The document discusses innovation strategy and provides examples of how to develop an innovation strategy canvas. It begins with an overview of what an innovation strategy is and why it is important for companies to have one. It then introduces the innovation strategy canvas as a tool to help structure an innovation strategy. The canvas covers various elements of an innovation strategy including role, fields, targets, market entry, implementation and more. The document provides examples of how companies have used the canvas to develop strategies and highlights the benefits they experienced such as funding and new collaborations. It concludes with a quote from a company CEO discussing how using the innovation strategy canvas helped focus their innovation efforts.

2. Masterclass
Innovation Strategy

3. Iraklis Agiovlasitis
FFG
Austrian Research Promotion Agency

4. What is the problem
Why does it matter
Innovation Strategy Canvas
Examples, Feedback, Discussion

5. how it all started…

6. Thomas Röblreiter
FFG
Austrian Research Promotion Agency

7. 01 //
What is the
problem?

9. Innovation strategy
“it’s all Greek to me”

10. Innovation strategy
“it’s all Greek to me”

11. Innovation strategy
“it’s all Greek to me”

12. Innovation strategy
“it’s all Greek to me”

15. • What is your vision of the future?
• What are the key trends that are impacting your industry?
• How do you plan to respond by innovation?

16. case 1:
silence

17. case 2:
intruder

18. case 3: pluralism

20. Innovation strategy
• Vision and strategic focus on innovation
• Implementation of strategy
Organization and culture
• Roles and responsibilities
• Organizational structure
• Organizational culture and climate
Innovation life cycle processes
• Idea management
• Product/service/business model/organizational or process
development
• Launch and continuous improvement
Enabling factors
• Project management
• Human resources and incentives
• IT and knowledge management
Innovation results
• Growth in revenue
• Growth in profit
• Growth in number of employees
Innovation results
Innovation
life-cycle management
Enabling factors
e.g. Human resource management, IP-/knowledge management,
project and program management, controlling and IT
Innovation
organization and culture
Product/ service/
business model/
organisation/
process development
Idea
management
Launch/
continuous
improvement
Innovation
strategy
1
2
3
4
5
Source: IMP³rove – European Innovation Management Academy 2016

21. Strategy
“the roof is on fire”

22. Meeting
part of the
criteria
Meeting all
assessment
criteria
86%
14%
Have no innovation strategy at all
Do have an innovation strategy
Ntotal= 2,544 small and medium-sized companies within the EU
Source: IMP³rove – European Innovation Management Academy; Figures as of October 2016
Criteria:
• It results from an analysis of
potential business areas for
future innovation activities
• It sets clear objectives for
your innovation management
activities
• It guides your idea
management
• …
22%
78%

24. the
apple
problem

26. the
coherency problem

27. 02 //
Why does it
matter?

29. First digital
camera
1975
First MP digital
camera
1986
First digital
camera in the
market
1995

30. Sterling Drug
$5.1 billion

31. “We will make sure
Kodak stayed closer to
its core businesses in
film and photographic
chemicals”
Whitmore, 1989

32. “Digital Transformation”
1993
George Fisher CEO
(ex-Motorola)

33. Advantix
1996

34. “Kodak regarded digital
photography as the enemy, an
evil juggernaut that would kill
the chemical-based film and
paper business that fueled
Kodak’s sales and profits for
decades.”
Fisher, 1999

35. First Wi-Fi
enabled
Photosharing
camera
2005

36. Bankruptcy
2012

37. Lessons learnt
(part 1)

38. • Don't be afraid to cannibalize your
own business in the name of progress.

39. • Are you committed to innovation?

40. but how is this
really relevant to our* clients?
*only SMEs are eligible for the EIMC service

44. Lessons learnt
(part 2)

45. • Smaller companies can be the disruptive force in the
economy…

46. • …if they can innovate in a strategic manner!

47. theory
(but quick)

48. Definitions
• An innovation strategy is a plan to grow market share or profits through
product and service innovation.
• A plan made by an organization to encourage advancements in
technology or services, usually by investing in research and development
activities.
From: https://strategyn.com/innovation-strategy/
From: http://www.businessdictionary.com/definition/innovation-strategy.html/

49. inspiring
ambitious
open
specific
communicated
adaptive
innovation
strategy

50. Types of innovation strategy
• Technology-oriented
• Market-oriented
• Competition-oriented
• Time-oriented
• Co-operation oriented

51. Technology push
Apple Newton PDA 1993

52. Market pull
Digital camera

53. Market pull

54. Competion
Always better
Big wishes, small prices

55. Market entry
Pioneer
Early follower
Late follower
Imitation Strategy

56. Cooperation
Horizontal
R&D
Vertical
Joint Venture

57. Action!

58. back to where
it all started…

62. 03 //
Innovation
Strategy
Canvas

63. Based on
a successful
paradigm

64. 1. ROLE
QUALITATIVE VISION
1. Market-, Competition-, Technology-,
Time- or Cooperation -oriented
2. Development, Differentiation,
Sustainability
COMPANY: VERSION:
4. TARGETS
QUANTITATIVE TARGETS
• Duration: e.g. 3 years,
• KPIs (Output, Process, Input)
2. FIELD
1. Key technologies
2. Markets
3. TYPE
• Product/Service
• Process
• Organisational
• Business Model
• Hybrid
5. MARKET ENTRY
• First mover,
• Pioneer,
• Early Follower,
• Late Follower
6. PLATFORMS & TOOLS
• Platforms & Networks to develop synergies or collaborations
• Tools (Project Management, Idea Management, Process Management,
CRM, Business units etc)
• Roadmaps
7. IMPLEMENTATION
• Resources and Know-how (internal, external)
• Roadmaps (Technological, Innovation, Development)
• Steps, Duration
DATE:
0. INNOVATION NEED:

65. 1. ROLE
QUALITATIVE VISION
1. Market-, Competition-, Technology-,
Time- or Cooperation -oriented
2. Development, Differentiation,
Sustainability
COMPANY: VERSION:
4. TARGETS
QUANTITATIVE TARGETS
• Duration: e.g. 3 years,
• KPIs (Output, Process, Input)
2. FIELD
1. Key technologies
2. Markets
3. TYPE
• Product/Service
• Process
• Organisational
• Business Model
• Hybrid
5. MARKET ENTRY
• First mover,
• Pioneer,
• Early Follower,
• Late Follower
6. PLATFORMS & TOOLS
• Platforms & Networks to develop synergies or collaborations
• Tools (Project Management, Idea Management, Process Management,
CRM, Business units etc)
• Roadmaps
7. IMPLEMENTATION
• Resources and Know-how (internal, external)
• Roadmaps (Technological, Innovation, Development)
• Steps, Duration
DATE:
0. INNOVATION NEED:
WHY?

66. 1. ROLE
QUALITATIVE VISION
1. Market-, Competition-, Technology-,
Time- or Cooperation -oriented
2. Development, Differentiation,
Sustainability
COMPANY: VERSION:
4. TARGETS
QUANTITATIVE TARGETS
• Duration: e.g. 3 years,
• KPIs (Output, Process, Input)
2. FIELD
1. Key technologies
2. Markets
3. TYPE
• Product/Service
• Process
• Organisational
• Business Model
• Hybrid
5. MARKET ENTRY
• First mover,
• Pioneer,
• Early Follower,
• Late Follower
6. PLATFORMS & TOOLS
• Platforms & Networks to develop synergies or collaborations
• Tools (Project Management, Idea Management, Process Management,
CRM, Business units etc)
• Roadmaps
7. IMPLEMENTATION
• Resources and Know-how (internal, external)
• Roadmaps (Technological, Innovation, Development)
• Steps, Duration
DATE:
0. INNOVATION NEED:
HOW?

67. 1. ROLE
QUALITATIVE VISION
1. Market-, Competition-, Technology-,
Time- or Cooperation -oriented
2. Development, Differentiation,
Sustainability
COMPANY: VERSION:
4. TARGETS
QUANTITATIVE TARGETS
• Duration: e.g. 3 years,
• KPIs (Output, Process, Input)
2. FIELD
1. Key technologies
2. Markets
3. TYPE
• Product/Service
• Process
• Organisational
• Business Model
• Hybrid
5. MARKET ENTRY
• First mover,
• Pioneer,
• Early Follower,
• Late Follower
6. PLATFORMS & TOOLS
• Platforms & Networks to develop synergies or collaborations
• Tools (Project Management, Idea Management, Process Management,
CRM, Business units etc)
• Roadmaps
7. IMPLEMENTATION
• Resources and Know-how (internal, external)
• Roadmaps (Technological, Innovation, Development)
• Steps, Duration
DATE:
0. INNOVATION NEED:
WHERE?

68. 1. ROLE
QUALITATIVE VISION
1. Market-, Competition-, Technology-,
Time- or Cooperation -oriented
2. Development, Differentiation,
Sustainability
COMPANY: VERSION:
4. TARGETS
QUANTITATIVE TARGETS
• Duration: e.g. 3 years,
• KPIs (Output, Process, Input)
2. FIELD
1. Key technologies
2. Markets
3. TYPE
• Product/Service
• Process
• Organisational
• Business Model
• Hybrid
5. MARKET ENTRY
• First mover,
• Pioneer,
• Early Follower,
• Late Follower
6. PLATFORMS & TOOLS
• Platforms & Networks to develop synergies or collaborations
• Tools (Project Management, Idea Management, Process Management,
CRM, Business units etc)
• Roadmaps
7. IMPLEMENTATION
• Resources and Know-how (internal, external)
• Roadmaps (Technological, Innovation, Development)
• Steps, Duration
DATE:
0. INNOVATION NEED:
WHAT?

69. 1. ROLE
QUALITATIVE VISION
1. Market-, Competition-, Technology-,
Time- or Cooperation -oriented
2. Development, Differentiation,
Sustainability
COMPANY: VERSION:
4. TARGETS
QUANTITATIVE TARGETS
• Duration: e.g. 3 years,
• KPIs (Output, Process, Input)
2. FIELD
1. Key technologies
2. Markets
3. TYPE
• Product/Service
• Process
• Organisational
• Business Model
• Hybrid
5. MARKET ENTRY
• First mover,
• Pioneer,
• Early Follower,
• Late Follower
6. PLATFORMS & TOOLS
• Platforms & Networks to develop synergies or collaborations
• Tools (Project Management, Idea Management, Process Management,
CRM, Business units etc)
• Roadmaps
7. IMPLEMENTATION
• Resources and Know-how (internal, external)
• Roadmaps (Technological, Innovation, Development)
• Steps, Duration
DATE:
0. INNOVATION NEED:
AIMING?

70. 1. ROLE
QUALITATIVE VISION
1. Market-, Competition-, Technology-,
Time- or Cooperation -oriented
2. Development, Differentiation,
Sustainability
COMPANY: VERSION:
4. TARGETS
QUANTITATIVE TARGETS
• Duration: e.g. 3 years,
• KPIs (Output, Process, Input)
2. FIELD
1. Key technologies
2. Markets
3. TYPE
• Product/Service
• Process
• Organisational
• Business Model
• Hybrid
5. MARKET ENTRY
• First mover,
• Pioneer,
• Early Follower,
• Late Follower
6. PLATFORMS & TOOLS
• Platforms & Networks to develop synergies or collaborations
• Tools (Project Management, Idea Management, Process Management,
CRM, Business units etc)
• Roadmaps
7. IMPLEMENTATION
• Resources and Know-how (internal, external)
• Roadmaps (Technological, Innovation, Development)
• Steps, Duration
DATE:
0. INNOVATION NEED:
WHEN?

71. 1. ROLE
QUALITATIVE VISION
1. Market-, Competition-, Technology-,
Time- or Cooperation -oriented
2. Development, Differentiation,
Sustainability
COMPANY: VERSION:
4. TARGETS
QUANTITATIVE TARGETS
• Duration: e.g. 3 years,
• KPIs (Output, Process, Input)
2. FIELD
1. Key technologies
2. Markets
3. TYPE
• Product/Service
• Process
• Organisational
• Business Model
• Hybrid
5. MARKET ENTRY
• First mover,
• Pioneer,
• Early Follower,
• Late Follower
6. PLATFORMS & TOOLS
• Platforms & Networks to develop synergies or collaborations
• Tools (Project Management, Idea Management, Process Management,
CRM, Business units etc)
• Roadmaps
7. IMPLEMENTATION
• Resources and Know-how (internal, external)
• Roadmaps (Technological, Innovation, Development)
• Steps, Duration
DATE:
0. INNOVATION NEED:
PLAN?

72. 1. ROLE
QUALITATIVE VISION
1. Market-, Competition-, Technology-,
Time- or Cooperation -oriented
2. Development, Differentiation,
Sustainability
COMPANY: VERSION:
4. TARGETS
QUANTITATIVE TARGETS
• Duration: e.g. 3 years,
• KPIs (Output, Process, Input)
2. FIELD
1. Key technologies
2. Markets
3. TYPE
• Product/Service
• Process
• Organisational
• Business Model
• Hybrid
5. MARKET ENTRY
• First mover,
• Pioneer,
• Early Follower,
• Late Follower
6. PLATFORMS & TOOLS
• Platforms & Networks to develop synergies or collaborations
• Tools (Project Management, Idea Management, Process Management,
CRM, Business units etc)
• Roadmaps
7. IMPLEMENTATION
• Resources and Know-how (internal, external)
• Roadmaps (Technological, Innovation, Development)
• Steps, Duration
DATE:
0. INNOVATION NEED:

73. HOW
COMPANY: VERSION:
AIMING
WHERE WHAT
WHEN
PLAN
PLAN
DATE:
WHY

74. Method
(in the framework
of EIMC)

75. STEP 1
Workshop
Innovation Strategy #1
•FFG
STEP 2
Intermediate Report
•FFG
STEP 3
Homework/To-Dos
•Company/Client
STEP 4
Workshop
Innovation Strategy #2
•FFG
STEP 5
Implementation
•Company/Client
STEP 6
Update
•Company/Client

76. STEP 1
Workshop
Innovation Strategy #1
• EEN
1. CURRENT Situation
2. Theory & Why is it important
3. Innovation Strategy Canvas
4. Innovation Strategy editing
Tools to re-use: Presentation

77. STEP 2
Intermediate Report
•EEN
1. Decisions made
2. To-do List
3. KPI List
Tools to re-use: KPI List, Search-field
matrix, SWOT & PEST Analyses

78. STEP 3
Homework/To-Do‘s
•Company/Client
1. Concrete To-Dos
2. Internal discussion/ preparation/
workshops necessary (on behalf of the
company)
3. High commitment
4. Presentation preparation

79. STEP 4
Workshop #2
•EEN
1. Introduction and current situation
2. Presentation of the company regarding
all „Innovation Strategy“ fields
3. Discussion
4. Link to further EEN Support

80. STEP 4
Workshop #2
•EEN
Innovation management
•Innovation strategy
•Idea management
•External Networking & Open
Innovation
Brokerage Events
•Software Days 2017
•MWC
•CeBIT
Technology Transfer
•Technology Offer or Request
•R&D Projects
•EEN.at Marketplace
Financial Support
•AT
•European (H2020,
Eureka/Eurostars)
How can we help you further?

81. STEP 5
Implementation
•Company/Client

82. STEP 6
Update
•Company/Client

83. 04 //
Examples
Feedback
Discussion

86. “software tools for embedded multi-core systems”
• Consulting
• Development
• Support
• Floor contamination Robot
• Precision Farming Robot
• Software simulation tool for chip producers
Devise a strategy!
- Examine strengths
- Partnerships
- Opportunities
- Markets

87. “software tools for embedded multi-core systems”
1. Role: Market- and cooperation-oriented
innovation strategy
2. Fields: Simulation software, Chip design,
Hardware programming.
3. Primary market: Chip producers
4. Secondary market: Telecom, IoT, Automotive,
5. Focus on Product innovation (incremental)
6. KPIs
1. Time to market
2. Impact on growth
3. Organisation of innovation management
7. Timing: First to market

88. “software tools for embedded multi-core systems”
• Consulting
• Development
• Support
• Floor contamination Robot
• Precision Farming Robot
• Software simulation tool for chip producers
Results
• Funding (Eureka, National funding programme)
• Brokerage Events
• Collaboration with Infineon

89. Günther Nadbath, CEO, ABIX GmbH (Austria)
By analyzing our innovation management, we became more aware of what our
true strengths are and how we can manage and improve on individual
vulnerabilities. We have implemented concrete measures to help us through
the Enterprise Europe Network (EEN), especially for our innovation strategy to
focus on the topics that are important for our future growth.
The Enterprise Europe Network took a lot of time to give us in-depth advice and
get to know our extensive portfolio of services. In this context, we have
participated in several collaborative exchanges of the EEN, providing an
excellent opportunity to expand our network and find international research
partners. As a result, we have submitted a first funding project and are currently
working on the preparation of new projects for an expanded clientele.
" "Testimonials

90. Lessons learnt
(last part)

91. 1. Short and quick tool as discussion guide for all important points
related to the abstract term of „Innovation Strategy“
2. In-depth analysis and understanding of the company
3. Challenging Vision, Mission and Company Strategy
4. Minimum time effort on the side of the company
5. First draft ready after 2nd workshop
6. Positive Feedback from all clients (100%)
7. Actual examples are very useful
8. Companies are working hard after the first workshop
9. Further cooperation for the evolution of the tool welcome

92. Let’s
discuss

93. HOPE IS NOT A
STRATEGY
USAF Special Ops Pilot