Dr. Dileep Bhandarkar gave a presentation on perspectives on innovation. He discussed his career journey working in research and development roles at various technology companies. He defined different types of innovation including technical, process, and administrative innovation. Dr. Bhandarkar emphasized that innovation is about improving existing products and services and creating new ones to satisfy customer needs. True innovation disrupts existing markets by applying a new set of values to create a new market.
It includes contents like goals of Innovation, types of Innovation (product innovation, process innovation, service innovation, incremental and radical innovation, modular and architectural inovation) and innovation models
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
It includes contents like goals of Innovation, types of Innovation (product innovation, process innovation, service innovation, incremental and radical innovation, modular and architectural inovation) and innovation models
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
This presentation discusses the Lead User Strategy that systematizes and formalizes the process of innovation. 3M is an ever innovating company and Lead User method helped it come up with many breakthrough innovations. The Lead User Methodology was proposed by Eric von Hippel. Many companies have used the method to their benefit. While innovation is always a much sought after virtue, there is no definitive and sure-shot way to continuous innovation. Lead User Method is one way to make systematic the process of innovation. it significantly increases the chances of success. Lead Users are often those who use an improvised arrangement (Indian 'Jugaad') as there are no commercial dedicated solutions available, using existing products or technologies to solve their purpose in a way that was perhaps not initially intended of the product/technology. So lead users can be potential source of new product ideas.
Basics of technology absorption; Management of technology absorption by an organization and a nation; Types & characteristics of technology diffusion, Global trends of technology diffusion & management
User innovation: learning from creative consumersIan McCarthy
Users have long been identified as important sources of innovation. This includes innovations from intermediate users (i.e., when companies are the users) and consumer users (i.e., when individuals who are users). In this talk I will introduce one particular type of innovating consumer user – the creative consumer. These are individuals who adapt, modify and hack existing propriety offerings, as opposed to creating completely new products. Then, together we will explore the characteristics of different examples of creative consumers and examine how companies can identify, acquire and leverage the innovation-related knowledge produced by such users.
Conceptualizing the Innovation Process – Trends and OutlookMaxim Kotsemir
The full version of my paper " Conceptualizing the Innovation Process – Trends and Outlook" (Higher School of Economics Research Paper No. WP BPR 10/STI/2013) you can download for free form my SSRN page.
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2249782
Maxim Nikolaevich Kotsemir
National Research University - Higher School of Economics
Dirk Meissner
National Research University Higher School of Economics
April 12, 2013
Higher School of Economics Research Paper No. WP BPR 10/STI/2013
Abstract:
This paper introduces the evolving understanding and conceptualization of innovation process models. From the discussion of different approaches towards the innovation process understanding and modeling two types of approaches to the evolution of innovation models are developed and discussed. First the so-called innovation management approach which focuses on the evolution of the company innovation management strategies in different socioeconomic environments. Second is the analysis the evolution of innovation models themselves in conceptual sense (conceptual approach) as well as analysis of theoretical backgrounds and requirements for these models.
The main focus of analysis in this approach is on advantages and disadvantages of different innovation models in their ability to describe the reality of innovation processes.
The paper focuses on the advantages and disadvantages as well as potentials and limitations of the approaches and also proposes potential future developments of innovation models as well as the analysis of driving forces that underlie the evolution of innovation models recently.
Number of Pages in PDF File: 33
Keywords: innovation models, innovation process, generations of innovation models, process dimension of innovation, innovation models evolution, innovation management
JEL Classification: O14, O30, O31, O32, O33, Q55
This presentation discusses the Lead User Strategy that systematizes and formalizes the process of innovation. 3M is an ever innovating company and Lead User method helped it come up with many breakthrough innovations. The Lead User Methodology was proposed by Eric von Hippel. Many companies have used the method to their benefit. While innovation is always a much sought after virtue, there is no definitive and sure-shot way to continuous innovation. Lead User Method is one way to make systematic the process of innovation. it significantly increases the chances of success. Lead Users are often those who use an improvised arrangement (Indian 'Jugaad') as there are no commercial dedicated solutions available, using existing products or technologies to solve their purpose in a way that was perhaps not initially intended of the product/technology. So lead users can be potential source of new product ideas.
Basics of technology absorption; Management of technology absorption by an organization and a nation; Types & characteristics of technology diffusion, Global trends of technology diffusion & management
User innovation: learning from creative consumersIan McCarthy
Users have long been identified as important sources of innovation. This includes innovations from intermediate users (i.e., when companies are the users) and consumer users (i.e., when individuals who are users). In this talk I will introduce one particular type of innovating consumer user – the creative consumer. These are individuals who adapt, modify and hack existing propriety offerings, as opposed to creating completely new products. Then, together we will explore the characteristics of different examples of creative consumers and examine how companies can identify, acquire and leverage the innovation-related knowledge produced by such users.
Conceptualizing the Innovation Process – Trends and OutlookMaxim Kotsemir
The full version of my paper " Conceptualizing the Innovation Process – Trends and Outlook" (Higher School of Economics Research Paper No. WP BPR 10/STI/2013) you can download for free form my SSRN page.
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2249782
Maxim Nikolaevich Kotsemir
National Research University - Higher School of Economics
Dirk Meissner
National Research University Higher School of Economics
April 12, 2013
Higher School of Economics Research Paper No. WP BPR 10/STI/2013
Abstract:
This paper introduces the evolving understanding and conceptualization of innovation process models. From the discussion of different approaches towards the innovation process understanding and modeling two types of approaches to the evolution of innovation models are developed and discussed. First the so-called innovation management approach which focuses on the evolution of the company innovation management strategies in different socioeconomic environments. Second is the analysis the evolution of innovation models themselves in conceptual sense (conceptual approach) as well as analysis of theoretical backgrounds and requirements for these models.
The main focus of analysis in this approach is on advantages and disadvantages of different innovation models in their ability to describe the reality of innovation processes.
The paper focuses on the advantages and disadvantages as well as potentials and limitations of the approaches and also proposes potential future developments of innovation models as well as the analysis of driving forces that underlie the evolution of innovation models recently.
Number of Pages in PDF File: 33
Keywords: innovation models, innovation process, generations of innovation models, process dimension of innovation, innovation models evolution, innovation management
JEL Classification: O14, O30, O31, O32, O33, Q55
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
Performance Characterization of the Pentium Pro ProcessorDileep Bhandarkar
HPCA 3 Paper
In this paper, we characterize the performance of several business and technical benchmarks on a Pentium Pro processor based system. Various architectural data are collected using a performance monitoring counter tool. Results show that the Pentium Pro processor achieves significantly lower cycles per instruction than the Pentium processor due to its out of order and speculative execution, and non-blocking cache and memory system. Its higher clock frequency also contributes to even higher performance.
Performance from Architecture: Comparing a RISC and a CISC with Similar Hardw...Dileep Bhandarkar
This is the paper that Dave Patterson referred to in his Turing Lecture.
Performance comparisons across different computer architectures cannot usually separate the architectural contribution from various implementation and technology contributions to performance. This paper compares an example implementation from the RISC and CISC architectural schools
(a MIPS M/2000 and a Digital VAX 8700) on nine of the ten
SPEC benchmarks. The organizational similarity of these
machines provides an opportunity to examine the purely
architect ural advantages of RISC. The RISC approach offers,
compared with VAX, many fewer cycles per instruction but somewhat more instructions per program. Using results from a software monitor on the MIPS machine and a hardware monitor on the VAX, this paper shows that the esulting advantage in cycles per program ranges from slightly
under a factor of 2 to almost a factor of 4, with a geometric
mean of 2,7. It also demonstrates the correlation between
cycles per instruction and relative instruction count.
Qualcomm centriq 2400 hot chips final submission correctedDileep Bhandarkar
World's 1st 10 nm Server Chip
QDT-designed custom core powering Qualcomm Centriq2400 Processor
5thgeneration custom core design
Designed from the ground up to meet the needs of cloud service providers
Fully ARMv8-compliant
AArch64 only
Supports EL3 (TrustZone) and EL2 (hypervisor)
•
Includes optional cryptography acceleration instructions
AES, SHA1, SHA2-256
Designed for performance, optimized for power
For decades we have been able to take advantage of Moore’s Law to improve single thread performance, reduce power and cost with each generation of semiconductor technology. While technology has advanced after the end of Dennard scaling more than 10 years ago, the advances have slowed down. Server performance increases have relied on increasing core counts and power budgets.
At the same time, workloads have changed in the era of cloud computing. Scale out is becoming more important than scale up. Domain specific architectures have started to emerge to improve the energy efficiency of emerging workloads like deep learning.
This talk will provide a historical perspective and discuss emerging trends driving the development of modern processors.
The Yellow Brick Road of Semiconductor Technology
The talk provides a historical perspective on how the computer industry has taken advantage of Moore's Law and how we got to the era of multi-core processors. The talk will also address some of the challenges facing the industry in the future.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
2. INNOVATION JOURNEY
• 1970: B. Tech, Electrical Engineering (Distinguished Alumnus)
• Indian Institute of Technology, Bombay
• 1973: PhD in Electrical Engineering
• Carnegie Mellon University
• Thesis: Performance Evaluation of Multiprocessor Computer Systems
• 4 years - Texas Instruments
• Research on magnetic bubble & CCD memory, Fault Tolerant DRAM
• 17.5 years - Digital Equipment Corporation
• Processor Architecture and Performance
• 12 years - Intel
• Performance, Architecture, Strategic Planning
• 5.5 years - Microsoft
• Distinguished Engineer, Data Center Hardware Engineering
• Since January 2013 – Qualcomm Technologies Inc
• VP Technology, Data Center Group
3. DON’T BE AFRAID!
•“Follow the path of the unsafe, independent thinker.
Expose your ideas to the danger of controversy.
Speak your mind and fear less the label of
''crackpot'' than the stigma of conformity.”
– Thomas J. Watson
4. WHAT IS INNOVATION?
• The process of translating an idea or invention into a good or service that creates value or for
which customers will pay.
• To be called an innovation, an idea must be replicable at an economical cost and must satisfy
a specific need.
• Innovation involves deliberate application of information, imagination and initiative in deriving
greater or different values from resources, and includes all processes by which new ideas are
generated and converted into useful products.
• In business, innovation often results when ideas are applied by the company in order to further
satisfy the needs and expectations of the customers.
Read more: http://www.businessdictionary.com/definition/innovation.html#ixzz3vdjSXCOE
5. DEFINITION OF INNOVATION
Basic definition
Introduction of new ideas that add ‘value’ to a firm’s activities
OECD The Oslo Manual Page 16
http://www.oecd.org/sti/inno/2367580.pdf
• introduction of a new product or a qualitative change in an
existing product
• process innovation new to an industry
• the opening of a new market
• development of new sources of supply for raw materials or other
inputs
• changes in industrial organisation
9. INNOVATION TYPES
•Innovation is simply the process of creating and
implementing new ideas
•Three main types of innovation exist:
1) Technical Innovation
2) Process Innovation
3) Administrative Innovation
10. TECHNICAL INNOVATION
• Technical innovations are defined as new products and processes
and major technological modifications to products and processes.
An innovation is considered performed if it is introduced to the
market (product innovation) or implemented in the production
process (process innovation). Innovation includes many research,
technological, organizational, financial and commercial activities.
11. TECHNICAL INNOVATION
• Technical innovation is simply the creation of a new product or service.
• Some examples:
- A new line of automobiles
- The introduction of cellular telephones
12. ROLE OF RESEARCH & DEVELOPMENT
• R&D represents only one of these activities and can take place during various
stages of the innovation process. It can play not only the role of the original
source of the innovation ideas but also the role of problem solution
framework, which can be turned to at any stage of the implementation.
OECD, Frascati Manual 1992
http://www.uis.unesco.org/Library/Documents/OECDFrascatiManual02_en.pdf
13. PROCESS INNOVATION
• Process innovation is achieved through the creation of a new means of
producing, selling, and/or distributing an existing product or service.
• Some examples are:
- Online Banking, etc.
- E-commerce
14. ADMINISTRATIVE INNOVATION
• Administrative innovation is the creation of a new organization design which
better supports the creation, production and delivery of services or products.
• Examples:
• Virtual Teams: any task-focused group that meets w/out all members being in the same
room or even working at the same time.
• Just In Time Manufacturing Supply Chain
15. CREATIVITY
• The ability to see a problem in several dimensions
• The ability to truly understand the problem at
hand
• The ability to solve the problem in a more
efficient or effective way
16. INNOVATION AND BUSINESS
• "Business has only two functions, innovation and marketing."
- Peter F Drucker
• “Creativity is thinking up new things. Innovation is doing
new things.”
- Theodore Levitt
• “Innovation distinguishes between a leader and a follower.“
- Steve Jobs
17. THE INNOVATION PROCESS
ACTIVITIES
OUTPUTS
Basic research
Discoveries
Ideas
Applied research
Information collation
Inventions
Blueprints
Plans
Development
Testing
Prototypes
Beta-versions
Investment
Innovation
(product or process)
FIRM-LEVEL INITIATIVES
EXTERNAL-
OR FIRM-LEVEL
INITIATIVES
MARKET-LEVEL
PROCESS
DIFFUSIONCOMMERCIALISATIONRESEARCH AND DEVELOPMENT
Adoption or
purchase decision
Market penetration
Adaptation
Improvement
STAGE
AGENTS
21 2 3 4 5
Source: Greenhalgh and Rogers (2010)
18. INVENTION, INNOVATION, DIFFUSION
(SCHUMPETERIAN TRILOGY)
• Invention: creation of an idea to do or make
something (profitability not yet verified)
• Innovation: new product/ process commercially
valuable i.e. successfully developed inventions.
• Diffusion: the spread of a new
invention/innovation throughout society or at least
throughout the relevant part of society.
• Without this cannot gain full benefits
• Some of this represents ‘spillovers’ or ‘positive
externalities’
19. SCIENTISTS, KNOWLEDGE AND TECHNOLOGY
Scientists
• Discover knowledge by research
• Disseminate knowledge (open science?)
• Knowledge is public good(non-rival in use), hence created
externalities
• Universities, government labs, some large firms
• It may represent the basis for technological advances
Technology
• Application of knowledge to ‘production’
• Firms driven by profit incentive
• Private good: investment (R&D) projects, appropriate, use of
intellectual property
21. OSLO MANUAL
• Product innovation
• A good or service that is new or significantly improved. This includes significant
improvements in technical specifications, components and materials, software in
the product, user friendliness or other functional characteristics.
• Process innovation
• A new or significantly improved production or delivery method. This includes
significant changes in techniques, equipment and/or software.
• Marketing innovation
• A new marketing method involving significant changes in product design or
packaging, product placement, product promotion or pricing.
• Organisational innovation
• A new organisational method in business practices, workplace organisation or
external relations.
22. TECHNOLOGICAL & SOCIAL INNOVATIONS
• Technological innovations – based on specific technology, invention, discovery,
• Social innovations – in critical historic periods more important than
technological ones (mail, educational systém, social systém, health care, …)
23. INNOVATION CLASSES
• Sustaining Innovation that does not affect existing markets. It may be either:
• Evolutionary innovation that improves a product in an existing market in ways that customers are expecting
(e.g., fuel injection)
• Revolutionary (discontinuous, radical) innovation that is unexpected, but nevertheless does not affect existing
markets (e.g., the automobile)
• Disruptive Innovation that creates a new market by applying a different set of values, which
ultimately (and unexpectedly) overtakes an existing market (e.g., the lower-priced Ford Model T)
• Disruptive innovation, a term of art coined by Clayton Christensen, describes a process by which
a product or service takes root initially in simple applications at the bottom of a market and then
relentlessly moves up market, eventually displacing established competitors. - See more at:
http://www.claytonchristensen.com/key-concepts/#sthash.C9TVaUe3.dpuf
25. DISRUPTIVE INNOVATION
• As companies tend to innovate faster than their customers’ needs evolve, most organizations eventually end
up producing products or services that are actually too sophisticated, too expensive, and too complicated
for many customers in their market.
• Companies pursue these “sustaining innovations” at the higher tiers of their markets because this is what has
historically helped them succeed: by charging the highest prices to their most demanding and sophisticated
customers at the top of the market, companies will achieve the greatest profitability.
• However, by doing so, companies unwittingly open the door to “disruptive innovations” at the bottom of the
market. An innovation that is disruptive allows a whole new population of consumers at the bottom of a
market access to a product or service that was historically only accessible to consumers with a lot of money
or a lot of skill.
• Characteristics of disruptive businesses, at least in their initial stages, can include: lower gross margins,
smaller target markets, and simpler products and services that may not appear as attractive as existing
solutions when compared against traditional performance metrics. Because these lower tiers of the market
offer lower gross margins, they are unattractive to other firms moving upward in the market, creating space
at the bottom of the market for new disruptive competitors to emerge.
- See more at: http://www.claytonchristensen.com/key-concepts/#sthash.C9TVaUe3.dpuf
26. INNOVATION PROCESS
• Research and development (R&D)
• Production
• Marketing
Innovation is an opportunity for something new & different.
It is always based on change.
Innovators do not view any change as a threat but as an opportunity
27. CHAIN LINK MODEL OF INNOVATION
Source: Organisation for Economic Co-operation and Development OSLO Manual
28. EVOLUTION OF COMPUTERS
“The phone in your pocket will be as much of a computer as anyone needs”.
– Dr. Irwin Jacobs, Qualcomm Founder, 2000
Mainframes
Minicomputers
IBM PC
Desktops
Notebooks
Tablets
Smartphones
29. MY INNOVATION EXPERIENCE
• Failed: Magnetic Bubble Memory versus Hard Disk Drives
• Evolution often beats Revolution especially when incumbent is strong
• Minicomputers
• Success against Mainframes
• Failure: Denial against RISC Workstation Technology Threat
• Personal Computers
• Success against RISC Workstations
• PC Technology eventually used in Enterprise Servers
• Volume Economics Matters!
• Smartphone Technology is the Next Wave
30. LESSONS LEARNED
• Understand what the customer needs but don’t ask what he wants
• Automobile vs Faster Horse
• Never underestimate the incumbent
• Denial is not the name of a river in Egypt
• Strategy without Execution is Doomed
• What worked in the past may not work in the future
• There is often a Time and Place for New Ideas
• Challenge Conventional Wisdom but Be Real
• Do not wear Rose Colored Glasses – Measure The Situation Realistically
• Understand the Risks
• Monetization Strategy is important
• Business Plan is Essential
• Time To Market Matters!
31. CLAYTON CHRISTIANSEN QUOTES
• “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.”
• “Motivation is the catalyzing ingredient for every successful innovation. The
same is true for learning.”
• “Disruptive technologies typically enable new markets to emerge.”
• "Generally, disruptive innovations were technologically straightforward,
consisting of off-the-shelf components put together in a product architecture
that was often simpler than prior approaches. They offered less of what
customers in established markets wanted and so could rarely be initially
employed there. They offered a different package of attributes valued only
in emerging markets remote from, and unimportant to, the mainstream.“
https://www.youtube.com/watch?v=qDrMAzCHFUU
32. FAVORITE QUOTES
• “Don’t be encumbered by past history, go off and do something wonderful.”
- Bob Noyce, Intel Founder
“The only way to be truly satisfied is to do what you believe is great work. And
the only way to do great work is to love what you do. If you haven’t found it
yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when
you find it.” - Steve Jobs
• “Be A Nerd” – Mark Zuckerberg
• The difference between theory and practice is always greater in practice than
it is in theory!
33. RECOMMENDATIONS
• Solve the correct problem with effectiveness and efficiently
• Manage innovation as a project
• Analyze risks
• Use models, scenarios, simulations, proofs of concept
• Study examples of succesful and unsuccesful innovation projects
• Understand Strengths, Weaknesses, Opportunities, and Threats