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Analysis and Findings on Innovation Creation Methodologies
This document summarizes a survey of innovation creation methodologies used in various university programs in Japan. The survey found that most programs focused on design thinking and business modeling and included students from a variety of disciplines. Analysis of the programs identified three clusters: those focused on business development after problem identification; those taking problems through to business models; and some resembling traditional MBA programs. The results provide insight into common approaches and how programs are addressing different phases of the innovation process.
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Analysis and Findings on Innovation Creation Methodologies
- 1. ANALYSIS AND FINDINGSON INNOVATION CREATION METHODOLOGIES YURIKO SAWATANI, TAKANORI KASHINO AND MARIE GOTO
- 2. AGENDA ▸ Introduction ▸ DesignThinking and related researches ▸ Business Model related researches ▸ Methods ▸ Results and Findings
- 3. INTRODUCTION ENHANCING DEVELOPMENT OFGLOBAL ENTREPRENEUR (EDGE) PROGRAM ▸ Japanese version of NSF I-Corps project. ▸ I-Corps prepares scientists and engineers to extend their focus beyond the laboratory, and broadens the impacts. ref: http://www.nsf.gov/news/special_reports/i-corps/ http://edgeprogram.jp/?locale=en
- 4. INTRODUCTION EDGE PROGRAM OVERVIEW ▸Educate students (undergraduates, masters and doctors) and researchers to be innovators ▸ 13 universities are selected ▸ The University of Tokyo, Tokyo Institute of Technology, Kyoto University, Wasoeda University, etc… ▸ 3 years program ▸ Survey the current activities at EDGE programs
- 5. INTRODUCTION SURVEY AREAS ▸ InnovationActivities PROBLEM-FINDING BUSINESS MODEL BUSINESS PLANPROBLEM-SOLVING DESIGN THINKING BUSINESS MODEL
- 6. DESIGN THINKING ANDRELATED RESEARCHES DESIGN RESEARCH ▸ Designerly thinking (1960-) ▸ Design Thinking is simplified version ▸ Design definition: ▸ changing existing situations into preferred ones (Simon, 1996) ▸ the relation between creation and reflection (Schön, 1983) ▸ design process is a way of thinking to work on “wicked problem” (Buchanan, 1992)
- 7. DESIGN THINKING ANDRELATED RESEARCHES TARGETS OF DESIGN PROCESS 1. symbolic and visual communication 2. material objects 3. activities and organized services 4. complex systems 5. environments for living, working, playing and learning
- 8. DESIGN THINKING ANDRELATED RESEARCHES DESIGN THINKING ▸ Design Thinking “a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity” (Brown, 2009) ▸ IDEO: Innovation = intersection of Human, Technology and Business
- 9. DESIGN THINKING ANDRELATED RESEARCHES AIMS OF DESIGN THINKING 1. a methodology to make innovation with human-centered design (Brown, 2008) 2. Management skill or theory to solve organizational problems（Dunne and Martin, 2006; Boland and Collopy, 2004） 3. a learning process for effective knowledge creation (Beckman and Barry, 2007)
- 10. DESIGN THINKING ANDRELATED RESEARCHES HUMAN-CENTERED DESIGN AND PROCESS OF DESIGN THINKING ▸ Models in process of Design Thinking based on categorizes of Norman (2013) Institutes Problem-finding Problem-solving Observation Ideation Prototyping Test Illinois Institute of Technology (Kumar, 2012) Research Analysis Synthesis Realization Stanford, d.school (d.school n.d.) Empathize Define Ideate Prototype Test Singapore government (Design Singapore Council, n.d.) Understand Explore Test British government (Design Council, 2005) Discover Define Develop Deliver
- 11. BUSINESS MODEL RELATEDRESEARCHES BUSINESS MODEL CANVAS (OSTERWALDER, 2004)
- 12. BUSINESS MODEL RELATEDRESEARCHES SERVICE SCIENCE RESEARCHES ▸ A service system is a dynamic configuration of elements, such as people, organizations, information and technologies (Spohrer & Maglio 2010) Ecology Elements Interaction Value proposition based interactions Stakeholders Metrics Resources Access rights Governance mechanism based interactions Outcomes Win-Win Win-Lose Lose-Win Lose-Lose People Organization Information Technology
- 13. BUSINESS MODEL RELATEDRESEARCHES MANAGEMENT RESEARCHES ▸ Business model: “depicts the design of transaction content, structure, and governance so as to create value through the exploitation of business opportunities” (Amit & Zott, 2001) ▸ Shift from company based studies to business model based analysis
- 14. WASOEDA-EDGE FUTURE CREATIONBY DESIGN THINKING FORESIGHT FRAMEWORKTM + SERVICE DESIGN PERSPECTIVE OPPORTUNITY SOLUTION TEAM VISION X X X Context Map Generational Arcs Janus Cones White Spots Buddy Checks Vision Statement VIOCE Stars DARPA Hard Test Crowd Clovers Future User Future telling Change Paths Paper Mockups Progression Curves © 2012 William Cockayne & Tamara Carleton SERVICE SYSTEM MODELING Pathfinders BUSINESS MODEL CANVASHIGH-LEVEL BUSINESS CASE
- 15. CASE CASE STUDY:DIGITAL ME RETAIL BANK present Intermediate steps future HIGH-LEVEL BUSINESS CASE Aggregation service Personal aggregation Client application type aggregation Utilize WEB2.0 -Provide standard components for banking -Configure components and create by customers Certificate digitization ▪Standardization of certificate ▪Growth of enterprises with certificate ▪Web2.0 aggregation components standardization Japan/global cases exist, however, they hold the growth Shop receipt digitization ▪Receipt standardization ▪Growth of digitized receipt member’s stores Server type Client type Digital Me Financial service Content digitization ▪Access to digitized contents ▪Link between receipts and contents ▪Security ▪Single-sign on Server type aggregation Digital Me Content service ▪Service platform Retail financial consultation ▪Service platform ▪Service platform Provider type
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- 18. WASOEDA-EDGE FUTURE CREATIONBY DESIGN THINKING
- 19. WASEDA-EDGE FUTURE CREATIONBY DESIGN THINKING
- 21. METHODS INNOVATION CREATION METHODOLOGIESSURVEY period: 8/1 - 12/31/2015 questionnaires: ▸ The purpose of programs and details ▸ The cover area of innovation phases (problem-finding, problem-solving, business model, business plan) ▸ The maturity level of methodologies in each processes ▸ The name of methods; both existing and original methods
- 22. RESULTS & FINDINGS METHODS ▸27 programs from 23 organizations ▸ more than 50 methods
- 23. RESULTS & FINDINGS PROGRAMPHASE, MATURITY LEVEL AND PARTICIPANTS 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Par0cipants discipline All Arts and sciences Eng., Agl, and modical Science and Eng. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Characteris6cs of programs Design thinking Business model Business model/plan Problem-finding 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Maturity level of each phase All Business model/plan Problem-finding/solving
- 24. RESULTS & FINDINGS CLUSTERANALYSIS OF PROGRAM PHASE
- 25. RESULTS & FINDINGS CLUSTERANALYSIS OF PROGRAM ATTENDEE
- 26. RESULTS & FINDINGS SUMMARYOF SURVEY RESULTS Business development for identified problems From Problem-finding to business model development Participants (Sciences only) Participants (Arts and Sciences) 9 5 12 Universities・Organizations Traditional MBA education
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