovationInnovation This combination has to prove its worth in the market or in-house (company).  bofrost* frozen food delivery Opening up new markets and gaining access to the markets  Walkman
  10. 10. 1. What is InnovationInnovationsInnovation leads to a short period of monopoly and therefore to financial benefits (pioneer advantage)
  11. 11. 1. What is InnovationRenewal Renewal It is about the exchange or replacement of products/services. For example, a new car model that has been launched into the market.  Platform-strategy of Volkswagen scheduled further development of existing solutions  Minicontainer
  12. 12. 1. What is InnovationRenewals Renewal strengthens the existing structures and processes. Renewal needs open spaces for targeted improvements.
  13. 13. 1. What is InnovationImpact of Renewal / Innovation 11 from: Kim / Mauborgne: der blaue Ozean, Hanser, p. 7
  14. 14. 1. What is InnovationWhy Innovation„Thanks to innovations we are able to significantly increase our profitability“ Source: Gleich et al.: Innovations-Controlling, 2011, p. 32 © Herwig Friedag 2011 15
  15. 15. 1. What is InnovationWhy Innovation ? actively meet technical and economical changes Innovation is the central resource in the global marketsource: Innovationsförderliche Organisationskultur,Eine konzeptionelle und empirische Untersuchung radikaler Innovationsprojektevorgelegt von Diplom-Psychologin Jeanette Liebeherr(http://opus.kobv.de/tuberlin/volltexte/2009/2286/pdf/liebeherr_jeanette.pdf)Result: crucial significance of radical innovation esp. the creative potential of colleagues is to be promoted and employed: we need a innovative corporate cultur! © Herwig Friedag 2011 16
  16. 16. AgendaManagement and Controlling of Innovation 1 What is Innovation 2 Corporate Culture as a Basis for Innovations 3 How do we Create Innovations 4 Innovation Controlling © Herwig Friedag 2011 17
  17. 17. 2. Corporate Culture as a Basis for InnovationWhat is Corporate Culture?Corporate culture is a term from organizational theory and describesthe creation, development, and influence of cultural aspects within anorganization.source: Wikipedia (http://de.wikipedia.org/wiki/Organisationskultur)The corporate culture is closely related to the in-house structures andcentrally influences the innovation readiness and innovation capability as well as enthusiasm for taking risk and experimentingamongindividuals, organizational units and as a result in the entire company.source: Schein, Edgar: Unternehmenskultur, Frankfurt/Main, New York, 1995 © Herwig Friedag 2011 18
  18. 18. 2. Corporate Culture as a Basis for InnovationGeneral Conditions for Creativity and InnovationsThe most important factor is apositive view of people:„We have in principle a positive, open-minded attitude towards people.“ We have an understanding for individuality of our colleagues. We accept differences among people. We are ready to solve problems in an active and moderate way. We provide appropriate requirements and support. We rely on our colleagues’ judgements. We trust in efficiency and commitment.We respect our colleagues. © Herwig Friedag 2011 19
  19. 19. 2. Corporate Culture as a Basis for InnovationInnovation and Positive View of PeopleConditions to motivate people are to be created: more self-determination wider areas of responsibility more flexible organizational structures, group work and projects etc. self-controlling instead of external control creativity will be promoted by good leadership © Herwig Friedag 2011 20
  20. 20. 2. Corporate Culture as a Basis for InnovationPromoting Innovation through “Good Leadership“ together prepared / supported company vision Company-values we are living we-thinking (team spirit) emotional intelligence (empathy, social competence) © Herwig Friedag 2011 21
  21. 21. 2. Corporate Culture as a Basis for InnovationGood LeadershipThe behaviour of a executive manager signalswhich values, attitudes and patterns of behaviourare considered to be appropriate. Executive managers set essential framework conditions for their staff members. Executive managers are central ”culture carriers” and culture creators. An innovation-promoting corporate culture comes into being through a cooperative and bottom up management style. © Herwig Friedag 2011 22
  22. 22. 2. Corporate Culture as a Basis for InnovationFurther Innovation-promoting Aspects composition of staff/teams competence development within company appreciation participation and involvement positive approach to mistakes freedom innovation as a basis for your business model © Herwig Friedag 2011 23
  23. 23. AgendaManagement and Controlling of Innovation 1 What is Innovation 2 Corporate Culture as a Basis for Innovation 3 How do we Create Innovations 4 Innovation Controlling © Herwig Friedag 2011 24
  24. 24. 3. How do we Create InnovationsInnovation-promoting Corporate Culture (1)Ideas for implementing „good“ management: aims and visions should be there, still better: should be together developed and communicated  vision as a picture of our future to inspire ourselves and our colleagues:  visions bring clarity and direction into our actions and thinking  we know in which direction our company is developing  we know what our aspirations are, what our actions and wishes aim at  we don´t need specific rules building correspondence between responsibility and competence © Herwig Friedag 2011 25
  25. 25. 3. How do we Create InnovationsInnovation-promoting Corporate Culture (2)Ideas for implementing „good“ management : controlling instead of control empower people, delegate responsibility and control to the staff bringing together many involed colleagues ”visiting” the workplaces practicing open-discussion culture across several hierarchy levels creating willingness to eliminate unnecessary ACTIONS detecting and solving chronic conflicts setting an example © Herwig Friedag 2011 26
  26. 26. 3. How do we Create InnovationsInnovation-promoting Corporate Culture (3)Ideas for implementing „good“ management : education of management / staff job-rotation delegating responsibility ideas exchange (methods of evaluating ideas) reorganize company into teams--> reduction of „de-part-ment"-borders © Herwig Friedag 2011 27
  27. 27. 3. How do we Create InnovationsInnovation-promoting Corporate Culture (4)Ideas for courage appreciation: team bonuses (money, incentives)  the amount of incentives for team work has a positive effect, the amount of incentives for individual performance has however negative effect  innovation culture can be directly influenced by incentive systems  the material incentive system has a direct, positive effect on effectiveness and the immaterial incentive system on the efficiency of the project public ”praise” for the team responsibility delegation © Herwig Friedag 2011 28
  28. 28. 3. How do we Create InnovationsPositive Approach to Mistakes as a Part ofCorporate Culture seeing mistakes as „an opportunity to learn”Positive approach to mistakes has a considerable and direct influence onthe innovation potential as well as on the company competitiveness.Productive mistake strategies are a central competitive factor, becausethe way you see and evaluate mistakes and how you deal with them indaily routine has a great influence on the productivity of the company Somebody who regularly reviews his/her mistakes, prevents their repetition. The most valuable lessons are these which initiate self- learning directly after a mistake has occured so that at least the same mistake won’t occur again. © Herwig Friedag 2011 29
  29. 29. 3. How do we Create InnovationsPositive Approach to Mistakes as a Part ofCorporate Culture seeing mistakes as „an opportunity to learn”Positive approach to mistakes has a considerable and direct influence onthe innovation potential as well as on the company competitiveness.Productive mistake strategies are a central competitive factor, becausethe way you see and evaluate mistakes and how you deal with them indaily routine has a great influence on the productivity of the company Somebody who regularly reviews his/her mistakes, prevents their repetition. The most valuable lessons are these which initiate self- learning directly after a mistake has occured so that at least the same mistake won’t occur again.  no mistake is the biggest mistake © Herwig Friedag 2011 30
  30. 30. AgendaManagement and Controlling of Innovation 1 What is Innovation 2 Corporate Culture as Basis for Innovation 3 How do we Create Innovations 4 Innovation Controlling © Herwig Friedag 2011 33
  31. 31. 4. Innovation-controllingInnovation Phases to be Considered © Herwig Friedag 2011 34
  32. 32. 4. Innovation-controllingControlling in All Innovation PhasesQuelle: ControllingWiki © Herwig Friedag 2011 35
  33. 33. 4. Innovation-controllingControlling does not stop innovation1. Discuss goals with the management2. Try to find figures which are  creating transparency  relevant for the management  simple to count / for understanding3. Discuss the situation with the management4. Learn and improve the situation © Herwig Friedag 2011 36
  34. 34. 4. Innovation-controllingControlling in All Innovation Phases1. Ideas generation  number of developed or implemented ideas etc.2. Operationalisation  price-expectations3. Research  targeted production costs4. Development  Innovation rate5. Market launch  Profit-share of new products © Herwig Friedag 2011 37
  35. 35. Conclusion 45
  36. 36. 4. Innovation-controlling Conclusion: Innovation Sustainable development Daily innovation Income by innovationFigures allow discussions Ideas for innovation Innovation Management Controlling needs Goals Motivation for ideas Learning with mistakes Leadership motivates Corporate culture © Herwig Friedag 2011 46
  37. 37. The End? No:I hope the beginning of a consequent innovation management 47

×