The document discusses the concepts of innovation types including incremental, radical, component and architectural innovation. It describes how architectural innovation involves reconfiguring how components are linked together while sustaining core competencies. The document also outlines the technology life cycle from emergence of new technologies and periods of experimentation to the establishment of dominant designs and routines. Managerial implications are discussed around anticipating disruptions, distinguishing between incumbents and new entrants, and configurations of alliances.
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
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
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
The presentation is about Technology Strategy - Pattern of Innovation in Chapter-3, schilling (text Book). Was done by my group mates and reflects some topics with examples.
What is innovation?
Various types of innovation?
The process of innovation.
Examples of successful and unsuccessful innovation.
packaging innovation.
Importance of innovation.
2011 has been another tough year for the Engineering & Construction industry and the challenges ahead for the industry and its clients remain daunting. Project challenges continue to grow, competitive pressures mount and government budgets remain constrained. The Engineering & Construction industry is responding, innovating better solutions, generally incremental in nature. As a new year approaches, it is a good time to reflect on how we can do better by causing breakthrough or systemic innovation to occur.
This short Viewpoint piece has just appeared in Engineering News Record and is intended to cause the key players in the E&C industry to think about whether our own industry\'s model is a barrier to systemic innovation. Over the years you have all been most generous in your feedback, thoughts and challenges to the many articles I have written. In many ways this may be the most important. I value your input and encourage you to share your thoughts and suggestions with me.
“Reprinted courtesy of Engineering News-Record, copyright The McGraw Hill Companies, Inc., December 19, 2011, All rights reserved.”
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
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
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
The presentation is about Technology Strategy - Pattern of Innovation in Chapter-3, schilling (text Book). Was done by my group mates and reflects some topics with examples.
What is innovation?
Various types of innovation?
The process of innovation.
Examples of successful and unsuccessful innovation.
packaging innovation.
Importance of innovation.
2011 has been another tough year for the Engineering & Construction industry and the challenges ahead for the industry and its clients remain daunting. Project challenges continue to grow, competitive pressures mount and government budgets remain constrained. The Engineering & Construction industry is responding, innovating better solutions, generally incremental in nature. As a new year approaches, it is a good time to reflect on how we can do better by causing breakthrough or systemic innovation to occur.
This short Viewpoint piece has just appeared in Engineering News Record and is intended to cause the key players in the E&C industry to think about whether our own industry\'s model is a barrier to systemic innovation. Over the years you have all been most generous in your feedback, thoughts and challenges to the many articles I have written. In many ways this may be the most important. I value your input and encourage you to share your thoughts and suggestions with me.
“Reprinted courtesy of Engineering News-Record, copyright The McGraw Hill Companies, Inc., December 19, 2011, All rights reserved.”
Unlocking Engineering and Construction performance webinar apac slideshareAconex
With annual revenues expected to grow to $17 trillion by 2030, the Engineering and Construction (E&C) industry is pivotal to the world economy. Digitalisation and innovation are moving at speed across the industry, yet the transformation continues to be a challenge for most organisations. Industry expert, Dr. Ahmet Citipitioglu, a veteran of TAV Construction and Ken Panitz, Principal Methods, Learning & Innovation with CIMIC Group along with Andrew Newsome, Principal at The Boston Consulting Group, discuss the new digital reality for E&C and present real-life case studies to unlock technological value.
This ppt includes various types of technological innovations along with their difference. This ppt id made more study purpose for subject Technology Management.
Perancangan Diklat/Training Berbasis e-Learning di PerusahaanDjadja Sardjana
Konsep e-Learning telah berkembang dan mengalami perubahan yang sangat dramatis. Kini berkembang model e-Learning yang sepenuhnya berbasis ICT (TIK). e-Learning memberi peluang untuk dilaksanakan dalam berbagai modus, jenis, jalur, dan jenjang Diklat.
Pengembangan SDM Pertanian Berbasis TIK Dalam Rangka Mengantisipasi MEA (Masy...Djadja Sardjana
SDM Pertanian telah berperan aktif dalam berbagai peningkatan perekonomian dalam sebuah negara, tidak hanya di Indonesia, akan tetapi juga di negara-negara sedang berkembang.
Berbagai permasalahan sering muncul baik dari luar maupun dari dalam SDM Pertanian itu sendiri. Salah satu masalah internal adalah keterbatasan penguasaan pengetahuan.
Digitalization of Learning and Knowledge Management on Corporate Djadja Sardjana
Growing importance of knowledge and learning:
- Changing learning models from formal training to coaching, on-the-job learning, to communities… using variety of e-learning and KM tools
- Knowledge Management focus on access to learning resources and collaboration
- Human Resources development learning as a tool for performance improvement decentralising responsibility for learning
focus on formal learning models
Konsep, Model dan Pengembangan Knowledge Management & e-Learning di PerusahaanDjadja Sardjana
Modal manusia berhubungan dengan pengetahuan, keterampilan, kemampuan, dan pengalaman yang unik untuk seorang karyawan.
Sumber daya yang unik yang membedakannya dari sumber daya lainnya dari organisasi yang memberikan dasar dan bentuk dari keunggulan kompetitif.
Corporate Learning Toward Corporate University (Pembelajaran Menuju Universit...Djadja Sardjana
Corporate University menyelenggarakan aktivitas berupa pembelajaran dalam kelas maupun jarak jauh untuk pengembangan eksekutif, perencanaan suksesi, pengelolaan pengetahuan (knowledge management), perekrutan strategis dan orientasi, dan lain-lain
Bisa bersifat pembelajaran, pengetahuan, dan kebijaksanaan, baik secara individual dan organisasional.
Fokus utama kegiatan Corporate University adalah individual, tetapi organisasi juga mendapatkan proses pembelajaran
Peningkatan Kemampuan Mahasiswa Muslim Dalam Menghadapi Era GlobalisasiDjadja Sardjana
Globalisasi ==> Sebuah era yang tidak
dapat dihindari:
- Semua bangsa sedang bersaing
untuk menjadi yang terdepan
dalam era persaingan.
- Setiap bangsa dituntut untuk
memiliki daya saing yang tinggi
- Ditandai kemampuan SDM yang andal,
penguasaan pengetahuan yang tinggi,
dan penguasaan perekonomian global
TechnoEduPreneur 30 Mei 2013 Higher Education 21st Century Learning Djadja Sardjana
Future Paradigms in the Education:
- Strong impact of the birth of globalization will result in a change in management strategy of education and training
- For that requires knowledge of education and learning methods are new
- The structure of skills and knowledge to support changing lifelong learning and continuous learning that serves to prepare peoples to meet the demands or institution interests
Seminar TechnoEduPreneur 1 Juni 2013: "Tantangan dan Kesempatan Yang Kita Had...Djadja Sardjana
Untuk dapat bersaing dan cepatnya perkembangan teknologi serta perubahan life style, dibutuhkan tenaga kerja yang berkompeten.
Masalah utama pengangguran ditingkat sarjana atau lulusan perguruan tinggi:
- Rendahnya mahasiswa yang berminat membuka usaha dan mampu menciptakan lapangan pekerjaan.
- Peranan dunia industri/usaha dan UKM dalam melakukan kolaborasi dengan perguruan tinggi masih belum optimal.
- Pengelolaan bisnis UKM masih lemah.
Ethics:
Is the consensusally accepted standards of behavior for an occupation, trade, or profession
Morality:
Is the precepts of personal behavior based on religious or philosophical grounds
.
Law:
- Formal codes that permit or forbid certain behavior
- May of may not enforce Ethics or morality
Code of Ethics:
Specifies how an organization expects its employees to behave while on the job
Basic Concept of Strategy & Strategic Management Djadja Sardjana
“If you don’t know where you are going, any road will take you there.”~The Qur’an
“Management’s job is not to see the company as it is . . . but as it can become.”~John W. Teets
Manajemen Stratejik dan Manajemen Mutu Terpadu Bapinger UniversityDjadja Sardjana
Sesuai dengan tugas pokok dan fungsi, serta wewenang yang dimiliki, BAPINGER UNIVERSITY telah menyusun rencana strategis yang berorientasi pada hasil yang ingin dicapai selama kurun waktu 5 (lima) tahun yaitu tahun 2011 sampai tahun 2015. Rencana Strategis tersebut disusun dengan memperhitungkan potensi
yang dimiliki universitas, kelemahan yang masih dihadapi, tantangan dan peluang yang mungkin timbul. Dokumen ini menguraikan Rencana Strategis yang mencakup visi, misi, tujuan, sasaran serta cara pencapaian tujuan dan sasaran tersebut.
Policy Making and Decision Making in EducationDjadja Sardjana
What is Policy?
Decision makers, who are used to depending on their past experiences, must make decisions and take actions in the rapidly changing world we face today. In this turbulent environment, the ability to successfully view the current situation through the traditional "good judgment" viewpoint is weakened through increasing external noise (a multitude of information sources on multiple topics) and changing paradigms of how we think about social, cultural, organizational and economic issues, creating internal noise within our prevailing mental models. These noises skew our perception of what is really happening in the world. In addition to facing this constant flux, leaders are being asked to choose the path to the future as well as to explain exactly how they plan to get there. Before putting a stake in the sand, leaders begin by developing and testing hypotheses about possible scenarios, and then eliminate numerous courses of action until a small set of viable choices remain. Once the decision to act is made, the communication of the new initiatives begins. The results of these initiatives usually produce some expected behavior, but almost always, much to our surprise, our actions produce unexpected behavior as well, that once again changes our situation. And so it goes…
Kebijakan Pembelajaran Dengan e-Learning di Lembaga PendidikanDjadja Sardjana
Kebijakan Pengembangan Lembaga Pendidikan:
1. Kebijakan antara Lembaga Pendidikan, masyarakat dan pemerintah didasarkan kepada suatu keinginan proses peningkatan kualitas pendidikan dengan sumber daya yang ada.
2. Lembaga Pendidikan menangkap esensi kebijakan makro pendidikan untuk kemudian melalui proses perencanaan, harus merumuskannya ke dalam kebijakan mikro dalam bentuk program-program prioritas sesuai visi dan misinya
3. Lembaga Pendidikan menjadi mandiri tetapi masih dalam kerangka acuan kebijakan nasional yang memadai, memiliki tanggung jawab terhadap pengembangan sumber daya yang dimilikinya sesuai dengan kebutuhan belajar siswa dan masyarakat.
>>Penerapan Pembelajaran Dengan Media Baru tidak hanya menambahkan sesuatu, tetapi mengubah segalanya. Sistem baru biasanya melawan sistem yang sudah ada. Hal ini bersaing dengan waktu, uang, perhatian, prestise, dan pandangan dunia pendidikan<<
ICBEM2012: Knowledge Management for Small and Medium Enterprises to Win the C...Djadja Sardjana
Small medium enterprises (SMEs ) has been an active part in various improvements in the economy in a country. Globalization is an era that is inevitable. Today, all nations are competing to be the leader in the era of competition. One way is to create competitiveness through the implementation of Knowledge Management in SMEs . To go on such a needed institution building measures approach towards SMEs to understand the problems of the mastery of knowledge to businesses, especially those related to knowledge management efforts.
Management Creativity and Its Form: Lecture on Corporate CreativityDjadja Sardjana
The concept of creativity has been around long before management speak in many disciplines (the term has16th century etymological origins). For example:
# In Mathematics – as the art of making useful combinations from an almost infinite number of possible useless combinations
# In Philosophy – especially connected with serendipity (which is
not pure luck or chance) but results from identifying 'matching
In Philosophy – especially connected with serendipity (which is not pure luck or chance) but results from identifying 'matching pairs' of events that are subsequently put to practical use.
Baudrillard uses the analogy of the billiard game – playing off the cushion – to characterise the rebounding and richocheting nature of actions and ideas.
# Business examples of such a process can be found under the topic “innovation” and include the invention of the Swatch (new combinations or “pairings” of technologies developed in other
industries).
Process of Creative Regeneration: Lecture on Corporate CreativityDjadja Sardjana
Process of Creative Regeneration:
Edward de Bono suggests that you could choose a set of simple nouns at random from the dictionary and then work towards the the desired subject matter through random association.
Creative Management: Lecture on Corporate CreativityDjadja Sardjana
Creative management aims to transform
organisations through changing the way they are run, by trying to open up the climate and management style, increase participation and grant employees more freedom as to how things are accomplished, e.g. new product
development.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
3. Describing the innovation
• Incremental & radical
Innovation • Component &
Type Architectural
• dominant design
Two main • routines
concepts
23/01/2010 IMT-MMBiztel 3
4. Types of Innovation - 1
•Sustaining / Incremental Innovation:
generally small innovations in products and
processes aimed at existing customers.
•Disruptive / Radical Innovation:
significant innovations generally aimed at
unknown or non-existent customers.
23/01/2010 IMT-MMBiztel 4
5. Types of Innovation - 2
Component Innovation:
Making existing
components better.
Architectural
Innovation:
putting existing
components together in
new ways.
23/01/2010 IMT-MMBiztel 5
6. Architecture = Organization
•Structure in mature
organizations tends to
evolve to match product
architectures.
• Architectural Innovation,
therefore, many times
includes elements of
organizational change.
23/01/2010 IMT-MMBiztel 6
7. Characterising innovations
Incremental • minor changes on existing product
• exploits the potentials of existing design
innovations • often reinforces the dominance of established firms
• based on a different set of engineering and scientific
Radical principles
• often opens up new markets and potential applications
innovation • create great difficulties to existing firms and leave space for
entry of new firms.
Architectural • changes the way in which components are linked
together while living the basic competencies
innovation untouched
Component • improvement of a component
innovation
23/01/2010 IMT-MMBiztel 7
8. Characterising innovations
Impacts on the linkages between components
Impacts on the linkages between components
Impacts on the linkages between components
Core concepts
Linkage between core
Reinforced Overturned
Unchanged Incremental Modular
concepts and
components
innovation innovation
changed Architectural Radical
innovation innovation
Innovations’ impact on components
23/01/2010 IMT-MMBiztel 8
9. Characterising innovations
Incremental innovation: Modular innovation:
refines and extends the improvement of a
established design component. Ex : from
Architectural innovation: Radical innovation:
reconfiguration of an establishes new
established system dominant design, a new
set of core design
concept embodied in a
new architecture
23/01/2010 IMT-MMBiztel 9
10. Characterising innovations :
Example of Room air fans
Established technology: large electrically powered fans,
monted in the ceiling, with the motor hidden.
Incremental innovation: insulate Modular innovation:
to dampen noise, blade design improvement of a component.
etc.
Architectural innovation: Radical innovation: move to
introduction of portable fans. The central air conditioning
components are the same,
motor, blade, control system and
the architecture is different
23/01/2010 IMT-MMBiztel 10
11. Dominant Design
Conceptual model of
technological change
Technological discontinuity
• Emergence of new technology: period of confusion
Based on • Little agreement about the product, the subsystem
seminal • Great deal of experimentation
works by • Different technological trajectories opened -Ex:
David, Dosi, different technologies for the wheels of cars,
production of electricity power
Sahal
• Different technological trajectories in competition –
Battle of standards. Competition of designs.
23/01/2010 IMT-MMBiztel 11
12. Routines
1 2 3
• Established • Co-existence • Organisation
organisations of old and new and linkages
require time to competencies, between
identify an learning functions R&D,
innovation as modes, and production
radical skills etc. can be
questioned
23/01/2010 IMT-MMBiztel 12
14. Managerial implications
• Anticipation
Crossing the chasm • Specific marketing mix to address targets
• Possible entries when core concepts & linkages are changed
Distinction incumbents /
• Accumulated competences when core concepts and linkages
new entrants reinforced
Configurations of alliances • Alliances to acquire knowledge and to stimulate innovations
at different stages of the • Alliances to outsource
product life cycle • Alliances to market the technologies
• efficient way to organise and breaking routines can be
Routines necessary
23/01/2010 IMT-MMBiztel 14
15. The Technology S-Curve
We all know that new
technologies emerge slowly,
grow quickly (if they catch on)
and then fade away. This
common knowledge has been
described as the technology
S-curve.
Why does it exist?
TIME
23/01/2010 IMT-MMBiztel 15
16. The Adoption Curve Luddites
Geoffrey Moore has attributed the
S-curve to the technology adoption
life cycle where techies and
visionaries are early adopters,
pragmatists make up the bulk of
users, and luddites fill out the tail
Pragmatists
of the distribution.
Visionaries
TIME
23/01/2010 IMT-MMBiztel 16
17. The Chasm
Moore has also described the “chasm”
in the adoption life cycle. He proposes
that many new technologies do not
make it across the chasm between
visionaries and pragmatists. They fall
into the chasm. The technology S-curve
with the chasm might look like:
TIME
23/01/2010 IMT-MMBiztel 17
18. Technology Cycle Cycle
Technology
Technological Selection
Disruption
Era of Ferment Dominant Disruption #2
Design (destroys existing
competence)
TIME
23/01/2010 IMT-MMBiztel 18
19. Innovation & Technology Cycle
Disruptive Innovation Component,
Architectural,
Product Innovation
Sustaining and
Design Competition
Process
Community-driven
Innovation
technology change
What do we make? How do we make
it (better)?
TIME
23/01/2010 IMT-MMBiztel 19
20. Other Differences
Research Operational Systems
Prototypes Product Families
Custom developments Predictability
Network building Partnerships
Uncertainty
Standards
Network Effects
Value = f(N2)
(non-compliance
cost increases
with time)
TIME
23/01/2010 IMT-MMBiztel 20
21. Lessons for Technology Managers
• First mover advantage may not be so critical
– sustaining technologies the first mover does not necessarily have advantage
Due to:
• Customer linkages of incumbents
• Deep pockets in incumbents
– disruptive technologies - first mover advantage critical. Due to
• steepness of learning curve in these technologies
• Persistent “rational” behavior of incumbents
• Market forecasting is impossible
– assume that the initial market will not be the eventual one
• e.g Kittyhawk micro hard drive (eventual market cameras, MP3s)
• Honda motorcycles (dirt bikes rather than “tourers”)
– product offering must be flexible to allow to meet changing market
21
22. Changing dimension of
competition over product lifecycle
• Windermere Associates Model states that
customer needs move down dimensions
below as each need is satisfied:
– Technical performance
– Reliability
– Convenience, and then lastly
– Price
• Any one of these steps could signal move to
new “value network” and represent a
disruptive technology 22
23. Technical dimension A
Time
Convenience dimension
Time
Technical dimension B
Price dimension
Time
Time
Reliability dimension
Time
over product life-cycle
Impact of changing competition
23
24. Examples
• Portable/notebook computer
– preoccupation with sustaining technologies by IBM, Compaq, Dell to make
faster desktops
– Make “rational” decisions to invest in new technologies to be able to get
better margins by selling “top-of-the-range”
– New entrants (e.g. Zenith, Toshiba) produce portables that are less powerful,
poorer monitor, less storage space, but are lighter!
– Mainstream manufacturers only wake up later
• PDAs
– preoccupation with sustaining technologies by IBM, Compaq, Dell to make
faster notebooks
– Make “rational” decisions to invest in new technologies to be able to get
better margins by selling “top-of-the-range”
– New entrants (e.g. 3Com) produce portable diaries that are less powerful,
poorer monitor, less storage space, but fit in a pocket!
– Mainstream manufacturers only wake up later
24
25. More Examples
• “OEM” Software -> Shrink Wrap Software
• Mainframe -> IBM PC
• Cessna -> Micro light Aircraft
• Email -> SMS
• Professional Printing -> DTP & Inkjet
• Pathologists -> Home pregnancy testing
• MSOffice -> MSWorks
25