In these slide we present a model for innovation in eResearch, including the different organizations that an enterprise needs to implement to support several innovation life cycles.

1. Enabling Innovation in eResearch
Richard Ferrers
Australian National Data Service
Melbourne
Nicholas May
RMIT University
Melbourne
Except where otherwise noted, this work is licensed under the
Creative Commons Attribution-ShareAlike 4.0 International License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/

2. Will eResearch disappear?
Should eResearch be a function of ITS?
What should an eResearch organization look like?
Innovation & eResearch?

3. Application of Innovation and Teamwork models
Within the eResearch Context
Provide a model for innovation in eResearch
Overview

4. Adoption &
Diffusion
•Market Segments
•Adoption
Characteristics
•Everett M. Rogers
Crossing the
Chasm
•The Chasm
•Total Product
•Geoffrey A. Moore
Disruptive
Innovation
•Sustaining vs. Disruptive
•Clayton Christensen
Value
Innovation
•Change of Value Proposition
•Blue Ocean Strategy
•W. Chan Kim and
Renée Mauborgne
Industry Models of Innovation
Performance
Time
Disruptive
Sustaining
Novelty
with
Utility
Cost
Value
60s
80s
90s
00s

5. Sustaining
– Improves ‘Performance’
– Existing Technology
– Targets most profitable Customers
Disruptive
– Changes the ‘Value Proposition’
– Not wanted by Majority Segment
– Promise Lower ROI
– Simpler, Cheaper
– Lower Performance
– Adopted in Emerging Markets
The Innovation Spectrum
– Examples:
• Portable Computers
• Different Data Storage Formats
– Examples:
• Faster Computers
• Higher Capacity Data Storage

6. Service-Focused
– Listens to Customers
– Targets Largest Segment
– Gives Customers
‘what they say they want’
– Delivery Oriented
Project-Focused
– Works with Customers
– Explore Non-Standard Needs
– Learning Oriented
Organizing for Innovation
– Good at… Sustaining Innovation – Good at… Disruptive Innovation

7. Team Structures
Grouped by Discipline
Directed by Senior Specialist
Coordinate via Specifications
Control passed Sequentially
Functional
Grouped by Discipline
Directed by Coordinator
Coordinate via Liaisons
Control by Communication
Lightweight
Grouped by Task
Directed by Project Manager
Coordinate via Co-location
Control by Charter
Heavyweight
Grouped by Team
Directed by Team Manager
Coordinate via Co-location
Control of Resourcing
Autonomous

8. eResearch is the…
• ICT that supports the research lifecycle
eResearch & Innovation?
eResearch Organizations…
• need to support a diverse market of researchers
• need to cope with increasing opportunities for ICT disruption in research lifecycle
• need to enable sustaining innovation across a range of technologies
• need to enable continuous, disruptive innovation in a dynamic environment

9. A Model for Innovative
Organizations in eResearch

10. Sustaining Organization
photo adapted from ‘train-
tracks-sweden’ by Project 404
on www.flikr.com, see
https://creativecommons.org/li
censes/ - CC BY-NC 2.0
Heavyweight Team
Listens to Researchers’ Needs
Upgrade & Improve Existing Solutions
Service & Delivery Focused
ITS &
Library
@ RMIT
University

11. Disruptive Organization
photo adapted from
‘Split / Merge’ by Domiriel
on www.flikr.com,
https://creativecommons.org/li
censes/ - CC BY-NC 2.0
Heavyweight Team
Exploit Shift in what Researchers’ Value
Explore New Solutions
Project & Learning Focused
eResearch
Office
@ RMIT
University

12. Resourcing Organization
photo adapted from
‘gate in morning fog’ by Brian
J. Matis on www.flikr.com,
https://creativecommons.org/li
censes/ - CC BY-NC-SA 2.0
Lightweight Team
Assess Opportunities for Disruption
Allocate Resources to Disruptive Projects
Not Formalized
@ RMIT University

13. Assessment Organization
photo from
‘Closed !’ by Craig Sunter
on www.flikr.com,
https://creativecommons.org/li
censes/ - CC BY-ND 2.0
Lightweight Team
Assess Maturity of Disruptive Technologies
Manage the Transition of Technologies into Sustaining Organization
Not Formalized
@ RMIT University

14. Punctuated Disruption
Spin Out
Discover
Refer
Merge
• Transient Teams
• Concurrent Projects
Sustaining
Resourcing
Disruptive

15. Examples @ RMIT University
NanoTardis
• Punctuated Disruption
• Resources allocated to:
– Small project team
– Mature MyTardis for ITS
– Ensure Compliance
– Develop Support Model
• Deployment supported by ITS
• Model for future MyTardis Deployments ITS
PMO
Dev Team

16. Continuous Disruption
ReferHand Over
Discover
• Permanent Organization
• Concurrent Projects
Sustaining
Assessing
Disruptive

17. Examples @ RMIT University
Data DOIs
• Continuous Disruption
• eResearch Office
– Identified in eRO project: ANDS MODC
– Raised at Research Data Planning (RDP)
meeting
– Integrated into Research
Metadata Publication process
• Management of RMIT University’s
Data DOIs supported by Library
Library
RDP
eRO

18. A Model for Innovative
Organizations in eResearch
Punctuated Continuous
ReferHand Over
Discover
Spin Out
Discover
Refer
Merge
Sustaining
Assessing
Disruptive
Resourcing

19. What are your experiences with…
• eResearch Organizations
• Disruptive Projects
• Innovation Life Cycles
Questions?
Richard Ferrers
richard.ferrers@ands.org.au
@ValueMgmt
Nicholas May
nicholas.may@rmit.edu.au
@eResEngineer
https://sites.google.com/site/eresearchinnovation/

20. 1948
Disruptive Innovations in Photography
1888
1975
1976
2005
2009
2012
Steven Sasson builds the first digital camera
Kodak founded
US sales: 85% of Cameras & 90% of Film
US sales: Ranked No. 1 for Digital Cameras
2007
iPhone released
Kodak files for bankruptcy
Kodachrome discontinued
Polaroid camera released
2008
Polaroid files for bankruptcy
1997
Philippe Kahn builds the first phone camera
Photo by John Kratz
from Burlington NJ, USA
(Kodak Brownie Target Six-20)
[CC BY-SA 2.0]

21. References
1. Diffusion of Innovations
• Everett M. Rogers. Diffusion of Innovations. Simon and Schuster, 5th edition, 2003.
2. Disruptive Innovation
• Clayton Christensen. The innovator’s dilemma: when new technologies cause great firms
to fail. First eBook Edition, Harvard Business Review Press, 1997,
ISBN: 978-0-875-84585-2.
3. Diffusion of Technology
• Geoffrey A. Moore. Crossing the Chasm: Marketing and Selling High-Tech Products to
Mainstream Customers. Adobe E-Book Reader edition v 1, HarperCollins, 2001,
ISBN: 0-06-018987-8.
4. Team Structures
• Steven C. Wheelwright and Kim B. Clark. Revolutionizing product development: quantum
leaps in speed, efficiency, and quality. Simon and Schuster, 1992.