SlideShare a Scribd company logo
Diskontinuierliche Innovation
Kompetenzen und Paradigmen im
Innovationsmanagement
Business Talk des integro-Projektes im Rahmen der Tagung X-Organisationen,
Berlin, 19. Nov. 2009




Frank T. Piller
RWTH Technology & Innovation Management Group, RWTH Aachen, Germany
MIT Smart Customization Group, Cambridge, MA, USA              tim.rwth-aachen.de
                                                   www.innovationsarbeit.de
2




Kontext des Vortrags: Das Projekt Integro
  INTEGRO: Integriertes Innovations-, Wissens- und HR-Management in Unternehmen
  und Innovationsnetzwerken der High-Tech-Branche am Beispiel Informationstechnik
  und Mechatronik
  Ziel: Empirische Analyse der Strukturen, Prozesse und Arbeitsbedingungen in Wertschöpfungs-
  und Innovationsnetzwerken von KMU der High-Tech-Branche, exemplarisch der IT-Branche und
  der Mechatronik.
  Im Rahmen des Projektes (Laufzeit: 04/08 bis 04/11) werden Funktionsmechanismen elaborierter
  Innovationskonzepte untersucht und Maßnahmen zur breiten Unterstützung der
  Innovationstätigkeit sowie zur Kompetenzentwicklung zentraler Beschäftigtengruppen
  erarbeitet. Ein besonderer Fokus liegt darauf, wie Innovations-, Wissens- und HR-Management
  sowie Kompetenzentwicklung optimal verzahnt bzw. integriert werden können, um die
  Innovationsfähigkeit von Unternehmen zu stärken und externes Wissen durch Kundenintegration
  und Open Innovation für die Unternehmen nutzbar zu machen.
  Das Vorhaben wird aus Mitteln des Bundesministeriums für Bildung und Forschung und aus
  dem Europäischem Sozialfonds der Europäischen Union gefördert und vom Projektträger
  Arbeitsgestaltung und Dienstleistungen im Deutschen Zentrum für Luft- und Raumfahrt e.V.
  betreut.
  Projektpartner: Sozialforschungsstelle Dortmund (sfs) an der Technischen Universität
  Dortmund (Koordinator); Management Zentrum Witten; networker westfalen e. V.
  Dortmund; Ruhr-Universität Bochum - Institut für Arbeitswissenschaft (IAW) und Lehrstuhl
  Informations- und Technikmanagement (IMTM); RWTH Aachen - Lehrstuhl für Technologie- und
  Innovationsmanagement (TIM).
  Mehr Informationen: www.innovationsarbeit.de
3

About us


           tim.rwth-aachen.de
4




 Our team
With about 18 full time
research positions plus
about 25 graduate student
assistants, tutors, and
research affiliates, RWTH-
TIM is one of the largest
groups of its kind in the
German-speaking academic
landscape.
5




RWTH-TIM Group: Facts and Figures

  Established in 1990 as one of the first dedicated chairs in technology & innovation
  management in Europe
  Part of RWTH's School of Business & Economics, with strong links to the RWTH
  Engineering Schools
  Ranked #1 in our school's faculty ranking w/r to research output (publications), and
  #2 w/r to external funding. Awarded "RWTH Price for Teaching Excellence 2009".
  Interdisciplinary team of about 18 full time positions for researchers plus about 25
  support positions and student researchers (strong growth since 2007)
  70% of budget funded by research contracts, grants, projects ("Drittmittel")
  Dedicated to research, but excellent in participant-centered learning on graduate
  student and executive education level.
  Strong industry partnerships, yet focus on scholarly research, not consulting.
  Network of affiliated companies & consultancies for direct project cooperation.
  November 2009: Moving to new building in RWTH Aachen Research Park next to
  Research Centers of, e.g., Microsoft, Sony Ericson and Ford (part of "RWTH Campus
  Project")
When googling "Innovation",
this picture shows up as the
            #1 hit.
"I' am happy to give you innovative thinking. What are the guidelines?"
What Is Innovation?



         “(Basic) research is the transfer of money into
         knowledge. Innovation is the transfer of knowledge into
         money.”
                                     W. Sittenthaler, Wacker Chemie
             (German manufacturer of specialized chemical compounds)



         "Innovation: How to link creativity in new ideas with
         necessary rigor and discipline in execution."
                                                      H. Kerminen, Kemira
                (Finish manufacturer of fertilizers and industrial chemicals)



(c) Copyright tim.rwth-aachen.de                                                8
Exploring the decision space of innovation mgmt

                                   ‘Paradigm’ (= mental model)




  Process                                  Innovation                         Product
                                                   ‘do better’ ………
                                                     ‘do different’




                                            Position
                                                                      Source: Bessant (2008)
(c) Copyright tim.rwth-aachen.de                                                               9
How we think about
something ... shapes the way
      we manage it.
Draw an alien on your
   notepad. NOW!
Experts' Confidence
                                                                                                                     Bu




                                                                       50
                                                                                                                                   55
                                                                                                                                                            60
                                                                                                                                                                                           65
                                                                                                                                                                                                     70
                                                                                                                                                                                                                        75
                                                                                                                                                                                                                                          80
                                                                                                                         si                         En
                                                                                                                            ne                         te
                                                                                                                                 ss                      rta                         D                                        W
                                                                                                                                                                                       ig




                                                                        2005
                                                                                                                                    -T                       in
                                                                                                                                       o-                       m           O              ita                                 i re
                                                                                                                                          Bu                      en            nl              lC                                 le
                                                                                                                                             si                                    in               on                               ss
                                                                                                                                               ne                     t-o
                                                                                                                                                                          n-          e               ve     Sm
                                                                                                                                                   ss U                      D           Fi              rg ar
                                                                                                                                                      (B til it                  em nan                     en t P
                                                                                                                                                         2B y                         a            ce          ce ho
                                                                                                                                                            ) Co We nd                                                    ne
                                                                                                                                                                        m b                                                 s
                                                                                                                          O
                                                                                                                    E- n G re e          G Fu                             pu 2.
                                                                                                                                                                               t in 0
                                                                                                                       G li n r e n l C
                                                                                                                 Sm ov e i d                                                        g
                                                                                                                                                 B e




     Energy & Environment
                                                                                                                       ar ern Pub Co us ll C E-T




                                                                       2010
                                                                                                                          t S m l i m in a a
                                                                                                                                                                                                        Bi Br
                                                                                                                               en en shi put ess rs il in
                                                                                                                                    so t n g i ng                        g                                o         o
                                                                                                                                       rs                                                            Sp me adb
                                                                                                       O                          P                                                                     a c tric an
                                                                                                                                                                                                           e          s    d
                                                                                                         pt                  D rec
                                                                                                             ic                  es is                                                                       To
                                                                                                                 al                                                                                               ur




                                                                                         Graph by Evan M. H. Faber
                                                                                                                     C               ig ion                                                                          is
                                                                                                                                                                                                                                           2010: The World Goes Online




                                                                                                                                        ne                                                                              m
                                                                                                             M om Aqu d MFar                                                                                H
                                                                                                                 od          pu a                   m                                                  Pe     yb
                                                                                                                                  t       c a i




                                                                                    © TechCast, LLC. All Rights Reserved
                                                                                                                     ul                                                                                    rv ri d
                                                                                                                        ar ers ul tu teria ng
                                                                                                                            H                   re l s                                                 In as Ca
                                                                                                                               o                                                          In T tel ive rs




                                                                       2015
                                                                                                        Ar                Pe me
                                                                                                            ti f             rs       s                                              G tel li elem li ge Ne
                                                                                                                                                                                        lo g                      n t
                                                                                                                ic




     Information Technology
                                                                                                                   ia             on                                                 M bal ent edic t Ca wo r
                                                                                                                      lI              al                                                as W In in r ks
                                                                                                                         nt             iz R                                     Vi          s ar te e s
                                                                                                                            el            ed e
                                                                               Q                             M                l ig            Trcyc                   Vi Glo rt ua Cus mi n rfac
                                                                                              Th                 ic                en            ea lin                 rt u ba l                    t g e
                                                                                 ua               ou                ro
                                                                                   nt                gh                -M              ce           tm g                     al l A Re om
                                                                                     um        Bi t                        ac                           en                        E cc al i i za
                                                                                                  o        P                                                                        du e ty
                                                                                         C                                     hi                         t                             ca ss
                                                                                                                                                                                                             ti o
                                                                                                                                                                                                                 n
                                                                                           om co m ow                              ne
                                                                                              pu         pu er                        s                                             Ar
                                                                                                                                                                                             t io
                                                                                                                                                                                                 n




     E-Commerce
                                                                                                 tin           tin                                                                      ti f
                                                                                                     g              g                                                              N ic




                                                                       2020
                                                                                                                                                                Al         O an ial O
                                                                                            D                                             G                        te         r          o
                                                                                             is                                             e                        rn ga n te c rga
                                                                                                tri                                      D ne                           at            ic hn ns
                                                                                                   bu                                      es tic                          iv             F o
                                                                                                      te                                                                      e
                                                                                                                                                                                                                                           2020: High-Tech Arrives




                                                                                                         d                               C ali n al ly                             En a rm l og
                                                                                                                                           an a M
                                                                                                            Po                               ce tio o                                  er          in y
                                                                                                                  w                              r C n dif Sm                             gy g
                                                                                                                     er                                          ie
                                                                                                 G                                                   ur
                                                                                                                                                       e            d art
                                                                                                    ro                                                                O Ro
                                                                                                      w                                              G                   rg
                                                                                                        n                                                                   an bot
                                                                                                            O                                          en                         is s
                                                                                                                rg                                        et                        m
                                                                                                                                                                                                                                                                             Longitudinal Summary of Forecasts




                                                                                                    Sm                                                      ic                         s

                                                                       2025
                                                                                                                    an
                                                                                                        al              s                   Au                  Th
                                                                                    M                      lA                                   to                  er
                                                                                      oo                         irc                               m                   ap




     Manufacturing & Robotics
                                                                                        n             C              ra                              at
                                                                                                                                                       ed                  y
                                                                                          Ba            hi
                                                                                                           ld           ft
                                                                                                                                                           H
                                Most Likely Year to Enter Mainstream
                                                                                            se                  Tr                                            ig
                                                                                                                    ai                                          hw
                                                                                                                      ts                                             ay
                                                                                                                                                                        s
                                                                                                                                                                         H
                                                                                                                                                                             yp
                                                                                                                                                                                er
                                                                                     N                                                  M                                         so
                                                                       2030




                                                                                      uc                                                                                            ni
                                                                                         le                                              en                                            c
                                                                                           ar                                                 on                                           Pl
                                                                                              F                              us                    M
                                                                                                                                                                                              an
                                                                                                                                                                                                es
                                                                                                                               io                   ar
                                                                                                                                 n                     s    Li
                                                                                                                                                               fe
                                                                                                                                                                                                                                           2030: Global Crisis of Maturity




                                                                                                                                                                    Ex
                                                                                                                                                   M                   te
     Medicine and Biogenetics




                                                                                                                                                    ag                   ns
                                                                                                                                                      le                   i
                                                                                                                                                        v                      on
                                                                                                                                                            Tr
                                                                                                                                                               ai
                                                                                                                                                                  ns
                                                                       2035
                                                                                                                                                                                                          Size
                                                                                                                                                                                                          Market




                                                                                                                           Sta
                                                                                                                               r




     Transportation
                                                                              Co
                                                                                                               Tr

                                                                                nta
                                                                                                ave
                                                                                                   l

                                                                                   ct

                                                                       2040




                                                                                                                             (off scale)
12
Innovation follows a paradigm (basic model)


                                               Mildred
                                               McDaniel
                                               (1933)
                                               Olympic
                                               Games,
                                               Melbourne,
                                               1956

                                               World
                                               Record: 2,15




                                               Richard
                                               Fosbury
                                               (1947),
                                               Olympic
                                               Games,
        Ray Ewry (1873-1937)
                                               Mexico, 1968
        Olympic Games,
        London, 1908
                                               World
                                               Record: 2,24
        World record: 1,98

(c) Copyright tim.rwth-aachen.de                              13
(Radical) Innovation is
overcoming the problem
   of "local search".
The challenge


    Popper (1988):

    For radically new innovation to occur at all, the
    future must be unknowable, since otherwise
    innovation would, in principle, be already known
    and would occur in the present and not in the
    future.

    The inherent limits of organizations to forecast,
    especially discontinuous and radical new
    developments (Hogarth & Makridakis, 1981; Makridakis, 1990)

(c) Copyright tim.rwth-aachen.de                                  15
Exploitation




                                   Exploration
(c) Copyright tim.rwth-aachen.de                 16
Gary Cooper
(c) Copyright tim.rwth-aachen.de   17
How it really happens ...




(c) Copyright tim.rwth-aachen.de   18
19



    Exploitation




                                     Exploration
Source: von Stamm / Bessant (2008)
Disruptive
            Innovation




(c) Copyright tim.rwth-aachen.de   20
                                   20
Sustaining vs. disruptive technologies




(c) Copyright tim.rwth-aachen.de
Source: Bower/Christiansen: Disruptive technologies, HBR, 1995/1   21
                                                                   21
Why firms fail to
  master discontinuous innovation


       Resource dependency:
Listened too much to best customers.
     Internal inertia to change:
 Existing structures, mental models,
           and capabilities
Firms face many more sources of discontinuity
  than "just" new technologies (Bessant 2005)




(c) Copyright tim.rwth-aachen.de                  Source: Bessant (2008)
                                                                           23
                                                                           23
Challenging some of our
common paradigms (mental
  models) of innovation
Innovation is high-tech
Dr G Venkataswamy




(c) Copyright tim.rwth-aachen.de
                                   26
But innovation is not just western "high tech":
 The fortune at the Bottom of the Pyramid (BoP)
        Book and articles by C.K. Prahalad,
        University of Michigan
        Begins with potential position
        innovation – 4 billion people subsist
        on less than $2/day
        Products and services for this market?
        Significant paradigm innovation
        potential- challenges our assumptions
        about ‘the poor’
        Case examples of experiments from
        wide range of countries
        Early warning signals of fundamental
        shifts in innovation landscape?


(c) Copyright tim.rwth-aachen.de
                                                   27
BoP Example: Aravind eye clinics

           Began 1976, Dr G Venkataswamy , retired eye surgeon
           9 million in India, 45 million worldwide suffer blindness due to
           cataracts
           Cataract operation cost in USA - $2500-$3000
           Target cost in India - $50, but no compromise on quality
           Learning from other sectors – the McDonalds approach
           200,000 operations/year @ $50 - $300 including hospital stay
           and any complications treatment
           60% of patients treated free, so average cost is $25/operation
           Rich learning (200k ops) so world-class – NHS is looking at this
           as an option for the UK
           Extension to other operations – e.g. bypass surgery in India $4k
           vs $50k in USA
(c) Copyright tim.rwth-aachen.de
                                                                              28
Further examples of BoP innovation

             EID Parry, ITC – e-choupals – internet in the village
             Casas Bahia – 10m customers for electronics, appliances, furniture –
             45% of spending is at BoP
             Jaipur Foot – as Aravind – US cost of foot $8000, target cost of JF is
             $30 and free to many. Extreme use innovation. 25million amputees
             worldwide.
             Voxiva medical alerts and communication – spread of SARS, etc.
             Robust comms. platform independent of specific hardware. Applicable
             to crime, safety, etc.
             Annapurna iodised salt – using extreme conditions as a laboratory to
             push the innovation frontier (micro-encapsulation technology)



(c) Copyright tim.rwth-aachen.de
                                                                                      29
Learning from the BoP "real life lab"

         Create a new price/performance    Aravind eye care, Monsoon Hungama
                    envelope               mobile phone, Grameen and other
                                           micro-finance
            Innovation requires hybrid     Micro-encapsulation of iodine in salt
        (traditional and new technology)   (Hindustan Lever), Amul Dairies
                     solutions             collection/distribution system

      Innovations must be adaptable and How to devolve/reach – mobilise local
                   scalable             entrepreneurs. Cemex, Casias Bahia

                Innovations must tackle    Energy, water use, waste, etc. E+Co
                  sustainability issues    distributed energy

       Innovations must come from deep Jaipur Foot, TVS PoS system
        understanding of local needs and
                    context
             Process innovations are as    Aravind, Amul
               significant as product
(c) Copyright tim.rwth-aachen.de
                                                                                   30
Learning from the BoP "real life lab" (II)

                 Innovations must deal    Voxiva medical diagnostics, Cemex
                    with skill issue
       User education is critical and     How to work in ‘media-dark’
     requires innovation in approaches    environments? HLL ‘clean hands’
                                          campaign
       Innovations must suit hostile  Jaipur Foot, ITC e-choupal, HLL
    environments – extreme innovation Annapurna salt
        Innovations require robust user   Languages, input devices for illiterates,
                  interfaces              etc. Elektra Mexico fingerprint
                                          recognition in stores
      Innovations must reach dispersed    Extending reach in marketing and
                  markets                 delivery. Avon model – networks of
                                          local agents, direct to consumer
                Innovations must be       Aravind, Voxiva, ITC models diffusing
            platform/architecture-based   to ‘developed’ world

(c) Copyright tim.rwth-aachen.de
                                                                                      31
Consider other "low tech" innovations
  breaking with the "high tech" paradigm


                                     The flip video camera

                                         The netbook

                                   The Apple-Nike "+" system

                                            Twitter

                                            Skype

(c) Copyright tim.rwth-aachen.de
                                                               32
Innovation is the domain of
   firms (manufacturers).
Users have the advantage of problem-solving in
their own use environments as they “do” a
desired activity – they are learning by doing.


  Lead users innovate here


# of users
perceiving
                    First manufacturer product appears here
      need
                                              “Voice of the customer”
                                                methods start here




                                                    Time
                                                    Time
                                                            Source:
                                               Eric von Hippel 2005
                                                                        34
But whatever you do,
  inspire your most
important participant


Your Executive Board
If you find a
"chief innovation officer",
          run away.
Innovation cannot be
delegated or assigned to an
 "innovation function". It is
  the job of everyone in an
organization – including the
       executive board.
38




       piller@tim.rwth-aachen.de

tim.rwth-aachen.de | open-innovation.com

More Related Content

Similar to Diskontinuierliche Innovation

Retirement Plan Education Solutions
Retirement Plan Education SolutionsRetirement Plan Education Solutions
Retirement Plan Education Solutions
Jim Costello
 
End2 End Project Management Whizible Sem
End2 End Project Management  Whizible SemEnd2 End Project Management  Whizible Sem
End2 End Project Management Whizible Sem
sajalghosh
 
Presentation at RegX on Business Model Innovation and Speed Creation 20120904
Presentation at RegX on Business Model Innovation and Speed Creation 20120904Presentation at RegX on Business Model Innovation and Speed Creation 20120904
Presentation at RegX on Business Model Innovation and Speed Creation 20120904
Matthias Pohle
 
Panel 4 carolina rossini
Panel 4  carolina rossiniPanel 4  carolina rossini
Panel 4 carolina rossini
Carolina Rossini
 
Panel4 carolinarossini
Panel4 carolinarossiniPanel4 carolinarossini
Panel4 carolinarossini
REA Brasil
 
Intercultural cities
Intercultural citiesIntercultural cities
Intercultural cities
sapience
 
Lean Innovation
Lean InnovationLean Innovation
Lean Innovation
michael_lenders
 
Creative Workshop: Author's Talk at SxSWi
Creative Workshop: Author's Talk at SxSWiCreative Workshop: Author's Talk at SxSWi
Creative Workshop: Author's Talk at SxSWi
David Sherwin
 
Robert palmer
Robert palmerRobert palmer
Robert palmer
Louise_Svalo
 
Top 10 Reasons Why SMEs Choose SAP
Top 10 Reasons Why SMEs Choose SAPTop 10 Reasons Why SMEs Choose SAP
Top 10 Reasons Why SMEs Choose SAP
Blue Ocean Systems Pte Ltd
 
Suncor Energy Investor Relations Presentation
Suncor Energy  Investor Relations PresentationSuncor Energy  Investor Relations Presentation
Suncor Energy Investor Relations Presentation
earningsreport
 
EuropeanaTech PGM12
EuropeanaTech PGM12EuropeanaTech PGM12
EuropeanaTech PGM12
Antoine Isaac
 
Open ERP Business Model
Open ERP Business ModelOpen ERP Business Model
Open ERP Business Model
Fabien Pinckaers
 
Annual hr salary survey 2011 report
Annual hr salary survey 2011 reportAnnual hr salary survey 2011 report
Annual hr salary survey 2011 report
HRhelpdesk.in
 
Entrepreneurship in action
Entrepreneurship in actionEntrepreneurship in action
Entrepreneurship in action
LoreVlerick
 
Achieving Agility at Scale (IBM Rational)
Achieving Agility at Scale (IBM Rational)Achieving Agility at Scale (IBM Rational)
Achieving Agility at Scale (IBM Rational)
IBM Danmark
 
Oikos International newsletter July 2010
Oikos International newsletter July 2010Oikos International newsletter July 2010
Oikos International newsletter July 2010
oikos Bratislava
 
Design Portfolio
Design PortfolioDesign Portfolio
Design Portfolio
phovanessian
 
SumTotal Maestro
SumTotal MaestroSumTotal Maestro
SumTotal Maestro
Ryan Shirah
 
Kg philosopy
Kg philosopyKg philosopy
Kg philosopy
James Kinney
 

Similar to Diskontinuierliche Innovation (20)

Retirement Plan Education Solutions
Retirement Plan Education SolutionsRetirement Plan Education Solutions
Retirement Plan Education Solutions
 
End2 End Project Management Whizible Sem
End2 End Project Management  Whizible SemEnd2 End Project Management  Whizible Sem
End2 End Project Management Whizible Sem
 
Presentation at RegX on Business Model Innovation and Speed Creation 20120904
Presentation at RegX on Business Model Innovation and Speed Creation 20120904Presentation at RegX on Business Model Innovation and Speed Creation 20120904
Presentation at RegX on Business Model Innovation and Speed Creation 20120904
 
Panel 4 carolina rossini
Panel 4  carolina rossiniPanel 4  carolina rossini
Panel 4 carolina rossini
 
Panel4 carolinarossini
Panel4 carolinarossiniPanel4 carolinarossini
Panel4 carolinarossini
 
Intercultural cities
Intercultural citiesIntercultural cities
Intercultural cities
 
Lean Innovation
Lean InnovationLean Innovation
Lean Innovation
 
Creative Workshop: Author's Talk at SxSWi
Creative Workshop: Author's Talk at SxSWiCreative Workshop: Author's Talk at SxSWi
Creative Workshop: Author's Talk at SxSWi
 
Robert palmer
Robert palmerRobert palmer
Robert palmer
 
Top 10 Reasons Why SMEs Choose SAP
Top 10 Reasons Why SMEs Choose SAPTop 10 Reasons Why SMEs Choose SAP
Top 10 Reasons Why SMEs Choose SAP
 
Suncor Energy Investor Relations Presentation
Suncor Energy  Investor Relations PresentationSuncor Energy  Investor Relations Presentation
Suncor Energy Investor Relations Presentation
 
EuropeanaTech PGM12
EuropeanaTech PGM12EuropeanaTech PGM12
EuropeanaTech PGM12
 
Open ERP Business Model
Open ERP Business ModelOpen ERP Business Model
Open ERP Business Model
 
Annual hr salary survey 2011 report
Annual hr salary survey 2011 reportAnnual hr salary survey 2011 report
Annual hr salary survey 2011 report
 
Entrepreneurship in action
Entrepreneurship in actionEntrepreneurship in action
Entrepreneurship in action
 
Achieving Agility at Scale (IBM Rational)
Achieving Agility at Scale (IBM Rational)Achieving Agility at Scale (IBM Rational)
Achieving Agility at Scale (IBM Rational)
 
Oikos International newsletter July 2010
Oikos International newsletter July 2010Oikos International newsletter July 2010
Oikos International newsletter July 2010
 
Design Portfolio
Design PortfolioDesign Portfolio
Design Portfolio
 
SumTotal Maestro
SumTotal MaestroSumTotal Maestro
SumTotal Maestro
 
Kg philosopy
Kg philosopyKg philosopy
Kg philosopy
 

More from integro

Businessstalk integro
Businessstalk integroBusinessstalk integro
Businessstalk integro
integro
 
Was macht CoreMedia innovativ?
Was macht CoreMedia innovativ?Was macht CoreMedia innovativ?
Was macht CoreMedia innovativ?
integro
 
IT Services Innovation
IT Services InnovationIT Services Innovation
IT Services Innovation
integro
 
Impulsstatement: Innovation@CAS
Impulsstatement: Innovation@CASImpulsstatement: Innovation@CAS
Impulsstatement: Innovation@CAS
integro
 
Innovationsflüsse: Impulsvortrag
Innovationsflüsse: ImpulsvortragInnovationsflüsse: Impulsvortrag
Innovationsflüsse: Impulsvortrag
integro
 
Ergebnisse der Expertenbefragung zu Innovationsflüssen
Ergebnisse der Expertenbefragung zu InnovationsflüssenErgebnisse der Expertenbefragung zu Innovationsflüssen
Ergebnisse der Expertenbefragung zu Innovationsflüssen
integro
 
Der Socio-Technical Walkthrough als Methode der Dokumentation und Analyse von...
Der Socio-Technical Walkthrough als Methode der Dokumentation und Analyse von...Der Socio-Technical Walkthrough als Methode der Dokumentation und Analyse von...
Der Socio-Technical Walkthrough als Methode der Dokumentation und Analyse von...
integro
 
Kreativitaet in Teams
Kreativitaet in TeamsKreativitaet in Teams
Kreativitaet in Teams
integro
 
Prof. Dr. Piller open innovation
Prof. Dr. Piller open innovationProf. Dr. Piller open innovation
Prof. Dr. Piller open innovation
integro
 
Brunswicker integro Kickoff
Brunswicker integro KickoffBrunswicker integro Kickoff
Brunswicker integro Kickoff
integro
 
Dr. Kopp Kickoff Präsentation
Dr. Kopp Kickoff PräsentationDr. Kopp Kickoff Präsentation
Dr. Kopp Kickoff Präsentation
integro
 
Beschreibung des Projekts
Beschreibung des ProjektsBeschreibung des Projekts
Beschreibung des Projekts
integro
 
integro-Flyer
integro-Flyerintegro-Flyer
integro-Flyer
integro
 
Prof. Dr. Howaldt Integro-Kickoff Präsentation
Prof. Dr. Howaldt Integro-Kickoff PräsentationProf. Dr. Howaldt Integro-Kickoff Präsentation
Prof. Dr. Howaldt Integro-Kickoff Präsentation
integro
 

More from integro (14)

Businessstalk integro
Businessstalk integroBusinessstalk integro
Businessstalk integro
 
Was macht CoreMedia innovativ?
Was macht CoreMedia innovativ?Was macht CoreMedia innovativ?
Was macht CoreMedia innovativ?
 
IT Services Innovation
IT Services InnovationIT Services Innovation
IT Services Innovation
 
Impulsstatement: Innovation@CAS
Impulsstatement: Innovation@CASImpulsstatement: Innovation@CAS
Impulsstatement: Innovation@CAS
 
Innovationsflüsse: Impulsvortrag
Innovationsflüsse: ImpulsvortragInnovationsflüsse: Impulsvortrag
Innovationsflüsse: Impulsvortrag
 
Ergebnisse der Expertenbefragung zu Innovationsflüssen
Ergebnisse der Expertenbefragung zu InnovationsflüssenErgebnisse der Expertenbefragung zu Innovationsflüssen
Ergebnisse der Expertenbefragung zu Innovationsflüssen
 
Der Socio-Technical Walkthrough als Methode der Dokumentation und Analyse von...
Der Socio-Technical Walkthrough als Methode der Dokumentation und Analyse von...Der Socio-Technical Walkthrough als Methode der Dokumentation und Analyse von...
Der Socio-Technical Walkthrough als Methode der Dokumentation und Analyse von...
 
Kreativitaet in Teams
Kreativitaet in TeamsKreativitaet in Teams
Kreativitaet in Teams
 
Prof. Dr. Piller open innovation
Prof. Dr. Piller open innovationProf. Dr. Piller open innovation
Prof. Dr. Piller open innovation
 
Brunswicker integro Kickoff
Brunswicker integro KickoffBrunswicker integro Kickoff
Brunswicker integro Kickoff
 
Dr. Kopp Kickoff Präsentation
Dr. Kopp Kickoff PräsentationDr. Kopp Kickoff Präsentation
Dr. Kopp Kickoff Präsentation
 
Beschreibung des Projekts
Beschreibung des ProjektsBeschreibung des Projekts
Beschreibung des Projekts
 
integro-Flyer
integro-Flyerintegro-Flyer
integro-Flyer
 
Prof. Dr. Howaldt Integro-Kickoff Präsentation
Prof. Dr. Howaldt Integro-Kickoff PräsentationProf. Dr. Howaldt Integro-Kickoff Präsentation
Prof. Dr. Howaldt Integro-Kickoff Präsentation
 

Recently uploaded

Hindi varnamala | hindi alphabet PPT.pdf
Hindi varnamala | hindi alphabet PPT.pdfHindi varnamala | hindi alphabet PPT.pdf
Hindi varnamala | hindi alphabet PPT.pdf
Dr. Mulla Adam Ali
 
BBR 2024 Summer Sessions Interview Training
BBR  2024 Summer Sessions Interview TrainingBBR  2024 Summer Sessions Interview Training
BBR 2024 Summer Sessions Interview Training
Katrina Pritchard
 
Film vocab for eal 3 students: Australia the movie
Film vocab for eal 3 students: Australia the movieFilm vocab for eal 3 students: Australia the movie
Film vocab for eal 3 students: Australia the movie
Nicholas Montgomery
 
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptxChapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Denish Jangid
 
clinical examination of hip joint (1).pdf
clinical examination of hip joint (1).pdfclinical examination of hip joint (1).pdf
clinical examination of hip joint (1).pdf
Priyankaranawat4
 
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective UpskillingYour Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Excellence Foundation for South Sudan
 
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPLAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
RAHUL
 
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
imrankhan141184
 
The History of Stoke Newington Street Names
The History of Stoke Newington Street NamesThe History of Stoke Newington Street Names
The History of Stoke Newington Street Names
History of Stoke Newington
 
Wound healing PPT
Wound healing PPTWound healing PPT
Wound healing PPT
Jyoti Chand
 
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
GeorgeMilliken2
 
Advanced Java[Extra Concepts, Not Difficult].docx
Advanced Java[Extra Concepts, Not Difficult].docxAdvanced Java[Extra Concepts, Not Difficult].docx
Advanced Java[Extra Concepts, Not Difficult].docx
adhitya5119
 
UGC NET Exam Paper 1- Unit 1:Teaching Aptitude
UGC NET Exam Paper 1- Unit 1:Teaching AptitudeUGC NET Exam Paper 1- Unit 1:Teaching Aptitude
UGC NET Exam Paper 1- Unit 1:Teaching Aptitude
S. Raj Kumar
 
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
Nguyen Thanh Tu Collection
 
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem studentsRHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
Himanshu Rai
 
Gender and Mental Health - Counselling and Family Therapy Applications and In...
Gender and Mental Health - Counselling and Family Therapy Applications and In...Gender and Mental Health - Counselling and Family Therapy Applications and In...
Gender and Mental Health - Counselling and Family Therapy Applications and In...
PsychoTech Services
 
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
Nguyen Thanh Tu Collection
 
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptxNEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
iammrhaywood
 
How to Setup Warehouse & Location in Odoo 17 Inventory
How to Setup Warehouse & Location in Odoo 17 InventoryHow to Setup Warehouse & Location in Odoo 17 Inventory
How to Setup Warehouse & Location in Odoo 17 Inventory
Celine George
 
ZK on Polkadot zero knowledge proofs - sub0.pptx
ZK on Polkadot zero knowledge proofs - sub0.pptxZK on Polkadot zero knowledge proofs - sub0.pptx
ZK on Polkadot zero knowledge proofs - sub0.pptx
dot55audits
 

Recently uploaded (20)

Hindi varnamala | hindi alphabet PPT.pdf
Hindi varnamala | hindi alphabet PPT.pdfHindi varnamala | hindi alphabet PPT.pdf
Hindi varnamala | hindi alphabet PPT.pdf
 
BBR 2024 Summer Sessions Interview Training
BBR  2024 Summer Sessions Interview TrainingBBR  2024 Summer Sessions Interview Training
BBR 2024 Summer Sessions Interview Training
 
Film vocab for eal 3 students: Australia the movie
Film vocab for eal 3 students: Australia the movieFilm vocab for eal 3 students: Australia the movie
Film vocab for eal 3 students: Australia the movie
 
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptxChapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptx
 
clinical examination of hip joint (1).pdf
clinical examination of hip joint (1).pdfclinical examination of hip joint (1).pdf
clinical examination of hip joint (1).pdf
 
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective UpskillingYour Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective Upskilling
 
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPLAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
 
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
 
The History of Stoke Newington Street Names
The History of Stoke Newington Street NamesThe History of Stoke Newington Street Names
The History of Stoke Newington Street Names
 
Wound healing PPT
Wound healing PPTWound healing PPT
Wound healing PPT
 
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
 
Advanced Java[Extra Concepts, Not Difficult].docx
Advanced Java[Extra Concepts, Not Difficult].docxAdvanced Java[Extra Concepts, Not Difficult].docx
Advanced Java[Extra Concepts, Not Difficult].docx
 
UGC NET Exam Paper 1- Unit 1:Teaching Aptitude
UGC NET Exam Paper 1- Unit 1:Teaching AptitudeUGC NET Exam Paper 1- Unit 1:Teaching Aptitude
UGC NET Exam Paper 1- Unit 1:Teaching Aptitude
 
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
BÀI TẬP DẠY THÊM TIẾNG ANH LỚP 7 CẢ NĂM FRIENDS PLUS SÁCH CHÂN TRỜI SÁNG TẠO ...
 
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem studentsRHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
 
Gender and Mental Health - Counselling and Family Therapy Applications and In...
Gender and Mental Health - Counselling and Family Therapy Applications and In...Gender and Mental Health - Counselling and Family Therapy Applications and In...
Gender and Mental Health - Counselling and Family Therapy Applications and In...
 
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
 
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptxNEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
 
How to Setup Warehouse & Location in Odoo 17 Inventory
How to Setup Warehouse & Location in Odoo 17 InventoryHow to Setup Warehouse & Location in Odoo 17 Inventory
How to Setup Warehouse & Location in Odoo 17 Inventory
 
ZK on Polkadot zero knowledge proofs - sub0.pptx
ZK on Polkadot zero knowledge proofs - sub0.pptxZK on Polkadot zero knowledge proofs - sub0.pptx
ZK on Polkadot zero knowledge proofs - sub0.pptx
 

Diskontinuierliche Innovation

  • 1. Diskontinuierliche Innovation Kompetenzen und Paradigmen im Innovationsmanagement Business Talk des integro-Projektes im Rahmen der Tagung X-Organisationen, Berlin, 19. Nov. 2009 Frank T. Piller RWTH Technology & Innovation Management Group, RWTH Aachen, Germany MIT Smart Customization Group, Cambridge, MA, USA tim.rwth-aachen.de www.innovationsarbeit.de
  • 2. 2 Kontext des Vortrags: Das Projekt Integro INTEGRO: Integriertes Innovations-, Wissens- und HR-Management in Unternehmen und Innovationsnetzwerken der High-Tech-Branche am Beispiel Informationstechnik und Mechatronik Ziel: Empirische Analyse der Strukturen, Prozesse und Arbeitsbedingungen in Wertschöpfungs- und Innovationsnetzwerken von KMU der High-Tech-Branche, exemplarisch der IT-Branche und der Mechatronik. Im Rahmen des Projektes (Laufzeit: 04/08 bis 04/11) werden Funktionsmechanismen elaborierter Innovationskonzepte untersucht und Maßnahmen zur breiten Unterstützung der Innovationstätigkeit sowie zur Kompetenzentwicklung zentraler Beschäftigtengruppen erarbeitet. Ein besonderer Fokus liegt darauf, wie Innovations-, Wissens- und HR-Management sowie Kompetenzentwicklung optimal verzahnt bzw. integriert werden können, um die Innovationsfähigkeit von Unternehmen zu stärken und externes Wissen durch Kundenintegration und Open Innovation für die Unternehmen nutzbar zu machen. Das Vorhaben wird aus Mitteln des Bundesministeriums für Bildung und Forschung und aus dem Europäischem Sozialfonds der Europäischen Union gefördert und vom Projektträger Arbeitsgestaltung und Dienstleistungen im Deutschen Zentrum für Luft- und Raumfahrt e.V. betreut. Projektpartner: Sozialforschungsstelle Dortmund (sfs) an der Technischen Universität Dortmund (Koordinator); Management Zentrum Witten; networker westfalen e. V. Dortmund; Ruhr-Universität Bochum - Institut für Arbeitswissenschaft (IAW) und Lehrstuhl Informations- und Technikmanagement (IMTM); RWTH Aachen - Lehrstuhl für Technologie- und Innovationsmanagement (TIM). Mehr Informationen: www.innovationsarbeit.de
  • 3. 3 About us tim.rwth-aachen.de
  • 4. 4 Our team With about 18 full time research positions plus about 25 graduate student assistants, tutors, and research affiliates, RWTH- TIM is one of the largest groups of its kind in the German-speaking academic landscape.
  • 5. 5 RWTH-TIM Group: Facts and Figures Established in 1990 as one of the first dedicated chairs in technology & innovation management in Europe Part of RWTH's School of Business & Economics, with strong links to the RWTH Engineering Schools Ranked #1 in our school's faculty ranking w/r to research output (publications), and #2 w/r to external funding. Awarded "RWTH Price for Teaching Excellence 2009". Interdisciplinary team of about 18 full time positions for researchers plus about 25 support positions and student researchers (strong growth since 2007) 70% of budget funded by research contracts, grants, projects ("Drittmittel") Dedicated to research, but excellent in participant-centered learning on graduate student and executive education level. Strong industry partnerships, yet focus on scholarly research, not consulting. Network of affiliated companies & consultancies for direct project cooperation. November 2009: Moving to new building in RWTH Aachen Research Park next to Research Centers of, e.g., Microsoft, Sony Ericson and Ford (part of "RWTH Campus Project")
  • 6. When googling "Innovation", this picture shows up as the #1 hit.
  • 7. "I' am happy to give you innovative thinking. What are the guidelines?"
  • 8. What Is Innovation? “(Basic) research is the transfer of money into knowledge. Innovation is the transfer of knowledge into money.” W. Sittenthaler, Wacker Chemie (German manufacturer of specialized chemical compounds) "Innovation: How to link creativity in new ideas with necessary rigor and discipline in execution." H. Kerminen, Kemira (Finish manufacturer of fertilizers and industrial chemicals) (c) Copyright tim.rwth-aachen.de 8
  • 9. Exploring the decision space of innovation mgmt ‘Paradigm’ (= mental model) Process Innovation Product ‘do better’ ……… ‘do different’ Position Source: Bessant (2008) (c) Copyright tim.rwth-aachen.de 9
  • 10. How we think about something ... shapes the way we manage it.
  • 11. Draw an alien on your notepad. NOW!
  • 12. Experts' Confidence Bu 50 55 60 65 70 75 80 si En ne te ss rta D W ig 2005 -T in o- m O ita i re Bu en nl lC le si in on ss ne t-o n- e ve Sm ss U D Fi rg ar (B til it em nan en t P 2B y a ce ce ho ) Co We nd ne m b s O E- n G re e G Fu pu 2. t in 0 G li n r e n l C Sm ov e i d g B e Energy & Environment ar ern Pub Co us ll C E-T 2010 t S m l i m in a a Bi Br en en shi put ess rs il in so t n g i ng g o o rs Sp me adb O P a c tric an e s d pt D rec ic es is To al ur Graph by Evan M. H. Faber C ig ion is 2010: The World Goes Online ne m M om Aqu d MFar H od pu a m Pe yb t c a i © TechCast, LLC. All Rights Reserved ul rv ri d ar ers ul tu teria ng H re l s In as Ca o In T tel ive rs 2015 Ar Pe me ti f rs s G tel li elem li ge Ne lo g n t ic Information Technology ia on M bal ent edic t Ca wo r lI al as W In in r ks nt iz R Vi s ar te e s el ed e Q M l ig Trcyc Vi Glo rt ua Cus mi n rfac Th ic en ea lin rt u ba l t g e ua ou ro nt gh -M ce tm g al l A Re om um Bi t ac en E cc al i i za o P du e ty C hi t ca ss ti o n om co m ow ne pu pu er s Ar t io n E-Commerce tin tin ti f g g N ic 2020 Al O an ial O D G te r o is e rn ga n te c rga tri D ne at ic hn ns bu es tic iv F o te e 2020: High-Tech Arrives d C ali n al ly En a rm l og an a M Po ce tio o er in y w r C n dif Sm gy g er ie G ur e d art ro O Ro w G rg n an bot O en is s rg et m Longitudinal Summary of Forecasts Sm ic s 2025 an al s Au Th M lA to er oo irc m ap Manufacturing & Robotics n C ra at ed y Ba hi ld ft H Most Likely Year to Enter Mainstream se Tr ig ai hw ts ay s H yp er N M so 2030 uc ni le en c ar on Pl F us M an es io ar n s Li fe 2030: Global Crisis of Maturity Ex M te Medicine and Biogenetics ag ns le i v on Tr ai ns 2035 Size Market Sta r Transportation Co Tr nta ave l ct 2040 (off scale) 12
  • 13. Innovation follows a paradigm (basic model) Mildred McDaniel (1933) Olympic Games, Melbourne, 1956 World Record: 2,15 Richard Fosbury (1947), Olympic Games, Ray Ewry (1873-1937) Mexico, 1968 Olympic Games, London, 1908 World Record: 2,24 World record: 1,98 (c) Copyright tim.rwth-aachen.de 13
  • 14. (Radical) Innovation is overcoming the problem of "local search".
  • 15. The challenge Popper (1988): For radically new innovation to occur at all, the future must be unknowable, since otherwise innovation would, in principle, be already known and would occur in the present and not in the future. The inherent limits of organizations to forecast, especially discontinuous and radical new developments (Hogarth & Makridakis, 1981; Makridakis, 1990) (c) Copyright tim.rwth-aachen.de 15
  • 16. Exploitation Exploration (c) Copyright tim.rwth-aachen.de 16
  • 17. Gary Cooper (c) Copyright tim.rwth-aachen.de 17
  • 18. How it really happens ... (c) Copyright tim.rwth-aachen.de 18
  • 19. 19 Exploitation Exploration Source: von Stamm / Bessant (2008)
  • 20. Disruptive Innovation (c) Copyright tim.rwth-aachen.de 20 20
  • 21. Sustaining vs. disruptive technologies (c) Copyright tim.rwth-aachen.de Source: Bower/Christiansen: Disruptive technologies, HBR, 1995/1 21 21
  • 22. Why firms fail to master discontinuous innovation Resource dependency: Listened too much to best customers. Internal inertia to change: Existing structures, mental models, and capabilities
  • 23. Firms face many more sources of discontinuity than "just" new technologies (Bessant 2005) (c) Copyright tim.rwth-aachen.de Source: Bessant (2008) 23 23
  • 24. Challenging some of our common paradigms (mental models) of innovation
  • 26. Dr G Venkataswamy (c) Copyright tim.rwth-aachen.de 26
  • 27. But innovation is not just western "high tech": The fortune at the Bottom of the Pyramid (BoP) Book and articles by C.K. Prahalad, University of Michigan Begins with potential position innovation – 4 billion people subsist on less than $2/day Products and services for this market? Significant paradigm innovation potential- challenges our assumptions about ‘the poor’ Case examples of experiments from wide range of countries Early warning signals of fundamental shifts in innovation landscape? (c) Copyright tim.rwth-aachen.de 27
  • 28. BoP Example: Aravind eye clinics Began 1976, Dr G Venkataswamy , retired eye surgeon 9 million in India, 45 million worldwide suffer blindness due to cataracts Cataract operation cost in USA - $2500-$3000 Target cost in India - $50, but no compromise on quality Learning from other sectors – the McDonalds approach 200,000 operations/year @ $50 - $300 including hospital stay and any complications treatment 60% of patients treated free, so average cost is $25/operation Rich learning (200k ops) so world-class – NHS is looking at this as an option for the UK Extension to other operations – e.g. bypass surgery in India $4k vs $50k in USA (c) Copyright tim.rwth-aachen.de 28
  • 29. Further examples of BoP innovation EID Parry, ITC – e-choupals – internet in the village Casas Bahia – 10m customers for electronics, appliances, furniture – 45% of spending is at BoP Jaipur Foot – as Aravind – US cost of foot $8000, target cost of JF is $30 and free to many. Extreme use innovation. 25million amputees worldwide. Voxiva medical alerts and communication – spread of SARS, etc. Robust comms. platform independent of specific hardware. Applicable to crime, safety, etc. Annapurna iodised salt – using extreme conditions as a laboratory to push the innovation frontier (micro-encapsulation technology) (c) Copyright tim.rwth-aachen.de 29
  • 30. Learning from the BoP "real life lab" Create a new price/performance Aravind eye care, Monsoon Hungama envelope mobile phone, Grameen and other micro-finance Innovation requires hybrid Micro-encapsulation of iodine in salt (traditional and new technology) (Hindustan Lever), Amul Dairies solutions collection/distribution system Innovations must be adaptable and How to devolve/reach – mobilise local scalable entrepreneurs. Cemex, Casias Bahia Innovations must tackle Energy, water use, waste, etc. E+Co sustainability issues distributed energy Innovations must come from deep Jaipur Foot, TVS PoS system understanding of local needs and context Process innovations are as Aravind, Amul significant as product (c) Copyright tim.rwth-aachen.de 30
  • 31. Learning from the BoP "real life lab" (II) Innovations must deal Voxiva medical diagnostics, Cemex with skill issue User education is critical and How to work in ‘media-dark’ requires innovation in approaches environments? HLL ‘clean hands’ campaign Innovations must suit hostile Jaipur Foot, ITC e-choupal, HLL environments – extreme innovation Annapurna salt Innovations require robust user Languages, input devices for illiterates, interfaces etc. Elektra Mexico fingerprint recognition in stores Innovations must reach dispersed Extending reach in marketing and markets delivery. Avon model – networks of local agents, direct to consumer Innovations must be Aravind, Voxiva, ITC models diffusing platform/architecture-based to ‘developed’ world (c) Copyright tim.rwth-aachen.de 31
  • 32. Consider other "low tech" innovations breaking with the "high tech" paradigm The flip video camera The netbook The Apple-Nike "+" system Twitter Skype (c) Copyright tim.rwth-aachen.de 32
  • 33. Innovation is the domain of firms (manufacturers).
  • 34. Users have the advantage of problem-solving in their own use environments as they “do” a desired activity – they are learning by doing. Lead users innovate here # of users perceiving First manufacturer product appears here need “Voice of the customer” methods start here Time Time Source: Eric von Hippel 2005 34
  • 35. But whatever you do, inspire your most important participant Your Executive Board
  • 36. If you find a "chief innovation officer", run away.
  • 37. Innovation cannot be delegated or assigned to an "innovation function". It is the job of everyone in an organization – including the executive board.
  • 38. 38 piller@tim.rwth-aachen.de tim.rwth-aachen.de | open-innovation.com