Disruptive innovation is hard, and constitutes a different set of challenges and risks for all kinds of companies, regardless of size. To increase the likelihood of successful outcomes in moving from idea to execution, there are some strategies and lessons learned that Tamara, head of PARC's global business development and commercial operations, will share. She will also share portfolio management as a framework for managing these challenges especially when you are considering multiple disruptive innovation investments.
Commercialisation of technology and the innovation of talent April 2015Raj Sandhu
A presentation that was held on the 21st of April 2015 at the Beijing International Convention Center, China. This was a morning session sponsored by Rongtong R&D group at the China International Tech Transfer Conference. www.chinaittc.org
Using FOSS For Better Service Delivery (Presented at Mycio 2008). Mr. Jeff Waugh Principal Consultant Waugh Partners Australia.
The Public Sector CIO Conference is held to enhance the knowledge and awareness of all Public Sector CIOs on the current ICT development. It is also to improve Malaysia\'s ranking in ICT implementation at the global level. The conference will be officiated by the Hon. Tan Sri Mohd Sidek Hassan, Chief Secretary to the Government.
Presentations from 8 July 2015 CDE Innovation Network event. For more information see: https://www.gov.uk/government/news/cde-innovation-network-event-with-uk-defence-solutions-centre
Commercialisation of technology and the innovation of talent April 2015Raj Sandhu
A presentation that was held on the 21st of April 2015 at the Beijing International Convention Center, China. This was a morning session sponsored by Rongtong R&D group at the China International Tech Transfer Conference. www.chinaittc.org
Using FOSS For Better Service Delivery (Presented at Mycio 2008). Mr. Jeff Waugh Principal Consultant Waugh Partners Australia.
The Public Sector CIO Conference is held to enhance the knowledge and awareness of all Public Sector CIOs on the current ICT development. It is also to improve Malaysia\'s ranking in ICT implementation at the global level. The conference will be officiated by the Hon. Tan Sri Mohd Sidek Hassan, Chief Secretary to the Government.
Presentations from 8 July 2015 CDE Innovation Network event. For more information see: https://www.gov.uk/government/news/cde-innovation-network-event-with-uk-defence-solutions-centre
Technology and Innovation for Competitiveness WorkshopMotaz Agamawi
In this workshop, we are discussing the importance of technology and innovation for reaching competitiveness. Then competitiveness as the cornerstone for wealth creation both individuals and nations. Different concepts and techniques will be discussed and also framework will be stated.
Ημέρα υγιεινής διατροφής η Τρίτη 1 Νοεμβρίου 2016 στο Δημοτικό Σχολείο Σούρπης, έπειτα από πρωτοβουλία του Συλλόγου Γονέων και Κηδεμόνων, την οποία αγκαλιάσαμε εκπαιδευτικοί, μαθητές, μαθήτριες, γονείς και κηδεμόνες του σχολείου μας! Με ιδιαίτερη χαρά φιλοξενήσαμε στην αίθουσα εκδηλώσεων του σχολείου μας τον διατροφολόγο κ. Ιωάννη Καραΐσκο, ο οποίος με ενθουσιασμό, υπομονή και θετική διάθεση ενημέρωσε τους μαθητές και τις μαθήτριές μας για τις κατηγορίες των τροφίμων, τις ωφέλιμες και βλαβερές ουσίες των τροφών, τη σημασία των γευμάτων και την ποιότητα της Μεσογειακής διατροφής!
Fruit and vegetables in English! 1st graders have learnt the names of fruit and vegetables, and it's time to play, as it is carnival time here in Greece: "Hello! I'm a banana"! "Hello! I'm a cucumber"!
La motivación juega un papel fundamental a la hora de lograr metas y objetivos en las empresas u organizaciones, para crear y mantener un alto nivel de motivación es importante asegurarse de que los objetivos y los valores de cada empleado se corresponden con la misión y la visión de la organización
20 Festival de Málaga Cine Español, IX Carrera Popular Mª Auxiliadora, II Edición Día del Pedal del Colegio Divino Pastor y IV Malaka Trail & Tahermo Málaga
Technology and Innovation for Competitiveness WorkshopMotaz Agamawi
In this workshop, we are discussing the importance of technology and innovation for reaching competitiveness. Then competitiveness as the cornerstone for wealth creation both individuals and nations. Different concepts and techniques will be discussed and also framework will be stated.
Ημέρα υγιεινής διατροφής η Τρίτη 1 Νοεμβρίου 2016 στο Δημοτικό Σχολείο Σούρπης, έπειτα από πρωτοβουλία του Συλλόγου Γονέων και Κηδεμόνων, την οποία αγκαλιάσαμε εκπαιδευτικοί, μαθητές, μαθήτριες, γονείς και κηδεμόνες του σχολείου μας! Με ιδιαίτερη χαρά φιλοξενήσαμε στην αίθουσα εκδηλώσεων του σχολείου μας τον διατροφολόγο κ. Ιωάννη Καραΐσκο, ο οποίος με ενθουσιασμό, υπομονή και θετική διάθεση ενημέρωσε τους μαθητές και τις μαθήτριές μας για τις κατηγορίες των τροφίμων, τις ωφέλιμες και βλαβερές ουσίες των τροφών, τη σημασία των γευμάτων και την ποιότητα της Μεσογειακής διατροφής!
Fruit and vegetables in English! 1st graders have learnt the names of fruit and vegetables, and it's time to play, as it is carnival time here in Greece: "Hello! I'm a banana"! "Hello! I'm a cucumber"!
La motivación juega un papel fundamental a la hora de lograr metas y objetivos en las empresas u organizaciones, para crear y mantener un alto nivel de motivación es importante asegurarse de que los objetivos y los valores de cada empleado se corresponden con la misión y la visión de la organización
20 Festival de Málaga Cine Español, IX Carrera Popular Mª Auxiliadora, II Edición Día del Pedal del Colegio Divino Pastor y IV Malaka Trail & Tahermo Málaga
Crossing the Digital Chasm - Applying Advanced Analytics in acquiring, nurtur...Vishwa Kolla
We are at a point of inflection of embedding Advanced Analytics everywhere.
If you are interested in learning about:
1) Why should we cross the Cigital Chasm
2) Which of the areas should one focus
3) Which of the problems should one focus on
4) What are the opportunities / challenges / mitigations
then this is for you.
Open innovation is nowadays a widely spread concept in both academia, business and policy making. However, during the last years research and industry put only a little effort to understand how they can be integrated into universities technology transfer methodologies to foster technology market exploitation. Indeed, it is well known that university technologies are usually on a too early-stage to attract industry investments. Furthermore, there are several barriers that limit the IP return on investment, such as companies lack of adequate human capital to manage external IP in a strategic way, different timing requirements between long-term academic research versus exploitation-oriented industry, and different reward incentives systems.
Small and Medium sized Companies (SMEs), due to their limited capability to access external resources, result to be the perfect candidate for receiving the outflow of emerging technologies from research laboratories. Even though their flexibility can be an advantage to accelerate innovation, they lack of the internal resources to manage the whole innovation process.
For such reasons, we studied and designed a methodology to reduce the gap between industry and academia. We aim at helping researchers understand the value of their work in terms of market opportunity, and to develop a process of transition from TRL (Technology Readiness Level) 4 to TRL5 aiming at providing SMEs with a validated technology and business case that can facilitate the technology adoption.
This white paper explores the venture studio model. In doing so, we present the venture studio as a new generative framework central to boosting frontier tech ecosystems. Seen by many as an emerging asset class, venture studios efficiently reframe the dynamics between time to market, resources allocation, and capital structures that frontier tech startups need to become the next unicorns.
This white paper explores the venture studio model. In doing so, we present the venture studio as a new generative framework central to boosting frontier tech ecosystems. Seen by many as an emerging asset class, venture studios efficiently reframe the dynamics between time to market, resources allocation, and capital structures that frontier tech startups need to become the next unicorns.
This presentation reviews key trends in the IT industry, including shifts in customer buying preferences, cloud computing, mobility, data, security and managed services
Enterprise Gamification – Exploiting People by Letting Them Have Fun [PARC Fo...PARC, a Xerox company
PARC Forum Presents: Using game mechanics and game design techniques in non-game contexts like business applications have shown significant increases in user engagement, and increased the ROI and other metrics. In this talk we will learn what business can learn from Angry Birds. We will shatter stereotypes about games, show what gamified applications you already use, give you some facts and figures on the impact of gamification on results, and highlight examples in the corporate world.
Mario Herger is a Senior Innovation Strategist at SAP Labs in Palo Alto, California and Global Head of the Gamification Initiative at SAP. He has worked in the past as developer, development manager, architect, product manager and other roles on a series of new SAP products. He has been driving communities for more than 15 years, including innovative topics at SAP, like Visual Composer, Business Process Experts, mobile and gamification.
In his work as head of the Gamification Initiative at SAP he has encountered and supported gamification efforts in the enterprise from multiple levels and departments, like Sustainability, On Demand, Mobile, HR, Training & Education, Banking etc. He has driven the awareness around gamification inside and outside SAP by organizing and leading innovation events around this topic, holding full day gamification workshops, working with gamification platform- & service-providers and game studios, consulting and advising organizations, and by incorporating gamification into SAP's strategy.
He has a Ph.D. in Chemical Engineering from the Vienna University of Technology and an undergraduate degree in International Business Management from the Vienna University of Economy.
He recently played through all levels of the iPad game Air Attack and currently works with his five year old son on reaching the final level of Angry Birds in Space.
CCNxCon2012: Session 2: DASH over CCN: A CCN Use-Case for a SocialMedia Base...PARC, a Xerox company
DASH over CCN: A CCN Use-Case for a SocialMedia Based Collaborative Project
Yaning Liu, Joost Geurts (JCP-Consult, France), Benjamin Rainer, Stefan Lederer, Christopher Muller, Christian Timmerer (Alpen-Adria-Universit Klagenfurt)
CCNxCon2012: Session 2: Network Management Framework for Future Internet Scen...PARC, a Xerox company
Network Management Framework for Future Internet Scenarios
Rui L Aguiar, Daniel Corujo (Instituto de Telecomunicações, Universidade de Aveiro), Ivan Vidal Fernandez, Jaime Garcia (Universidade Carlos III de Madrid)
CCNxCon2012: Poster Session: Cache Coordination in a HierarchicalPARC, a Xerox company
Cache Coordination in a Hierarchical Network: Early Experiences with CCNx
Giovanna Carofiglio, Diego Perino, Girolamo Piccinni (Bell Labs, Alcatel-Lucent)
CCNxCon2012: Poster Session: A Backward-Compatible CCNx Extension for Improve...PARC, a Xerox company
A Backward-Compatible CCNx Extension for Improved Support for Notifications and Content-Based Addresses
Antonio Carzaniga, Michele Papalini (University of Lugano, Switzerland), Alexander L. Wolf (Imperial College London)
CCNxCon2012: Session 3: Content-centric VANETs: routing and transport issuesPARC, a Xerox company
Content-centric VANETs: routing and transport issues
Marica Amadeo, Claudia Campolo, Antonella Molinaro (University Mediterranea of Reggio Calabria, Italy)
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
4. Where disruptive innovation happens Existing Market New Market NewTechnology Cost savings, defensive strategy High risk, high reward ExistingTechnology Low risk, many competitors High risk, offensive strategy PARC | 4
5. The challenges that reside there Lack of infrastructure Lack of required commitment Lack of critical mass Lack of portfolio Lack of credibility/experience Lack of channel Lack of information PARC | 5
13. Lessons learned:Portfolio management for open innovation Existing Market New Market NewTechnology Options Next-Gen ExistingTechnology Core Scouting PARC | 13
14. Want to learn more? view, share, embed slides: www.slideshare.net/parcincengage with us on Twitter: @PARCincshare your comments on our blog: www.parc.com/blogsign up for updates: www.parc.com/subscribe contact us: engage@parc.com
Editor's Notes
“Managing disruptive innovation” – Frontend of Innovation, Boston, 16 May 2011Disruptive innovation is hard, and constitutes a different set of challenges and risks for all kinds of companies, regardless of size. To increase the likelihood of successful outcomes in moving from idea to execution, there are some strategies and lessons learned that Tamara, head of PARC's global business development and commercial operations, will share. She will also share portfolio management as a framework for managing these challenges especially when you are considering multiple disruptive innovation investments.
Most companies have incremental and next-generation innovation down. There are many best practices, infrastructures, and pre-existing tools to manage and ideate towards these goals. But disruptive innovation is incredibly difficult – it’s a very different beast. Yet it’s a necessity for any business that wants to grow: access new markets, create a new line of revenue, or reinvent themselves… Some quick background on why I’m giving this talk – Because PARC is in the business of disruptive innovation; it’s our bread and butter. And our own history – from Xerox PARC to PARC, an independent Xerox company is checkered with lessons learned in what happens when companies tackle disruptive innovation but do not necessarily have the experience or infrastructures in place to absorb and execute on it. PARC has identified its “sweet spot” as helping companies disruptively innovate. It’s our value proposition. I can’t recall how many times I’ve sat across the table from my clients and they’ve recounted their Board asking “why didn’t we invent the iphone” [or for that matter, whatever their industry’s killer app is]? I’ll draw on some of our experiences in this talk to focus on this type of innovation…
This is a common 2x2 matrix with the x axis as existing and new markets and the y axis existing and new technologies. PARC uses a matrix like this to manage its R&D investments (more at http://blogs.parc.com/blog/2011/02/managing-research-as-an-investment-portfolio/). Companies typically know how to innovate in the left side of the matrix… it’s the right side that presents challenges.
The left side is easier because it involves known expertise, up-to-date infrastructures, and mainly technical risks (which domain experts know how to address). Managing this side focuses on increasing sales, margin, and efficiencies in execution, or introducing next generation technologies in known markets. The right side requires an inordinate amount of market focus and analysis. Especially for high-tech companies where many organizations’ commercial functions are run by technologists. Sometimes we see start ups work through this. For example, they start out with a core technology and adapt the application and/or market as they gain a greater understanding and acquire significant feedback. This is an iterative process and most successful ventures account for this feedback loop.It’s the market focus and understanding that’s key. This is especially important in disruptive innovation where there’s a non-existent or nascent market that needs to be explored.The right side is really about the customers, ecosystem, etc. There are three types of risk in managing innovation – technology, market, and execution. The right side involves much more market and execution risk. This nuance matters!
Even though this conference is called the “Frontend” of innovation, the fact is, we cannot ignore considering the backend at the beginning. Disruptive innovation introduces a whole set of challenges that need to be addressed up front.Many companies are “front-loaded” for bringing in new ideas (dedicated new business divisions, innovation offices, teams of tech scouts, etc.) but then falter once those ideas are identified and brought in – because they do not have the execution infrastructures (budgets, dedicated resources, management shepherding, incentives) in place to help these ideas cross the chasm and face obstacles such as near-term focus, Not Invented Here, etc.For example, when innovating for disruption, your company may face the types of challenges listed above. I want to highlight: *no credibility or customer experience – even at the executive team level! *no channel -- for example, sales, marketing and all other core functions are intimately tied to known, core products and are not set up to handle novel innovations*incomplete information -- how do you know what’s needed in a market you don’t know?
But of all these challenges, it’s the lack of information that seems to be key to address in order to unlock new, disruptive innovation opportunities…Or rather, too much information: How does one sort through the myriad of new data and determine what’s relevant and important?? There’s an abundance of choice. With so many choices, how do you enter the market? The problem is really a lack of clarity…in moving from idea to execution, there are 2 key elements related to addressing disruptive innovation so you enter in the right place, at the right time, and with the right investment. These are:
Determining the MVP shapes WHAT to enter a market with. Developing the value chain shapes WHERE to enter the market. …Because they shape your strategy for how to address a disruptive innovation opportunity.If you think of the components of a business plan:Market opportunityValue propositionCompetitionResearch roadmapResources requirementsRisk assessment and mitigationIP strategyFinancialsAll of these are heavily influenced by the details of your offering and how you’ll take it to market.Let’s take a look at these two in a bit more detail…
So you need to figure out WHAT you’re going to enter market with – defining the product involves figuring out:-- what does the market need? -- what features should your offering have? (often disruptive technologies enter as a niche play with limited features or a key feature that may not be relevant for a later main stream market)-- how should it perform? -- what’s the required prototype or proof-of-concept for engaging with potential investors and/or customers?-- how to maximize ROIThe analysis that happens here will also hint at whether you have the timing right – something which we’re very intimate with at PARC. HOWEVER, this is not a simple needs-and-requirements analysis exercise, because if you get this wrong you are at risk of over- or under-investing/pricing, not creating a truly differentiated product, of creating a market and value chain but not a central role for yourself.The important nuance or filter here is what is the MINIMUM feature/performance/embodiment that customers will pay for? (This is not just about the differentiation.) Determining this enables you to engage with the market with the least amount of risk and time to learn and fine-tune the product-market fit.
Nascent markets require a careful analysis of the ecosystem, because “nascent” by definition involves an emerging picture or landscape.In this situation, at first glance you can maybe see some of the key players within it peeking out above the fog… but you need to ENGAGE THE ECOSYSTEM to really figure out its contours, players, desired endgame, where and how to build the appropriate value chain within it. “Defogging” this means will enable you to go in at the right place, with the right funding, at the right time… but you must be flexible enough to adapt your approach so once the fog lifts, you’re able to fill in the action plan for moving from idea to execution.So how do you do it? Some tactics include attending trade events/conferences, getting to know your customer’s customer, engaging experts…The end result of this analysis should be a flexibly defined value chain with prospective partners.
One more note on the value chain:In figuring out WHERE you’re going to stake your claim along this value chain – you need to examine your strengths, as well as your weaknesses and gaps that can be filled by others. Determine what are you willing to give up in order to decrease your execution risk and potentially increase the size of the pie.
How could PARC commercialize opportunities here, given its core/foundational investment, decade of investment in PE research? Where (value chain) would we enter, and with what (MVP)? Nascent market or non-existent market. Just the world’s vision of what would be enabled with printed, flexible electronics.We first engaged through materials testing and characterization when potential players were still in exploration mode. We were pretty successful. Engaged a consultant (conferences…) and after thorough analysis it seemed like it made sense to move up the value chain and decided to focus on prototyping services. Within a year (and the fall of an iconic company in the space), we soon realized that the market didn’t need prototyping services when there wasn’t yet a killer app! [The display application didn’t take off. Amorphous silica was too powerful. Companies were lulled into the promise of form factor and the leading technology was the display. The fall was that the integration of information, applications, and business model – and it wasn’t clear that PE could be manufactured at high production requirements.]After analyzing the ecosystem, which had a number of small players commercializing products in niche markets, decided to play a “connector” role in the ecosystem, assembling a value chain from materials to devices to applications. Our role was early-stage research, but big companies – our ultimate desired customers – kept telling us, “we need all of you players to talk to each other”…So we used government funding to build prototypes (sensor project), worked with materials companies (e.g., Polyera to get them help create new materials that could meet performance requirements for these novel form factors and applications); created partnerships with component manufacturers (e.g., Thinfilm, for memory) as well as production experts (e.g., Soligie, who could help scale up to volume production any potential applications). What we gave up. What we gained – ability to connect and help assemble the value chain for PE. Still seeking its killer app, but creating chain beforehand means players are perfectly positioned to reap benefits and create value for others. Takeaways:Flexibility to change course once information is gained (ie., from consultant). Listening at events (ie., potential customers). Don’t suffer N=1 problem!2. Role of architect as key; gained credibility through partnerships; be prepared to redefine your role in the value chain.3. And guess what, the first apps are toys! Talk about MVP!More about PE at: http://blogs.parc.com/blog/2010/11/building-an-ecosystem/
PARC had networking competency, core legacy (we invented the Ethernet, were involved with ipv etc.) – so we asked, what next? Identified a vision for next-gen networking we could invest in, and a visionary expert to shepherd this future. The technology is Content-centric Networking (or CCN), an architectural change to the internet where information would be found by “what” not “where”. The new platform adds speed, security, agility, and resilience to mobile devices. Sits on top of TCP/IP.I mentioned engaging experts earlier as one way to “defog” the ecosystem so you can identify where and how to build the value chain. But I think it’s important to clarify here that by expert I don’t just mean a domain specialist, but someone who has a vision, a network, credibility, is an influencer, can lead, etc. In this case, that expert is Van Jacobson. He was the CSO of Cisco, and was frustrated that he was unable to find avenues to address his vision. When we first realized what we had, it was like owning a copper mine and trying to decide what to make. To explore we aggressively and widely engaged the ecosystem and community:-Engaging ecosystem to identify needs and opportunities. Found partners willing to invest in the vision by co-developing technology with us.-Released open source to build community and garner feedback.-Also led to our being awarded NSF contract (with others) for NDN. A year later we were able to better understand the lay of the land (Named Data Networking gaining traction); key players acknowledge internet is broken and are willing to do something about it. We were able to build an R&D roadmap and commercial roadmap that were synergistic. We understood that we needed to tackle the landscape from the periphery to the core, building islands of networks much the same way the internet was adopted. Takeaways: 1. True commitment is required. -- Before we were able to articulate the business plan and model, we had to commit to the vision and build critical skills and invest in the analysis. (We knew it was a big deal.) --Both our customer had to take a leap of faith, as did we, since we were investing a significant portion of our internal R&D into this vision as well. 2. Critical mass. --Created through open source, then NSF collaborators and industry visionaries….as well as our own internal experts.3. Engaging the ecosystem early--Our first client asked, how will all the stakeholders in the value chain profit … in other words, will this be widely adopted. We had what the value proposition was for our visionary platform across the ecosystem.More about CCN at: http://blogs.parc.com/blog/2010/11/ccn-now-supports-android/
A portfolio approach is necessary to minimize risk and maximize return.We talked about ways to mitigate and reduce risk by exploring MVP and value chain/ecosystems of emerging markets. It’s important to take a step back and take a holistic view of your entire R&D investments.This approach has helped give us a view of our leverage in market/execution risky investments and to take approaches to manage these appropriately. (We manage these investments very differently at PARC.)It helps us to offset these investments with Core and Next Gen opportunities.It allows you to stay in business through diversification and the ability to manage your investment profile to match the health (wealth) of your company.More about portfolio management at: http://blogs.parc.com/blog/2011/02/managing-research-as-an-investment-portfolio/