This document outlines a toolkit to help evaluate innovation ideas at Resource Interactive, including a three-piece toolkit containing a Resource Innovation Brief (RIB) and Twenty Questions questionnaire. The RIB captures idea details and business case, while the questionnaire helps determine the best strategy for pursuing an idea through questions about assets, risks, and commercialization options like internal development, contracting, partnering, spin-offs, or selling. Together this toolkit aims to help Resource Interactive objectively evaluate ideas and their fit with organizational goals and capabilities.
This document describes SBI's exploratory technology roadmapping process. The process involves 8 steps: 1) identifying decision focus and themes, 2) developing a knowledge base, 3) creating technology scenarios, 4) anticipating new applications, 5) considering the impact of driving forces, 6) identifying new business models, 7) developing product roadmaps, and 8) monitoring results. The goal is to help companies identify new opportunities and nurture new business units by taking a systematic approach to guiding corporate evolution and branching into new technologies and markets.
From Idea to Product, Course Lectures Samples PromoMotaz Agamawi
This document is a course on technology commercialization that defines key concepts like creativity, invention, and innovation. It discusses the difference between these terms and provides examples. The course also covers types of innovation like incremental, modular, architectural, and radical innovation and identifies key roles in the innovation process like creative sources, champions, and sponsors.
This document outlines RBC's approach to innovation including defining innovation, establishing an innovation infrastructure, and providing a case study on the Next Great Innovator challenge. It discusses generating ideas through various programs and challenges, testing ideas in applied innovation labs and through a beta program, and communicating knowledge across the organization. The Next Great Innovator challenge is highlighted as a sandbox for innovation that engages students in developing solutions to business challenges and identifying potential candidates for recruitment.
The corporate venture dilemma: business unit vs spin-off.Bundl
DOWNLOAD DECK —> https://bundl.buzz/bu-spinoff
What’s the ideal entity set-up for a corporate venture: business unit or spin-off? We've examined the benefits of each to help your choice, in our latest report.
Together with Yannick Verryke and Timmy Baert, we defined and compared each entity format to provide you deeper insight and help you make the right decision for your corporate venture.
Download your copy using the following link: https://bundl.buzz/bu-spinoff
The document provides an overview of 50 corporate ventures launched by major corporations. Some key insights include:
- 90% of the ventures featured digital-led business models focused on areas like D2C, communities, and personalization.
- 39 ventures built products and services close to the parent corporation's core offerings, while 11 ventures explored new industries far from the core.
- The US had the most represented ventures with 25, and the average age of ventures highlighted was 5 years old.
In an earlier Linkage webinar delivered by Lonney Gregory, we explored behaviors to develop an innovative mindset and stimulate creativity. We believe in order to stay ahead of the competition, individuals and teams must be creative and innovative. And while that is true, creativity and innovative behaviors alone won’t guarantee innovation initiatives will succeed. But what if you could hedge your bets on innovation and increase the likelihood of success; would you do it? In addition to engaging in ways of thinking that inspire breakthroughs, repeatable organizational processes, cultural adaptations, and clearly defined approaches for integrating it all, including handling risks, will significantly increase the likeness of success for innovation in your organizations. This next session on innovation will introduce three basic concepts that lead toward successfully enabling an innovation capable organization; one that drives innovation throughout the organization.
In this session, participants learn about:
1. Identifying market opportunities using one of the most profound approaches for understanding what consumers and non-consumers want by defining what Clayton Christensen calls the “Job to be Done”
2. How to lead ultra-productive solution seeking sessions based upon the world famous IDEO Design Thinking methodology.
3. Applying principles to overcome what Steven Shapiro calls the performance paradox and for growing high performance teams.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
This document provides details on 25 leading corporate incubators from around the world. It examines each incubator's focus industry, founding company, activities, entrepreneurship model, and type of innovation pursued. Brief descriptions are provided for each incubator, including their mission statements and notable startups generated. The incubators cover a wide range of industries like aviation, banking, retail, healthcare, automotive, and technology. They pursue both radical and core innovations that are adjacent to their parent companies' businesses. The document aims to provide insights on how corporations are using incubators as an innovation strategy.
This document describes SBI's exploratory technology roadmapping process. The process involves 8 steps: 1) identifying decision focus and themes, 2) developing a knowledge base, 3) creating technology scenarios, 4) anticipating new applications, 5) considering the impact of driving forces, 6) identifying new business models, 7) developing product roadmaps, and 8) monitoring results. The goal is to help companies identify new opportunities and nurture new business units by taking a systematic approach to guiding corporate evolution and branching into new technologies and markets.
From Idea to Product, Course Lectures Samples PromoMotaz Agamawi
This document is a course on technology commercialization that defines key concepts like creativity, invention, and innovation. It discusses the difference between these terms and provides examples. The course also covers types of innovation like incremental, modular, architectural, and radical innovation and identifies key roles in the innovation process like creative sources, champions, and sponsors.
This document outlines RBC's approach to innovation including defining innovation, establishing an innovation infrastructure, and providing a case study on the Next Great Innovator challenge. It discusses generating ideas through various programs and challenges, testing ideas in applied innovation labs and through a beta program, and communicating knowledge across the organization. The Next Great Innovator challenge is highlighted as a sandbox for innovation that engages students in developing solutions to business challenges and identifying potential candidates for recruitment.
The corporate venture dilemma: business unit vs spin-off.Bundl
DOWNLOAD DECK —> https://bundl.buzz/bu-spinoff
What’s the ideal entity set-up for a corporate venture: business unit or spin-off? We've examined the benefits of each to help your choice, in our latest report.
Together with Yannick Verryke and Timmy Baert, we defined and compared each entity format to provide you deeper insight and help you make the right decision for your corporate venture.
Download your copy using the following link: https://bundl.buzz/bu-spinoff
The document provides an overview of 50 corporate ventures launched by major corporations. Some key insights include:
- 90% of the ventures featured digital-led business models focused on areas like D2C, communities, and personalization.
- 39 ventures built products and services close to the parent corporation's core offerings, while 11 ventures explored new industries far from the core.
- The US had the most represented ventures with 25, and the average age of ventures highlighted was 5 years old.
In an earlier Linkage webinar delivered by Lonney Gregory, we explored behaviors to develop an innovative mindset and stimulate creativity. We believe in order to stay ahead of the competition, individuals and teams must be creative and innovative. And while that is true, creativity and innovative behaviors alone won’t guarantee innovation initiatives will succeed. But what if you could hedge your bets on innovation and increase the likelihood of success; would you do it? In addition to engaging in ways of thinking that inspire breakthroughs, repeatable organizational processes, cultural adaptations, and clearly defined approaches for integrating it all, including handling risks, will significantly increase the likeness of success for innovation in your organizations. This next session on innovation will introduce three basic concepts that lead toward successfully enabling an innovation capable organization; one that drives innovation throughout the organization.
In this session, participants learn about:
1. Identifying market opportunities using one of the most profound approaches for understanding what consumers and non-consumers want by defining what Clayton Christensen calls the “Job to be Done”
2. How to lead ultra-productive solution seeking sessions based upon the world famous IDEO Design Thinking methodology.
3. Applying principles to overcome what Steven Shapiro calls the performance paradox and for growing high performance teams.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
This document provides details on 25 leading corporate incubators from around the world. It examines each incubator's focus industry, founding company, activities, entrepreneurship model, and type of innovation pursued. Brief descriptions are provided for each incubator, including their mission statements and notable startups generated. The incubators cover a wide range of industries like aviation, banking, retail, healthcare, automotive, and technology. They pursue both radical and core innovations that are adjacent to their parent companies' businesses. The document aims to provide insights on how corporations are using incubators as an innovation strategy.
This document discusses common traps that companies fall into when trying to innovate, as well as remedies. It identifies four major waves of innovation focus since the late 1970s. Some common mistakes are having too narrow of a strategy scope, subjecting innovations to the same metrics as other projects, and having poor connections between mainstream and innovative business units. Remedies include broadening the innovation search, using flexible planning systems, and facilitating close connections between innovators and the mainstream business to avoid silos. Leadership, communication skills, and collaborative culture are also important for innovation success.
HBR's 10 must reads on Innovation. Professor Rosabeth M. Kanter from Harvard Business School presents four classic traps in innovation. Companies have been putting resources for new breakthrough for product and service, however, repeatedly, they make the same mistakes as their predecessors.
The document discusses how organizational designs that support innovation differ from those that support current performance. It notes that innovation requires slack resources, high uncertainty, and exploration outside the current paradigm, while efficiency requires focus, execution, and innovations within the existing business model. The document then outlines characteristics of organizational models that support innovation, such as establishing autonomous R&D groups and encouraging interaction between functions.
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
Hassan Saif prepared an innovation management report for HSK Ltd that included:
1) An overview of HSK Ltd and its acquisition of a wireless security company.
2) A discussion of innovation management frameworks and leadership approaches needed for organizational change and development of new products.
3) A proposed training plan to develop employee skills across different departments as the company expands into new markets.
Unleashing innovation across the value chainGuneet Gyani
The document discusses unleashing innovation across the value chain. It defines innovation as using existing resources and leveraging external factors like technology and policies to improve efficiency. The document advocates for an "innovation hub" structure within organizations to promote ideation, implementation, sustainability, and permeability of innovation. It provides examples of innovation at Tata Nano and Devi Prasad Shetty Hospitals. The conclusion emphasizes measuring innovation at all levels and tying it to overall performance, delivering value through innovation, and the role of education and government in fostering a culture of innovation.
Dr. Isaksen and I collaborated to develop and present this study at the 10th Annual European Conference on Innovation in Copenhagen, Denemark in October 2008
This presentation discusses innovation models and disruptive technologies. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. The presentation covers Resource, Process, and Values theory for understanding firm strengths and weaknesses. It also discusses Clayton Christensen's theories of sustaining versus disruptive innovation. Disruptive innovations target new markets or the low-end of existing markets with lower-priced, simpler products. Established firms often overlook disruptive technologies as they focus on their major customers. The presentation provides examples like personal computers and cell phones.
1. Successful product innovation requires dynamic communication and idea sharing between engineers, marketers, and customers. However, few companies are good at incorporating customer insights into product development.
2. Barriers like siloed engineering teams that are detached from customers often limit innovation. Successful innovators conduct extensive market research and customer observations to understand needs.
3. Levers for innovation include having employees use products, seeking feedback from dissatisfied customers, and maintaining close involvement with customers through activities like focus groups and observation.
The document discusses innovation strategies of leading companies in software, internet, and other industries. It finds that these companies adopt radical approaches across the innovation value chain, such as allowing employees to spend 20% of work time on their own projects, using external ideas through open innovation, and rapid prototyping and beta testing. The document also notes that while Norwegian CEOs recognize the need to improve innovation performance, their companies face challenges across the innovation process from idea generation to implementation and measurement of impact. It concludes that organizations must master dimensions like culture, collaboration, processes, resources, and performance tracking to strengthen their innovation capabilities.
University of California, Berkeley Technology Transfer and IP CommercializationOphelia Yeung
The Office of Intellectual Property and Industry Research Alliances (IPIRA) at UC Berkeley manages the university's intellectual property portfolio and supports industry-university research collaborations. IPIRA includes the Industry Alliances Office (IAO), which fosters research partnerships with over 800 companies, and the Office of Technology Licensing (OTL), which licenses UC Berkeley's intellectual property and has generated over $200 million in revenue. IPIRA helps translate UC Berkeley research into commercial products and societal benefits through licensing agreements and the formation of over 150 startup companies.
This document discusses innovation in multiple industries and contexts. It begins by defining innovation as the exploitation of new ideas and discusses how innovation is essential for jobs, businesses, products/services, and environmental processes. It then provides examples of different types of innovations, frameworks for understanding innovation opportunities, and strategies for collaborative innovation both inside and outside an organization. The document emphasizes that innovation is important for companies, employees, nations, and society by enabling new products/services and economic growth. It also stresses that customers and partners are important sources of innovative ideas.
This document provides strategies for innovating in three areas: value innovation, business model innovation, and market innovation. It discusses targeting non-customers, looking to different industries for inspiration, and challenging industry assumptions to drive innovation. The goal is to reinvent an organization's value proposition, business model, or approach to markets.
The document discusses innovation management and related topics including:
1) Innovation management involves tasks like innovation within organizations, strategies, and forecasting technology.
2) Companies should strive to be innovative for competitive advantages like responding to changing consumer and market needs. However, companies may lack innovation due to factors such as high costs, fear of failure, or relying on existing business models.
3) Managing innovation requires considering an organization's structure and culture as well as promoting creativity among employees through techniques like brainstorming.
kbs+p Ventures debuted in Q1 2011 as a differentiated, strategic value-added investor in marketing and advertising technology. They evaluated over 120 potential investments and ultimately invested in 7 early-stage companies focused on adtech and marketing tech. Building the venture arm provided value to portfolio companies through strategic introductions and helped bring innovation to kbs+p clients.
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsn...Mobilskole AS
Presentation during the Gründerskolen Alumni event on September 12 2009. See grunderskolenalumni.wordpress.com.
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsnes, CapGemini Norway
201308 Deloitte Tech Trends 2013 - Elements of Post Digital.pdf Francisco Calzado
This document provides a summary of the 2013 Technology Trends report from Deloitte. It identifies the main themes of the report as the "Elements of postdigital" which examines how the convergence of analytics, mobile, social, cloud and cyber technologies can help businesses achieve a "Postdigital Enterprise". The summary identifies the 10 trends covered in the report, which are split into 2 categories: "Disruptors" which can create positive disruption, and "Enablers" which are more evolutionary technologies. It provides a brief high-level description of each trend and notes that the report includes examples, perspectives and potential future directions for each trend.
The document discusses the evolution of innovation models from closed to open. It explains that in the past, companies relied solely on internal research and development, but that open innovation has become more important. Open innovation involves collaborating with external partners such as suppliers, customers, universities and more. This allows companies to access a wider range of ideas and expertise beyond their own walls. Some challenges of open innovation mentioned include changing company culture, managing partnerships and intellectual property issues. Overall open innovation is seen as key to innovation in many industries like food and drink where collaborations with suppliers, customers and consumers dominate the ecosystem.
Technology Commercialization and TransferJhon Lantaca
The presentation defines how transfer and commercialization of technology works. Innovation chain is also briefly described and relates to technology commercialization and transfer. The interested parties were defined but there are no legislation stated in the presentation as it only focuses on description, process, barriers, advantages and strategy.
Seven Ways Traditional Companies Can Succeed with Disruptive InnovationCognizant
Established companies often struggle to develop and launch break-out ideas. Here are the essential capabilities for participating in the next billion-dollar growth market, including the potential of establishing a separate innovation track.
This document discusses common traps that companies fall into when trying to innovate, as well as remedies. It identifies four major waves of innovation focus since the late 1970s. Some common mistakes are having too narrow of a strategy scope, subjecting innovations to the same metrics as other projects, and having poor connections between mainstream and innovative business units. Remedies include broadening the innovation search, using flexible planning systems, and facilitating close connections between innovators and the mainstream business to avoid silos. Leadership, communication skills, and collaborative culture are also important for innovation success.
HBR's 10 must reads on Innovation. Professor Rosabeth M. Kanter from Harvard Business School presents four classic traps in innovation. Companies have been putting resources for new breakthrough for product and service, however, repeatedly, they make the same mistakes as their predecessors.
The document discusses how organizational designs that support innovation differ from those that support current performance. It notes that innovation requires slack resources, high uncertainty, and exploration outside the current paradigm, while efficiency requires focus, execution, and innovations within the existing business model. The document then outlines characteristics of organizational models that support innovation, such as establishing autonomous R&D groups and encouraging interaction between functions.
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
Hassan Saif prepared an innovation management report for HSK Ltd that included:
1) An overview of HSK Ltd and its acquisition of a wireless security company.
2) A discussion of innovation management frameworks and leadership approaches needed for organizational change and development of new products.
3) A proposed training plan to develop employee skills across different departments as the company expands into new markets.
Unleashing innovation across the value chainGuneet Gyani
The document discusses unleashing innovation across the value chain. It defines innovation as using existing resources and leveraging external factors like technology and policies to improve efficiency. The document advocates for an "innovation hub" structure within organizations to promote ideation, implementation, sustainability, and permeability of innovation. It provides examples of innovation at Tata Nano and Devi Prasad Shetty Hospitals. The conclusion emphasizes measuring innovation at all levels and tying it to overall performance, delivering value through innovation, and the role of education and government in fostering a culture of innovation.
Dr. Isaksen and I collaborated to develop and present this study at the 10th Annual European Conference on Innovation in Copenhagen, Denemark in October 2008
This presentation discusses innovation models and disruptive technologies. It was created by Ziya Boyacigiller, a leading angel investor and mentor in Turkey. The presentation covers Resource, Process, and Values theory for understanding firm strengths and weaknesses. It also discusses Clayton Christensen's theories of sustaining versus disruptive innovation. Disruptive innovations target new markets or the low-end of existing markets with lower-priced, simpler products. Established firms often overlook disruptive technologies as they focus on their major customers. The presentation provides examples like personal computers and cell phones.
1. Successful product innovation requires dynamic communication and idea sharing between engineers, marketers, and customers. However, few companies are good at incorporating customer insights into product development.
2. Barriers like siloed engineering teams that are detached from customers often limit innovation. Successful innovators conduct extensive market research and customer observations to understand needs.
3. Levers for innovation include having employees use products, seeking feedback from dissatisfied customers, and maintaining close involvement with customers through activities like focus groups and observation.
The document discusses innovation strategies of leading companies in software, internet, and other industries. It finds that these companies adopt radical approaches across the innovation value chain, such as allowing employees to spend 20% of work time on their own projects, using external ideas through open innovation, and rapid prototyping and beta testing. The document also notes that while Norwegian CEOs recognize the need to improve innovation performance, their companies face challenges across the innovation process from idea generation to implementation and measurement of impact. It concludes that organizations must master dimensions like culture, collaboration, processes, resources, and performance tracking to strengthen their innovation capabilities.
University of California, Berkeley Technology Transfer and IP CommercializationOphelia Yeung
The Office of Intellectual Property and Industry Research Alliances (IPIRA) at UC Berkeley manages the university's intellectual property portfolio and supports industry-university research collaborations. IPIRA includes the Industry Alliances Office (IAO), which fosters research partnerships with over 800 companies, and the Office of Technology Licensing (OTL), which licenses UC Berkeley's intellectual property and has generated over $200 million in revenue. IPIRA helps translate UC Berkeley research into commercial products and societal benefits through licensing agreements and the formation of over 150 startup companies.
This document discusses innovation in multiple industries and contexts. It begins by defining innovation as the exploitation of new ideas and discusses how innovation is essential for jobs, businesses, products/services, and environmental processes. It then provides examples of different types of innovations, frameworks for understanding innovation opportunities, and strategies for collaborative innovation both inside and outside an organization. The document emphasizes that innovation is important for companies, employees, nations, and society by enabling new products/services and economic growth. It also stresses that customers and partners are important sources of innovative ideas.
This document provides strategies for innovating in three areas: value innovation, business model innovation, and market innovation. It discusses targeting non-customers, looking to different industries for inspiration, and challenging industry assumptions to drive innovation. The goal is to reinvent an organization's value proposition, business model, or approach to markets.
The document discusses innovation management and related topics including:
1) Innovation management involves tasks like innovation within organizations, strategies, and forecasting technology.
2) Companies should strive to be innovative for competitive advantages like responding to changing consumer and market needs. However, companies may lack innovation due to factors such as high costs, fear of failure, or relying on existing business models.
3) Managing innovation requires considering an organization's structure and culture as well as promoting creativity among employees through techniques like brainstorming.
kbs+p Ventures debuted in Q1 2011 as a differentiated, strategic value-added investor in marketing and advertising technology. They evaluated over 120 potential investments and ultimately invested in 7 early-stage companies focused on adtech and marketing tech. Building the venture arm provided value to portfolio companies through strategic introductions and helped bring innovation to kbs+p clients.
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsn...Mobilskole AS
Presentation during the Gründerskolen Alumni event on September 12 2009. See grunderskolenalumni.wordpress.com.
Mastering the Dynamics of Innovation by Bernt Kristian Jensen and Tore Hundsnes, CapGemini Norway
201308 Deloitte Tech Trends 2013 - Elements of Post Digital.pdf Francisco Calzado
This document provides a summary of the 2013 Technology Trends report from Deloitte. It identifies the main themes of the report as the "Elements of postdigital" which examines how the convergence of analytics, mobile, social, cloud and cyber technologies can help businesses achieve a "Postdigital Enterprise". The summary identifies the 10 trends covered in the report, which are split into 2 categories: "Disruptors" which can create positive disruption, and "Enablers" which are more evolutionary technologies. It provides a brief high-level description of each trend and notes that the report includes examples, perspectives and potential future directions for each trend.
The document discusses the evolution of innovation models from closed to open. It explains that in the past, companies relied solely on internal research and development, but that open innovation has become more important. Open innovation involves collaborating with external partners such as suppliers, customers, universities and more. This allows companies to access a wider range of ideas and expertise beyond their own walls. Some challenges of open innovation mentioned include changing company culture, managing partnerships and intellectual property issues. Overall open innovation is seen as key to innovation in many industries like food and drink where collaborations with suppliers, customers and consumers dominate the ecosystem.
Technology Commercialization and TransferJhon Lantaca
The presentation defines how transfer and commercialization of technology works. Innovation chain is also briefly described and relates to technology commercialization and transfer. The interested parties were defined but there are no legislation stated in the presentation as it only focuses on description, process, barriers, advantages and strategy.
Seven Ways Traditional Companies Can Succeed with Disruptive InnovationCognizant
Established companies often struggle to develop and launch break-out ideas. Here are the essential capabilities for participating in the next billion-dollar growth market, including the potential of establishing a separate innovation track.
1) Companies are looking beyond their core business to achieve growth through new areas that account for 42% of revenues by 2020.
2) Top innovators obtain a higher percentage of revenues from new products/services and break even faster than competitors. However, it is becoming increasingly difficult to stay ahead.
3) A framework called the Growth Accelerator Program helps companies create a shared vision for growth, find new growth opportunities, and deliver growth through roadmaps, pilots, and ensuring the right organization and culture.
12 Managing Innovation and Fostering Corporate Entrep.docxjoyjonna282
12
Managing Innovation and
Fostering Corporate Entrepreneurship
Professor John Coy
12 - *
Learning ObjectivesAfter reading this chapter, you should have a good understanding of:The importance of implementing strategies and practices that foster innovation.The challenges and pitfalls of managing corporate innovation processes.The role of product champions and exit champions in internal corporate venturing.How independent venture teams and business incubators are used to develop corporate ventures.
12 - *
Learning ObjectivesAfter reading this chapter, you should have a good understanding of:How corporations create an internal environment and culture that promotes entrepreneurial development.The benefits and potential drawbacks of real options analysis in making resource deployment decisions in corporate entrepreneurship contexts.How an entrepreneurial orientation can enhance a firm’s efforts to develop promising corporate venture initiatives.
12 - *
Question
What is one of the most important sources of growth opportunities?
A) The economy
B) Labor capital
C) Financial capital
D) Innovation
*
Answer: D
12 - *
Managing InnovationInnovation: using new knowledge to transform organizational processes or create commercially viable products and servicesLatest technologyResults of experimentsCreative insightsCompetitive information
12 - *
ExampleSome Companies, such as Apple, are always innovating popular products, while others are constantly struggling for their one great idea.There are “five disciplines” for creating what customers want Identify important customer needsCreate solutions that fill those needsBuild innovation teamsEmpower "innovation champions" who keep the effort on track Align the entire enterprise around creating value for customers
Source: “Getting to ‘Aha!’,” Business Week. September 4, 2006.
12 - *
Types of InnovationDegree of innovativenessRadical innovationFundamental changes and breakthroughsEvoke major departures from existing practicesCan be highly disruptiveCan transform or revolutionize a whole industryIncremental innovationEnhance existing practicesSmall improvements in products and processesEvolutionary applications within existing paradigms
12 - *
Continuum of Radical and
Incremental Innovations
Exhibit 12.1 Continuum of Radical and Incremental Innovations
12 - *
Types of InnovationProduct and process innovationsProduct innovationEfforts to create product designsApplications of technology to develop new products for end usersMore radical and common during early stages of an industry’s life cycleAssociated with differentiation strategies
12 - *
Types of InnovationProduct and process innovationsProcess innovationsImproving efficiency of an organizational processManufacturing systems and operationsCan improve materials utilizationShorten cycle timeIncrease qualityMore likely to occur in later stages of an industry’s life cycleAssociated with cost leader strategies
12 - *
Challeng ...
The document discusses the strategy formulation process, explaining that the basic purpose of any strategy is to provide a competitive advantage. It outlines the key stages in strategic management including establishing mission and objectives, analyzing the organization and environment through tools like SWOT analysis, identifying strategic alternatives, implementing the chosen strategy, and reviewing/controlling the strategy. The document provides examples and definitions at each stage to illustrate strategic management concepts.
The document summarizes an innovation audit of three SMEs conducted by LITEK. It provides an overview of each company and their current and projected innovation potential index (PII) scores. Recommendations are given for each company to improve staff involvement in innovation, intellectual property strategies, and tracking new ideas. The companies are also competitively positioned based on their PII scores, size, age, and patents. Case 1 is identified as a visionary, Case 2 as a challenger, and Case 3 as a leader in innovation potential.
The document discusses managing disruptive innovation. It provides strategies for determining the minimum viable product (MVP) to enter new markets with and developing the value chain to determine where to enter the market. These strategies help address challenges like lack of market information and credibility when innovating disruptively. The discussion also emphasizes engaging the ecosystem, flexibility to change course based on new information, and taking a portfolio approach to managing disruptive innovation investments and risks.
The document discusses various topics related to entrepreneurship including cognitive foundations of idea generation, sources of new opportunities, types of entrepreneurial activities, and the entrepreneurial process. It also covers the open source business model and assessing new technology opportunities.
This document discusses the open innovation model of InnoCentive, which allows organizations to crowdsource solutions to research and development problems from a global network of solvers. Some key advantages of the InnoCentive model are that it is faster, cheaper, and more efficient than traditional closed innovation approaches. However, open innovation also raises issues around loss of competitive advantage and intellectual property ownership. The document also outlines several organizational and managerial challenges InnoCentive faces in maintaining partnerships with corporations and solvers.
How any organisation can drive culture and design systems to pursue practical...Toby Farren
This whitepaper will provide an insight into the different elements of modern innovation fostering,
including the various factors determining the capability of organisations to innovate internally;
the differences between frontend and backend innovation; and a focus on the relatively new
‘open’ innovation methods (including the advantages of utilizing sandboxes in the frontend
innovation process as well as collaborating with external bodies).
2014.01.30 Innovation overview by Glenn WintrichNUI Galway
Glenn Wintrich, Innovation Leader at Dell, presented this seminar entitled Innovation Overview on 30th January 2014 at the Whitaker Institute, NUI Galway.
This document provides an overview of continuous improvement frameworks and processes. It begins with a brief history of quality improvement methods from Quality Circles in the 1970s-1980s to more recent approaches like Lean Manufacturing, Six Sigma, and the Balanced Scorecard. Next, it discusses leading innovation processes like Design Thinking, Rapid Prototyping, and Open Innovation. It then outlines frameworks for innovation including Lean, Agile, Scrum and Kanban approaches. The document also summarizes types of intellectual property protection and concludes with an overview of market research methods.
The document proposes an open innovation framework for established companies. It discusses roles, processes, and policies needed to implement open innovation. The key roles include external brokers, internal brokers, champions, and scouts. The main processes are the outside-in process of acquiring external ideas and assets, the inside-out process of commercializing unused internal assets, and trend scouting. Policies around intellectual property, knowledge management, collaboration, and communication are also important. The goal is to design a tailored open innovation model that leverages a company's existing competencies and culture to create sustainable innovation.
This document provides guidance on developing a business plan for a student entrepreneurship program. It discusses the importance of having a clear product or service description with an unfair advantage. The document recommends researching technology trends, market potential, and identifying an unfair competitive advantage like unique benefits, format, or customer experience. Students will submit a two-page report on their product or service description for the first business plan assignment due on February 16th. The report should include key features, benefits, and any underlying technology or intellectual property.
Introduction to Management of TechnologyTarek Salah
This document discusses various topics related to the management of technology, including:
- Definitions of management of technology at the firm and national levels.
- Drivers of technological change in the 21st century and how to manage technologies within organizations.
- The relationship between technology, markets, and society.
- Frameworks for analyzing a company's technology capabilities and opportunities, including technology space maps and horizons of growth models.
- The difference between invention, innovation, and bringing innovations to market.
- Models of the technology and product lifecycles.
- Types of innovations like disruptive vs. sustaining and the role of entrepreneurship in driving technological progress.
The document proposes a mock event focused on technology validation and truth. It includes a draft agenda with topics on validating technology claims, tools for collaboration and market penetration. Panelists from companies like Legit.ai, Pfizer and Siemens are highlighted. The event would explore issues like technology illusions that harm the public and explore how to leverage technology for truth.
An attempt to form a general overview of virtual organisations, innovation and its requirements within a business context, leading to the presentation of a candidate method for vBusiness Operations.
Similar to Resource Innovation Brief Presentation (20)
The document proposes exploring the use of haptic technology to help organize increasingly complex digital communication. It provides historical examples where codes were used to concisely summarize sentiments and messages through stamps, numbers, pictures, and theoretical "feeling codes" that translate vibrations. As communication devices continue expanding, the initial contact point remains the same, making it difficult to understand the message situation. Leveraging haptic feedback may help users better organize their digital lives by providing differentiated messages through variations in vibration.
The mobile app industry is highly competitive with over 650,000 apps and 15,000 new apps added each month. While only 30% of consumers regularly pay for apps, the tablet app market shows potential for growth. Opportunities exist in areas like e-books, tablets, and web apps. Major players like Zynga and Rovio have found success, with Zynga generating $1.16 billion in 2011. The average cost to develop a basic app is $5,000, with an average return on investment of $3,700. Those aged 25-34, especially men, spend the most time and money on freemium apps. Critical needs for success include effective marketing early on and
QR codes are two-dimensional barcodes that can be scanned by smartphone cameras to transfer information such as linking to websites or making phone calls. While QR codes were invented in 1994 in Japan, they became popular in the US around 2007-2008 with the rise of smartphones. The document provides best practices for using QR codes such as making them aesthetically pleasing, providing value to the user, and making them easy to scan in order to increase usage and engagement. It also discusses why QR codes often fail due to worthless content, low consumer awareness of how to scan them, and inappropriate placement.
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The document contains information about marketing strategies to increase awareness and market share of Chrysler vehicles within the African American community. It proposes leveraging television, social media, and participation marketing. Key tactics include Super Bowl commercials, social media competitions, and career fairs. It outlines expectations for awareness, familiarity, consideration, and market share gains over periods of 3-6 months, 12-18 months, and 36-48 months. The financial overview discusses the potential for increased Mopar revenue and auto market share through this targeted strategy.
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1. BY
Shay Merritté
Erin Keeler
Andy Ireton
Shawn White
UNDER
Prof. Michael Lieblein
Prof. Michael Bills
FOR
BUS MHR 894.60
Innovation Field Studies
Fisher College of Business,
The Ohio State University
JUNE 7 2011
3. PROBLEM STATEMENT
Create the underlying structure for
an Innovation Brief that captures the
development criteria, business case and
commercialization aspects of a proposed
innovation. The brief should be able to be
easily evaluated by an executive council
for funding and further development in
relation to Resource Interactive’s core
competencies and business objectives.
3
9. STAGE-GATING IMPLEMENTATION
Stage #1
Stage #2
Stage #3
Gate #1
Gate #2
Resource Interactive
employees populate RIB #1.
Executive Director of RI
Labs reviews RIB #1 and
selects ideas with merit
and provides feedback.
Innovation Council
Reviews RIB #2 and selects
projects to move forward
to fund and possibly
commercialize.
Innovation Council
completes the 20Q
questionnaire to determine
the best strategic decision
moving forward.
RI employees who
developed a meritorious
RIB #1 refine the concept
through RIB #2.
9
10. PHASES OF INNOVATION
PHASE 1
VALUE CREATION
PHASE 3
VALUE DELIVERY
PHASE 2
VALUE CAPTURE
How will consumer needs &
technological solutions evolve?
What is the central
source of innovative
advantage? How can
we best protect this
advantage? How
is this advantage
affected by change
What projects should
we fund? How
should we organize to
support
innovation within the
firm? What
work should we do
inside and what
should we outsource?
10
11. PHASES OF INNOVATION
PHASE 1
VALUE CREATION
PHASE 3
VALUE DELIVERY
PHASE 2
VALUE CAPTURE
How will consumer needs &
technological solutions evolve?
What is the central
source of innovative
advantage? How can
we best protect this
advantage? How
is this advantage
affected by change
What projects should
we fund? How
should we organize to
support
innovation within the
firm? What
work should we do
inside and what
should we outsource?
11
12. CORPORATE INNOVATION OPPORTUNITY
Macro Socio-Political
FORESIGHTS
Consumer/Customer
INSIGHTS
Technological &
Scientific
CAPABILITIES
BUSINESS
CASE
CORPORATE
INNOVATION
OPPORTUNITY
12
13. RESOURCE INNOVATION BRIEF (RIB) 1
SubmiSSionDate:innovation#:
microSummaarycLientbenefitDigitaLSpaceiDeaname
pointperoSn: commraDeS: front
How?
mobiLe facebook commerce in-Store twitter ipaD
1
otHerpartnerorganizationS
cLientSrv. tecHn. creative SocStrat XDD
partnerDiScipLineS
contract/LicenSe internaLDev. partnerSeLL Spin-off
commerciaLization
proceSS
Captures an
idea, is it
appropriate for
Resource?
13
15. RESOURCE INNOVATION BRIEF (RIB) 2
SubmiSSionDate:innovation#:
WhatiStheproject’SvaluepropoSition(Whatvalue/benefitSDoeSitDelivertoitScuStomer)?
WhoiSthetargetmarket/cuStomer?
WhatarecuStomerScurrentlypayingforthenextbeStalternative?WhatarethenextbeStalternativeS?
hoWDoeStheinnovationfitWithinreSource’ScurrentStrategicplan?
iSthetimingofthiSprojectappropriate?iSthemarketreaDy?iSthetechnologythere?
pointperoSn: commraDeS: front
2
BUILDS A
BUSINESS
CASE FORTHE
IDEA
16. KEY CONSIDERATIONS FOR INNOVATION
INDUSTRY
• Physical Assets of the Industry
• Importance of Brands
• Complexity of Supply Chain
• Intensity of Rivalry
•Type of Innovation: Radical or Incremental
• Product’s Complements
• Infrastructure Necessary to Innovate Ideas
• Will the Product Produce what it Promises?
• Consumers Interest into the Good/Service?
• Likelihood of a Substitute Product?
• Amount of Investment to Commercialize Idea?
INNOVATION
RISK
16
17. DECIDING WHATTO DO WITHTHE IDEA
CONTRACT
INTERNAL
DEVELOPMENT
SPIN-OFF
SELL
Less Control &
Smaller Investment
More Control &
Greater Investment
5 DIFFERENT
WAYSTO PURSUE
AN IDEA
• No “Black
Box” exists to
ensure Executive
Management
makes correct
decisions.
• Management
needs to be
cognizant of its
own capabilities &
limitations when
choosing a route
to pursue.
17
19. EVALUATION OF MODEL AVAILABLETO RI
INTERNAL
DEVELOPMENT
Provides the most
amount of control over
Project
Company can utilize
Complementary
Assets if they relate to
innovation proposal
Great to use if
current infrastructure
already exists within
organization
Beneficial if
organization innovation
proposal mirrors
Company Culture
Involves high amount
of Proprietary
Information
CONTRACT/
LICENSE
Provides a certain
amount of control over
project and direction
Company can
extend beyond its
Complementary
Assets
Does not involve same
amount of investment
in idea as Internal
Development
Consider if a great
amount of Proprietary
Information
A better option if
current infrastructure
does not exist
PARTNER
Outsourcing to gain
complementary assets
Organization gives
up control, but also
decreases investment
Good to use if there
is a constant need for
innovation
Allows for organization
to extend beyond its
current customer base
Allows organization
to respond quickly in
changing landscape
SPIN-OFF
Generate new
business ideas
in collaborative
environment with RI
Allow RI to focus
more clearly on Core
Competencies
Avoid confusion
regarding services
provided to client and
project objectives
Organization avoids
large spend in project
that does not match
what company does
best
Company loses control
and direction of idea
Company loses
ownership of the idea
SELL
Should be considered
if organization would
have to develop
infrastructure
A good alternative if
idea does not match
core competencies
Avoid confusion
regarding services
provided to client and
project objectives
Organization decreases
its risk if innovation
proposal is not
successful
19
20. 20 QUESTIONSTO COMMERCIALIZATION
The questionnaire asks 20 yes/
no questions, the answers to
which feed an algorithm which
generates a graph which shows
the comparative amplitude of
each commercialization option,
and then the individual strength
of each commercialization option.
20
21. 20 QUESTIONS BACKGROUND
1. Complimentary assets – Assets, infrastructure or capabilities needed to support the successful commercialization
and marketing of a technological innovation, other than those assets fundamentally associated with that innovation.
2. Inherent assets - Assets that are existing as a permanent, essential, or have characteristic attributes to the
organization
3. Core competencies – Features of Resource Interactive, or their employees, that are vital to the way the organization
operates. - digital consumers (example)
5. Innate culture - Inherent in the essential character of a business that is a set of shared attitudes, values, goals, and
practices
6. Risk - The potential that a chosen action or activity (including the choice of inaction) will lead to a loss (an undesirable
outcome). The notion implies that a choice having an influence on the outcome exists (or existed).
7. Confusion - The inability to think with your usual speed or clarity, including feeling disoriented and having difficulty
paying attention, remembering, and making decisions.
8. Control - To exercise authoritative or dominating influence over
9. Secrecy - Concealing information from certain individuals or groups, perhaps while sharing it with other individuals.
9. Proprietary information - Information that is sensitive, which is owned by a company and provides advantages over
the competition
10. Systems - A set of detailed methods, procedures, and routines established or formulated to carry out a specific
activity, perform a duty, or solve a problem.
10. Hierarchy - Is an organizational structure where every entity in the organization, except one, is subordinate to a
single other entity
21
22. 20 QUESTIONS BACKGROUND
11. Speed to Market- This means, it is important to introduce your product in the market as fast as possible. The reason
is stiff competition, globalization and access of technology to all competitors. The idea of new product penetrates the
market rapidly. Therefore, first company to hit the market is likely to capitalize the virginity of market.
12. ProvenTechnology- technology that has already been marketed and proven to work.
13. ConsumerTastes- are the tastes of intended consumers for this product likely to vary in the near future?
14. Strong Substitutes- are there products already being marketed that would be a strong substitute/competition for
this products?
15. Incremental Innovation- one that leads to small improvements to existing products and business processes
or involves modest technological changes on existing products and the existing products on the market will remain
competitive.
16. Customer Base Needs- would the innovation exceed the needs of the intended customer base?
17. Branding- would the innovation need to be branded in order to be successful?
18. Market Space- is the innovation outside of retail, technology or packaged goods?
19. Intended Investment- has it been determined that Resource looks to spend as little money as possible developing
this idea?
20. Infrastructure- would this innovation require the development of an new infrastructure (organizational structure,
including facilities, services or ways of conducting business)?
22
23. 20 QUESTIONS BACKGROUND
Question 1&2 – An organization needs to identify and understand the assets that are already integrated into the business. An
innovation idea that mirrors skills previously existent within the company will be more likely to succeed as the organization can rely
upon these talents and not need to invest in outside resources. However, if the organization does not have a high historical aptitude in
this area they will need to increase their investment, which will also increase the risk associated with the innovation idea.
Question 3 & 4, 18 - The need for a company to compare its inherent core competencies to the innovation proposal is essential
because it helps determines if the organization already has established knowledge in the area it is looking to compete. If the
organization already has proven methods for competing in this industry, it will be able to support the innovation idea as it can it rely
on its historical practices. However, if the organization does not have core competencies in the identified field the innovation could
struggle to in understanding the industry and how to best achieve success. The organization will have no ‘frame of reference’ to
determine its strategy or be able to seek competitive advantages.
Question 5, 10 & 20 – A solid understanding of the innate culture is necessary for determining how well the innovation proposal
will fit within the organization. If a new project does not match already established ways of thinking, it will not provide the necessary
fertility for the idea to blossom into a profitable business venture. Employees should be able to understand how the idea matches
other processes or practices already being produced by the company.
Question 6 – Understanding the level of risk involved in the innovation proposal will help management determine how much
investment is necessary. An organization must realize up-front the amount of risk it is willing to assume. Failure to understand the risk
quotient could lead to underestimating the amount of cash necessary to fully fund idea that would result in a loss for the organization.
Question 7 – An organization must determine if the innovation idea would confuse its core customer base. If its core customers
would not understand the concept, or worse be insulted by it, then the organization should consider alternative strategies than
internally developing this product. By understanding how the concept relates to its core customer base allow the company to
determine what it is they are looking to obtain from producing the innovation proposal.
Question 8 – At the initial stage of the innovation production process, the organization must consider how much ownership and
direction it wishes to demonstrate in creating the idea. This will also allow the company to determine the amount of risk it is willing to
undertake.
Question 9 – The organization must acknowledge how secretive its innovation proposal is.
23
25. IMPORTANCE OF CULTURE
As Resource Interactive grows in size, retaining a strong
entrepreneurial and innovative culture will become more
difficult.
Characteristics of a Strong Culture:
1. Clear philosophy about how business is to be conducted
2. Considerable time spent communicating values and beliefs
3. Explicit statements made that describe organizational values
4. Set of values and norms exist that are shared widely and rooted deeply
5. New employees are screened carefully to ensure cultural fit
The use of slogans, symbols, ceremonies and statements
of principle can be all be utilized in order to ensure the
sustainability of a strong organizational culture.
25
26. HOWTOP COMPANIES SUPPORT INNOVATION
3M
MICROSOFT
GE
NOKIA
Scientists inside the company apply independently for “Genius Grants” that give
them generous budgets for funding the development of new products.
Each year, “Hack Day” is held in which software developers are pulled from
their routines, coming together for a fun event that relieves pressure and
hopefully inspires creativity.
Among more traditional bases for evaluation, GE’s 5,000 top managers are rated
on innovation-related themes such as “imagination and courage.”
Nokia rewards engineers who have at least 10 patents by inducting them into its
prestigious “Club 10.”
26
27. INNOVATION SYSTEM
Efficiency
Communication
Coordination
Learning
Alignment
Efficiency-
Standardized processes that bring prospective ideas
from concept to commercialization
Communication-
Platform that allows employees to interact with each
other and external partners, promoting collaboration
and continuous learning
Coordination-
Promotion of cross-functional teams and partnerships
in order to utilize respective talents
Learning-
Continuous commentary and feedback for all
submissions
Alignment-
Integration of executive guidance through executive
strike zone concept to ensure the business case pro-
posals adhere to company strategy
27
28. CONNECTING INNOVATION CHANNELS
INDIVIDUAL
SUBMISSION
Provides opportunity for employees
passionate about their ideas to
continue to strive for possible
implementation and receive valuable
feedback
EXECUTIVE
STRIKE ZONE
Leadership of the
organization is dynamically
involved in the projects, thus
ensuring that innovation and
ideation is an organization
priority.
COUNCIL
EVALUATION
Provides opportunity
for organization to meet
and discuss ideas that
would provide the use of
company’s resources to
pursue corporate initiatives
28
29. EXECUTIVE STRIKE ZONE
Proposal Strike
Zone
RISK
REWARD
• Specific areas of focus
that have strategic
objectives for the
business that employees
can concentrate on
ideation
• Each employee must
choose to submit one
proposal directly from
the specific topics
provided by executive
management
• Tied back to employee
reviews – incentives
29
30. HOWTO MEASURE INNOVATION
PROCESSINPUT OUTPUT OUTCOME
Resources
devoted to
innovation.
Real-time
measures
tracking progress
toward creation
of outputs
Results of
innovation effort
Value Creation
Describes
quality,
quantity and
timeliness
30
31. INNOVATION HEAT INDEX
1
2
3
4
5
6
7
8
9
10
FINANCE
1. Business Model- What is the project’s
value proposition (how the innovation
makes money)?
2. Networking- Do the project’s value chain
& partners make this offering distinctive?
PROCESS
3. Enabling Process- Does this innovation
assemble capabilities typically bought from
others?
4. Core Processes- Does this innovation
create proprietary processes that add value?
OFFERING
5. Product Performance- Does the innovation
offer valuable features and functionality?
6. Product System- Is there an extended
system surrounding the offering?
7. Service- Does this innovation service its
customers?
DELIVERY
8. Channel- Is there a strong, clear
connection of the customer to the offering?
9. Customer Experience- Is there an
integrated experience?
10. Brand- Is the innovation’s value properly
expressed to customer?
INCREMENTAL
ECONOMIC VALUE
(THE SUM OF THE INCREASED
REVENUE OR DECREASED
COSTS ASSOCIATED WITH
EACH INNOVATION TYPE)
REFERENCE VALUE
(WHAT CUSTOMERS PAY FOR
THE NEXT-BEST
ALTERNATIVE)
IEV ÷ RV = EVE FACTOR31
32. INNOVATION HEAT INDEX
FIRST,TAKEYOUR IDEA’S AMBIENTTEMPERATURE:
To find out if your idea is hot enough, consider how it is kindled. Each flame represents one
of the Ten Types of Innovation, developed by Doblin (a part of Monitor Group) on the basis of
research with hundreds of companies. The more ways in which your idea is innovative, the
better able it is to stand up to competitors’ offerings. According to our research, ideas that
innovation six or more areas are well positioned for success. Fewer than three types and your
idea is cold: Chances are, it’s not distinct enough from products already on the market. Most
companies focus their innovations on product offerings, but you’ll get more heat from ideas
that also innovate new business models and customer experiences.
NEXT, MEASUREYOUR IDEA’S HEAT INDEX.
So your idea is hot, but will it deliver measurable value to customers? Doblin and Monitor have
developed a simplified version of the pricing tool Economic Value Estimation (EVE) to calculate,
by innovation type, how much increased value your idea offers over what’s already available.
Interpreting the EVE factor depends on the industry. A hot number in a B2B business could be
as low as 1.5, whereas in a CPG context, where brand matters so much, the number will most
likely need to be much higher, say 3 to 5. Anything below 1.1 would be cold, and anything less
than 0.75 would be a nonstarter.
32
33. NEXT STEPS
Pilot: Test with Distributed Commerce Platform
Feedback: Important to Continue Culture of Ideation
Catalog of Ideas: Portfolio Analysis Used for Quick
Reference to Past Ideas
33