The document discusses the essential role of creativity and innovation in business model transformation, highlighting the relationship between creativity, innovation, and competitive advantage. It emphasizes the importance of developing new capacities and leveraging various innovation methods, including open innovation and crowdsourcing, to achieve market success. Additionally, it outlines elements of successful communities of practice that foster creativity and collaboration within the innovation landscape.

1. Communities of Practice and Creativiy "
shifting innovation value
Summer School on Management of Creativity in an Innovation Society
Barcelona. 13th July, 2010
jcramos@avanzalis.com
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2. Objectives
Why to be creative and innovative
Knowledge era. KIA’s
“Creativity  Innovation  KIHPA” value chain
Innovation Map
Creativity to innovate in BM
Creativity to launch businesses
The successful communities. Characterizing them
The Bazaar paradox
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3. aware about
the critic role of
creativity
… to shift specific types of innovation, that
drive business model transformation or create
new activities to success in market
3

4. 4

5. competitiveness
cycle
New paradigms demand
new capacities
Pioneers develop a new
Consolidation of the
capacity that becomes a
capacity as a standard
temporary competitive
between all competitors
advantage
pioneers ≈ innovators
The capacity is
systematized and tools
developed. Becomes a
differentiate capacity
Fuente: avanzalis 2009
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6. Incipient
Developed
Advanced
Labour and natural Eficiency and
Impuls factors
Knowledge
resources
productivity
Competitiveness
Price
Diferentiation
Innovation
Products
Basics and consum
Quality
New and Unique
Wealth and standard
Low
Moderate
High
of living
countries (133) 38
18
26
14
37
Source: Own elaboration based on data from CGI of WEF
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7. R&D
New ideas, Market success,
Innovation
knowledge
wealth
Talent
No method !
business
creativity
Almost arts
sense
s
y kind
ar e man nd
There ovation a …!
of inn uccesses
s s
b usines
here
al g ood t !
but re ly a few!
are on
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8. 8

9. • Open Innovation (Chesbrough)
• User Innovation (von Hippel)
• Virtual Customer Methods (Dahan and Hauser)
• Innovation communities
• Commons-based Peer-Production (Benkler, Herstatt and Raasch)
• Crowdsourcing (Howe, Brabham)
• Personal Fabrication (Gershenfeld)
• Soft Innovation and Design Innovation (NESTA, Stoneman, Verganti)
• User Created Content (OECD)
• Value innovation (Kim and Malbourgne)
• Eco-Innovation Models (Stahel, Braungarth, Lovins)
• Service Innovation Patterns (Miles)
• Innovation in the Public Sector (Windrum and Koch)
• Social Innovation
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10. Extern
Intern
Business model
innovation
Core competencies and
Strategic,
Value chain
capacities
significative
Global
Brand
Product/ service Management
Organizational,
innovation
innovation
moderate
New products
People management
Collaboration
New markets
Organization
Partners relationships
Channels
Technological innovation
Cuotidiane
Operational, innovation
low
Processes innovation
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11. http://www.guardian.co.uk/uk/video/2010/feb/08/amphibus-stagecoach-river-clyde
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12. “BMW products are moving works of art that express
the driver’s love of quality…
My job is to oversee 220 artists, mediating the
corporate pragmatism and the artistic passion and
mind-sets within the company”*
Picture. Flickr. CC by marcp_dmoz
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*Chris Bangle, global chief of design for BMW

13. 13

14. Picture. Flickr. CC sergio.sergiampietri@gamil.com
everything seems
create brilliant
impossible to
At ground seems
Picture. Flickr. CC by marcp_dmoz
grey
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ideas…

15. over-cloud effect®
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Copyright: Ramos, JC. 2010

16. KIHPAs
Other KIAs
16

17. Profitability
Low
High
High
Knowledge intensity
KIBS
KIHPA’s
Other KIA’s
Comodities
Productivity
Low
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18. 3. Scalable
intensive product
2. Based in a knowledge
(platform, blue ocean…)
1. A creative Business Model
KIHPA
i.e.: movie industry, sw licensing model, a 1st level technological product
(computer, green energy, cars, consumer…)
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19. 19

20. Do you know any
place where…?
Core activity is based on selling a commodity product…
It is a red, rotten ocean
Surprisingly they won’t serve you
… and despite of this, they still success!
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21. 21

22. Business
model
the way an organization gets profits
22

23. Key
Customer
activities
relationships
Key Customer
partners
segments
Value
Key proposition
resources
Channels
Costs Incomes
structure
stream
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Source: bmgeneration.com. Alexander Osterwalder & Yves Pigneur

24. Value
proposition
so that customers are willing to pay
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25. Product/ Service Precio Lo que paga el cliente Calidad/
Puntualidad Ajustado a especificaciones y compromisos Disponibilidad/ Plazo
Plazo de entrega Selección/ Gama Gama de productos Funcionalidad/
Rendimiento Posibilidades del producto Relationship Servicio Apoyo al
cliente en problemas con nuestros productos/ servicios Asociación Apoyo al cliente en su
negocio Image Marca Notoriedad y posicionamiento, confianza
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26. Product/ Service Price Lo que paga el cliente Quality/
Punctuality Ajustado a especificaciones y compromisos Availability/ Time Plazo de
entrega Selection/ Spectrum Gama de productos Features/
Preformance Posibilidades del producto Relationship Service Apoyo al
cliente en problemas con nuestros productos/ servicios Partnership Apoyo al cliente en su
negocio Image Brand Notoriedad y posicionamiento, confianza
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27. 27

28. lessons from successful
communities
Common passion
gift giving economy
No path dependency
Only Talent is needed to contribute
Thousand “eyes” for reviewing and improving
Structure and Organization:
Bazaar and Cathedral mixed balance structure
Enabling Infrastructures
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29. 29

30. 30

31. Eliminate Reduce Raise Create
High
spotify
Offering level
traditional
Low
Printing Distribution Price Marketing Advertising Variety Availability Quote Personalization
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32. the bazaar paradox
KIHPA high profit
success
KIBS business
viability
Tipping
point
failure
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33. 2010. Universitat de Barcelona y avanzalis knowledge associates.
Creative Commons. Author:
Jose Carlos Ramos jcramos@avanzalis.com
Most of the pictures and compositions obtained from StockExpert, Fliker and others
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