In 2014, the New Jersey Innovation Institute (NJII) was formed as an NJIT corporation to act as the organizational centerpiece of the New Jersey Institute of Technology’s (NJIT) economic and technology development mission. NJII’s unique design and program scaffold serves as an agile, market-facing interface designed to transform intellectual capital into commercial success. Whether it’s working to solve the grand challenges shared across an entire sector or helping a single company find an innovative way to pursue a new product or market opportunity, NJII brings world-class intellectual and technological resources to bear.
In 2014, the New Jersey Innovation Institute (NJII) was formed as an NJIT corporation to act as the organizational centerpiece of the New Jersey Institute of Technology’s (NJIT) economic and technology development mission. NJII’s unique design and program scaffold serves as an agile, market-facing interface designed to transform intellectual capital into commercial success. Whether it’s working to solve the grand challenges shared across an entire sector or helping a single company find an innovative way to pursue a new product or market opportunity, NJII brings world-class intellectual and technological resources to bear.
While open innovation is a defined concept, its methodology differs based on what companies are using it. Two cases - Inwido and Tetra Pak - take an open innovation approach to solving their internal challenges. Having chosen different approach to implement open innovation practices, both projects arrive to successful outcomes. Success factors for open innovation include involvement of top management, setting clear strategy for openness and participation and creation of open ecosystem. his presentation was held at the "Hands On - Open Innovation" one day workshop arranged by Ideon Open in Lund, Sweden.
More information about the event is at http://www.ideonopen.com/events
Corporate foresight can support the strategic management of innovation by delivering long term orientation, guiding the idea creation process and support decision making to enter new technological development projects. While companies use foresight projects for a many years, little systematic knowledge is available about the effects, impacts and best practise of foresight activities. Empirical studies have shown, for instance, that foresight activities are organised rather emergent than on basis of assured academic knowledge. Indeed, companies lack sufficient method and organisational integration know-how (e.g. Becker 2002). The presentation develops propositions for the successful organisation and implementation of corporate foresight projects and its deployment in innovation management.
Innovation pathway for infrastructure solutionsChris Jurewicz
The intent was to provide a high-level pathway for innovation which can be adapted for more specific purposes in different areas of civil engineering. The pathway applies equally to innovation in engineering processes, products and in design.
This presentation is a living document which will be updated as we learn more and gain experience. The main sources for this knowledge were a literature review and practitioner workshops, backed by experience on several projects.
Application and Project Portfolio Management is the one of key tools for senior IT executives that helps them keep all their projects and applications aligned with overall business objectives.
Deployments So Easy, Devs Will Ask For It by NameBrittany Martin
Our city's arts community is dependent on a 24/7 high volume Rails application. We revamped our deployment process to use the new AWS CodeDeploy. CodeDeploy is a free AWS service that efficiently deploys your released code to a “fleet” of EC2 instances while taking care to leave as much of the fleet online as possible. In this talk, you will learn how to skip writing custom deployment tools and celebrate rapid development cycles.
While open innovation is a defined concept, its methodology differs based on what companies are using it. Two cases - Inwido and Tetra Pak - take an open innovation approach to solving their internal challenges. Having chosen different approach to implement open innovation practices, both projects arrive to successful outcomes. Success factors for open innovation include involvement of top management, setting clear strategy for openness and participation and creation of open ecosystem. his presentation was held at the "Hands On - Open Innovation" one day workshop arranged by Ideon Open in Lund, Sweden.
More information about the event is at http://www.ideonopen.com/events
Corporate foresight can support the strategic management of innovation by delivering long term orientation, guiding the idea creation process and support decision making to enter new technological development projects. While companies use foresight projects for a many years, little systematic knowledge is available about the effects, impacts and best practise of foresight activities. Empirical studies have shown, for instance, that foresight activities are organised rather emergent than on basis of assured academic knowledge. Indeed, companies lack sufficient method and organisational integration know-how (e.g. Becker 2002). The presentation develops propositions for the successful organisation and implementation of corporate foresight projects and its deployment in innovation management.
Innovation pathway for infrastructure solutionsChris Jurewicz
The intent was to provide a high-level pathway for innovation which can be adapted for more specific purposes in different areas of civil engineering. The pathway applies equally to innovation in engineering processes, products and in design.
This presentation is a living document which will be updated as we learn more and gain experience. The main sources for this knowledge were a literature review and practitioner workshops, backed by experience on several projects.
Application and Project Portfolio Management is the one of key tools for senior IT executives that helps them keep all their projects and applications aligned with overall business objectives.
Deployments So Easy, Devs Will Ask For It by NameBrittany Martin
Our city's arts community is dependent on a 24/7 high volume Rails application. We revamped our deployment process to use the new AWS CodeDeploy. CodeDeploy is a free AWS service that efficiently deploys your released code to a “fleet” of EC2 instances while taking care to leave as much of the fleet online as possible. In this talk, you will learn how to skip writing custom deployment tools and celebrate rapid development cycles.
Top Brainnovation to boost Workplace Productivity and ResilienceSharpBrains
The three Finalists were:
*Beam Riders — pitch by Jafar Sabbah, Founder & CEO
*MyCognition — pitch by Martina Ratto, Cognitive Scientist
*The Touchpoint Solution (WINNER) — pitch by Dr. Amy Serin, Neuropsychologist & Co-Founder
*Judged by: Ariel Garten, Founder and Chief Evangelism Officer at InteraXon; Charlie Hartwell, Operating Partner at Bridge Builders Collaborative; Kathleen Herath, Associate Vice President Health & Productivity at Nationwide Insurance; Lisa Neuberger, Managing Director of Strategy + Innovation at Accenture Corporate Citizenship
*Álvaro Fernández, CEO and Editor-in-Chief of SharpBrains
*Sarah Lenz Lock, Senior Vice President for Policy at AARP and Executive Director of the Global Council on Brain Health (GCBH)
*Dr. April Benasich, Director of the Baby Lab at the Rutgers Center for Molecular and Behavioral Neuroscience
*Chaired by: Dr. Cori Lathan, Co-Chair of the World Economic Forum’s Council on the Future of Human Enhancement
Slidedeck supporting session held during the 2017 SharpBrains Virtual Summit: Brain Health & Enhancement in the Digital Age (December 5-7th). Learn more at: https://sharpbrains.com/summit-2017/
Lab insight into retail investors use of digital for corporate reportingThomas Toomse-Smith
This brief presentation was originally given at a Radley Yeldar event 'How Does it Stack Up' in June 2014. The presentation gives some brief details from the Lab's survey of retail investors about their use of digital media for reviewing corporate reporting.
Customer Collaboration & Product Innovation Using Social NetworksJohn Carter
This presentation to the Silicon Valley PMI Annual Symposium discusses the migration of social networks into products and product development processes. It presents the best practices and pitfalls of innovating with customers using social media and suggests some next steps for companies that are new to the use of social networks in product development.
Company ReBuilding : Moving into a new dimension of value creation (Compendium)Marc Wagner
About Company Rebuilding: Company what? Another buzzword? What does is mean! Using the analogy of cellular growth, corporate renewal is based on the principle of continual cell division, whereby organizational growth is controlled, organically and inorganically, by platforms that control communication and value creation, thus providing the basis for the creation of new, transformational products.
It is crucial that when creating new units or cells, that clear rules of organizational cooperation (New Work) are established where a common set of values are established and, in particular, rules for the creation of new cells are set. All organically created units carry one and the same DNA, which has customers and employees at each end of the double helix, ensuring that all kinds of non-value-adding structures and activities are eliminated immediately. All units of this newly created ecosystem must be guided by a clearly formulated vision (purpose), which specifically focuses on customer value and has the potential to produce transformational products. This purpose serves as a magnet for new partners and stakeholders in the value creation process.
The presentation provides an general overview of the Company ReBuilding concept, the underlying Communities of practices & references
For further information contact: marc.wagner@detecon.com
Positioning Digital Innovation Within the EnterpriseScottMadden, Inc.
CIOs are often charged with driving innovation within the enterprise. But what if business units are not interested in innovating? IT leaders cannot compel business leadership to innovate in an environment where the status quo appears acceptable. This report provides examples of successful innovation and discusses how IT organizations can engage business leaders in digital innovation efforts.
Open Innovation And strategy includes the Long term growth of the company in which industries/technologies a firm wants to be active – new business development
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Similar to Innovation_Audit_-_First_Feedback_from_SMEs_V3 (20)
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In this presentation I argue that subcultures are important shapers of startups, based on my Twitter research of a particular startup ecosystem. Using an approach which could be scaled in analysing other startups ecosystems elsewhere in the world. For more details about the ongoing research you can contact me via Twitter @LEriksonas
1. Innovation Audit – First Feedback from SMEs:
Analysis of Potential Innovation Index
Linas Eriksonas, Julius Pauzolis (LITEK)
1st Photonics Cluster Meeting
International Congress Expo “Micro photonics” 2016
Trade Show Berlin, Hall 7
12/10/2016
2. Task
• To assess and analyse the innovation potential of their SMEs
• To provide the following:
• An insight about the innovation potential of the company – how innovative is
my company?
• A clear overview about the innovation processes on-going at all company
levels – do the innovation processes take place properly at all company
levels, or are there some discrepancies?
• Awareness about the Strengths and Weaknesses of the company – SWOT-
Analysis
• A definition of new strategic objectives for further business development –
How can the company optimize its businesses by defining new objectives?
• Concrete recommendations for actions – what are the next steps to optimize
my business? / Which measures should my company implement?
3. Audited companies by LITEK
Case 3Case 1 Case 2
Designer and
manufacturer of
highly
customized
micromaching
workstations with
advanced laser
beam
steering and control
Key facts:
Number of staff: 11
Turnover: 0.75 MEUR
Established: 2010
A manufacturer and
global supplier of
precision optical
components, opto-
mechanics, nonlinear and
laser crystals, electro-
optical Pockels
Key facts:
Number of staff: 44
Turnover: 8.5 MEur
Established: 2006
Developer of custom
laser micro-machining
workstations and
optical modules for
laser micro-machining
Key facts:
Number of staff: 18
Turnover: 1,5 MEUR
Established: 2007
4. Case 1 – Solution developer/provider
PII index score (current): 0,59116
PII index score (projected): 0,95714
RECOMMENDATIONS
To create incentives for staff, involving
them in generation of ideas leading to IP
To train managers project management
skills and team management
To develop internal procedures for
information storage and pre-treatment
5. Case 2 – Equipment
developer/manufacturer
RECOMMENDATIONS
To create incentives for staff, involving
them in generation of ideas leading to IP
To organize the technology intelligence
gathering involving the supply chain and
staff
To develop a strategy for intellectual
property
PII index score (current): 0,5209
PII index score (projected): 0,7571
6. Case 3 – Component
developer/manufacturer
PII index score (current): 0,78189
PII index score (projected): 0,89796
RECOMMENDATIONS
To create incentives for staff, involving
them in generation of ideas leading to IP
To create the system for
tracking/following up existing and new
ideas
7. Competitive positioning
• PII score - a 50% weight of the total score
• A turnover – 20%
• A company age – 10% a
• A number of patents and/or patent
applications - 20%.
8. Competitive positioning
Key:
Leaders execute well against their current vision and are
well positioned for tomorrow.
Visionaries understand where the market is going or have
a vision for changing market rules, but do not yet execute
well.
Niche Players focus successfully on a small segment, or
are unfocused and do not out-innovate or outperform
others.
• Challengers execute well today or may dominate a large
segment, but do not demonstrate an understanding of
market direction
Case 1
Case 2
Case 3
