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IIME review CP

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IIME review CP

  1. 1. WelcomeInnovation Workshop January 17, 2011 Berlin, Germany
  2. 2. Today´s Agenda9:00 Check-in, registration, badges, coffee - networking time9:30 Welcome, introduction9:45 Module 1: Your Inner Innovator (NMEA - Ireland)11:15 BREAK11:30 Module 2: Types of Innovation (PUB - Romania)13:00 LUNCH (on the Piazza)14:00 Module 3: - Innovation Process Design (IFF - Germany)15:30 BREAK16:00 Module 4: Planning Your Success (MSC - France)17:30 Initial feedback, close
  3. 3. Another view of our trip...
  4. 4. The story of IIME ... Unblocking Innovation
  5. 5. Target SMEs• Less than 5 years in business• Employing less than 10 people• Manufacturing or tradeable service• Desire to Change
  6. 6. Who´s here?
  7. 7. Innovation In Micro-Enterprises (IIME) One Day Training Programme Berlin 17th January 2011 EU Leonardo Programme
  8. 8. Innovation In Micro-EnterprisesUnit 1 – Your Inner Innovator (“A Tour of YOU”)
  9. 9. Innovation In Micro-Enterprises Session 1 –A Tour of YOU• Objective 1 – identify the key influences in bringing you to where you are now• Objective 2 – what is your experience of change?• Objective 3 – what is your experience of change in your business?
  10. 10. “A Tour of YOU”• Exercise 1 (Icebreaker) - What Made You “You”? – Introduction (5 minutes) – Self-reflection (10 minutes) – Pair off – Presentation to your neighbour (10 minutes – 5 each) – Modelled on speed dating
  11. 11. What made you “you”?
  12. 12. What made you “you”?• Self-mapping exercise – “you” as a rose. Petals and thorns. Influences for good or for bad. What influenced you (eg: the talents of the people around you) Why?• What made you what you are today?• Pair off : talk to each other, 5 minutes each about your reflections.• Mediated by an elevator bell
  13. 13. What made you “you”?• “Thorns” are thepainful, challengingEvents/influences –choose at least two• “Petals” are the positive,encouraging events/influences- Choose at least two• Aim for 5 influences in total
  14. 14. What made you “you”?• Pair off : talk to each other, 5 minutes each, about your reflections.• Mediated by an “elevator bell” – sets a time limit (as per time in an elevator with someone you want to talk to before the doors open) - encourages concise presentation and allows the facilitator to move things along without being rude.
  15. 15. What made you “you”?Represent your story as aseries of “petals” (positiveinfluences) and “thorns”(challenges).....
  16. 16. Your Inner Innovator (“Getting To Go”)
  17. 17. “Getting To Go”• Present your business story – the origins of the business, what motivated you, what was the stimulus, what steps you took from idea to start-up – go back to your mindset when you started out• Describe the steps taken in 5 images or words – 15 minutes• Then pair off. Each of you has 5 minutes to present your story to your partner 10 minutes in total• You should listen to your partner and note what struck you.• Each of you will then report back on your impressions of your partner (2 minutes per person - 20 minutes in total) Elevator bell
  18. 18. Joe’s story.......
  19. 19. In one adjective Conor said:Joe = Flexibility
  20. 20. Getting To Go......• Step one: You - Your decision to start-up - what steps did you take?• Step two: Your partner - Identify what was interesting, remarkable and surprising? What was risky?• What adjective best describes this person? What have you learnt from this person?
  21. 21. Feedback by Facilitator (Jose)...• Key words• Overall impression of what were innovative traits
  22. 22. Types of Innovation
  23. 23. Around the wheel of innovation Module 2 – Types of innovation IIME Leonardo January 17th 2011 Berlin
  24. 24. Content Meaning of innovation Think innovative –exercise Types of Definitions Examples Applicationsinnovation Principles for creating innovative team
  25. 25. Meaning of innovation ...
  26. 26. Meaning of innovation Great … idea … Money New Innovation …
  27. 27. Meaning of innovation Process Organizational innovation innovation Product Strategy innovation innovation Business Marketing innovation Technology innovation innovation
  28. 28. Think innovative! Process innovation Strategy Product innovation innovation Business innovation Organizational Technology innovation innovation Marketing innovationMarketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  29. 29. Think innovative – exercise Youre in a high street coffee shop. Imagine this scene through the eyes of a technologist from 100 years ago. 100 years old coffee shop
  30. 30. Think innovative – exercise Actual coffee shop Actual coffee shop
  31. 31. Business innovationBusiness innovation involves a wide spectrum of originalconcepts, including development of: new ways of doing business, new business models, business application of technology and communications, new management techniques, environmental efficiency, new forms of stakeholder participation, telecommunication, transport and finance.Marketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  32. 32. Business innovation In some cases the innovation rests not in the technology or product or service, but in the business model itself.Marketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  33. 33. Organizational innovation• “An organisational innovation is the implementation of a new organisational method in the firm’s business practices, workplace organisation or external relations.” “ The implementation of a new organisational method in the firm’s business practices.” “… The implementation of a new organisational method in the firm’s… workplace organisation” “… The implementation of a new organisational method in the firm’s… external relations” Marketing Product Process Organizational Strategy Technology Business innovation innovation innovation innovation innovation innovation Innovation
  34. 34. Strategy innovation• Strategy innovation is about challenging existing industry methods of creating customer value in order to meet newly emerging customer needs, add additional value and create new markets and new customer groups for the sponsoring company. Marketing Product Process Organizational Strategy Technology Business innovation innovation innovation innovation innovation innovation Innovation
  35. 35. Strategy innovation • Why strategy innovation? You should respond by adopting a new approach to strategy, one that combines: …  speed,  openness,  flexibility,  forward-focused thinking.Marketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  36. 36. Strategy innovationExamples• In China, some doctors are paid monthly when their patients are healthy. If you are sick, it‘s their fault, so you don‘t have to pay that month. It‘s their goal to get you healthy and keep you healthy so they can get paid.Marketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  37. 37. Marketing innovation http://www.feelings.ro/multimedia/cafe• “A marketing innovation is the implementation of a new marketing method involving significant changes in product design or packaging, product placement, product promotion or pricing.” OECD – The OSLO ManualMarketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  38. 38. Marketing innovation • What do you think about this ? 1 • What do you think about the profit of this idea? 2 • In your opinion is it simple to implement this? 3 Toilet paper exampleMarketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  39. 39. Product innovation http://www.davison.com/creators/category/product-innovation/• A product innovation is the introduction of a good or a service that is new or significantly improved with respect to its characteristics or intended uses. Marketing Product Process Organizational Strategy Technology Business innovation innovation innovation innovation innovation innovation Innovation
  40. 40. Product innovation – examples New products Improved products New services Improved servicesMarketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  41. 41. Product innovationExercise: Propose some idea to improve this product :Marketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  42. 42. Product innovationExercise: • What do you think about this ? 1 • What do you think about the profit of 2 this idea? • In your opinion is it simple to implement 3 this? • What else could be improved to this? 4 • What disadvantage (s) would be? 5Marketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  43. 43. Process innovation• “A process innovation is the implementation of a new or significantly improved production or delivery method. This includes significant changes in techniques, equipment and/or software”. Marketing Product Process Organizational Strategy Technology Business innovation innovation innovation innovation innovation innovation Innovation
  44. 44. Technology innovation• Technological innovation: implemented technologically new products and processes and significant technological improvements in products and processes. Technological innovations Implosive technology Technology innovation Product technological innovationThe product or process should be new from the Explosive technologypoint of view of the firm that introduced it.Marketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  45. 45. Technology innovation technologically new products Product technological innovation technologically improved productsMarketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  46. 46. Process or technology innovation DiscussionMarketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  47. 47. Ten Principles for creating the highest performance teams and team innovation.• Establish the reasons and objectives of forming a team.• Recruit the best team players.• Establish clear, participatory, effective and elevating team goals and plans.• Articulate and communicate team task functions and relationship functions.• Develop healthy and productive group and meeting norms.Marketinginnovation Product innovation Process innovation Organizational innovation Strategy innovation Technology innovation Business Innovation
  48. 48. Ten Principles for creating the highest performance teams and team innovation.• Manage team behaviours and conflicts.• Cultivate and unleash Group Creativity and Innovation.• Update and manoeuvre team communication.• Create a Team Assessment Inventory.• Create an environment wherein the team members enjoy their work.Marketing Product Process Organizational Strategy Technology Businessinnovation innovation innovation innovation innovation innovation Innovation
  49. 49. • Thank you! –Think new! • Be innovative! • Discussion
  50. 50. Innovation Process Design
  51. 51. LEONARDO IIME PARTNERSHIP MEETING, BERLIN “INNO-PRISE: TAKE THE PATH TO SUCCESSFUL INNOVATION” 17.01. – 18.01.2011The fraunhofer iff approach to innovation process design Jacqueline Görke, Jörg von Garrel
  52. 52. Innovation Process Concept Innovation Process Concept1 2 3 4 Implemen- Develop Vision Validate Redesign Define tation and Current Innovation Implementation Framework Situation Process Steps (phases are overlapping)• Preparation and • Process map • Process redesign • Define pilot • Pilot visioning • Process metrics • Framework project project implementations• High level target • Issue analysis management • Prerequisites • Shaping out details setting • Benefits from • Framework for • Implementation • Monitoring• Framework to cross-usage platform / planning Process House • Roadmap status modularity • Treatment of• Benchmarks quo “old products”
  53. 53. Proposed approach – Phase 1In the first phase the team develops the overall vision and framework1 2 3 4 Develop Vision Validate Redesign Define and Current Innovation Implementation Framework Situation Process Steps  Given project framework  Communication structure is defined and functional  High level targets are agreed  High level vision for each work process is defined  Work processes are identified
  54. 54. Proposed approach – Phase 2In the second phase the team validates the current innovation process1 2 3 4 Develop Vision Validate Redesign Define and Current Innovation Implementation Framework Situation Process Steps  Input/Output and major tasks of each work process are identified  For work process Develop Product current process is mapped (milestone concept incl.)  Current metrics are evaluated for all work processes  Issue Analysis is finished
  55. 55. Proposed approach – Phase 3In the third phase team develops the future concept for innovation1 2 3 4 Develop Vision Validate Redesign Define and Current Innovation Implementation Framework Situation Process Steps  Clear strategy for the future innovation process is defined  Framework for platform/modularity  Each work process is defined in detail:  Input/Output relations in and  Process map / gate concept between sub processes  tasks, responsibilities, decision competence  Performance metrics, basic rules  Project and quality management
  56. 56. Proposed approach – Phase 4In the first phase team develops the overall vision and framework1 2 3 4 Develop Vision Validate Redesign Define and Current Innovation Implementation Framework Situation Process Steps  Pilot projects are defined  Necessary prerequisites are defined  Implementation is defined  Subprojects  Project Teams / Resources  Time Schedule / Milestones
  57. 57. LEONARDO IIME PARTNERSHIP MEETING, BERLIN“INNO-PRISE: TAKE THE PATH TO SUCCESSFUL INNOVATION” 17.01. – 18.01.2011Structuring your innovation Jacqueline Görke, Jörg von Garrel
  58. 58. • It‘s not about• THE Innovation Process™
  59. 59. • It‘s about• Understanding, imagination and action. • …because
  60. 60. • „It is not always true, that it‘s getting better, when things change.• But if it should get better, something has to change.“ • • Georg Christoph Lichtenberg (1742-1799)
  61. 61. Innovation theory
  62. 62. …provides a lot of different theories about „standardized innovation processes“ … Rahmenbedingungen des Innovationsmanagements Rahmenbedingungen des Innovationsmanagements
  63. 63. Innovation practice
  64. 64. …shows that… – …there‘s no one size fits all approach. – …innovations cannot be designed divorced from reality. – …successful innovations need creative and analytical skills. – …innovation processes should be kept simple.
  65. 65. Practical example - BASF– Do it as simple as possible, but make sure that actions are taken.– Implement clear roles and responsibilities.– Rather give guidelines than rules, because one size doensn‘t fit all.– Focussed project work, creativity, efficiency and culture are core elements of innovation processes. Quelle: http://www.refa-chemie.de/media/56.pdf
  66. 66. Practical example - SIEMENS– Innovations follow the customers and thus the market.– Research is a neccessary, but not the only requirement for innovation. Successfull innovation needs implementation on the market.– (Innovation) networks are the catalysts for innovation.– Economical value results from successfull innovation. Quelle: http://www.siemens.com/innovation/pool/de/2009/innovation_at_siemens _27_04_2009_d.pdf
  67. 67. Practical example - Google idea– Defining a foundation that sets innovation s objectives and mobilizes your efforts. climat strategy e– Developing a stream of original ideas tied proces climat to real business objectives. s e– Creating a streamlined and flexible proces ideas s approach to shepherd innovative ideas to strategy strategy market.– Building a thriving work environment that idea s process a drives innovation across your organization. proces climat e s strategy climate idea s Quelle: http://www.docstoc.com/docs/26763113/Innovation-Case-Study-Google
  68. 68. Practical example - GoogleFive ways of achieving innovation:– Open office hours Smart people– Free thinking time +– The ideas list creative– Big brainstorms environment– Acquire good ideas + outlet for ideas = innovation Quelle: http://www.google.de/intl/de/corporate/tenthings.html
  69. 69. Big enterprises say, successful innovation needs:– intensive collaborations with customers and research institutions,– taking technological AND economical aspects into account,– inclusion of technology trends and innovations from all markets,– development of new markets beside the core business,– close networking of firms and researchers along the value added chain,– use of external sources,
  70. 70. Big enterprises say, components of innovation are:– CREATIVITY • discovering a new idea– STRATEGY • determining the usefullness of an idea– IMPLEMENTATION • putting the new idea into action– PROFITABILITY • maximizing the added value from the implementation of the new idea
  71. 71. Small and medium-sized enterprisessay, successful innovation is hindered by: – Innovativeness, – innovation strategy, – innovation techniques, – corporate management, – controlling, – quality management, – knowledge on demands and markets, – marketing, – project management. Quelle: http://alchemi.co.uk/images/InnovationCartoon-dontlink.jpg
  72. 72. Small and medium-sized enterprises say, successful innovation is missing: CREATIVITY  discovering a new idea STRATEGY  determining the usefullness of an idea IMPLEMENTATION  putting the new idea into action PROFITABILITY  maximizing the added value from the implementation of the new idea
  73. 73. In a nutshell:– Innovation management can‘t be standardized and has to be carried out individually.– Innovation can take place at all stages of the planning process.– Innovation can be applied to the daily activities of all departments.– Innovation can be applied everywhere in the organization - to existing products, services, programs, or processes.– Innovation involves strategic skills to develop ideas to bring added value to the organization and to win acceptance for implementing new ideas.
  74. 74. Finding your innovation process
  75. 75. What drives innovativeness?– Management: • pushes innovation by setting goals, • applies a proper strategie, • helps overcoming internal and external barrieres, • allocates financial ressources– Innovation goal: • defines the type of innovation the organization currently wants, • balance of creativity and order, to reach effective and efficient results
  76. 76. What drives innovativeness?– Innovations climate: • defines active roles of the employees involved, • balances radical ideas with traditions, • nourishes ideas and initiatives, • reflects the emloyee‘s identification with the innovation goal of the company– Innovation marketing: • early implementation of external ideas, • orientation on trends of the market and on customers needs
  77. 77. Structuring your innovation
  78. 78. Workshop programTime Objective Content Aids Who20 – 30 min. Exchange of Discussing questions, e.g.: bulletin board, Group work: experience What positive/negative experiences did metaplan paper, Two groups, working you have when implementing your pushpins, parallel on both topics . innovations/innovation process? carts, markers What could have been done to improve flip chart the project?2 x 10 min. Presentation and Presentation of results: Negative and 1 bulletin board, metaplan All participants discussion of the positive experiences, potential options, paper, pushpins, carts, results deficits markers 1 flip chart
  79. 79. Group work: Exchange of experiencesSplit the workshop group in 2. Discuss in your group the questionslisted on the bulletin board. You will have 20 - 30 minutes.• Example questions:–What (positive/negative) experiences did you have whenimplementing your innovations/innovation process?–What works/worked well? What could be established as a standard?–Where are/were deficits? What could have been better? What wasnot conducive?–What could have been done to improve the project?–How could the successes be transferred to the next project or otherfuture projects?
  80. 80. Group 1 & 2: Presentation and discussion of results• Steps1. One member of group 1 and one member of group 2 presents the respective group’s results.2. Discussion of the results, focusing of differences.3. Brief presentation of example of good practice.Each group will have 10 minutes.
  81. 81. Thank you for listening.
  82. 82. Planning Your Success
  83. 83. Innovation In Micro-Enterprises Session 4: Planning Your Success How to get there from here...
  84. 84. The Secret of LIFE ... and Innovation!
  85. 85. Like life, innovating is a journey YOUR Action Plan Structuring the Innovation Process Around the Wheel of Innovation The tour of YOU
  86. 86. WHERE are you going?
  87. 87. HOW to get there?• Individual Action Plans – Individual • YOU ... Personal, unique, tailored – Action • What will be DONE ... with the goal in mind – Plan • What, When, Who ... Success criteria?
  88. 88. You have done this before...... or you‘d be out of business!
  89. 89. Our approach...Some TEMPLATES and TOOLS+ a MODEL+ your INPUT= YOUR PLAN FOR SUCCESSFUL INNOVATION
  90. 90. Let‘s go to the tool...... and you‘ll get the hang of it.
  91. 91. CmapToolsCreating Concepts and Propositions
  92. 92. A model of action planning
  93. 93. Think back over the differentinnovation types Process innovatio n Strategy Product innovatio innovatio n n Business innovatio n Technolo Organizatio gy nal innovation innovatio n Marketing innovatio n
  94. 94. Choose your top innovation type
  95. 95. ... rank the remaining 5 types
  96. 96. Individually think through... WHEN? WHY? HOW?WHO? WHAT?WHERE?
  97. 97. Write down your thoughts...
  98. 98. ... share with a partner. (And us)
  99. 99. Jump the GAP!
  100. 100. An innovative way to remember...
  101. 101. To Do Lists: iime.tadalist.com
  102. 102. Getting Ready To Plan Actions1. Choose, in your opinion, the best innovation type to pursue for your enterprise2. Rank the remaining 5 innovation types – 10 minutes3. Individually write down the “why, when, who, how, where and what” related to your #1 innovation type4. Then pair off. 1. Each of you has 5 minutes to present your story to your partner (10 minutes in total) 2. You should listen to your partner and note what struck you5. Each of you will then report back on your impressions of your partner (2 minutes per person - 20 minutes in total)6. Start thinking through the actions that will be necessary to progress. Write them down.
  103. 103. This is your future ...invest time in your future.
  104. 104. Thank you and…… we wish you great successwith your innovations!
  105. 105. Most action plans consist of the following elements• a statement of what must be achieved (the outputs or result areas)• a spelling out of the steps that have to be followed to reach this objective• some kind of time schedule for when each step must take place and how long it is likely to take (when)• a clarification of who will be responsible for making sure that each step is successfully completed (who)• a clarification of the inputs/resources that are needed.
  106. 106. Action Planning Process1. Clarify the result areas on which you will be working2. List steps necessary to achieve each result area3. Sequence the steps in a logical order4. Assign responsibility for each activity5. Summarize the outputs6. Summarize the resources needed7. Summarize the likely costs8. Put it all together in a workplan schedule
  107. 107. RESULTS ... Looking ahead!

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