Course intro (1)


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  • Identification and targeting of key processes that have considerable impact on the organization’s ability to: Achieve its short, medium and long term Strategic Goals and ObjectivesIf improved, enable the organization to realize a high Return on the Investment (ROI) Identification of target processes for which complaints have been received from customers, trading partners or internal staff and which can result in productivity improvement Achieving initial success with BPM projects in one area of the organization, will create enthusiasm and buy-in from other groups.
  • Improving Performance: The ultimate reason for a firm to innovate is to improve its performance, for example by increasing demand or reducing costs. Market Advantage: A new product or process can be a source of market advantage for the firm. Productivity Enhancement: The firm gains a cost advantage over its competitors, allowing a higher mark-up at the prevailing market price or, depending on the elasticity of demand, the use of a combination of lower price and higher mark-up than its competitors to gain market share and increase profits. Product Innovation: the firm can gain a competitive advantage by introducing a new product, which allows it to increase demand and mark-ups.Product Differentiation: Firms can also increase demand through product differentiation, by targeting new markets and by influencing demand for existing products.Changes in Organizational Methods: Firms can improve the efficiency and quality of their operations, thereby increasing demand or reducing costs.Improving Production Processes: Innovation can also improve performance by increasing the firm’s ability to innovate. Improving the capabilities of production processes can make it possible to develop a new range of products, and new organisational practices can improve the firm’s ability to gain and create new knowledge that can be used to develop other innovations.
  • Recreated from Peter Skarzynski and Rowan Gibson,Building A Systemic Innovation Capability , Harvard Business Review, 2008. Fig 11.1
  • Ref. PaulTrott p. 97.
  • Course intro (1)

    1. 1. Foundations ofBusiness Innovation Andrew Maxwell
    2. 2. Agenda Explain who we are Get to know you Provide an outline of the course Provide an introduction to innovation concepts Deal with any administration issues  Text - Managing Creativity and Innovation – Harvard Business Press  Web site – U of T portal and CIC  Downtown course Expectations and registration Class 6 – 9 pm Mondays at IB 270
    3. 3. Who are we: Andrew Maxwell• Director Business Partnerships CIC• Professional engineer and MBA• 15 years with tech. multinationals• Cofounded several technology businesses• Created U of T’s technology incubator• Teaches technology entrepreneurship• Completing Ph.D. in innovation and new venture creation at University of Waterloo• Industry advisor CBC Dragons’ Den.
    4. 4. 1. Understand the innovation imperativeDefinition of InnovationMacro-economic impactMicro-economic impactInnovation imperative Country level Regional level Firm level
    5. 5. The Economic Conception of Innovation Joseph SchumpeterInnovation is:• Introduction of a new good, or a new quality of a good• Introduction of a new method of production (need not need include new technologies)• The opening of a new market• The securing of a new source of supply• The creation of a new organization
    6. 6. Canada lags at innovation & gets worse Canadian Council Of Academies
    7. 7. Innovation in the news
    8. 8. 2. Importance of Firm-Level InnovationIn a knowledge based economy, organizations that are able to do more with less, outperform competitorsIn the private sector, higher productivity makes you the acquirer, rather then the acquireeIn the public sector, exceeding benchmarks is encouraged, while falling behind has negative repercussions“In the road to the future, there are drivers, passengers and roadkill” Gary Hamel
    9. 9. 3. Recognize different types of innovation Innovation is often confused with invention and specifically research and development leading to new technologies. In fact innovation includes: a. Product Innovation b. Process Innovation c. Supply chain Innovation d. Service Innovation e. Business model Innovation ……….. And can be applied to all areas of an organization
    10. 10. a) Product innovation Technology Existing Internal External Customer New
    11. 11. b) Process innovationA change in the way a product or service is manufactured, created, or distributedProcess innovation involves implementation of new or improved production or delivery method.Process innovations can be intended to decrease unit costs of production or delivery, to increase quality, or to produce or deliver new or significantly improved products.
    12. 12. c) Supply Chain Innovation What product/service will be delivered to customers What components or services will be acquired externallyHow you will add value internallyThis involves consideration of:  Core competencies necessary for long term success  Availability of partners in supply chain  Strategic risk management of relationship
    13. 13. Supply Chain Innovation Opportunities• New raw materials• Alternate suppliers• Outsource manufacturing• Third party distribution• Sales agents or on-line salesConsider:  Risk management  Financial implications  Market issues
    14. 14. d) Service InnovationMajority of individuals in Canada (and US) work in service industryEven where people work in manufacturing, many of these individuals provide support servicesService innovation is biggest opportunity to increase competitivenessImprovements in service innovation can be measured in terms of increases productivity and value added
    15. 15. Opportunities for Service InnovationContributes to competitive advantageRequires specific social and technical skillsInvolves development and new technology applicationCostly to develop needed specialist and generalist skillsRequires integrated thinking and agile environmentCan be implemented in all service areasMost significant possibilities in financial and medical services
    16. 16. Can you change your product into a service? “An automobile is actually art, entertainment and mobile sculpture, which, coincidently, also happens to provide transportation.” Robert Lutz, Chairman, GM “Product, “Make sure I service or don’t run out experience” of cash” “The customer rarely buys what the company thinks it is selling him” - Peter Drucker
    17. 17. e) Business Model InnovationThe goal of innovation is to increase competitivenessNew ways of doing business can also increase competitiveness and productivity by:  Creating enhanced utility for the customer  Enabling a different pricing strategy  Providing alternate purchasing optionsSometimes a technology innovation requires a business model innovation to achieve commercial success
    18. 18. Some Innovative Revenue ModelsXerox  Developed photocopying technology  Initial capital costs of machines perceived as excessive  Introduced pay per copy business modelGoogle  Automated search-engine technology  Provided free to end users  Revenues generated by advertising
    19. 19. 4. Need to identify what innovation success looks like Improve top line, bottom line or market share Strengthen balance sheet Strengthen brand/reputation Increase workforce retention (incent stakeholders) Enhance community engagement Improve environmental performance Attract investors/acquirers
    20. 20. Establish specific innovation goals Improve quality of  Reduce use of raw processes, products and materials services  Reduce environmental Create of new markets damage Extend product range  Reduce energy Reduce labour costs consumption Improve production  Conform to regulations processes If you don’t have specific goals, your chance of reaching them are small
    21. 21. 5. Need to find a way to create and capture innovation opportunitiesCommunicate vision and innovation imperativeStimulate creativity and idea generationDevelop innovation decision-making process that: Captures ideas Makes decisions Activate resourcesImplements projects and encourages accountability
    22. 22. Yes ……I know we are meant to be moreinnovative … can you give me some guidelines
    23. 23. Identify sources of innovationInternal drivers Internal sources1. Unexpected event 1. Research2. Contradiction 2. Shop floor3. Change of work process 3. Sales/service4. Change in industry structure 4. Customer serviceExternal Drivers External Sources5. Socio-economic changes 5. Customers6. Political changes 6. Suppliers7. Technology changes 7. Competitors Drucker‘s Innovation Framework
    24. 24. 6. Recognize that innovation is a processInnovation is a management process the requires specific tools, techniques and disciplineInnovation involves the development of organizational processes and procedures for generating, considering and acting on innovative ideasInnovation research focussed on technology; but real challenge is to understand innovation process and the cognitions and behaviours of people in that processInnovation failures due to lack of understanding people
    25. 25. “Stage Gate” Innovation Process Stage-Gate Institute (Bob Cooper)
    26. 26. Implementing The Innovation Process Identify innovation imperative and establish objectives Create innovation framework Assess current resources (Business Analysis) Analyze current environment and external trends Source and capture innovative ideas Create an innovation decision system Compare each opportunity to agreed criteria Implement pilot project Measure performance Scale up or cancel
    27. 27. 7. Establish innovation resourcesTimePeopleMoneyProcesses
    28. 28. 8. Understand innovation constraintsSuccessful innovation usually involves:Changing current processes and proceduresModifying management style and communicationsDeveloping new organizational structuresAbandoning existing customers and finding new onesModifying incentives, compensation and recruitmentChange company culture and attitude to riskImportant to raise questions and ask how far you will go
    29. 29. Is your organization innovative?Embraces and learns Focuses on financials & from failure timelinesFosters high energy Has strict guidelines & control activities Had a hierarchical structureCreate a “Can do” Has multiple bosses & “dotted environment lines”Develop support & trust Fosters attitude of “EveryoneIs a fun place to work is for himself”
    30. 30. Change management approach can help an organization become innovative1. Change through Leadership2. Create a Shared Need3. Shape a Vision4. Mobilize Commitment5. Make Change Last6. Monitor Progress7. Change Systems and Structures8. Change Culture from Control to Trust9. Communicate10.Incentivize
    31. 31. Focus on the people issuesWhat works: Mentoring and coaching Skills & experience development Free information exchange (networking) Resource availabilityWhat doesn’t: Strict personal objectives Individual performance over team performance The “right” way of doing things
    32. 32. Architect an innovative environment• Company leaders • Collaborative & open and organization culture. aligned to achieve a • Incentives that vision reward challenging Leadership Culture the status quo and and Organization Values• Disciplined approach to People Process building and • Process & tools that and innovation Skills support idea Tools generation &• Desire to do experimentation things better
    33. 33. Creating an Innovation Capability The High morale and organization’s retention of reputation for creative people innovation Motivates people Attraction of within the organization creative people and reduces frustration Organizational A willingness within encouragement of the organization to creativity & accept new ideas innovation Development of innovative products
    34. 34. Develop an Innovation Culture Create an innovation-friendly organization, that embraces a culture of “risk” and “rewards failure” (and success)Develop a “ project and portfolio management” approach to innovation around decision-making and implementationDevelop a cross functional “matrix organization” to embrace innovation across organizationFocus on “communications” and “engagement”Design “incentives” to support innovation
    35. 35. Common Causes of Innovation FailureOrganizational Causes Process Causes1. Poor leadership 1. Poor goal definition2. Poor organization 2. Poor alignments of goals3. Poor communication and actions4. Lack of empowerment of 3. Poor team effort stakeholders 4. Poor monitoring of results5. Poor knowledge 5. Poor communication and management access to information6. Resource limitations 6. Inappropriate decision making
    36. 36. Meeting Topic Meeting Topic1 Introduction and Innovation Management: Basic Concepts 7 The Innovative Organization: Structures and Systems · What is innovation? · What Makes an Organization Innovative · Balanced Scorecard · Innovation Myths and Mantras · People Leadership · Innovation Vocabulary · Team dynamics / structures · Models of Innovation · Communication strategies · Centers of innovation (Ex: Universities) Intellectual Property Management 8 Leadership in Innovation2 The Social and Economic Dimensions of Innovation · Common Myths About Leadership · International Innovation Indices · Characteristics of a Leader · Innovation, Productivity and Economic Competitiveness · Motivation, Performance, Reward Systems · Productivity vs. Competitiveness · Voice of the Customer3 Innovation in Business Models 9 Managing Change · “Traditional” vs. Emerging Business Models · Innovation and Change · Examples for Innovative Business Models · Why Change? What is Change Management? · Implementing Business Models · Factors in Change – CAP Model4 The Essentials of Product Innovation · Creating the Need for Change · Implementing Change · Scale of Product Innovation 10 Service Innovation · Product vs. Process Innovation · What is Service Innovation · Examples of Disruptive Innovations · Examples of Service Innovations · New Product Development Framework · Closed vs. Open Innovation5 The Essentials of Process Innovation Product or Service? · The Drivers of Process Innovation 11 Innovation in Product Development · Business Process Management · 50,000 ft view of innovation in product development (Courses 2 and 3) · Business Process Mapping · Stages of Product Development · 3P – People, Product, Process · Management of Change · Examples6 Mid-Term Presentation/Exam 12 · Team Presentation and Final Exam
    37. 37. Assignments1. If you haven’t done register for course die-91903542. Find someone else you think might be interested and tell them to watch the video Identify a key innovation challenge you are willing to share
    38. 38. Thank you“I don’t mind failure. I’ve always thought thatschoolchildren should be marked by the number offailures they’ve had.” – James Dyson
    39. 39. Thank you“Innovation comes from saying no to 1,000things to make sure we don’t get on the wrongtrack or try to do too much.” – Steve Jobs
    40. 40. Thank you“If the people running don’t make some significantmistakes, then we won’t be doing a good job for our shareholdersbecause we won’t be swinging for the fences.”- Jeff Bezos
    41. 41. Thank you“You have three choices…. Innovate, find a partnerwho you can innovate with… or wait to be innovatedby someone else….” – Andrew Maxwell.