More Related Content Similar to Διαχείριση καινοτομίας και μάρκετινγκ στις βιβλιοθήκες [Innovation Management and Marketing in Libraries] (20) Διαχείριση καινοτομίας και μάρκετινγκ στις βιβλιοθήκες [Innovation Management and Marketing in Libraries]1.
Fachhochschule Köln
Cologne University of Applied Sciences
Systematic Innovation Management
as a Marketing Strategy for Libraries
Prof. Dr. Ursula Georgy
Cologne University of Applied Sciences
Athen / Thessaloniki 2014
2.
Fachhochschule Köln
Cologne University of Applied Sciences
© Prof. Dr. Ursula Georgy
Content
Innovation Management an Service Innovation
Trend Reports: Gartner (Hype Cycle) and
Horizon Report
Open Innovation
Open Innovation and Knowledge (Management)
Open Innovation Survey (2010)
Outlook
3.
Fachhochschule Köln
Cologne University of Applied Sciences
Innovation Management
and
Service Innovation
4.
Fachhochschule Köln
Cologne University of Applied Sciences
Introduction
Service innovation has become a necessary choice
and management technique in service industries.
Services now are making up about 70% of the
GDP (Gross Domestic Product) in OECD countries.
Libraries are part of the service industry and have
to implement new technologies and services to
improve satisfaction to their users and customers.
Therefore libraries have to build up and to
implement a new kind of innovative culture –
original, not copied.
© Prof. Dr. Ursula Georgy
5.
Fachhochschule Köln
Cologne University of Applied Sciences
Customer Satisfaction and Innovation
Management
The product and service sector has to be aimed at the
customer needs so that each customer as an individual
is satisfied while however the entrepreneurial goals are
accomplished simultaneously.
In the context of service innovation this means that new
services must custom-fitly be tailored to the customer.
Till now good ideas of one's own, however, are too
often realized without analyzing, if the customer needs
these services or if the market is ripe to this.
© Prof. Dr. Ursula Georgy
6.
Fachhochschule Köln
Cologne University of Applied Sciences
Customer Satisfaction and Innovation
Management
Customer desires ideally are taken into account
in a way as extensive as possible.
Putting customer desires into action (service)
may seem trivial; but: the customer can
formulate wishes and problems but normally not
solutions.
The challenge for libraries lies in the conversion
of customers` desires into corresponding
customer requirements and fitting services.
© Prof. Dr. Ursula Georgy
7.
Fachhochschule Köln
Cologne University of Applied Sciences
The Innovation Process
Innovation management must be a systematic
process as an executive function to collect, review,
evaluate, and manage ideas and to bring them as
user-friendly products or services to market.
In the area of libraries systematic innovation is less
developed and one gains the impression that libraries
don´t take strategic action and that innovations are the
result by chance. Attempts of innovative thinking will be
often killed or nipped in the bud.
© Prof. Dr. Ursula Georgy
8.
Fachhochschule Köln
Cologne University of Applied Sciences
The Innovation Process
© Prof. Dr. Ursula Georgy
Komninos, 2005
9.
Fachhochschule Köln
Cologne University of Applied Sciences
Types of Innovations
© Prof. Dr. Ursula Georgy
10.
Fachhochschule Köln
Cologne University of Applied Sciences
Types of Service Innovation
The four dimensions of service innovation:
„product“ – the service offering
„process“ – how that offering is created and
delivered
„position“ – the target market segments, the
underlying positioning via brand etc.
„paradigm“ – the underlying mental models
about
what kind of business „we“ are and the rules of
the game: business model innovation Bessant et al. 2014, S. 5
© Prof. Dr. Ursula Georgy
11.
Fachhochschule Köln
Cologne University of Applied Sciences
© Prof. Dr. Ursula Georgy
Bessant et al. 2014, S. 6
The Innovation Space
12.
Fachhochschule Köln
Cologne University of Applied Sciences
The Service Innovation Framework
http://www.apo-tokyo.org/productivity/pmtt_022.jpg
© Prof. Dr. Ursula Georgy
13.
Fachhochschule Köln
Cologne University of Applied Sciences
The Service Innovation Triangle
http://www.bi.edu/PageFiles/214077/Service%20Innovation%20Triangle%20Booklet.pdf?epslanguage=en
© Prof. Dr. Ursula Georgy
14.
Fachhochschule Köln
Cologne University of Applied Sciences
Diffusion of Innovations
to Market (Model)
© Prof. Dr. Ursula Georgy
Rogers 1983: Diffusion of Innovations
15.
Fachhochschule Köln
Cologne University of Applied Sciences
Diffusion of Innovations
to the Market (Model)
Diffusion of Innovations
and Market Share
http://matthewsonmarketing.files.wordpress.com/2012/11/chap-1-fig-2-everett-rogers-
diffusion-innovation-model1.png
© Prof. Dr. Ursula Georgy
16.
Fachhochschule Köln
Cologne University of Applied Sciences
Trend Reports:
Gartner (Hype Cycle)
Horizon Report
17.
Fachhochschule Köln
Cologne University of Applied Sciences
Gartner Hype Cycle
„Hype Cycles help organizations understand the
landscape of technology maturity and markets, and to
decide which technology innovations to adopt,
postpone or ignore, and when is the time to adopt.“
For libraries it seems to be conceivable first to identify
where a particular librarian-relevant technology lives
along the curve and then to map out where libraries
and librarians live and where they tend to live in that life
cycle.
© Prof. Dr. Ursula Georgy
18.
Fachhochschule Köln
Cologne University of Applied Sciences
Phases of Gartner Hype Cycle
© Prof. Dr. Ursula Georgy
Fenn 2010)
19.
Fachhochschule Köln
Cologne University of Applied Sciences
Gartner Hype Cycle
http://www.virtualtravelog.net/wp/wp-content/gallery/2011-04-hype-cycles/dynamic/Gartner-Hype-Cycle-
Phases-nggid03294-ngg0dyn-600x0x100-00f0w010c010r110f110r010t010.png
© Prof. Dr. Ursula Georgy
20.
Fachhochschule Köln
Cologne University of Applied Sciences
Gartner Hype Cycle of Emerging Technologies 2012
© Prof. Dr. Ursula Georgy
Gartner, 2012
21.
Fachhochschule Köln
Cologne University of Applied Sciences
Gartner Hype Cycle of Emerging Technologies 2013
© Prof. Dr. Ursula Georgy
Gartner, 2013
22.
Fachhochschule Köln
Cologne University of Applied Sciences
Gartner Hype Cycle of Emerging Technologies 2014
2013
© Prof. Dr. Ursula Georgy
Gartner, 2014
23.
Fachhochschule Köln
Cologne University of Applied Sciences
Horizon Report 2014
© Prof. Dr. Ursula Georgy
The New Media Consortium, 2014
24.
Fachhochschule Köln
Cologne University of Applied Sciences
Horizon Report 2014 – Headlines (Extract)
© Prof. Dr. Ursula Georgy
The New Media Consortium, 2014
25.
Fachhochschule Köln
Cologne University of Applied Sciences
Open Innovation
26.
Fachhochschule Köln
Cologne University of Applied Sciences
Need and Solution Information
Customer oriented innovation requires:
Need information
Information about market and customer wishes / needs.
found out by customer or non-customer interviews.
Solution information
Information how customer needs can be implemented
efficiently and precise.
seldom found out by questionnaires.
What have libraries to do?
© Prof. Dr. Ursula Georgy
27.
Fachhochschule Köln
Cologne University of Applied Sciences
Definition of Closed Innovation
http://www.nansenneuro.net/images/stories/articles/closed_innovation_en.jpg
© Prof. Dr. Ursula Georgy
28.
Fachhochschule Köln
Cologne University of Applied Sciences
Technology Push versus Market Pull
http://www.b4development.com/wp-content/uploads/2011/01/aiPULLvsPush-e1295867991208.jpg
© Prof. Dr. Ursula Georgy
29.
Fachhochschule Köln
Cologne University of Applied Sciences
Definition Open Innovation by Chesbrough
„Open Innovation is a paradigm that assumes that
firms can and should use external ideas as well as
internal ideas, and internal and external paths to
market, as the firms look to advance their technology.
Open Innovation combines internal and external ideas
into architectures and systems whose requirements
are defined by a business model.“
http://images.businessweek.com/ss/09/03/0312_game_changing_timeline/image/11_2000.jpg
© Prof. Dr. Ursula Georgy
30.
Fachhochschule Köln
Cologne University of Applied Sciences
Extension of the Definition 2006 by Chesbrough
„Open innovation is the use of purposive inflows and
outflows of knowledge to accelerate internal
innovation, and expand the markets for external use
of innovation, respectively.“
© Prof. Dr. Ursula Georgy
31.
Fachhochschule Köln
Cologne University of Applied Sciences
Definition of Open Innovation by Chesbrough
http://www.hokkaido-vc.com/english/open_innovation/open_innovation_en.JPG
© Prof. Dr. Ursula Georgy
32.
Fachhochschule Köln
Cologne University of Applied Sciences
Open Innovation
One estimates that depending on line of business 10
to 40 % of all customers are ready to participate
active in innovation processes.
In the result, however, this means that numerous lines
of business not nearly exploit this potential.
Libraries normally don´t see open innovation as a
strategic instrument
Very different roles are conceivable, a customer can
be involved in the process of innovation. His
independence rises continuously from the interview
up to the independent innovation.
© Prof. Dr. Ursula Georgy
33.
Fachhochschule Köln
Cologne University of Applied Sciences
Closed Innovation versus Open Innovation
© Prof. Dr. Ursula Georgy
Chesbrough, H. 2003
34.
Fachhochschule Köln
Cologne University of Applied Sciences
Open Innovation Projects
https://nbry.files.wordpress.com/2014/06/3d-printing-what-ideas-airwolf3d-com.jpg
© Prof. Dr. Ursula Georgy
35.
Fachhochschule Köln
Cologne University of Applied Sciences
Well-known Open Innovation Projects:
Toolkit Jewellery Design Competition of Enlightened
Swarovski Elements
© Prof. Dr. Ursula Georgy
36.
Fachhochschule Köln
Cologne University of Applied Sciences
Well-known Open Innovation Projects:
Lego Digital Designer
© Prof. Dr. Ursula Georgy
37.
Fachhochschule Köln
Cologne University of Applied Sciences
Well-known Open Innovation Projects:
Procter & Gamble: connect + develop
© Prof. Dr. Ursula Georgy
38.
Fachhochschule Köln
Cologne University of Applied Sciences
Open Innovation
and
Knowledge (Management)
39.
Fachhochschule Köln
Cologne University of Applied Sciences
External Knowledge Inflow by Open Innovation
“Open innovation is about knowledge exchange.
Everything else is secondary.”
© Prof. Dr. Ursula Georgy
Hansford 2011
©iStockphoto.com/alwyncooper
40.
Fachhochschule Köln
Cologne University of Applied Sciences
The Strategic Knowledge Framework
© Prof. Dr. Ursula Georgy
Zack 1999
41.
Fachhochschule Köln
Cologne University of Applied Sciences
Strategic Gap – Knowledge Gap
© Prof. Dr. Ursula Georgy
Zack 1999
42.
Fachhochschule Köln
Cologne University of Applied Sciences
Open innovation: the KM dimension of P&G
„For a company famed for its ability to continuously
offer products that match customers’ most current
needs, Procter & Gamble takes pride in the success of
its innovation processes. Mike Addison describes the
essential role knowledge management plays in P&G’s
Open Innovation strategy that looks internally and
externally for new ideas and opportunities.“
Inside Knowledge: posted 10 Jun 2004 in Volume 7 Issue 9
The percentage of new P&G products that include
elements developed outside of the firm has increased
to over 35%.
© Prof. Dr. Ursula Georgy
43.
Fachhochschule Köln
Cologne University of Applied Sciences
Innovation / Knowledge and Human Resource
Capacity
„You need a great team of people with diverse skills to
perform a symphony well, but no team has ever written a
great symphony!
While cross-functional teams are key players in defining
and implementing incremental innovation projects,
cross-functional disruptive individuals tend to be key
players in defining radical innovation projects”.
© Prof. Dr. Ursula Georgy
Leifer et al. 2000
44.
Fachhochschule Köln
Cologne University of Applied Sciences
Human Resource Capacity and Libraries
Libraries have a large number of customers
and partners from all sectors and branches.
They have the potential to become and to be a
vital space to engage in collaborative innovative
projects creating and sharing (new) knowledge.
Therefore especially customers of libraries
can be potential knowledge and innovation
creaters.
© Prof. Dr. Ursula Georgy
45.
Fachhochschule Köln
Cologne University of Applied Sciences
Professional Behaviours finding Innovative Structures
© Prof. Dr. Ursula Georgy
AUA, 2009
46.
Fachhochschule Köln
Cologne University of Applied Sciences
Impact of an organization's ability to innovate
© Prof. Dr. Ursula Georgy
Schnell, 2008
47.
Fachhochschule Köln
Cologne University of Applied Sciences
The Continuous Innovation Process
© Prof. Dr. Ursula Georgy
Tomorrowlab, 2009
48.
Fachhochschule Köln
Cologne University of Applied Sciences
Crowdsourcing
http://memeburn.com/2011/09/9-examples-of-crowdsourcing-before-%E2%80%98crowdsourcing%E2%80%99-existed/
© Prof. Dr. Ursula Georgy
49.
Fachhochschule Köln
Cologne University of Applied Sciences
Crowdsourcing: Starbucks
© Prof. Dr. Ursula Georgy
50.
Fachhochschule Köln
Cologne University of Applied Sciences
Crowdsourcing: Starbucks
© Prof. Dr. Ursula Georgy
51.
Fachhochschule Köln
Cologne University of Applied Sciences
Open Innovation and Libraries
“Thousands of libraries in Germany are run by just one
librarian. [...] Here we have a single person doing all the
work that is normally shared between several people in
larger libraries. A one-person librarian thus requires a
very wide range of skills in order to be able to do the job
successfully.“
These aspects are not only typical for one-person
libraries, they are typical for many mid-sized (public)
libraries.
© Prof. Dr. Ursula Georgy
52.
Fachhochschule Köln
Cologne University of Applied Sciences
Open Innovation and Libraries
Technological innovations are introduced to the library
with the intention of providing better library services and
increasing efficiency of library work.
„The library profession attracts individuals of varying
ages, varying degrees of experience, and a range of
technological capabilities, all of which influence the way
they perceive new information and communication
technologies. It is the role of librarians to introduce new
technologies to library users.“
© Prof. Dr. Ursula Georgy
Rubin 2004
Rabina, Walczyk 2007
53.
Fachhochschule Köln
Cologne University of Applied Sciences
Advantages Sharing Knowledge in the Sense of
Open Innovation
Using the experience and knowledge of customers
Increase market acceptance of new products /
services
Improving the image
More personalized services
Early awareness of new (market) trends
Increased consumption of the entire range of
services
Increased customer loyalty
Reduction of development costs
Reduction of acquisition costs
© Prof. Dr. Ursula Georgy
54.
Fachhochschule Köln
Cologne University of Applied Sciences
© Prof. Dr. Ursula Georgy
Potential Risks
High coordination effort by the library
Ignorance (knowledge) of the external innovators
Innovations of the external innovators based on
their own benefit only
Lack of involvement of the external innovators
(quantitative)
Lack of engagement of the external innovators
Lack of project and time management of the
external innovators
Lost of know-how, for example to competitors.
55.
Fachhochschule Köln
Cologne University of Applied Sciences
© Prof. Dr. Ursula Georgy
Conclusion
Modern innovation and knowledge management
requires integrated structures in the sense of open
innovation.
Social community network structures can promote
innovation and knowledge management in the
sense of open innovation.
Only by cooperation and integrating external
partners it will be able to develop customized
innovations for the customer in future. Otherwise
libraries will run the risk developing innovations
not wanted and not used by their customers.
56.
Fachhochschule Köln
Cologne University of Applied Sciences
Open Innovation
Survey (2010)
57.
Fachhochschule Köln
Cologne University of Applied Sciences
Survey and Results
More than 30 institutions were interviewed in
Germany. Libraries and information centers of
various size: state libraries, academic libraries,
public libraries, special libraries and documentation
departments in public ownership.
The survey was addressed to the head of the
institutions and in almost all cases it was directly
answered by these persons.
Qualitative expert interviews (ca. 45 min.) on the
basis of a highly structured questionnaire.
© Prof. Dr. Ursula Georgy
Georgy, 2010
58.
Fachhochschule Köln
Cologne University of Applied Sciences
Do you know the term Open Innovation?
Yes 6
No clear idea 3
Only vague idea 10
No 17
Although the term open innovation is not well
known, almost all institutions integrate their
customers to varying degrees into the innovation
processes and are willing to intensify the integration.
© Prof. Dr. Ursula Georgy
59.
Fachhochschule Köln
Cologne University of Applied Sciences
Associations with the term „Open Innovation“
© Prof. Dr. Ursula Georgy
60.
Fachhochschule Köln
Cologne University of Applied Sciences
What motives have customers to play a part in
innovation?
(Multiple answers possible)
Own dissatisfaction with the current range of services 20
Intrinsic (e.g. enjoyment, pride) 18
Social (e.g. membership in a group) 13
Obtaining personal benefits through
implementation and use of innovation 11
Extrinsic (e.g. money) 2
© Prof. Dr. Ursula Georgy
61.
Fachhochschule Köln
Cologne University of Applied Sciences
Word Cloud: What kind of customer integration in
the various stages of the innovation process would
you prefer?
© Prof. Dr. Ursula Georgy
62.
Fachhochschule Köln
Cologne University of Applied Sciences
Do chances or risks rather arise from open
innovation in your opinion?
Only chances 14
Only risks 1
Both 19
I do not know 2
© Prof. Dr. Ursula Georgy
63.
Fachhochschule Köln
Cologne University of Applied Sciences
Risks that may result from open innovation
(Multiple answers possible)
High coordination effort by the own organization 19
Ignorance (knowledge) of the external innovators 13
Innovations of the external innovators based
on their own benefit only 11
Lack of involvement of the external innovators
(quantitative) 7
Lack of engagement of the external innovators 6
Lack of project and time management of the
external innovators 2
Loss of know-how, for example to competitors 2
© Prof. Dr. Ursula Georgy
64.
Fachhochschule Köln
Cologne University of Applied Sciences
Opportunities that may result from open innovation
(Multiple answers possible)
Using the experience and knowledge of customers 22
Increase market acceptance of new products / services 18
Improving the own image 15
More personalized services 12
Early awareness of new (market) trends 11
Increased consumption of the entire range of services 10
Increased customer loyalty 8
Reduction of one's own staff needed 0
Reduction of development costs 0
Reduction of acquisition costs 0
© Prof. Dr. Ursula Georgy
65.
Fachhochschule Köln
Cologne University of Applied Sciences
If you would use open innovation, which groups
would be involved? (Multiple answers possible)
Even selected "lead users"
(demanding, critical, advanced customers) 28
Customers with expertise 17
In addition, even non-customers, but with knowledge
in library and / or information science
11
Winner of an idea competition initiated by one´s own 6
Members of other innovation communities,
even without knowledge of the industry 5
No limit 3
Own customers without restriction 2
© Prof. Dr. Ursula Georgy
66.
Fachhochschule Köln
Cologne University of Applied Sciences
Outlook
67.
Fachhochschule Köln
Cologne University of Applied Sciences
© Prof. Dr. Ursula Georgy
Outlook
Next to once, it is particularly necessary to do
everything for a systematic innovation
management.
In the consequence changes of the organization
principles possibly require also courageous
individual decisions by e.g. unconventional
structures.
Increasing competition intensity and a high
dynamics of library services force service
providers to develop solutions and services for the
customer to build up a positive image to the
customer.
68.
Fachhochschule Köln
Cologne University of Applied Sciences
© Prof. Dr. Ursula Georgy
Outlook
Modern innovation management requires
integrated structures in the sense of open
innovation.
Social community network structures can promote
innovation management in the sense of open
innovation.
Only by cooperation and integrating external
partners it will be able to develop innovations
for the customer in future. Otherwise
libraries will run the risk developing innovations
not wanted and used by the customers.
69.
Fachhochschule Köln
Cologne University of Applied Sciences
There´s a lot to be said about
Open Innovation:
„Innovation happens elsewhere“
and
„Everyone together is smarter than your
group alone.“
Bill Joy, Sun Microsystems
© Prof. Dr. Ursula Georgy
70.
Fachhochschule Köln
Cologne University of Applied Sciences
Ursula Georgy
ursula.georgy(at)fh-koeln.de
Thank you for your attention!
71.
Fachhochschule Köln
Cologne University of Applied Sciences
© Prof. Dr. Ursula Georgy
Citations
AUA (2009): Continuous Professional Development Framework for Staff Working in Professional
Services in Higher Education
Bessant, J.; Lehmann, C.; Moeslein, K.M. (2014). Driving Service Productivity. Heidelberg.
Springer
Chesbrough, H.W. (2003): Open Innovation: The new imperative for creating and profiting from
technology, Boston: Harvard Business School Press.
Chesbrough , H.W. (2006). Open Innovation: A New Paradigm for Understanding Industrial
Innovation. In: Chesbrough et al.: Open Innovation: Researching a New Paradigm, Oxford:
Oxford University Press.
Fenn, J. (2010): Hype Cycle 2010: Tips to Optimize Your Technology Portfolio (21. September
2010)
Gartner Inc. (2014): Gartner's 2014 Hype Cycle for Emerging Technologies
http://www.gartner.com/newsroom/id/2819918 (08.11.2014)
Gartner Inc. (2013): Gartner's 2013 Hype Cycle for Emerging Technologies
http://www.gartner.com/newsroom/id/2575515 (08.11.2014)
Gartner Inc. (2012): Gartner's 2012 Hype Cycle for Emerging Technologies
http://www.gartner.com/newsroom/id/2124315 (08.11.2014)
72.
Fachhochschule Köln
Cologne University of Applied Sciences
© Prof. Dr. Ursula Georgy
Citations (cont.)
Gartner Inc. (2012). Why Gartner
http://www.gartner.com/technology/why_gartner.jsp (08.11.2014)
Georgy, U. (2010): Erfolg durch Innovation – Strategisches Innovationsmanagement in
Bibliotheken und öffentlichen Informationseinrichtungen. B.I.T.online – Innovativ, Band 29, Dinges
& Frick Wiesbaden
Hansford, M. (2011). The right knowledge management strategy is essential to open innovation.
Mike Hansford´s Blog, 26.04.2011
http://mikehansford.wordpress.com/2011/04/26/the-right-knowledge-management-strategy-is-essential-
to-open-innovation/ (08.11.2014)
Johnson, L., Adams Becker, S., Estrada, V., and Freeman, A. (2014). NMC Horizon Report: 2014
Library Edition. Austin, Texas: The New Media Consortium.
Komninos, N. (2005): Intelligent Innovation. In: Virtual Innovation Environments.
http://www.urenio.org/category/virtual-innovation-environments/ (08.11.2014)
Leifer, R.; O'Connor, G.; Rice, M.; McDermott, C.; Peters. L.; Veryzer, R. (2000). Radical
Innovation: How Mature Companies Can Outsmart Upstarts. Boston: Harvard Business School
Press.
Plieninger, J. (2012). A Singular Approach: One-Person Libraries. May 2012
73.
Fachhochschule Köln
Cologne University of Applied Sciences
© Prof. Dr. Ursula Georgy
Citations (cont.)
Rabina, D.L.; Walczyk, D.J. (2007). Information professionals' attitude toward the adoption of
innovations in everyday life. Information Research 12/4 October 2007.
Rogers, E.M. (2003): Diffusion of Innovations, 5th Edition, New York: Free Press
Rubin, R.E. (2004). Foundations of library and information science. 2nd ed. New York: Neal-
Schuman
Schnell, E. (2008): Libraries Visioning Task Forces, Summer 2008. Innovation Task Force Final
Report
Zack, M.H. (1999). Developing a Knowledge Strategy. California Management Review, Vol. 41,
No. 3, Spring, 1999, pp. 125-145.