Chapter 1 - The Importance of Technological InnovationWahyu Yudistira
In many industries technological innovation is now the most important driver of competitive success. Firms in a wide range of industries rely on products developed within the past five years for almost one-third (or more) of their sales and profits. For example, at Johnson & Johnson, products developed within the last five years account for over 30 percent of sales, and sales from products developed within the past five years at 3M have hit as high as 45 percent in recent years.
Chapter 1 - The Importance of Technological InnovationWahyu Yudistira
In many industries technological innovation is now the most important driver of competitive success. Firms in a wide range of industries rely on products developed within the past five years for almost one-third (or more) of their sales and profits. For example, at Johnson & Johnson, products developed within the last five years account for over 30 percent of sales, and sales from products developed within the past five years at 3M have hit as high as 45 percent in recent years.
This topic is related to general and professional studies like MBA. If u want to know about the complete innovation topic then please checkout my other presentation which i'll upload soon...
The previous chapters pointed out that technological innovation can come from many sources and take many forms. Different types of technological innovations offer different opportunities for organizations and society, and they pose different demands upon producers, users, and regulators. While there is no single agreed-upon taxonomy to describe different kinds of technological innovations, in this chapter we will review several dimensions that are often used to categorize technologies. These dimensions are useful for understanding some key ways that one innovation may differ from another. The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace. Though many factors can influence these technology trajectories (as discussed in both this chapter and the following chapters), some patterns have been consistently identified in technology trajectories across many industry contexts and over many periods. Understanding these patterns of technological innovation provides a useful foundation that we will build upon in the later chapters on formulating technology strategy. The chapter begins by reviewing the dimensions used to distinguish types of innovations. It then describes the s-curve patterns so often observed in both the rate of technology improvement and the rate of technology diffusion to the market. In the last section, the chapter describes research suggesting that technological innovation follows a cyclical pattern composed of distinct and reliably occurring phases.
.
How to enable innovations in Enterprise Mobility ?ANOOP KUMAR P
Innovations in enterprise mobility are challenged by forces of ecosystem. This presentation tries to structure the areas of innovations and approaches to address them. The scope of innovation spans from devices to business processes. An organized focus will help derive new values via innovations.
Enterprise mobility forces of innovationANOOP KUMAR P
This presentation covers some key innovation challenges of mobility and how to structure thoughts to address them. This is a level 1 view to explain why challenges exist in innovation in mobility and why a structured approach is important to address them.
The Fast Fish Forum is an opportunity for challengers of convention and drivers of progress to come together for the benefit of South African business and society. The forum consists of purposeful, committed and open-minded people across industries, organisations and roles who collaborate and learn together; creating a critical mass that drives innovative change in our country.
At the inaugural event, held at the BSG offices on 6 April 2016, we covered two thought-provoking topics:
1. Ensuring that innovative solutions are sustainable and can fit within existing systems and processes
• Is the traditional role of architecture valid in modern software development?
2. Project success – the need to deliver change that must bring about an exceptional experience for customers and users
• Integrating customer research and usability testing into incremental software delivery
To find out more and join the conversation follow us @FastFishForum and http://bit.ly/fastfishforum
Armend Muja, Innovation Management: linear, coupling and systems innovationArmend Muja
Distinguish the different forms that innovation can take, such as product, service, process, organizational or service innovation
Distinguish between sources of innovation
Describe models of innovation management
Analyze different types of innovation and appreciate their role in firms strategy and entrepreneurship
The presentation is about Technology Strategy - Pattern of Innovation in Chapter-3, schilling (text Book). Was done by my group mates and reflects some topics with examples.
Seminar series for executives in the EPC, AEC, and environmental services sectors. Covers growth strategies that incorporate sustainability and cleantech initiatives.
“The Innovation Impact Board” was designed to ensure the alignment of R&D + Innovation projects of new products, processes, services or business models with the vision of an organization and with its competitiveness critical factors.
This tool wants to assess the speed, impact and penetration of the results of innovation projects into the market, usually the "Achilles heel" of innovative organizations. It is also designed to answer questions such as: How long did it took for the new product/process/technology or business model to hit the market? What’s the return on investment after one year of the innovation market entry? Which markets did the innovation reach and what’s its degree of penetration?
The analysis of the KPIs (Key Performance Indicators) that integrate the “Innovation Impact Board” (example in Table 1) will certainly be important in the process of rethinking current business models replying to the following questions:
• Does the organization have the capacity to constantly analyse the market and create new opportunities?
• What’s the market value proposition of the innovation?
• Which markets are interested in this new value proposition? How does the organization create a client or customer relationship and makes them fall in love about this new idea? Which channels will be best to put the innovation on the market?
• What is the expected income and market share?
• What would be the impact of the innovation within the current business model and what kind of changes are needed to put it in place?
Product Development Project - project management introductionShaun West
This short presentation provides a simple introduction to project management. It is tool-light and visual heavy. This is material that is used to introduce project management in innovation projects at Lucerne University of Applied Sciences and Arts.
There is a book and a flyer that support this presentation.
This topic is related to general and professional studies like MBA. If u want to know about the complete innovation topic then please checkout my other presentation which i'll upload soon...
The previous chapters pointed out that technological innovation can come from many sources and take many forms. Different types of technological innovations offer different opportunities for organizations and society, and they pose different demands upon producers, users, and regulators. While there is no single agreed-upon taxonomy to describe different kinds of technological innovations, in this chapter we will review several dimensions that are often used to categorize technologies. These dimensions are useful for understanding some key ways that one innovation may differ from another. The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace. Though many factors can influence these technology trajectories (as discussed in both this chapter and the following chapters), some patterns have been consistently identified in technology trajectories across many industry contexts and over many periods. Understanding these patterns of technological innovation provides a useful foundation that we will build upon in the later chapters on formulating technology strategy. The chapter begins by reviewing the dimensions used to distinguish types of innovations. It then describes the s-curve patterns so often observed in both the rate of technology improvement and the rate of technology diffusion to the market. In the last section, the chapter describes research suggesting that technological innovation follows a cyclical pattern composed of distinct and reliably occurring phases.
.
How to enable innovations in Enterprise Mobility ?ANOOP KUMAR P
Innovations in enterprise mobility are challenged by forces of ecosystem. This presentation tries to structure the areas of innovations and approaches to address them. The scope of innovation spans from devices to business processes. An organized focus will help derive new values via innovations.
Enterprise mobility forces of innovationANOOP KUMAR P
This presentation covers some key innovation challenges of mobility and how to structure thoughts to address them. This is a level 1 view to explain why challenges exist in innovation in mobility and why a structured approach is important to address them.
The Fast Fish Forum is an opportunity for challengers of convention and drivers of progress to come together for the benefit of South African business and society. The forum consists of purposeful, committed and open-minded people across industries, organisations and roles who collaborate and learn together; creating a critical mass that drives innovative change in our country.
At the inaugural event, held at the BSG offices on 6 April 2016, we covered two thought-provoking topics:
1. Ensuring that innovative solutions are sustainable and can fit within existing systems and processes
• Is the traditional role of architecture valid in modern software development?
2. Project success – the need to deliver change that must bring about an exceptional experience for customers and users
• Integrating customer research and usability testing into incremental software delivery
To find out more and join the conversation follow us @FastFishForum and http://bit.ly/fastfishforum
Armend Muja, Innovation Management: linear, coupling and systems innovationArmend Muja
Distinguish the different forms that innovation can take, such as product, service, process, organizational or service innovation
Distinguish between sources of innovation
Describe models of innovation management
Analyze different types of innovation and appreciate their role in firms strategy and entrepreneurship
The presentation is about Technology Strategy - Pattern of Innovation in Chapter-3, schilling (text Book). Was done by my group mates and reflects some topics with examples.
Seminar series for executives in the EPC, AEC, and environmental services sectors. Covers growth strategies that incorporate sustainability and cleantech initiatives.
“The Innovation Impact Board” was designed to ensure the alignment of R&D + Innovation projects of new products, processes, services or business models with the vision of an organization and with its competitiveness critical factors.
This tool wants to assess the speed, impact and penetration of the results of innovation projects into the market, usually the "Achilles heel" of innovative organizations. It is also designed to answer questions such as: How long did it took for the new product/process/technology or business model to hit the market? What’s the return on investment after one year of the innovation market entry? Which markets did the innovation reach and what’s its degree of penetration?
The analysis of the KPIs (Key Performance Indicators) that integrate the “Innovation Impact Board” (example in Table 1) will certainly be important in the process of rethinking current business models replying to the following questions:
• Does the organization have the capacity to constantly analyse the market and create new opportunities?
• What’s the market value proposition of the innovation?
• Which markets are interested in this new value proposition? How does the organization create a client or customer relationship and makes them fall in love about this new idea? Which channels will be best to put the innovation on the market?
• What is the expected income and market share?
• What would be the impact of the innovation within the current business model and what kind of changes are needed to put it in place?
Product Development Project - project management introductionShaun West
This short presentation provides a simple introduction to project management. It is tool-light and visual heavy. This is material that is used to introduce project management in innovation projects at Lucerne University of Applied Sciences and Arts.
There is a book and a flyer that support this presentation.
The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace. Though many factors can influence these technology trajectories (as discussed in both this chapter and the following chapters), some patterns have been consistently identified in technology trajectories across many industry contexts and over many periods. Understanding these patterns of technological innovation provides a useful foundation that we will build upon in the later chapters on formulating technology strategy.
Technological innovations are often described using dimensions such as “radical” versus “incremental.” Different types of innovation require different kinds of underlying knowledge and have different impacts on the industry’s competitors and customers. Four of the dimensions most commonly used to categorize innovations are described here: product versus process innovation, radical versus incremental, competence enhancing versus competence destroying, and architectural versus component.
Chapter 3 types and patterns of innovationMuhammad Anang
The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace.
This ppt includes various types of technological innovations along with their difference. This ppt id made more study purpose for subject Technology Management.
Alan is a niche-global innovation consulting firm based in EU and USA leveraging 20 years of experience of the founding partners in IT market innovations and International R&D management.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
2. Types and Patterns of
Innovation
Technology trajectory The path a technology takes through its
lifetime. This path may refer to its rate of performance improvement, its
rate of diffusion, or other change of interest.
3. TYPES OF INNOVATION
Product Innovation versus Process Innovation
Product innovations are embodied in the outputs of an
organization—its goods or services. For example, Honda’s
development of a new hybrid electric vehicle is a product
innovation.
Process innovations are innovations in the way an
organization conducts its business, such as in the techniques of
producing or marketing goods or services.
4. TYPES OF INNOVATION
Radical Innovation versus Incremental Innovation
Radical innovation An innovation that is very new and
different from prior solutions.
incremental innovation An innovation that makes a
relatively minor change from (or adjustment to) existing
practices.
5. TYPES OF INNOVATION
Competence-Enhancing Innovation versus Competence-
Destroying Innovation
Competenceenhancing (-destroying) innovation An
innovation that builds on (renders obsolete) existing knowledge
and skills. Whether an innovation is competence enhancing or
competence destroying depends on whose perspective is being
taken. An innovation can be competence enhancing to one firm,
while competence destroying for another.
6. TYPES OF INNOVATION
Architectural Innovation versus Component Innovation
Component (or modular) innovation An innovation to
one or more components that does not significantly affect the
overall configuration of the system.
Architectural innovation An innovation that changes the
overall design of a system or the way its components interact
with each other.
7. TYPES OF INNOVATION
Using the Dimensions
Though the dimensions described above are useful for
exploring key ways that one innovation may differ from
another, these dimensions are not independent, nor do they offer
a straightforward system for categorizing innovations in a
precise and consistent manner.
8. TECHNOLOGY S-CURVES
S-Curves in Technological Improvement
Many technologies exhibit an s-curve in their performance
improvement over their lifetimes.7 When a technology’s
performance is plotted against the amount of effort and money
invested in the technology, it typically shows slow initial
improvement, then accelerated improvement, then diminishing
improvement
9. TECHNOLOGY S-CURVES
S-Curves in Technology Diffusion
S-curves are also often used to describe the diffusion of a
technology. Unlike s-curves in technology performance, s-
curves in technology diffusion are obtained by plotting the
cumulative number of adopters of the technology against time.
10. TECHNOLOGY S-CURVES
S-Curves as a Prescriptive Tool
Several authors have argued that managers can use the s-
curve model as a tool for predicting when a technology will
reach its limits and as a prescriptive guide for whether and
when the firm should move to a new, more radical technology