this presentation is prepared by BBA students of post Graduate college for women Samnabad Lahore

1. INNOVATION NETWORKS
PRESENTED BY GROUP #1
HAMNA, ANEEB, AQSA, ARSHIA,
IQRA TARIQ,LAIBA, AND IQRA ISMAILE
PRESENTED TO :MAM

2. NO MAN IS AN ISLAND
• It’s a phrase 'no man is an island' expresses the idea that human bings do badly
when isolated from others and need to be part of a community in order to
thrive.(do well/succeed)

3. SOLO ACT
• It's easy to think of innovation as a solo act-the lone genius ,like
Archimedes(Greek Mathematcian and Inventer)
• Or someone got its eureka moment or got the inspiration moment at thair
garret.

4. REALITY
• In reality there is no concept of solo act
• Reality is taking good idea forward relies on all sorts of inputs from different
people and perspective's.

5. MULTI-PLAYER GAME
• Innovation is not a solo act but a multi-player game. Weather it is the
entrepreneur who spots an opportunity or an established organization trying to
renew its offerings or sharpen up its processes.
• Making innovation happen depends on working with many different players,
there skills , there diversity and the way they perceive thinks make it happen.

6. SPAGHETTI MODEL OF INNOVATION

7. HOW INNOVATION HAPPENS?

9. THE SPAGHETTI CHALLENGE –INNOVATION IS ABOUT
CONNECTION
• It’s a multi-player game-open innovation
• Complex knowledge flows, not just knowledge creation
• Powerful new toolkit emerging- innovation contest, innovation market,crowdsouring.......
• Mix 'n' match- 'recombinant ' innovation
• User matters

10. INNOVATION IS A SOLO ACT?

11. USER COMMUNITIES

12. INNOVATION NETWORKS:
• Networks Influence
• When networks are appropriate?
• Different types of networks

13. NETWORK?
• A complex, interconnected group or system
• Why do we have networks?
•Efficiency
•Learning
•RiskTaking

14. INNOVATION NETWORKS:
• Innovation network is fostered by gathering information from new connections
• It offers many of the benefits of internal development
• Few of drawbacks are collaboration
(co-ordination failures i.e. situations where business success fails because of a lack of co-operation)

15. DIFFERENT NETWORK PERSPPECTIVE

16. NETWORK INFLUENCE:
• Sharing of information within a network
• Differences in the position of actors in the network

17. TYPES OF NETWORKS:
• Closed network
i-e Microsoft and Intel
• Open network
i-e Samsung
• Virtual network
i-e Herve thermique

18. COMPETITIVE DYNAMICS IN NETWORKING
INDUSTRIES
System
attributes
• Incompatible
technology
• Compatible
across
venders and
product
Firm strategy
• Control
standard's
• Shape
standard
Source of
advantage
• Economies of
scale
• Economies of
scope
close
open

19. TYPES OF INNOVATION NETWORKS
• Entrepreneur-based
• Internal project teams
• Communities of practice
• Spatial clusters
• Sectoral networks
• New product or process development consortium
• Sectoral forum
• New technology development consortium
• Emerging standards
• Supply-chain learning

20. NETWORK AT THE STARTUP :
Name show this topic describe ,how network are start. When you are building great network start
up following things keep in mind.
• Know your bucket
• Ask people for opinions and insights
• Communicate clearly
The idea of lone inventor pioneering his or her way through market success.

21. FOR EXAMPLE:
Having seen a documentary about AIDS spread in rural areas because of less awareness of
technology they have not communication channels like Radio, TV, Internet, Telephonic service
etc.

22. SOCIAL ENTREPRENEUR
• A person who establishes an enterprise with the aim of solving social problems or effecting
with the aim of solving social problems or effecting social change
• Social entrepreneurs where the challenge is to mobilize wide range.
• Example 'Bill Drayton'

23. NETWORK IN THE INSIDE
• Internal innovation networks provide intellectual and operational support for the company’s
external innovation programs.
example
Trouble to ‘manage Knowledge’ in the late 1990s
i.e. giant jigsaw puzzle

24. EFFECTIVE INNOVATION NETWORK:
US researcher highlighted the following two points in his US space program to build effective
innovation network;
• Social network
• Technological gate network
• Technological gatekeeper (TGK)
Technological gatekeepers are key persons in innovation-related communication process who
supply scientist and engineers in the industrial R&D divisions informally with relevant
information through external sources

25. NETWORK IN THE OUTSIDE:
• Creating and combining different knowledge sets has always been the name of the game both
inside and outside the firm.
• Creating and combining different knowledge sets has always been the name of the game both
inside and outside the firm.
Example;
P&G
“connect and develop”

26. R &D IN GROWING ECONOMIES:
• R&D is no longer used in industrial economies like USA and Germany but is increasing most
rapidly in the newly growing economies like India and China e.g.
• BBC and Nokia

27. LEARNING NETWORKS:
• “Networks as the bloodstream of your learning
organization”

28. POWER OFCOMBINING LEARNING, TEAMS AND
INNOVATION

29. WHAT IS LEARNING NETWORK ?
• ‘A network formally set-up for the primary purpose of increasing knowledge
• Benefits:

30. DEMERITS:

31. EXPERT RESEARCHER SUGGESTS
• Learning happens through sharing tacit and explicit knowledge
• Creating a heartbeat in virtual teams builds relationships and trust
• Networks are composed of strong or weak ties in different configurations, all of which relate in unique
ways to performance
• Explicit knowledge (facts) can be carried through the small capillaries of weak ties (people you don’t
know well), while tacit knowledge (ideas, experiences, skills) must flow through the larger arteries of
strong ties (people you feel close to). The rhythm of the organization’s heartbeat – regular meetings,
classroom sessions, video conferences or email updates – creates the pulse to propel learning through
the organization’s bloodstream

32. HOW CAN YOUR ORGANIZATION USE NETWORKING
ACTIVITIES TO ENHANCE LEARNING AND INNOVATION?
• If you need to share explicit knowledge, create short learning activities that bring together diverse
groups. Mix the teams in discussion groups, build a knowledge directory, and create lunch and learn
sessions to exchange ideas and allow people to meet each other.
• If you need to deepen tacit knowledge, design more intense learning experiences and encourage
people to get to know each other outside work or outside the classroom. Team building activities and
cross functional special projects are good examples.
• Finally, keep a fresh supply of oxygen entering your organization by encouraging referrals. Someone
you know connects you to someone new, building on established trust, and new insights flow quickly
into the organization.

33. EXAMPLES OF LEARNING NETWORK
• a formal club whose members have formed together to try and understand and share experiences
about new production concepts - e.g. a ‘best practice’ club
• a shared pre-competitive R&D project -‘co-laboratories’

34. SHARED LEARNING:
• The process of working collectively to achieve a common objective in a group The p. Team members
tend to share knowledge and complement each other skills. If there is no commitment and effort from
team members then working and learning from team work may fail.
• MAIN PRINCIPLES:
• Creating the context and environment for empowered action
• Learning from experience__ what has and has not worked well
• A multi-disciplinary approach to addressing complex issue
• Acknowledging that people in the room have the capability and capacity to effect change
• Utilizing the resources in the room fully

35. NETWORKS INTO THE UNKNOWN
• Much of time the challenge in innovation is one of 'doing what we do better' _continuously improving
products and services and enhancing our processes.
• In the long run the impact on the economic geography is significant.
• Long term relationship are recognized as powerful positive resources for incremental innovation, but
under some circumstances ' the ties that bind may become the ties that blind

36. NETWORK BROKE DOWN
Research suggests the challenge facing firms in building new networks can be broken down into two
separate activities:
• Identify relevant new partner
• Learning how to work with them

37. BARRIERS TO NEW NETWORK INFORMATION:
• Finding perspective partners:
• Geographical
• Technological
• Institutional
• Forming relationship with prospective partners:
• Ideological
• Demographic
• Ethnic

38. FOUR GENERIC APPROACHES TO NETWORK
BUILDING:
• Creating new networks in specific area
• Seeking out new networks in distant areas
• Building relationship with unusual partners
• Moving the uncharted territory

39. MANAGING INNOVATION NETWORKS:
• The rise of networking
• the emergence of small firms clusters
• the growing use of open innovation principles
• the globalization of knowledge production and application are all indicators of the move to what
Rothwell called 'fifth generation' innovation model.

40. TYPES OF INNOVATION:

41. CHARACTERISTICS OF INNOVATION:
• Highly diverse
• Third party gatekeepers
• Financial leverage
• Proactively managed

42. LEARNING TO MANAGE INNOVATION NETWORKS:
• How to manage something we don't own or control?
• How to see system level effects not narrow self interest?
• How to build trust and share risk taking without trying the process up in contractual red tape?