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2016 - 2. Innovation as a core business process.pot

2016 - 2. Innovation as a core business process.pot

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Theme 2
Innovation as a core
business process
Managing Innovation 2016
Outline
1. Innovation Process: definition and main
stages
2. Organization’ Innovation capability
3. Sustainable innovation process
Innovation Process: definition and main stages
 Innovation process is…
 a series of scientific, technical, technological and
organizational changes that occur in the process of
innovation implementation;
 process of converting ideas into consistent product
passing phases of fundamental, applied research,
design, development, marketing, production and finally
sale;
 the only flow from the idea to innovations production
start and reception of market success.
Innovation Process: definition and main stages
Innovation Process: definition and main stages
Begin with a problem
 Sales could be better,
 products could be better,
 processes could be
more efficient,
 costs could be reduced
Innovation Process: definition and main stages
Convert the problem into a challenge
 "In what ways might we improve product X?"
 "How might we reduce wastage in our manufacturing
process?“
 "Sketch design ideas for product X“
 "Use building blocks to demonstrate ways in which we
might combine processes in manufacturing”
Formulating a good challenge that addresses your problem is critical
to the innovation process. If your challenge does not properly
address the underlying problem, you may get a lot of ideas -- but they
won't solve your problem and therefore are unlikely to become
innovations!
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2016 - 2. Innovation as a core business process.pot

  • 1. Theme 2 Innovation as a core business process Managing Innovation 2016
  • 2. Outline 1. Innovation Process: definition and main stages 2. Organization’ Innovation capability 3. Sustainable innovation process
  • 3. Innovation Process: definition and main stages  Innovation process is…  a series of scientific, technical, technological and organizational changes that occur in the process of innovation implementation;  process of converting ideas into consistent product passing phases of fundamental, applied research, design, development, marketing, production and finally sale;  the only flow from the idea to innovations production start and reception of market success.
  • 5. Innovation Process: definition and main stages Begin with a problem  Sales could be better,  products could be better,  processes could be more efficient,  costs could be reduced
  • 6. Innovation Process: definition and main stages Convert the problem into a challenge  "In what ways might we improve product X?"  "How might we reduce wastage in our manufacturing process?“  "Sketch design ideas for product X“  "Use building blocks to demonstrate ways in which we might combine processes in manufacturing” Formulating a good challenge that addresses your problem is critical to the innovation process. If your challenge does not properly address the underlying problem, you may get a lot of ideas -- but they won't solve your problem and therefore are unlikely to become innovations!
  • 7. Innovation Process: definition and main stages Challenge colleagues to suggest creative solutions Once you have a terrific innovation challenge, you need to communicate it to colleagues -- or others such as business partners, customers or even the public -- so that they can generate ideas. How you communicate depends on the method of idea generation you will use for each instance of the innovation process.
  • 8. Innovation Process: definition and main stages Collaborative idea generation • brainstorming activity, • a team may be assigned to devise and develop ideas • collaborative environment in which people can work together to develop ideas • no criticism, censorship or destruction of ideas
  • 9. Lots of people think that idea generation is the most important element of the innovation process.
  • 10. Innovation Process: definition and main stages Combine and evaluate ideas • combine similar ideas into idea clusters or big ideas • evaluate ideas with an evaluation matrix in which promising ideas are compared to relevant business criteria
  • 11. Innovation Process: definition and main stages Develop ideas • New product prototypes • Process efficiency ideas modeled • Marketing ideas evaluate in consumer surveys
  • 12. Innovation Process: definition and main stages Implement ideas • a series of milestones • launch as projects • minimise negative consequences • reinvest in promising new ideas
  • 14. Innovation as a management process Innovation management: The process of creating and implementing a business design surrounding a creative idea, with the goal of transforming an invention into an innovation, and ultimately to achieving sustained competitive advantage, leading to growth and profit, in the marketplace.
  • 15. Innovation as a management process
  • 18. Organization’ Innovation capability The firms of type A is defining as unaware, basically, they are short of innovation ability. Such as what is they need to change, what, where and how they might improve even about how to get the technology or market. So they might get wrong kinds of innovation. Finally all this ability is cost the fortune of company. Compare with type A, type B recognize what they need to change, but they still unclear how to get the process. This situation may result from the company lack of internal resource and external networks, therefore, they lack skill or experience to get technology and market, also organization has to absorb the external threats. Type C organizations have an unambiguous strategy to innovate. What they need to change, where, when and by whom, all of these questions is already being answered in the innovation strategy. In addition, they have strong capacity to search, acquisition, implementation and improvement of new knowledge; furthermore, they have a highly capable in project management to ensure the project from idea to lunch. Also ―they take a strategic approach to the process of continuous innovation. Nevertheless, they still miss radical innovation. Type D firms operate at the international knowledge frontier and take creative and proactive approach to exploiting technological and market knowledge for competitive advantage and do so via extensive and diverse network. And strong internal resources are coupled with a high degree of absorptive capacity which can enable diversification into other sectors. Consequently, it is easy to bring the innovation strategy into reality also make firm get dominant position in the market such as rewrite the rules of competition. That is why John bessant define this type is creative.
  • 20. Organization’ Innovation capability Strategy First of all, the innovation strategy has to be well designed which is completely complied with the development strategy of the whole corporation? What's more, all the staffs including top management and workman have the clear idea of the context, content and the effects of the innovation strategy. Last but not the least, the whole processes in place is to review new developments of market and technology and what they mean to the strategy. Processes The processes is designed and revised anytime to meet the requirement of continuous innovation. In the same time, the company has the effective mechanisms for managing change from idea through to successful implementation. This mechanism is in place to ensure the involvement of all the departments in developing the new products or processes. The choice of right projects is from the system as well.
  • 21. Organization’ Innovation capability Organization The organization structure is designed to make the context and environment to make new idea happen and innovation launch. People work under this structure emphasis on the communication to help cross-functional work. The climate was made here to encourage innovation since it will be rewarded. Teamwork is needed in the new launched projects. Linkages Innovation happens both through internal and external linkages. People working for innovation are taken the right training to encourage internal linkages with innovation way of doing work. Meanwhile, the firm establishes many external linkages to gain innovation information flow. The connection with universities, institutions, customers and other firms are quite useful to make innovation happen. Learning Learning would happen anytime and anywhere. Through the linkages, firm learns from the suppliers, customers and so on. Also, the innovative company learns from itself. For example, useful experience gives us the right ideas of how to deal with the similar projects. Or, what we lose last time reminds us of the same trap.
  • 22. Sustained innovation bridges the gap between ongoing and disruptive change
  • 23. Sustained innovation bridges the gap between ongoing and disruptive change
  • 24. Money and culture hold back innovation efforts
  • 26. Proper planning and implementation ensure value from innovation tools
  • 27. Key takeaways to make your innovation process sustainable