Download to read offline
Uploaded byLorraine Warren
Ryerson
This document discusses innovation and entrepreneurship. It begins by introducing the speaker and context of the presentation at Ryerson University. It then discusses classical models of innovation like stage-gate models and disruptive innovation. It presents examples like Kodak's struggles with digital photography. The document goes on to discuss strategies like strategic assessments, industry mapping, and technology roadmapping that can help with innovation. It provides examples of innovative startups like FlightDirectors and Sensory Threads. Finally, it discusses key issues in innovation like anticipating value, creating value, capturing value, and facilitating behavioral change.
Ryerson
- 1. In search of innovation DrLorraine Warren, School of Management, University of Southampton Ryerson University, January 2012
- 2. University….. • www.soton.ac.uk • www.soton.ac.uk/csi •One of the top 15 research-led universities in the UK • Great record of entrepreneurial activity, knowledge exchange, spin-out • 20,0 00 students
- 3. Classical picture (Stage Gate, Cooper)
- 4.
- 5.
- 6.
- 7.
- 8.
- 9.
- 10.
- 11. Strategic Assessments Industry Map SWOT 5 Forces Value Chain
- 12. Technology - Product- Market Linkages M M P M P M T P M P M P M M M The most basic building block of a Business Concept
- 13. Technology Road-Mapping • Vision • Market / Strategy • Technology • Products © 280 Group
- 14. Product Roadmap: A SoftwareProduct Example
- 15. Creating the BusinessProp Putting the components together: ensure that the core IP technology is commercially Business Plan Mgt viable Marketing Legal Research CORE Services identify required Technology complementary resources Accounting Outsourcing Services Facilities Mgt make partnering, leveraging, Mgt Team and acquisition decisions regarding essential assets Building the Emerging Case networking and placement of opportunity with partners & investors
- 16.
- 17.
- 18. MUPPITS timeline Digital Technology Development Business Outside Media Trajectory of Digital Media Business Business Outside media Funding Agency Software Development Trajectory Collaborative Service R&D in non-media business
- 19. Key issues • Anticipation of value • Value creation • Value capture • Behavioural change
- 20.
- 21. Key issues • Anticipation of value • Value creation • Value capture • Behavioural change
- 22.
- 23. Key issues • Anticipation of value • Value creation • Value capture • Behavioural change
- 24.
- 25.
- 26.
- 27.
- 28. One for thebusiness school magazine? http://www.alternativeairlines.com/
- 29. Key issues • Anticipation of value • Value creation • Value capture • Behavioural change
- 30. A science ofcomplexity, emergence and anticipation
- 31. Systems in acomplex dynamic (unpredictable) economy From To Flows, emergence and Stability and temporary structures Variation (small worlds -> disruptive innovation) Situation analysis Experiments and models Sustainability as Sustainability as engineering evolutionary resilience agility
- 32. Value-creating ecologies • Consumersto co creators of value • Value chains to value networks • Product value to network value • Simple co-operation or competition to complex co- opetition • Individual firm strategy to strategy in relation to value ecologies • Hearn, G. and C. Pace, Value-creating ecologies: understanding next generation business systems. foresight, 2006. 8(1). • Hearn, G., Roodhouse, S. and Blakey, J. (2007), From value chain to value creating ecology, International Journal of Cultural Policy, 13, 4, pp. 419-436.
- 33. Entrepreneurial processes increating and protecting value • Experimenting • New structural practices • Reflexive Identity • What do we take as value in our interactions with others? • Organising • What should be our everyday practices? • Sensitivity to Conditions • Anticipation of threats…knowledge… reaction… propensity to survive…
- 34. Social Structure (Level E) Written texts (procedures, laws, regulations); material systems and infrastructures (architecture, urban design, communication and transport networks) Stable Emergents (Level D) Group sub-cultures, group slang and catchphrases, conversational routines, shared social practices, collective memory) Ephemeral Emergents (Level C) Topic, context, interactional frame, participation structure; relative role and status Interaction (Level B) Discourse patterns, symbolic interaction, collaboration, negotiation Individual (Level A) Intention, agency, personality, cognitive process The Emergence Paradigm (Sawyer 2005, p211), showing the ‘circle of emergence’ (p220), i.e. that area which is subject to social emergence
- 35. Emergence • Entrepreneurial relational processes • Emergents with causal properties Anticipation of value during innovation Fuller, T. and Warren, L (2008) Sustaining entrepreneurial business; a complexity perspective on processes that produce emergent practice, International Entrepreneurship and Management Journal, Vol 4/1, pp1-17 Fuller, T. and Warren, L., Thelwall, S., Alamdar, F. and D. Rae (2010), Rethinking Business Models As Value Creating Systems, Leonardo Transactions , VOLUME 43, ISSUE 1, 2010 Warren, L. and Fuller, T. (2010), Capturing The Dynamics Of Co-Production And Collaboration In The Digital Economy, Leonardo Transactions , VOLUME 43, ISSUE 2, 2010 Warren, L. and Fuller, T., (2009) Contrasting approaches to preparedness: A reflection on two case studies International Journal of Enterprise Information Systems 5/3, 60-71
- 36. Emergents as valuemodels: • not ‘real’ artefacts such as products and services • temporal visions of alternate futures consisting of interlinked, multilevel constructs that resonate between: • Present and future products and services • Present and future technologies (perhaps supported by tangibles such as proof of concept, prototype, IP) • Present and future markets or organising domains (perhaps supported by market research or constructions of future industry sectors) • Present and future dominant logics (extant and potential business practices, relations with stakeholders, consumer/societal behaviours) • Present and future business models, relating the creation and capture of value: (e.g. economic, technological, social, cultural, artistic, environmental) • Present and future identities, expertises • Emergents embrace a discursive understanding of some, or all the above elements, an entity to support the exchange of value in all its forms.
- 37. Stabilisation of valuemodel Processes of value creation (EROS Processes of value processes) capture: Attraction of resource, causality Value Model Products, Services…. Processes of stabilisation: Tangibles (IP, contracts, proof of concept, prototype, business plan, incubator) Intangibles (reputation, track record, identity, expertise)
- 38.
- 39. Key issues • Anticipation of value • Value creation • Value capture • Behavioural change