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OPEN INNOVATION  AND   DYNAMIC CA PA BILITIES FOR  INDUSTRY  &  GROWTH Alar Kolk [email_address] [email_address] www.alarkolk.com
B uilding New Innovation Capability to Identify Future Opportunities I dentify  N ew  G rowth  O pportunities D efine  &  Implement New Innovation Strategies G enerate  &  Deliver Better Ideas   R enew  Organizatonal Capabilities
four levels of innovation business model innovation product & service innovation process innovation technology innovation

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measure innovationcommon questionsinnovation
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This presentation covers the concept of innovation, types of innovation, observations on the pattern of innovation, and innovation development.

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Revenue Growth, Life Cycle &  Innovation Dynamics Business model innovation has captured the attention of executives tasked with achieving growth in the face of increasing competitive pressure. Business model innovation suggests that if you took an existing product and repackaged how you sold it, you can hold off competitive pressures and even capture entirely new market segments.
idea!
but there is no common language
Our current  market Our new  market Other firm´s market O pen  i nnovation Henry Chesbrough ,   2004 External technology insourcing  Internal  technology base External technology base  Internal/external venture handling Licence, spin out, divest

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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

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1. Innovations often fail due to internal causes within an organization's control, such as poor leadership, communication, and goal definition, as well as external causes outside its control like government regulations or new competitor technologies. 2. Proper management of innovation is important because innovations require significant investments but have high failure rates, so losses must be minimized. Innovation success should also be measured using metrics like new product revenue and customer satisfaction. 3. For innovations to succeed, likely failures should be identified early, exceptional inventors retained, cross-functional collaboration ensured, and a supportive culture with flexibility and tolerance for mistakes established.

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Open Innovation means that valuable ideas can come from inside or outside the company (industry) and can go to market from inside or outside the company (industry) as well 1 .  This approach places external ideas and external path to market on the same level of importance as that reserved for internal ideas and paths to market during the Closed Innovation era 2 .  CLOSED & OPEN   BUSINESS  MODEL OPEN  INNOVATION! 1,2  H.Chesbrough, 2003
D ynamic capabilities as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments 1 .   S ome dynamic capabilities integrate resources (product development; strategic decision making), others focus on reconfiguration of recourses (knowledge brokering) within firm and other dynamic capabilities are related to the gain and release of recourses (knowledge creation routines; alliance, acquisition and exit routines) 2 . EXPLORATION &  TRANSFORMATION   DYNAMIC   CAPABILITIES Roald Amundsen, Robert Scott, Umberto Nobile 1 Teece et al 1997  2 Eisenhardt and Martin 2000
Developing Portfolio of Capabilities Ope rational  Capabilities Technological Capabilities  Transforming Seizing Sensing Open Capabilities  Dynamic  Capabilities Learning Innovation
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Social innovation refers to new strategies, concepts, ideas, and organizations that extend and strengthen civil society or meet societal needs of all kinds—from working conditions and education to community development and health.

At any given point in time, firms must follow a certain trajectory or path of competence development. This path not only defines what choices are open to the firm today, but it also puts bounds around what its internal repertoire is likely to be in the future 1 . Collaborative know-how is a particular type of knowledge that determines whether companies can develop specialized knowledge via expertise and then use it to obtain further benefits 2 .  STEP OUT  OF THE   BOX!!! PATH  DEPENDENCY We had become stuck in our past and weren’t stretching far enough to innovate new ideas ,  to “step out of the box.”  D avid O. Swain , ex. CTO, Boeing 1 Teece et al, 1997  2 Simonin 1997
we re-invent the wheel
.. . improve it
Learning & Diversity Boeing VP  Dick Paul  &   CTO  David O. Swain   went to P&G and asked how they were getting ideas and how they were thinking about R&D.  After the visit they remarked, “P&G  had some great thoughts, which affected what we did; we went home and did a couple of things differently and that was an example of us beginning to open our eyes to the world and trying to integrate that into our planning process

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P latform leaders (companies that drive industry wide innovation for an evolving system of separately developed pieces of technology) are navigating challenges from wannabes (companies that want to be platform leaders) and complementors (companies that make ancillary products that expand the platform’s market. Platform leadership is the ability of a company to drive innovation around a particular platform technology at the broad industry level . Cusumano and Gawer (2002)
 
GROWTH &  OPEN   BUSINESS  MODEL The business model provides a coherent framework that takes technological characteristics and potentials as inputs, and converts them through customers and markets into economic outputs 1 .  A business model has two functions:   1.Value creation   2.Value capture 1 Chesbrough, Roosenbloom 2002
20 senti 2 0  krooni 2 krooni 30 – 70 krooni

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siemensinnovationcase study
The business model mediates between technical and economic domains Over the years, entrepreneurs have been mostly known for technical innovations. And there are many great companies that have been built on top of technical innovations like Intel, Cisco, Oracle, Apple, and arguably Microsoft.   If you think of Federal Express, Google, Netflix, these companies were built on business model innovations.  Business Model: market segment  value proposition value chain c/profit mechanism value network competitive strategy Economic Outputs:  e.g.,  value, price, profit Technical Inputs:  e.g.,  feasibility, performance Measured in technical domain Measured in economic domain
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IN THIS SUMMARY In Service Innovation, innovation strategist Lance A. Bettencourt shows marketers what they need to do to ensure that customers’ service needs are met. Based on the author’s nearly 20 years of experience helping major corporations in the insurance, financial services, information services, professional services, and other service industries innovate, the book provides concrete, practical advice on crafting strategies that will help companies develop the innovative services they need to remain or become competitive. It shows readers how they can adopt outcome-driven innovation, which focuses on what the customer wants to achieve. Although the book’s focus is on services, most of its insights and recommendations also apply to product innovation as well. SUBSCRIBE TODAY http://www.bizsum.com/summaries/service-innovation

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Living lab examples of projects where digital transformation and open innovation concepts are brought to practice. ENoLL President, Tuija Hirvikoski has presented the relationship between the European Network of Living Labs and the 3Os Strategy at the Open Innovation 2.0 Conference at Cluj, Romania on 14 June 2017. Examples of living lab projects: - African Living Lab - Laurea Living Lab - CforCare - LiCalab - imec - Citilab - Eindhoven More examples of projects can be found in the ENoLL Publication Best Living Lab Project Awards.

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Open Innovation

  • 1.  
  • 2. OPEN INNOVATION AND DYNAMIC CA PA BILITIES FOR INDUSTRY & GROWTH Alar Kolk [email_address] [email_address] www.alarkolk.com
  • 3. B uilding New Innovation Capability to Identify Future Opportunities I dentify N ew G rowth O pportunities D efine & Implement New Innovation Strategies G enerate & Deliver Better Ideas R enew Organizatonal Capabilities
  • 4. four levels of innovation business model innovation product & service innovation process innovation technology innovation
  • 5. Revenue Growth, Life Cycle & Innovation Dynamics Business model innovation has captured the attention of executives tasked with achieving growth in the face of increasing competitive pressure. Business model innovation suggests that if you took an existing product and repackaged how you sold it, you can hold off competitive pressures and even capture entirely new market segments.
  • 7. but there is no common language
  • 8. Our current market Our new market Other firm´s market O pen i nnovation Henry Chesbrough , 2004 External technology insourcing Internal technology base External technology base Internal/external venture handling Licence, spin out, divest
  • 10.  
  • 11.  
  • 12.  
  • 13. Open Innovation means that valuable ideas can come from inside or outside the company (industry) and can go to market from inside or outside the company (industry) as well 1 . This approach places external ideas and external path to market on the same level of importance as that reserved for internal ideas and paths to market during the Closed Innovation era 2 . CLOSED & OPEN BUSINESS MODEL OPEN INNOVATION! 1,2 H.Chesbrough, 2003
  • 14. D ynamic capabilities as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments 1 . S ome dynamic capabilities integrate resources (product development; strategic decision making), others focus on reconfiguration of recourses (knowledge brokering) within firm and other dynamic capabilities are related to the gain and release of recourses (knowledge creation routines; alliance, acquisition and exit routines) 2 . EXPLORATION & TRANSFORMATION DYNAMIC CAPABILITIES Roald Amundsen, Robert Scott, Umberto Nobile 1 Teece et al 1997 2 Eisenhardt and Martin 2000
  • 15. Developing Portfolio of Capabilities Ope rational Capabilities Technological Capabilities Transforming Seizing Sensing Open Capabilities Dynamic Capabilities Learning Innovation
  • 17. At any given point in time, firms must follow a certain trajectory or path of competence development. This path not only defines what choices are open to the firm today, but it also puts bounds around what its internal repertoire is likely to be in the future 1 . Collaborative know-how is a particular type of knowledge that determines whether companies can develop specialized knowledge via expertise and then use it to obtain further benefits 2 . STEP OUT OF THE BOX!!! PATH DEPENDENCY We had become stuck in our past and weren’t stretching far enough to innovate new ideas , to “step out of the box.” D avid O. Swain , ex. CTO, Boeing 1 Teece et al, 1997 2 Simonin 1997
  • 20. Learning & Diversity Boeing VP Dick Paul & CTO David O. Swain went to P&G and asked how they were getting ideas and how they were thinking about R&D. After the visit they remarked, “P&G had some great thoughts, which affected what we did; we went home and did a couple of things differently and that was an example of us beginning to open our eyes to the world and trying to integrate that into our planning process
  • 22.  
  • 23.  
  • 24.  
  • 25. P latform leaders (companies that drive industry wide innovation for an evolving system of separately developed pieces of technology) are navigating challenges from wannabes (companies that want to be platform leaders) and complementors (companies that make ancillary products that expand the platform’s market. Platform leadership is the ability of a company to drive innovation around a particular platform technology at the broad industry level . Cusumano and Gawer (2002)
  • 26.  
  • 27. GROWTH & OPEN BUSINESS MODEL The business model provides a coherent framework that takes technological characteristics and potentials as inputs, and converts them through customers and markets into economic outputs 1 . A business model has two functions: 1.Value creation 2.Value capture 1 Chesbrough, Roosenbloom 2002
  • 28. 20 senti 2 0 krooni 2 krooni 30 – 70 krooni
  • 29. .. . execute -> project portfolio
  • 30. the big picture (business model)
  • 31. how do you earn your money with this business model?
  • 32. Traditional (product) value chain versus Modern (business model) value chain
  • 33. The business model mediates between technical and economic domains Over the years, entrepreneurs have been mostly known for technical innovations. And there are many great companies that have been built on top of technical innovations like Intel, Cisco, Oracle, Apple, and arguably Microsoft. If you think of Federal Express, Google, Netflix, these companies were built on business model innovations. Business Model: market segment value proposition value chain c/profit mechanism value network competitive strategy Economic Outputs: e.g., value, price, profit Technical Inputs: e.g., feasibility, performance Measured in technical domain Measured in economic domain
  • 34. Portfolio of Capabilities & Business Model Open Capabilities Dynamic Capabilities Operational Capabilities Technology Capabilities Portfolio
  • 35. how do you change a business model and innovate ?
  • 36. how do you measure the success of a business model?
  • 38. … evaluate, learn and redesign -> manage improvement
  • 39. .. . select the right teams and people -> make responsible
  • 40. .. . outline key indicators to follow -> choose measures
  • 41.  
  • 42. OPEN INNOVATION AND DYNAMIC CA PA BILITIES FOR INDUSTRY & GROWTH Alar Kolk www.alarkolk.com [email_address] [email_address]

Editor's Notes

  1. http://www.flickr.com/photos/r000pert/111340712/ CC Attribution-NoDerivs License r000pert