Downloaded 14 times
Uploaded byeCommerce Institute
Innovation Update Mercosur
This document discusses innovation challenges and knowledge transfer in the digital era. It provides examples of both incremental and radical innovations, as well as disruptive innovations that break market rules. Key factors for innovation are identified as culture, governance, strategy, and process. Culture requires an innovative DNA and qualities like quickness, openness, teamwork, focus, and positivity. Governance involves defining roles for leadership, R&D, and other functions. Strategy requires strategic alignment with the company and flexibility to spin out non-aligned projects. Process involves defining a clear innovation funnel with multiple steps of validation and testing from ideas to implementation. Open innovation and listening to consumer trends and scenarios are also emphasized for driving innovation.
More Related Content
Similar to Innovation Update Mercosur
Innovation Update Mercosur
- 1. Innovation Challenges andKnowledge Transfer at the Digital Era PART 1: INNOVATION UPDATE 03/2013
- 2.
- 3. Less back pain + Faster cleaning
- 4. Try & Mistake or Fail to success 80’s: New Coke failed 90’s: Crystal Pepsi also failed!!
- 5. To Walk & To listen music Lateral thinking for innovation
- 6. One use products ? Innovate through our capacities
- 7. Innovate in Process AHospital with Toyota’s Model. From -2’5M$ to 25M$ in 3 years
- 8. Listen to consumer’strends SO - MO - LO Revolution
- 9.
- 10. Incremental Innovation Radical Innovation New products, services Disruptive Innovation Breaking the market rules
- 11. 4 Key Factorsto Innovate
- 12. CULTURE: Innovative DNA Quickness Being Open Teamwork Focused Being Positive Complexity
- 13. GOVERNANCE CEO R+D manager brokers innovation commitee CIO shareholders marketing manager externals project leaders
- 14. STRATEGY STRATEGICALLIGNMENT WITH THE COMPANY FLEIXIBILITY TO SPIN-OUT NOT ALLIGNED PROJECTS
- 15. PROCESS: A clearInnovation Funnel Externals Externals Externals Externals CHALLENGES IMPLEMENT Filtro nº4 PROTOTYPE LAUNCH Inputs Filter 1 Filter 2 Filter 3 IDEAS PROJECTS VALIDATE Conceptualize •Business Model •Business Case 3rd Validation 2nd Validation 1st Validation
- 16.
- 17. 1. Results Oriented 4. Positive Tension 3. Disciplined 6. Open Innovation (funnel) 5. Act & Capacities 2. Creativity 7. Corporate Culture Source: www.xaviermarcet.com
- 18.
- 19. DOBLIN ANALYSIS 1. Business model 5. Product performance how the enterprise makes money basic features, performance and functionality 2. Networking 6. Product system enterprise’s structure/ extended system that surrounds an offering value chain 7. Service how you service your customers Finance Process. Offering Delivery Business Networking Enabling Core Product Product Service Channel Brand Customer model process process performance system experience 8. Channel how you connect your offerings to 3. Enabling process your customers assembled capabilities 9. Brand how you express your offering’s 4. Core process benefit to customers proprietary processes that add value 10. Customer experience how you create an overall experience for customers
- 20. Volume of innovationefforts Hi Last 10 years Source: Doblin analysis Lo Finance Process. Offering Delivery Business Networking Enabling Core Product Product Service Channel Brand Customer model process process performance system experience
- 21. Cumulative value creation— Hi Last 10 years Pareto revisited: Less than 2% of projects produce More than 90% of value… Lo Finance Process. Offering Delivery Business Networking Enabling Core Product Product Service Channel Brand Customer model process process performance system experience Source: Doblin analysis
- 22. Open Innovation Henry Chesbrough, 2008
- 23. Open Services Innovation Henry Chesbrough, 2011
- 24. Open Services Innovation Clients Clients Company -- Company Company -- Company Collaborator Collaborator Platform Platform Henry Chesbrough, 2011
- 25. Open Services Innovation Feel Free Coffee Cup: 30R$/year Expected Turnover: 800.000 clients X 30R$ = 24 MR$ x yr (Source: http://www.service-innovation.org/?p=43 )
- 26. Innovate & Listen to the Market
- 27.
- 28. trendwatching 2012 REDCARPET Do It Yourself China Comes Apps Apps Apps Apps CITYSUMERS DEALER CHIC Urban needs Finding Offers PROSUMERS CASH-LESS Geoloc., Share,... TRANSPARENCY Mobile Payment AUGMENTED REALITY SCREEN CULTURE RECOMMERCE Source www.trendwatching.com 28
- 29.
- 30. CreaFutur Outlook 2012 YellowWorld SEDUCING BRANDS HIGH MASSIVE ACCESS TO PRODUCTS & CONSUMPTION SERVICES MASSIVE DISTRIBUTION China, Brasil, Perú, Chile PLANNED OBSOLESCENCE Spain, France, Germany Red World LOW AGAINST INTRUSIVE MARKETING CONSUMPTION LOOSING THE MIDDLE CLASS UNCONFIDENCE THROUGH INSTITUTIONS AND BIG CONSUMER AS A PERSON España, USA, France, GB CORPORATIONS Blue World BEYOND CONSUMPTION POST MATERIALISM RESPONSIBLE AND SUSTAINABLE COMPANIES RESPONSIBLE PROSUMER LOW INTENSIVE Germany, Sweeden MARKETING Fuente http://www.creafutur.com/es/estudios/outlook2012 30
- 31. HEALTH TRANSPARENCY COLLABORATIVE CONSUMPTION FOOD PROXIMITY PEDAGOGICAL MKT SECURITY HEALTHY FOOD FOR KIDS ECOLOGIC & LOCAL PRODUCTS PRIVACY DIGITAL ICT RESPONSABILITY INTERACTIVITY ONLINE AND HEALTH EVALUATION COSTS REDUCTION PRODUCTS HOUSEHOLD SUSTAINAB ILITY EQUIPMENT ENERGY SAVING ONLINE PURCHASE NO INTERMEDIARIES GOOD PURCHASING EXPERIENCE RETAIL TOURISM / LEISURE SUSTAINABLE OUTLETS / 2ª HAND EXCHANGE: FISICAL & VIRTUAL T HAVE A GOOD SERVICE TRANSPARENT BRANDS Fuente http://www.creafutur.com/es/estudios/outlook2012 31
- 32. there’s no innovation without risk... ...but the biggest risk is to do not innovate
- 33. Thanks!! Dr Marc Ramis Castelltort CEO Contact: mramis@tbinnovation.com Fundación Ciudad Politécnica de la Innovación Universidad Politécnica de Valencia Edif. 8G, acc. A, 3ª planta 46022 Valencia (Spain) Roc Fages Ramió Senior Consultan Contact: rfages@ltcproject.com c/ Aribau 198, Pta Baixa 08036-Barcelona