Slajdovi koji prate predavanje predmeta http://tehnoloskopoduzetnistvo.

1. Inovacijske
strategije
+
Poslovna
Priča
i
Plan
Temeljeno na knjizi
Tehnološko Poduzetništvo
+
Bonus
Slides
MSc Sergej Lugović MBA
http://studiraj.tvz.hr/
http://www.tehnoloskopoduzetnistvo.com/

2. “the
greatest
innova9on
risk
a
company
can
take
is
to
decide
not
to
create
new
businesses
that
decouple
the
company’s
future
from
that
of
its
current
business
units.”
Christensen,
C.
M.,
Bartman,
T.,
van
Bever,
D.,: The
Hard
Truth
About
Business
Model
Innova;on.
h<p://sloanreview.mit.edu/ar;cle/the-­‐hard-­‐truth-­‐about-­‐business-­‐model-­‐innova;on/

15. • All
defini;ons
of
innova9on
include
the
development
and
implementa9on
of
something
new
(de
Jong
&
Vermeulen,
2003).
• An
ongoing
debate
in
the
literature
is
the
ques9on
of
the
degree
of
novelty
and
how
"novel:
should
be
understood.
• The
concepts
of
radical
(or
discon9nuous)
innova9on
and
incremental
innova9on
can
be
seen
as
represen9ng
opposite
ends
of
a
novelty
spectrum
(de
Brentani,
2001).
• Radical
change
was
defined
by
Tushman
and
Romanelli
(1985)
as
"processes
of
reorienta9on
wherein
paHerns
of
consistency
are
fundamentally
reordered.”
• Although
there
are
other
defini;ons
of
the
concept,
the
common
feature
is
the
effect
of
the
change
on
the
resources
or
technology
in
the
organiza9on.
• Incremental
innova9on,
represen;ng
the
other
end
of
the
spectrum,
is
characterized
as
a
change
that
implies
small
adap9ons
to
the
status
quo
(Tushman
&
Romanelli,
1985),
and
it
is
oUen
described
as
a
step-­‐by-­‐step
process.
Engen,
M.,
&
Holen,
I.
E.
(2014).
Radical
versus
incremental
innova;on:
the
importance
of
key
competences
in
service
firms.
Technology
Innova;on
Management
Review,
4(4),
15. h<p://;mreview.ca/ar;cle/781

16. Faktori
koji
utječu
na
poduzetnika
da
iskoris9
inovaciju,
p
127
• Poslovni
interesi,
sposobnos9
i
iskustvo
poduzetničkog
9ma
• Karakteris9ke
industrije
u
kojoj
će
se
inovacija
iskoris99
• Karakteris9ke
inovacije:
– a)
Važnost
izuma:
ekonomska
vrijednost
i
potencijal
isplate
– b)
Radikalnost
izuma:
razlika
izuma
od
svojih
prethodnika
– c)
Opseg
patentne
zaš9te
intelektualnog
vlasništva

17. Slika
5.1
:
Očekivana
prednost
pokretača
i
koncept
prozora
mogućnos;,
p
121

18. Slika
5.2
Ciklus
„osjećaja
hitnos;”
koji
nova
poduzeća
mogu
doživje;,
p
122

19. Slika
5.3
-­‐Ciklus
inovacije
i
konkurentnos;
za
tržišni
udio,
p
126

20. Slika
5.4
-­‐Proces
formiranja
novog
poslovanja
za
izum,
p
128

21. Slika
5.5
-­‐
Očekivana
putanja
„disrup;ve”
izuma
,
p
129

23. h<p://blog.openinnova;on.net/2010/08/defini;ve-­‐open-­‐innova;on-­‐primer.html

24. h<p://blog.openinnova;on.net/2010/08/defini;ve-­‐open-­‐innova;on-­‐primer.html

25. h<p://blog.openinnova;on.net/2010/08/defini;ve-­‐open-­‐innova;on-­‐primer.html

26. Elemen9
strategije
atrak9vne
inovacije,
p130
•
Dobro
definirani
klijen;
•
Ključna
korist
za
korisnika
koja
je
izražena
u
novcu
•
Kratak
period
do
ekonomske
ispla;vos;
i
pozi;vnog
novčanog
toka
•
Visok
omjer
korist-­‐cijena
za
kupca
• Vlasnička
prednost
koja
se
može
održava;
i
brani;
• Glavne
kompetencije
potrebne
za
trenutno
iskorištavanje
nove
tehnologije
ili
dostupne
za
novi
pothvat
• Pristup
potrebnim
resursima

27. Slika
5.6
Če;ri
koraka
za
pos;zanje
povoljne
tehnološke
inovacije
, p 131

28. Engen,
M.,
&
Holen,
I.
E.
(2014).
Radical
versus
incremental
innova;on:
the
importance
of
key
competences
in
service
firms.
Technology
Innova;on
Management
Review,
4(4),
15.
h<p://;mreview.ca/ar;cle/781

29. h<ps://epthinktank.eu/2016/02/04/understanding-­‐innova;on/

30. h<ps://epthinktank.eu/2016/02/04/understanding-­‐innova;on/

31. Lindberg,
M.,
Lindgren,
M.,
&
Packendorff,
J.
(2014).
Quadruple
Helix
as
a
way
to
bridge
the
gender
gap
in
entrepreneurship:
the
case
of
an
innova;on
system
project
in
the
Bal;c
Sea
region.
Journal
of
the
Knowledge
Economy,
5(1),
94-­‐113.

32. hHp://blog.planview.com/innova9on-­‐por^olio-­‐building-­‐takeaways/

33. Nagji,
B.,
&
Tuff,
G.
(2012).
Managing
your
innova;on
pormolio.
Harvard
Business
Review,
90(5),
66-­‐74.
h<p://c.ymcdn.com/sites/
www.newonline.org/resource/
resmgr/forum2015/
HBR_Shingles.pdf

35. Proces
od
pet
koraka
za
uspostavljanje
novog
pothvata,
p
138
1. Iden;ficira;
i
provjeri;
mogućnos;.
Stvori;
viziju
i
koncept,
i
izgradi;
početni
temeljni
poduzetnički
;m.
Opišite
početne
ideje
o
prijedlogu
vrijednos;
i
poslovnom
modelu
2. Poboljšajte
koncept,
odredi;
izvedivost
te
pripremite
izjavu
misije.
Istražite
poslovnu
ideju
i
pripremite
niz
scenarija.
Stvorite
priču
i
obris
poslovnog
plana
sa
sažetkom.
3. Pripremite
kompletan
poslovni
plan
sa
financijskim
planom
i
pravnu
organizaciju
pogodnu
za
pothvat
4. Odredite
iznos
potrebnih
financijskih,
fizičkih
i
ljudskih
resursa.
Pripremite
financijski
model
za
posloanje
i
odredite
potrebne
resurse.
Pripremite
plan
za
dobivanje
;h
resursa.
5. Osigurajte
potrebne
resurse
i
sposobnos;
od
inves;tora
kao
i
nove
talente
i
saveze

36. Slika
6.1
Kreiranje
novog
pothvata
,
p
139

37. Elemen9
sažetka,
p
139
• Poslovni
koncept
uključujući
njegov
problem
i
njegovo
rješenje
• Tržište,
klijent
i
analiza
industrije
• Marke;ng
i
strategija
prodaje
• Organizacija
sa
ključnim
vodstvom
i
partnerima
• Financije
uključujući
3+
godine
sažete
projekcije

38. Tri
faze
priče, p 141
• Postavite
pozornicu:
Suvislo
i
jasno
odredite
trenutnu
situaciju,
trenutne
igrače
i
mogućnos;.
Život
je
u
delikatnoj
ravnoteži
i
slušatelj
brine
o
situaciji.
• Uvedite
drama9čan
sukob:
Potaknu;
incident
ili
potreba
baca
život
izvan
ravnoteže.
Opišite
izazove
i
mogućnos;
kao
i
potrebu
za
koherentnim
planom
za
nastavk
prema
uspjehu
i
novoj
ravnoteži
• Dođite
do
rješenja:
Prikažite
koherenetni
plan
koji
opisuje
kako
novi
pothvat
može
prevlada;
prepreke
i
uspje;
slijedeći
plan

40. h<p://www.khoslaventures.com/the-­‐unbreakable-­‐laws-­‐of-­‐storytelling

41. Telling
Tales, Steve
Denning
hps://hbr.org/2004/05/telling-­‐tales

42. 7
Storytelling
Reasons
Why
Innova9on
Fails
1.
Your
company
has
no
common
story
(or
worse,
compe;ng
stories)
2.
You
frame
change
with
a
judgment
on
the
past
3.
People
can’t
find
themselves
in
your
story
4.
Your
self-­‐valida;on
overshadows
your
authen;city
5.
You
underes;mate
culture,
iden;ty,
emo;ons
6.
Your
big
promises
aren’t
made
for
real
7.
Your
story
is
lost
in
transla;on
hps://www.getstoried.com/ar;cles/7-­‐storytelling-­‐reasons-­‐why-­‐innova;on-­‐fails/

43. Elemen9
poslovnog
plana,
p
143

44. Deset
čes9h
pogrešaka
u
poslovnom
planu,
p
144

45. SLIKA
6.3
Poslovni
plan
služi
kao
alat
za
poravnanje
za
novi
poslovni
pothvat
,
p
146

46. Implica9ons
For
Business
Model
Innova9on
• Determine
how
consistent
the
opportunity
is
with
the
priori;es
of
the
exis;ng
business
model.
• To
achieve
successful
business
model
innova;on,
focus
on
crea;ng
new
business
models,
rather
than
changing
exis;ng
ones.
Christensen,
C.
M.,
Bartman,
T.,
van
Bever,
D.,: The
Hard
Truth
About
Business
Model
Innova;on.
hp://sloanreview.mit.edu/ar;cle/the-­‐hard-­‐truth-­‐about-­‐business-­‐model-­‐innova;on/

47. Building
a
Business
Crea;on
Engine
• Spot
future
growth
gaps
by
understanding
where
each
of
your
business
units
is
on
the
journey.
• Run
with
poten9al
disruptors
of
your
business.
• Start
new
businesses
by
exploring
the
job
to
be
done.
• Resist
the
urge
to
force
new
businesses
to
find
homes
in
exis;ng
units.
• Use
MA
to
create
internal
business
model
disrup;on
and
renewal.
Christensen,
C.
M.,
Bartman,
T.,
van
Bever,
D.,: The
Hard
Truth
About
Business
Model
Innova;on.
hp://sloanreview.mit.edu/ar;cle/the-­‐hard-­‐truth-­‐about-­‐business-­‐model-­‐innova;on/

48. The
Elements
of
a
Business
Model
A
business
model
is
made
up
of
four
elements:
(1)
a
value
proposi7on
for
customers;
(2)
resources,
such
as
people,
money,
and
technology;
(3)
the
processes
that
the
organiza7on
uses
to
convert
inputs
to
finished
products
or
services;
and
(4)
the
profit
formula
that
dictates
the
margins,
asset
velocity,
and
scale
required
to
achieve
an
aDrac7ve
return.
Interdependencies,
represented
here
by
bidirec7onal
arrows,
describe
the
integra7on
required
between
individual
elements
of
the
business
model.
They
require
that
every
component
of
the
model
be
congruent
with
every
other
component.
Christensen,
C.
M.,
Bartman,
T.,
van
Bever,
D.,: The
Hard
Truth
About
Business
Model
Innova;on.
hp://sloanreview.mit.edu/ar;cle/the-­‐
hard-­‐truth-­‐about-­‐business-­‐model-­‐
innova;on/

49. Christensen,
C.
M.,
Bartman,
T.,
van
Bever,
D.,: The
Hard
Truth
About
Business
Model
Innova;on.
hp://sloanreview.mit.edu/ar;cle/the-­‐hard-­‐truth-­‐about-­‐business-­‐model-­‐innova;on/