Creativity Innovation avanzalis


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Summer School on Management of Creativity in an Innovation Society. Montreal & Barcelona

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Creativity Innovation avanzalis

  1. 1. Communities of Practice and Creativiy " shifting innovation value Summer School on Management of Creativity in an Innovation Society Barcelona. 13th July, 2010 1
  2. 2. Objectives Why to be creative and innovative Knowledge era. KIA’s “Creativity  Innovation  KIHPA” value chain Innovation Map Creativity to innovate in BM Creativity to launch businesses The successful communities. Characterizing them The Bazaar paradox 2
  3. 3. aware about the critic role of creativity … to shift specific types of innovation, that drive business model transformation or create new activities to success in market 3
  4. 4. 4
  5. 5. competitiveness cycle New paradigms demand new capacities Pioneers develop a new Consolidation of the capacity that becomes a capacity as a standard temporary competitive between all competitors advantage pioneers ≈ innovators The capacity is systematized and tools developed. Becomes a differentiate capacity Fuente: avanzalis 2009 5
  6. 6. Incipient Developed Advanced Labour and natural Eficiency and Impuls factors Knowledge resources productivity Competitiveness Price Diferentiation Innovation Products Basics and consum Quality New and Unique Wealth and standard Low Moderate High of living countries (133) 38 18 26 14 37 Source: Own elaboration based on data from CGI of WEF 6
  7. 7. R&D New ideas, Market success, Innovation knowledge wealth Talent No method ! business creativity Almost arts sense s y kind ar e man nd There ovation a …! of inn uccesses s s b usines here al g ood t ! but re ly a few! are on 7
  8. 8. 8
  9. 9. • Open Innovation (Chesbrough) • User Innovation (von Hippel) • Virtual Customer Methods (Dahan and Hauser) • Innovation communities • Commons-based Peer-Production (Benkler, Herstatt and Raasch) • Crowdsourcing (Howe, Brabham) • Personal Fabrication (Gershenfeld) • Soft Innovation and Design Innovation (NESTA, Stoneman, Verganti) • User Created Content (OECD) • Value innovation (Kim and Malbourgne) • Eco-Innovation Models (Stahel, Braungarth, Lovins) • Service Innovation Patterns (Miles) • Innovation in the Public Sector (Windrum and Koch) • Social Innovation 9
  10. 10. Extern Intern Business model innovation Core competencies and Strategic, Value chain capacities significative Global Brand Product/ service Management Organizational, innovation innovation moderate New products People management Collaboration New markets Organization Partners relationships Channels Technological innovation Cuotidiane Operational, innovation low Processes innovation 10
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  12. 12. “BMW products are moving works of art that express the driver’s love of quality… My job is to oversee 220 artists, mediating the corporate pragmatism and the artistic passion and mind-sets within the company”* Picture. Flickr. CC by marcp_dmoz 12 *Chris Bangle, global chief of design for BMW
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  14. 14. Picture. Flickr. CC everything seems create brilliant impossible to At ground seems Picture. Flickr. CC by marcp_dmoz grey 14 ideas…
  15. 15. over-cloud effect® 15 Copyright: Ramos, JC. 2010
  16. 16. KIHPAs Other KIAs 16
  17. 17. Profitability Low High High Knowledge intensity KIBS KIHPA’s Other KIA’s Comodities Productivity Low 17
  18. 18. 3.  Scalable intensive product 2.  Based in a knowledge (platform, blue ocean…) 1.  A creative Business Model KIHPA i.e.: movie industry, sw licensing model, a 1st level technological product (computer, green energy, cars, consumer…) 18
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  20. 20. Do you know any place where…? Core activity is based on selling a commodity product… It is a red, rotten ocean Surprisingly they won’t serve you … and despite of this, they still success! 20
  21. 21. 21
  22. 22. Business model the way an organization gets profits 22
  23. 23. Key Customer activities relationships Key Customer partners segments Value Key proposition resources Channels Costs Incomes structure stream 23 Source: Alexander Osterwalder & Yves Pigneur
  24. 24. Value proposition so that customers are willing to pay 24
  25. 25. Product/ Service Precio Lo que paga el cliente Calidad/ Puntualidad Ajustado a especificaciones y compromisos Disponibilidad/ Plazo Plazo de entrega   Selección/ Gama Gama de productos Funcionalidad/ Rendimiento Posibilidades del producto Relationship Servicio Apoyo al cliente en problemas con nuestros productos/ servicios  Asociación Apoyo al cliente en su negocio Image Marca Notoriedad y posicionamiento, confianza 25
  26. 26. Product/ Service Price Lo que paga el cliente Quality/ Punctuality Ajustado a especificaciones y compromisos Availability/ Time Plazo de entrega   Selection/ Spectrum Gama de productos Features/ Preformance Posibilidades del producto Relationship Service Apoyo al cliente en problemas con nuestros productos/ servicios  Partnership Apoyo al cliente en su negocio Image Brand Notoriedad y posicionamiento, confianza 26
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  28. 28. lessons from successful communities Common passion gift giving economy No path dependency Only Talent is needed to contribute Thousand “eyes” for reviewing and improving Structure and Organization: Bazaar and Cathedral mixed balance structure Enabling Infrastructures 28
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  31. 31. Eliminate Reduce Raise Create High spotify Offering level traditional Low Printing Distribution Price Marketing Advertising Variety Availability Quote Personalization 31
  32. 32. the bazaar paradox KIHPA high profit success KIBS business viability Tipping point failure 32
  33. 33. 2010. Universitat de Barcelona y avanzalis knowledge associates. Creative Commons. Author: Jose Carlos Ramos Most of the pictures and compositions obtained from StockExpert, Fliker and others You are free: to Share — to copy, distribute and transmit the work Under the following conditions: Attribution. You must attribute the work in the manner specified by the author or licensor (but not in any way that suggests that they endorse you or your use of the work). Attribute this work: Avanzalis Knowledge Associates ( Noncommercial. You may not use this work for commercial purposes. Share Alike. If you alter, transform, or build upon this work, you may distribute the resulting work only under the same or similar license to this one. Do you want a speech? Comments, suggestions? 33