The document discusses innovation management and dealing with change. It notes that traditional approaches view change as linear and predictable, while modern views see it as complex, nonlinear, and unpredictable. There is a shift from determinism to voluntarism in innovation management. This requires organizations to 1) open up to external ideas, 2) carefully select which ideas to pursue, 3) reconfigure actor networks and business models, and 4) meaningfully engage stakeholders in decision making. The key is managing innovation in complex, dynamic systems through co-creation and collaboration.

1. INNOVATIE EN OMGAAN
MET VERANDERING
Prof. Dr. Katrien Verleye
FOREPLAY – TECHNOLOGY IN THE CITY OF PEOPLE 2017

2. ER WAS EENS…

3. COMPLEXITEI
T Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye

4. CHAOS
Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye

5. Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye
Verleye & Gemmel
(2009)

6. ‘een item op de agenda’
een event
organisatie-gedreven
deterministische benadering
verandering is controleerbaar
lineair en voorspelbaar
oorzaak en gevolg
incrementele veranderingen
‘zoals in- en uitademen’
over leren
systeem-gedreven
voluntaristische benadering
verandering is niet controleerbaar
niet-lineair en onvoorspelbaar
turbulent
radicaal en incrementeel
McMillan (2007) – Verleye & Gemmel (2009)
SHIFT IN INNOVATIE MANAGEMENT

7. IMPLICATIES
#1 – open up
#2 – selecteer
#3 – reconfigureer
#4 – engageer

8. #1 – OPEN UP
Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye
Chesbrough 2006
“Open innovation is a
paradigm that assumes that
firms can and should use
external ideas as well as
internal ideas, and internal
and external paths to market,
as the firms look to advance
their technology”

9. WORD TRENDWATCHER
WWW.FLANDERSDC.BE/GPS/TRENDS
WWW.TRENDWATCHING.COM
WWW.SPRINGWISE.COM
WWW.TRENDSLATOR.NL
WWW.THEFUTURELABORATORY.COM
WWW.ICONOCULTURE.COM
WWW.PSFK.COM/REPORTS
Graham C99 - https://www.flickr.com/photos/schnappi/31093270122/ - CC BY 2.0

10. LAAT U (NIET) VERRASSEN
Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye

11. DON’T FORGET
Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye
Harry Winsor, 8 jaar
(Clifford 2010)

12. #2 – SELECTEER
Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye
3000 rauwe ideeën
1 succesvolle innovatieSchilling (2017)

13. Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye
R/K SELECTION THEORY
MacArthur & Wilson 1970

14. Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye
DON’T FORGET
Tim Reckmann / CC-BY-SA-3.0

15. #3 - RECONFIGUREER
ACTOREN
RESOURCE
INTEGRATIE
UITWISSELING VAN
DIENSTEN
INSTITUTIES &
INSTITUTIONELE
ARRANGEMENTEN
SERVICE
ECOSYSTEEM
Vargo & Lusch (2016)
WAARDE
CO-CREATIE

16. Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye
NIEUWE BUSINESS MODELLEN

17. Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye
DON’T FORGET

18. #4 - ENGAGEER
Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye
(MEE)BESLISSEN – vb. stuurgroep
SAMENWERKEN – vb. projectgroep
ADVISEREN – vb. vergadering
RAADPLEGEN – vb. survey
INFORMEREN – vb. nieuwsbrief
engagement

19. “jullie zijn de initiatiefnemers en beslissen helemaal zelf”
“we zullen beslissingen samen met jullie nemen”
“we zullen jullie betrekken bij het nemen van beslissingen”
“we zullen luisteren en jullie bezorgdheden erkennen”
“we houden jullie op de hoogte”
Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye
engagement

20. VOOR WAT - HOORT WAT
Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye
Economische
voordelen
Sociale
voordelen
Cognitieve
voordelen
Hedonische
voordelen
Verleye 2015, Kandampully 2015

21. CONCLUSIE
Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye

22. REFERENTIES
̶ Chesbrough, H. W. (2006). Open innovation: The new imperative for creating and profiting from
technology. Harvard Business Press.
̶ Clifford, S. (2010). Boeing’s Social-Media Lesson. Beschikbaar via
https://mediadecoder.blogs.nytimes.com/2010/05/03/boeings-social-media-lesson/
̶ Kandampully, J. (2014), Customer experience management : enhancing experience and value
through service management. USA: Kendal Hunt Publisher.
̶ McMillan, E. (2007). Complexity, management and the dynamics of change: challenges for
practice. New York: Routledge.
̶ Schilling, Melissa (2017). Strategic Management of Technological Innovation. USA: McGraw-Hill.
̶ Vargo, S. L., & Lusch, R. F. (2016). Institutions and axioms: an extension and update of service-
dominant logic. Journal of the Academy of Marketing Science, 44(1), 5-23.
̶ Verleye, K., & Gemmel, P. (2009). Innovation in the elderly care sector: at the edge of chaos.
Leuven, Belgium: Flanders District of Creativity.
̶ Verleye, K. (2015). The co-creation experience from the customer perspective: its
measurement and determinants. Journal of Service Management, 26(2), 321–342.
̶ Verleye, K., Jaakkola, E., Hodgkinson, I., Jun, G. T., Odekerken-Schröder, G., & Quist, J. (2017).
What causes imbalance in complex service networks? Evidence from a public health service.
Journal of Service Management, 28(1), 34–56.
Foreplay – Technology in the City of People 2017 - Prof. Dr. Katrien Verleye

23. Katrien.Verleye@UGent.be
Katrien Verleye
Professor Service Innovatie & Innovatie Management