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richard adam - destination development: Innovation management & stakeholder participation 08/2019

Destination Development: Shareholder participation in Innovation processes The focus determines the output Munich, August 2019

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InnovationManagement
inTourismDestinations
withspecialConsiderationof
StakeholderParticipation
Richard Adam
1.IntroductionandDefinition
2.InnovationManagementProcess
3.StakeholderParticipationinTourismDestinations
4.Conclusions
© Richard Adam - Munich - July 2019 - www.trendtransfer.asia
1.
Introduction
and Definition
“Where business magazines ones ranked companies primarily by
sales growth and profit, publications now rank corporations on their
innovation track record.
And while acquisitions can yield synergy, and reengineering can
streamline operations, a culture of innovation may be the ultimate
fuel for long-term growth and brand development.”
… It`s not enough to just have a good idea. Only when you act, when
you implement, do you truly innovate.”
(Source:Tom Kelley,TheTen Faces of Innovation, 2008, P. 4f)
© Richard Adam - Munich - July 2019 - www.trendtransfer.asia
1.
Introduction
and Definition
What is an INNOVATION?
 Through overuse, misuse, hype and enthusiasm, the word
innovation has essentially lost its meaning.
 Confusion between outcome and process
 Need for nuanced understanding of what innovations actually do
(or do not do).
→ Innovation is not invention
→ Innovations have to earn their keep
→Very little is truly new in innovation
→ Innovation goes beyond products
© Richard Adam - Munich - July 2019 - www.trendtransfer.asia
1.
Introduction
and Definition
INNOVATION is the creation of a viable new offering
(Larry Keeley,Types of Innovation, 2013, P.5)
…. which can affect:
→ Configuration (business and profit model, network,
structure, process)
→ Product performance and system
→ Experience (service, channel, brand, customer
engagement)
© Richard Adam - Munich - July 2019 - www.trendtransfer.asia
2.
Innovation
Management
Process
Source: https://www.hypeinnovation.com/learn/choose-innovation-management-solution, taken
10.07.2019
© Richard Adam - Munich - July 2019 - www.trendtransfer.asia
Ad

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richard adam - destination development: Innovation management & stakeholder participation 08/2019

  • 3. 1. Introduction and Definition “Where business magazines ones ranked companies primarily by sales growth and profit, publications now rank corporations on their innovation track record. And while acquisitions can yield synergy, and reengineering can streamline operations, a culture of innovation may be the ultimate fuel for long-term growth and brand development.” … It`s not enough to just have a good idea. Only when you act, when you implement, do you truly innovate.” (Source:Tom Kelley,TheTen Faces of Innovation, 2008, P. 4f) © Richard Adam - Munich - July 2019 - www.trendtransfer.asia
  • 4. 1. Introduction and Definition What is an INNOVATION?  Through overuse, misuse, hype and enthusiasm, the word innovation has essentially lost its meaning.  Confusion between outcome and process  Need for nuanced understanding of what innovations actually do (or do not do). → Innovation is not invention → Innovations have to earn their keep →Very little is truly new in innovation → Innovation goes beyond products © Richard Adam - Munich - July 2019 - www.trendtransfer.asia
  • 5. 1. Introduction and Definition INNOVATION is the creation of a viable new offering (Larry Keeley,Types of Innovation, 2013, P.5) …. which can affect: → Configuration (business and profit model, network, structure, process) → Product performance and system → Experience (service, channel, brand, customer engagement) © Richard Adam - Munich - July 2019 - www.trendtransfer.asia
  • 7. 2. Innovation Management Process You cannot do it alone © Richard Adam - Munich - July 2019 - www.trendtransfer.asia
  • 9. 2. Innovation Management Process © Richard Adam - Munich - July 2019 - www.trendtransfer.asia INNOVATION depends on  Innovation management process  Innovation capabilities  Innovation culture (Source: Summary from 200 scientific studies, 26th Conference of the International Society for Professional Innovation Management (ISPIM) 2015 in Budapest, Harvard Business Manager 06/2015)
  • 10. 3. Stakeholder Participation inTourism Destinations Destination Management/Governance  Corporate Model Control of product, people and process change agents empowered by hierarchy and strategy, impact on capabilities and culture  Community based Model Control of product, people and process vision of destination as a cognitive system, governance model lacks innovative drive, depending on value and culture, change agents lose strength (Varra et al, 2012, P. 378f), less influence on capabilities and culture © Richard Adam - Munich - July 2019 - www.trendtransfer.asia
  • 11. 3. Stakeholder Participation inTourism Destinations Stakeholder inTourism Destinations  Tourism Organisation / Destination governing body incl. employees  Investors, shareholder  Business Owners (hoteliers, retail, restaurants, transport, services)  Visitors or guests (actual or potential)  Distribution partners, vendors, suppliers  Public Authorities (municipality, regional etc.)  Special interest groups (environmental protection associations, cultural or sports assoc.)  Inhabitants, citizen representatives  Externals (moderator, consultants) © Richard Adam - Munich - July 2019 - www.trendtransfer.asia
  • 12. 3. Stakeholder Participation inTourism Destinations Existing platforms of involvement and participation  Guests/visitors: OTAs review platforms (e.g.Trip Advisor, Holiday Check etc.), Customer Surveys  Inhabitants: Regulations (e.g. Direct Democracy in Switzerland, claims)  Authorities: Permissions, public funding  Employees: direct responsibilities, workers council  Destination Management or Governance Bodies:Advisory Boards and Peer Groups 150 different techniques and approaches that can be applied for stake holder engagement in relevant processes of destination development depending on what the organization is aiming for (Larsen/Williams: Monitoring the success of stakeholder engagement, 2009, P.262) © Richard Adam - Munich - July 2019 - www.trendtransfer.asia
  • 14. 3. Stakeholder Participation inTourism Destinations Dependencies of participation input  Interests (conflicts of interest), motivation, politics  Education, capabilities and personality  Knowledge of strategy and process, lack of focus  Level of empowerment and hierarchy of individual  Scope of task and nature of project  Status of destination development  Cultural differences and attitudes  Alliances “at the table”, Group think  Trust © Richard Adam - Munich - July 2019 - www.trendtransfer.asia
  • 15. 3. Stakeholder Participation inTourism Destinations Two Reasons for participation Fuel the process Idea Management stage intellectual capacity, creativity, specialist knowledge, different perspectives, feasibility, funding, best practice etc. → selective “Ownership” of the results Execution stage decreasing resistance, acceptance, commitment, finance, implementation, permission, opinion leaders, influencers → inclusive © Richard Adam - Munich - July 2019 - www.trendtransfer.asia
  • 16. 4. Conclusions Define objective! Core questions are: Focus: “Innovation” or “Stakeholder Management”? → DestinationGovernance primarily defines structures and processes, Guiding principle/mission statement dilemma questionable, continuous improvement and development is not equal to innovation Where: Destination in general or business holders within? → Innovate within destination and offerings or initiative to help local enterprises to innovate? (intellectual property, scalability problem) Which competencies to be involved at what stage of process? → Innovation output depends on empowerment of change agents, on capabilities of individuals involved and less on the participation process and governance Consider values and cultural/geographical context © Richard Adam - Munich - July 2019 - www.trendtransfer.asia
  • 17. Literature  BiegerT. / Beritelli P., 2013: Management von Destinationen, Oldenbourg Verl., Munich  Keely L., 2013:Types of Innovations,The Discipline of Building Breakthroughs,Wiley & Sons, Hoboken (US)  KellyT., 2008:TheTen Faces of Innovation, Profile Books, London  Larson S. / Williams LJ., 2009: Monitoring the success of stakeholder engagement, in: MeashamTG, Brake L (Eds.): People, communities and economies of the Lake Eyre Basin, DKCRC Research Report 45, Desert Knowledge Cooperative ResearchCentre, Alice Springs, Australia. pp. 251–298  Osterwalder A. / PigneurY. / Bernarda G. / Smith A., 2014:Value Proposition Design, Campus, NewYork  Pechlaner H. / Beritelli P. / Pichler S. / Peters M. / Scott N., 2015: Contemporary Destination Governance. A Case StudyApproach, Emerald Books, Bingley (UK)  Pechlaner H. / Döpfner B., 2009: Strategische Produktentwicklung im Tourismus, in: Pechlaner / Fischer (Eds.): Strategische Produktentwicklung im Standortmanagement, Erich SchmidtVerl., Berlin, pp. 153-172  Varra L. / Buzzigioli C. / Loro R., 2012: Innovation in Destination Management: Social Dialogue, Knowledge Management Processes, Procedia, Elsevier Publishing, London, P. 375 - 385 © Richard Adam - Munich - July 2019 - www.trendtransfer.asia
  • 18. Contact RichardAdam  contact@trendtransfer.asia  www.trendtransfer.asia Stay tuned on LinkedIn:  https://www.linkedin.com/in/ceotourismdevelopmentb2b/ © Richard Adam - Munich - July 2019 - www.trendtransfer.asia