The document discusses different types of innovation and their impact on profitability over the product life cycle. It notes that many significant 20th century innovations were organizational rather than technology-based. The document also discusses concepts like disruptive innovation, sustaining versus disruptive technologies, and the challenges of continuous versus discontinuous innovation. It emphasizes the importance of innovation to remain competitive but cautions that innovations must be introduced at the right time for the appropriate market needs.
Development of a Model of Product Innovativeness for Large Packaged Software:...Steve Remington
This project uses a design science research (DSR) approach to develop a model of product innovativeness for large packaged (i.e. enterprise systems) software. The project was motivated by the lack of a suitable model to assess the level of innovativeness of business intelligence (BI) software products. The design of the model was informed by a literature-based innovation output indicator (LBIOI) content analysis of 17 years of press releases and publicly available financial records to understand the sources, categories and rate of innovation of typical large BI platform vendor, and a concept-centric literature review of academic research on product and customer innovativeness. The model of product innovativeness for large packaged software (LPS) consists of seven constructs and six associations grouped into an industry perspective and a customer perspective. The industry perspective of the model can be used as stand-alone model to determine the inherent level of innovativeness of a new version of LPS, while the customer perspective can be used in conjunction with the industry perspective to assess the level of innovativeness of a new version of LPS relative to the specific circumstances of the customer. The primary contribution made by this research is the detailed definition of a draft model of product innovativeness for LPS that will be useful for academic researchers and practitioners alike, and the extension of the concept of product innovativeness into IS research. The secondary contribution made by this research is a demonstration that the LBIOI method can be used to describe and understand the nature of innovation for a single software company over an extended period.
Development of a Model of Product Innovativeness for Large Packaged Software:...Steve Remington
This project uses a design science research (DSR) approach to develop a model of product innovativeness for large packaged (i.e. enterprise systems) software. The project was motivated by the lack of a suitable model to assess the level of innovativeness of business intelligence (BI) software products. The design of the model was informed by a literature-based innovation output indicator (LBIOI) content analysis of 17 years of press releases and publicly available financial records to understand the sources, categories and rate of innovation of typical large BI platform vendor, and a concept-centric literature review of academic research on product and customer innovativeness. The model of product innovativeness for large packaged software (LPS) consists of seven constructs and six associations grouped into an industry perspective and a customer perspective. The industry perspective of the model can be used as stand-alone model to determine the inherent level of innovativeness of a new version of LPS, while the customer perspective can be used in conjunction with the industry perspective to assess the level of innovativeness of a new version of LPS relative to the specific circumstances of the customer. The primary contribution made by this research is the detailed definition of a draft model of product innovativeness for LPS that will be useful for academic researchers and practitioners alike, and the extension of the concept of product innovativeness into IS research. The secondary contribution made by this research is a demonstration that the LBIOI method can be used to describe and understand the nature of innovation for a single software company over an extended period.
What are the differences between popular innovation project management methodologies? Why does project management often fail? Learn how risk assessment should define your methodology in order to become a real innovation factory. The waterfall methodology has been promoted for years as the best practice for IR&D management. These days agile and scrum are increasingly popular as alternative. Hater or believer? Good or bad? Get guided through our body of knowledge as published in the Inspire Toolbox.
Innovation: The Intersection of Invention and Value. Jose A. Briones, Ph.D.Jose Briones
One of the biggest problems that a product manager encounters when starting an innovation program or project is to reach consensus on the definition of innovation. This is more than a semantics issue. Without agreement on exactly what the goal is - the team is unlikely to achieve it. In this introduction to the “Beyond Stage-Gate” series we will discuss
A new definition of innovation that applies not just to products but to services, business models or business processes
How to relate innovation and value
Why being new is not enough for something to be called innovative
What is necessary to define the innovation as incremental, radical or disruptive
How different types of innovations must be managed differently within the development process.
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
The human aspect in driving innovation is not to be underestimated. Driving innovation is done by implementing the necessary tools and structures. However driving desired behavior on individual and team level is at least equally important. Möbius will share insights in how to build an innovation and continuous improvement culture.
50 years ago, innovation centers like Xerox or Philips’ Natlab set the benchmark with their methodologies on organizing innovation. Today, innovation is influenced by rapid-moving triggers and companies have to organize accordingly. Discover current best practices on organizing your innovation ecosystem.
Project management in innovation can only be successful if it’s driven by a robust methodology integrating a clear quality assurance concept. What can trendy methodologies learn from the house of quality?
Drivers for product innovation; Process innovation; Concurrent engineering; Business process re-engineering - BPR; Reverse engineering; Value chain model & process innovation
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.
Date : 7 Aug 2017
Subject: SD2464 Studio 1- Process/ Brand ( Product Design)
This course provides an introduction to the practice of industrial design, focusing on a single comprehensive industrial design project, specified by the instructor. Students will produce a complete product design with research, concept sketches and presentation renderings, mockups and study models, technical layouts, and final appearance model. Project focus is on establishing design methodology and product development process with brand and process as central issues. This subject introduces students to the concepts of product-branding and building product identity, relating it to the notion of product semantics and its application in industrial design.
What are the differences between popular innovation project management methodologies? Why does project management often fail? Learn how risk assessment should define your methodology in order to become a real innovation factory. The waterfall methodology has been promoted for years as the best practice for IR&D management. These days agile and scrum are increasingly popular as alternative. Hater or believer? Good or bad? Get guided through our body of knowledge as published in the Inspire Toolbox.
Innovation: The Intersection of Invention and Value. Jose A. Briones, Ph.D.Jose Briones
One of the biggest problems that a product manager encounters when starting an innovation program or project is to reach consensus on the definition of innovation. This is more than a semantics issue. Without agreement on exactly what the goal is - the team is unlikely to achieve it. In this introduction to the “Beyond Stage-Gate” series we will discuss
A new definition of innovation that applies not just to products but to services, business models or business processes
How to relate innovation and value
Why being new is not enough for something to be called innovative
What is necessary to define the innovation as incremental, radical or disruptive
How different types of innovations must be managed differently within the development process.
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
The human aspect in driving innovation is not to be underestimated. Driving innovation is done by implementing the necessary tools and structures. However driving desired behavior on individual and team level is at least equally important. Möbius will share insights in how to build an innovation and continuous improvement culture.
50 years ago, innovation centers like Xerox or Philips’ Natlab set the benchmark with their methodologies on organizing innovation. Today, innovation is influenced by rapid-moving triggers and companies have to organize accordingly. Discover current best practices on organizing your innovation ecosystem.
Project management in innovation can only be successful if it’s driven by a robust methodology integrating a clear quality assurance concept. What can trendy methodologies learn from the house of quality?
Drivers for product innovation; Process innovation; Concurrent engineering; Business process re-engineering - BPR; Reverse engineering; Value chain model & process innovation
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.
Date : 7 Aug 2017
Subject: SD2464 Studio 1- Process/ Brand ( Product Design)
This course provides an introduction to the practice of industrial design, focusing on a single comprehensive industrial design project, specified by the instructor. Students will produce a complete product design with research, concept sketches and presentation renderings, mockups and study models, technical layouts, and final appearance model. Project focus is on establishing design methodology and product development process with brand and process as central issues. This subject introduces students to the concepts of product-branding and building product identity, relating it to the notion of product semantics and its application in industrial design.
Today, constant innovation defines our marketplace. Businesses must respond to customer expectations for better digital experiences. How do leading organisations launch successful new products and respond rapidly to external change? How do they move beyond the simple need to innovate to actively practising innovation every day?
Innovation is such a big word that people over complicate it. They put too much emphasis on producing something innovative and become attached to their ideas and outputs. Instead the opposite is required. To be innovative you need to responsive and adaptable. You need to be willing to try an idea, assess, adjust and continue moving forward.
These concepts of learning by doing, failing fast, adapting to change are all core principles behind Agile practices. They are the reason why iterative development exists – and the reason it can be so effective. Agile software development has moved from niche to mainstream, but still provides challenges for design and innovation.
We will show you how proven Agile principles and techniques can enable product innovation. Using lean thinking, fast-feedback cycles, and by taking lots of small bets we will show how to consistently speed new ideas into the market.
Join us for some stories from the trenches of Agile product delivery. Hear about the failures and successes of brave organisations that have dared to do things differently. You’ll see practical principles and techniques you could be using today.
Ben Melbourne & Diana Adorno
What is an innovation?
Why the case for innovation is even stronger today?
Product innovation
Explain why some product innovations are unsuccessful.
Examine the process of product innovation.
New Product Development (NPD) framework.
Evaluate the merits of NPD framework.
Why some innovations are popular/unpopular?
These are the slides I will be using for an executive workshop in Mexico on the topic of "Competitive Advantage through Business Model Design and Innovation"
The first seminar of Friends4Growth in Ho Chi Minh city with Dr. Philip Charles ZERRILLO (Dr.Z) from SMU - Singapore Management University.
Friends4Growth
Together We Grow
--------------------------------------------------
Friends4Growth is a group of young professionals, who share a common passion to learn and grow more in their career through formal and informal educational opportunities. The group was founded by Vietnamese national Le Tran, a Wharton MBA Class of 2009.
The Friends4Growth mission is as follows:
- Be a place for young professionals to exchange and enhance knowledge
- Bring educational opportunities to members by providing access to well-known professors, business leaders and industry experts
- Provide information of universities around the world to members with intention to study abroad
- Share experience in studying, job search, working and living outside Vietnam
To achieve its mission, the group organizes various activities on a monthly basis to its members, such as:
- Seminars on various industry topics, with a sponsorship of the Singapore Management University.
- Coffee chats with experienced professionals from more developed economies
- Q&A sessions covering overseas life and work from seasoned experts
Website: www.friends4growth.com
Join us at: http://facebook.com/friends4growth and http://vn.linkedin.com/in/friends4growth
If you have any inquiry, please contact us at info@friends4growth.com
Strategy Maps: Innovation Process - A Book by Robert S Kaplan & David P NortonEndro Catur
This presentation is group presentation work for Knowledge Management System Development I class at Applied Psychology, Graduate School, University of Indonesia
Applying Innovation in Software DevelopmentAmish Gandhi
Sometimes the only difference between the winners and the losers is that the winners figure out how to innovate. Innovation is a broad term and this presentation outlines what it means for enterprises and companies involved in developing software. This presentation highlights how innovation can be applied at various stages of software product development and in different ways by applying special techniques, tools and frameworks.
Note: This was also a QCon Shanghai Keynote Talk. Full talk up at http://www.infoq.com/cn/presentations/business-innovation
Perpetual website: http://www.perpetualny.com
2. What is it?
…concerned with the new or the novel.
Is innovation technology based? Many of the more
significant innovations of the 20th century are
organizational rather than technology based.
3. Different types of Innovation give greater
profitability at different points in the life cycle of
a product family
New product
invention, tailoring,
Profitability
and development
Process Marketing
Application Business
Innovation Innovation
Innovation Model
Innovation Structural
Disruptive Product Innovation
Innovation Innovation
Time
10. Genuine uncertainty
› It’s not going to happen – certainly not now
Cannibalization
› It will compete with our current products
Shifts in the customer base
› Our current customers don’t want it
Margin erosion
› It will make less money
11. Time horizons & Incentives
Fear of (individual) cannibalization
Overload
Competency Traps
12. Who buys a technology
when it is first
introduced?
Performance
New technologies sell to:
- New customers
- With new needs
- Often at lower margins
Time
16. Dynamically continuous innovation:
A pronounced modification to an
existing product
› Requires a *moderate* amount of learning or
behavior change
› Convergence:
The coming together of two or more
technologies to create a new system with
greater benefits than its parts
17.
18. “ Disruptive innovation theory points to situations
in which new organizations can use relatively
simple, convenient, low-cost innovations to
create growth and triumph over powerful
incumbents.”
Sustaining versus Disruptive Innovation
19. Markets that don’t exist can’t be analyzed
The experts, including you, will be wrong
Don’t invest all your resources on the first effort
— beta release
Discovery, not implementation, based planning
20. Markets that don’t exist can’t be analyzed
The experts, including you, will be wrong
Don’t invest all your resources on the first effort
— beta release
Discovery, not implementation, based planning
21. Bring a difference value proposition to the
market
Initially under perform established products in
mainstream market
But, the products improve at a rapid rate
Superior in ways that are not valued by the
established market — more reliable, easier to
use, or cheaper
23. Performance
Overshot
Customers
Undershot
Customers
Time
24. Automated Electronic
Paper Library
Collections Paper Library Library
Bib Control Paper Collections Paper Collections Digital
Bib Control Electronic Bib Control Digital
1965-1995 1995-date
25. Automated Electronic
Paper Library
Collections Paper Library Library
Bib Control Paper Collections Paper Collections Digital
Bib Control Electronic Bib Control Digital
1965-1995 1995-date
Sustaining Many
Innovations Disruptive
Innovations
26. Browsing versus Search
Britannica versus Wikipedia
Journals versus Repositories
27. Browsing — requires prior arrangement, you
are putting things (usually books) in order on a
shelf
Problems
› Mind reading — guess what the user is thinking
› Fortune telling — make predictions about the future
28. Searching —
› “the only group that can categorize everything is
everybody”
› “One reason Google was adopted so quickly when it
came along is that Google understood there is no
shelf… Google can decide what goes with what after
hearing form the user.”
29. “The Web has an editor, it’s everybody. In a
world where publishing is expensive, the act of
publishing is also a statement of quality — the
filter comes before publication. In a world
where publishing is cheap, putting something
out there says nothing about quality. It’s what
happens after it gets published that matters. If
people don’t point to it, other people won’t read
it.”
30. Google versus traditional bibliographic control
Open Archives/Repositories versus journals
(and soon monographs?)
Google Book Project, Open Content Alliance
versus library collections
Reference librarians versus Yahoo/Google
Answers
38. New Product Development Process
Evaluate at each
Opportunity Identification stage to determine
Go/No Go whether to proceed.
Design
Go/No Go Key is to manage
Testing risk of introducing a
Go/No Go failure or not
Introduction introducing a
Go/No Go success.
Life-cycle Management
Proactive vs. Reactive
39. Success Rate Entirely New Products
3000 raw 125 beginning
300 submitted
ideas projects
ideas
.03% .8%
.3%
1.7 launches 4 major 9 large
60% developments developments
25% 11%
1 commercial
success
40. It’s a great little product,
but we’re still working on
packaging and handling
41.
42. New, familiar New , unfamiliar
Decreasing knowledge of the market
Familiar
Familiar New , familiar New , unfamiliar
Decreasing knowledge of the technology
43. Decreasing knowledge of the market
Market Business New Business
Expansion Expansion Model
Market Business Business
Extension Extension Expansion
Market Product Product
Penetration Extension Expansion
Decreasing knowledge of the technology
44. Probability of
Success
Market Business New Business
New Product with Expansion Expansion Model
unrelated technology in
existing market: 50%
Market Business Business
Extension Extension Expansion
Market Product Product
Penetration Extension Expansion
45. Market Business New Business
Expansion Expansion Model
Probability of Market Business Business
Success Extension Extension Expansion
Existing product in a new
Market Product Product
market: 15% Penetration Extension Expansion
46. Improved product in Market Business New Business
existing market: 75% Expansion Expansion Model
Market Business Business
Extension Extension Expansion
Market Product Product
Penetration Extension Expansion
47. Market Business New Business
Expansion Expansion Model
Market Business Business
Extension Extension Expansion
Probability of
Success
Market Product Product
Penetration Extension Expansion
New Product in a New
Market: 5%
48.
49. A company cannot rest on its laurels; many
product class winners have fallen victim to
their success
US Steel (steel)
ICI (chemicals)
Kodak (photography)
Goodyear (tires)
Polaroid (instant photography)
Zenith (TVs)
IBM (PCs)
Smith-Corona (typewriters)
50. The right product is one that becomes available at
the right time (i.e., when the market needs it), and
is better and/or less expensive that its competition.
To have the right product, therefore, one must:
Predict a market need
Envisage a product whose performance and
capability will meet that need
Develop the product to the appropriate time
scale and produce it.
Sell the product at the right price
51. There are, unfortunately, many examples of potentially
innovative space products being developed at the
wrong time, at the wrong price point, or due to poor
market predictions:
TV-SAT and TDF-SAT: Performance wrong (few high power
transponders when many medium/low power were needed)
OLYMPUS: Too soon (large busses only started to become
needed some years later)
IRIDIUM and GLOBALSTAR: Wrong market and/or too late
(development of GSM took away most of the market)
AIRPHONE: Too expensive
CONCLUSION? Introduce only Productive Innovation
52.
53.
54.
55. OTHER POSSIBILITIES???
Battery Powered Battery Charger?
Braille TV Guide?
Fireproof Matches?
Solar Powered Flashlight?
Sugar coated Insulin btablet?
.....
56.
57. › Innovation can be productive or wasteful. The
secret to success is being able to spot the
difference in advance and encourage the former.
This should be your goal!!
Editor's Notes
Conclusion? Innovation should have a composite definition: a process whereby a new idea is conceived and detailed in the mind, developed into a physical entity through detailed design, analysis, experimentation, and production, and then introduced to give a company a competitive edge.In simplest terms, however, innovation is simple change for the better.
Customization for different group of people
Product definition:A product is a physical good, service, idea, person or place that is capable of offering tangible and intangible attributes that individuals or organisations regard as so necessary, worthwhile, or satisfying that they are prepared to exchange money, patronage or some other unit of value in order to acquire it.
The client was able to prioritize the three top composite markets and applications. The company… Optimized their R&D spendAddressed needed improvements with their materials and technology Formulated an overall market entry strategy for the composites industryCreated an approach for the individual markets and applications. …resulting in years of time and millions of $ savings, allowing the company to confidently focus on executing a well developed plan.