This document discusses user-driven innovation and how listening to customers is important for innovation success. It defines innovation as taking a new idea and turning it into a useful solution. The document outlines different types of innovation such as product, process, and procedure innovations. It also discusses levels of innovation from incremental to breakthrough innovations. While innovation is important for growth, the document notes that many innovation projects fail because they do not meet customer needs or have ineffective implementation. To improve innovation success, the key is understanding customer problems and having a clear strategy.
Innovation involves generating new ideas and implementing them successfully. It can improve performance, solve problems, and create value. The innovation process depends on knowledge and involves turning inventions into goods/services that customers will pay for. It includes deliberate application of information, imagination, and initiative to derive greater value. Effective knowledge management can feed a continual flow of ideas into the innovation process, while innovation focuses on experimentation and creating future best practices. Entrepreneurship is needed to successfully bring innovations to market despite obstacles.
The document discusses innovation and entrepreneurship. It defines innovation as the successful implementation of new ideas, whether products, processes or systems. Entrepreneurship is defined as starting and managing a business to make a profit by taking on risks and opportunities. The document outlines different types of innovation like breakthrough, sustaining, new market, and disruptive innovations. It emphasizes that innovation and entrepreneurship are important for economic growth and for businesses to stay competitive through constant evolution.
This document discusses open innovation and the innovation ecosystem. It defines key concepts like creativity, innovation, ideas, and inventions. It explains how innovations diffuse through adoption curves and discusses different types of innovations. The document advocates for open innovation using both internal and external ideas. It also discusses how crowdsourcing and gamification can be applied to innovation processes like idea generation and collaboration. Finally, it provides parting thoughts that innovation is multifaceted and requires involvement from both internal and external participants to be successful.
To increase the efficiency of your innovation process the way to go is to implement the concept of open innovation
We present the two most important open innovation principles.
This document provides an overview of innovation management concepts through a presentation. It begins with objectives to provide an understanding of innovation management concepts, processes, and tools. It then defines innovation and creativity, and discusses different types of innovation. The presentation covers innovation management processes and models, as well as how to create an innovative organization with the right leadership, vision, climate, and strategies. It provides examples of successful innovations and discusses how innovation can be managed through developing capabilities and exploiting external sources, while also noting its complex and uncertain nature.
IMT Lecture: Transforming Invention To InnovationDjadja Sardjana
This document provides an overview of a lecture on designing and implementing technology strategy to transform inventions into innovations. It defines key concepts like invention, innovation, innovation diffusion, and the role of entrepreneurs and innovators. It discusses factors for innovation success and failure. It also outlines frameworks for managing the innovation process, including stage-gate models and the importance of cooperation in networks. The document lists several books recommended for further reading on managing technological innovation and strategy.
Workshop on Intellectual Property, Innovation & Commercial Best PracticesMartin Schweiger
Organised by Nanyang Technological University (NTU), Asia's most prestigious university in Engineering, join us this Wednesday night, 3rd Nov, 6.30-8.30pm (Singapore time) as Martin Schweiger shares about his experience in Intellectual Property, Innovation, and Commercial Best Practices in today's context. He will also introduce his 4x4 Innovation Strategy to all of you innovators and entrepreneurs of the present and future!
Is your business coordinating the application of science and technology with social and business innovation to develop whole solutions to complex problems?
Innovation involves generating new ideas and implementing them successfully. It can improve performance, solve problems, and create value. The innovation process depends on knowledge and involves turning inventions into goods/services that customers will pay for. It includes deliberate application of information, imagination, and initiative to derive greater value. Effective knowledge management can feed a continual flow of ideas into the innovation process, while innovation focuses on experimentation and creating future best practices. Entrepreneurship is needed to successfully bring innovations to market despite obstacles.
The document discusses innovation and entrepreneurship. It defines innovation as the successful implementation of new ideas, whether products, processes or systems. Entrepreneurship is defined as starting and managing a business to make a profit by taking on risks and opportunities. The document outlines different types of innovation like breakthrough, sustaining, new market, and disruptive innovations. It emphasizes that innovation and entrepreneurship are important for economic growth and for businesses to stay competitive through constant evolution.
This document discusses open innovation and the innovation ecosystem. It defines key concepts like creativity, innovation, ideas, and inventions. It explains how innovations diffuse through adoption curves and discusses different types of innovations. The document advocates for open innovation using both internal and external ideas. It also discusses how crowdsourcing and gamification can be applied to innovation processes like idea generation and collaboration. Finally, it provides parting thoughts that innovation is multifaceted and requires involvement from both internal and external participants to be successful.
To increase the efficiency of your innovation process the way to go is to implement the concept of open innovation
We present the two most important open innovation principles.
This document provides an overview of innovation management concepts through a presentation. It begins with objectives to provide an understanding of innovation management concepts, processes, and tools. It then defines innovation and creativity, and discusses different types of innovation. The presentation covers innovation management processes and models, as well as how to create an innovative organization with the right leadership, vision, climate, and strategies. It provides examples of successful innovations and discusses how innovation can be managed through developing capabilities and exploiting external sources, while also noting its complex and uncertain nature.
IMT Lecture: Transforming Invention To InnovationDjadja Sardjana
This document provides an overview of a lecture on designing and implementing technology strategy to transform inventions into innovations. It defines key concepts like invention, innovation, innovation diffusion, and the role of entrepreneurs and innovators. It discusses factors for innovation success and failure. It also outlines frameworks for managing the innovation process, including stage-gate models and the importance of cooperation in networks. The document lists several books recommended for further reading on managing technological innovation and strategy.
Workshop on Intellectual Property, Innovation & Commercial Best PracticesMartin Schweiger
Organised by Nanyang Technological University (NTU), Asia's most prestigious university in Engineering, join us this Wednesday night, 3rd Nov, 6.30-8.30pm (Singapore time) as Martin Schweiger shares about his experience in Intellectual Property, Innovation, and Commercial Best Practices in today's context. He will also introduce his 4x4 Innovation Strategy to all of you innovators and entrepreneurs of the present and future!
Is your business coordinating the application of science and technology with social and business innovation to develop whole solutions to complex problems?
How important is innovation really? Is it just a hype, a buzzword that will fade away soon, or does it really play an important role in how you manage your business today?
The changing nature of the innovation process_KIM PhD Program 2014_Prof IsckiaThierry Isckia
The document discusses the connected car concept and the innovation processes related to connected vehicles. It covers five generations of innovation (1G to 5G) and describes how each generation incorporated more collaboration and open innovation. It discusses how digital technologies and platforms are enabling new connected car services and ecosystems. The document also outlines some of the business and technology challenges automakers face in developing connected vehicle solutions and integrating them with the broader mobility ecosystem.
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
Ten observations, provocations, and questions on design and innovation - presentation by Tim Leberecht, frog design, at Re:Publica, Berlin, April 15, 2010
1. The document discusses different types of innovation including product innovation, business model innovation, and innovations in customer experience, branding, and networking.
2. It provides examples of disruptive innovators who innovated in areas beyond just products like music, fashion, technology, media, and philanthropy.
3. The greatest return on innovation effort comes from innovations outside of the core product offering, like in business models, customer experience, and networking.
Slides of a presentation on "Innovation and Organizacional Learning" to the IST's "Seminars on Innovation and Sustainable Development", 2014.
Note: some slides are still in Portuguese. Sorry...
Introduction to Marketing & Innovation - MCT / Dauphine / EMLVMarcos Lima
This document provides an overview and introduction to innovation management from a course taught by Marcos Lima. The course covers topics such as defining innovation, different types of innovation, models of the innovation process, and the importance of innovation. It discusses innovation as an integrated business process and introduces frameworks for understanding innovation at different levels from incremental to radical and disruptive.
The document discusses the concept of diffusion, which is the process by which new ideas spread through social groups and become innovations. Diffusion is a type of social change that results from this process of a new idea being communicated and adopted by members of a social system. For an idea to result in social change, it needs to go through the diffusion process and be adopted by enough individuals to reach a critical mass and become self-sustaining. The rate of diffusion of a new idea depends on factors like its perceived advantages, compatibility, complexity, trialability, and observability.
There is a staggering amount of books on innovation, explaining what it’s all about.
In this presentation we give you exactly the opposite: 10 misconceptions on innovation.
IA Innovatiemanagement II. Voka Kempen. Sessie 1. Pieter Sprangers Américo Ma...Ikinnoveer
This document provides an overview of innovation concepts and frameworks. It discusses definitions of innovation, types of innovation, and conditions that support innovation. Key frameworks covered include open innovation, design thinking, co-creation, social innovation, management 3.0, and knowledge workers as drivers of innovation. The document also outlines pitfalls to avoid in innovation and compares approaches between start-ups and SMEs. Authors that are referenced in relation to different innovation topics are listed at the end.
This is a talk I gave at Yahoo! Archiects conference. uCome up with innovative solutions to architecture problems, taking inspiration from buildings and nature.
Techniques for brainstorming and lateral thinking.
This document is Nielsen's 2015 European Breakthrough Innovation Report. It discusses Nielsen's research on breakthrough innovation and the concept of "jobs theory" - that consumers purchase products to get jobs done in specific circumstances, rather than because of attributes. The report highlights several European product launches that achieved breakthrough success by resolving consumer struggles or unmet needs. It emphasizes that understanding the specific jobs consumers need done, and the criteria they use to evaluate options, is key to developing breakthrough innovations. The report contains case studies of various innovation winners that addressed consumer jobs successfully.
Nouvé is a creative strategy consultancy that helps companies optimally position themselves and their offerings in the market. They clarify, develop, and instrumentalize a company's specific brand idea to make it the starting point for all development and change processes, helping companies generate future growth through 'brand-oriented thinking.' Their work brings new ideas, perspectives, futures, and strategies that lead to innovative products, services, and interactions that make the brand idea tangible and translate to measurable success, providing new paths for the client's brand.
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...Michel Duchateau
This document provides information about Michel Duchateau, an entrepreneur, trainer, and coach focused on innovation, entrepreneurship, and startups. It discusses his background founding a consultancy, facilitating numerous Startup Weekend events across Europe, and collaborating with various organizations. It also promotes an upcoming event on developing a lean and curious corporate culture through innovation.
This presentation demonstrates how innovation can help your business remain current, grow, gain competitive advantage and thrive in the future marketplace.
The document discusses innovation and the innovation process. It defines innovation as a complex process of turning opportunities into new ideas and implementing them successfully. The innovation process involves four key phases - searching for ideas, selecting ideas, implementing ideas, and capturing benefits. For innovation to be successful, an organization must effectively manage these phases while also considering the people, organization, and innovation strategy context. The document provides examples of innovations over time and common reasons why ideas often fail.
The document discusses innovation marketing and creating segmented customer experiences for successful innovation diffusion. It covers key topics such as:
1. The differences between innovation and traditional marketing and why innovation marketing requires a changed approach.
2. Success factors for an innovation diffusion strategy include favorable innovation characteristics, a business strategy based on customer insight that recognizes different customer profiles, and a communication strategy tailored to profiles.
3. Different customer profiles exist within markets, from innovators to conservatives, and have distinct characteristics. Successful innovation marketing requires understanding these profiles and communicating differently to each.
The document discusses various topics related to design and innovation including:
1. Three types of innovation - as a process, capability, and culture.
2. The challenges of discontinuous innovation and how a more flexible, interdisciplinary and concurrent workflow can help address these challenges.
3. The concept of convergence in areas like hardware/software and disciplines. How a convergent approach helped make the iPod successful.
4. The importance of both convergence and divergence in design and how marketing is shifting from a "push" to a "pull" model.
Procter & Gamble open innovation approach Ideon Open
Presented at the Hands On Open Innovation workshops, this presentation explains why such giant as P&G engages in open innovation. P&G shares its approach to open innovation called Connect & Develop and reveals lessons the company has learned from applying open innovation practices.
More info about the event at http://www.ideonopen.com/events
How important is innovation really? Is it just a hype, a buzzword that will fade away soon, or does it really play an important role in how you manage your business today?
The changing nature of the innovation process_KIM PhD Program 2014_Prof IsckiaThierry Isckia
The document discusses the connected car concept and the innovation processes related to connected vehicles. It covers five generations of innovation (1G to 5G) and describes how each generation incorporated more collaboration and open innovation. It discusses how digital technologies and platforms are enabling new connected car services and ecosystems. The document also outlines some of the business and technology challenges automakers face in developing connected vehicle solutions and integrating them with the broader mobility ecosystem.
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
Ten observations, provocations, and questions on design and innovation - presentation by Tim Leberecht, frog design, at Re:Publica, Berlin, April 15, 2010
1. The document discusses different types of innovation including product innovation, business model innovation, and innovations in customer experience, branding, and networking.
2. It provides examples of disruptive innovators who innovated in areas beyond just products like music, fashion, technology, media, and philanthropy.
3. The greatest return on innovation effort comes from innovations outside of the core product offering, like in business models, customer experience, and networking.
Slides of a presentation on "Innovation and Organizacional Learning" to the IST's "Seminars on Innovation and Sustainable Development", 2014.
Note: some slides are still in Portuguese. Sorry...
Introduction to Marketing & Innovation - MCT / Dauphine / EMLVMarcos Lima
This document provides an overview and introduction to innovation management from a course taught by Marcos Lima. The course covers topics such as defining innovation, different types of innovation, models of the innovation process, and the importance of innovation. It discusses innovation as an integrated business process and introduces frameworks for understanding innovation at different levels from incremental to radical and disruptive.
The document discusses the concept of diffusion, which is the process by which new ideas spread through social groups and become innovations. Diffusion is a type of social change that results from this process of a new idea being communicated and adopted by members of a social system. For an idea to result in social change, it needs to go through the diffusion process and be adopted by enough individuals to reach a critical mass and become self-sustaining. The rate of diffusion of a new idea depends on factors like its perceived advantages, compatibility, complexity, trialability, and observability.
There is a staggering amount of books on innovation, explaining what it’s all about.
In this presentation we give you exactly the opposite: 10 misconceptions on innovation.
IA Innovatiemanagement II. Voka Kempen. Sessie 1. Pieter Sprangers Américo Ma...Ikinnoveer
This document provides an overview of innovation concepts and frameworks. It discusses definitions of innovation, types of innovation, and conditions that support innovation. Key frameworks covered include open innovation, design thinking, co-creation, social innovation, management 3.0, and knowledge workers as drivers of innovation. The document also outlines pitfalls to avoid in innovation and compares approaches between start-ups and SMEs. Authors that are referenced in relation to different innovation topics are listed at the end.
This is a talk I gave at Yahoo! Archiects conference. uCome up with innovative solutions to architecture problems, taking inspiration from buildings and nature.
Techniques for brainstorming and lateral thinking.
This document is Nielsen's 2015 European Breakthrough Innovation Report. It discusses Nielsen's research on breakthrough innovation and the concept of "jobs theory" - that consumers purchase products to get jobs done in specific circumstances, rather than because of attributes. The report highlights several European product launches that achieved breakthrough success by resolving consumer struggles or unmet needs. It emphasizes that understanding the specific jobs consumers need done, and the criteria they use to evaluate options, is key to developing breakthrough innovations. The report contains case studies of various innovation winners that addressed consumer jobs successfully.
Nouvé is a creative strategy consultancy that helps companies optimally position themselves and their offerings in the market. They clarify, develop, and instrumentalize a company's specific brand idea to make it the starting point for all development and change processes, helping companies generate future growth through 'brand-oriented thinking.' Their work brings new ideas, perspectives, futures, and strategies that lead to innovative products, services, and interactions that make the brand idea tangible and translate to measurable success, providing new paths for the client's brand.
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...Michel Duchateau
This document provides information about Michel Duchateau, an entrepreneur, trainer, and coach focused on innovation, entrepreneurship, and startups. It discusses his background founding a consultancy, facilitating numerous Startup Weekend events across Europe, and collaborating with various organizations. It also promotes an upcoming event on developing a lean and curious corporate culture through innovation.
This presentation demonstrates how innovation can help your business remain current, grow, gain competitive advantage and thrive in the future marketplace.
The document discusses innovation and the innovation process. It defines innovation as a complex process of turning opportunities into new ideas and implementing them successfully. The innovation process involves four key phases - searching for ideas, selecting ideas, implementing ideas, and capturing benefits. For innovation to be successful, an organization must effectively manage these phases while also considering the people, organization, and innovation strategy context. The document provides examples of innovations over time and common reasons why ideas often fail.
The document discusses innovation marketing and creating segmented customer experiences for successful innovation diffusion. It covers key topics such as:
1. The differences between innovation and traditional marketing and why innovation marketing requires a changed approach.
2. Success factors for an innovation diffusion strategy include favorable innovation characteristics, a business strategy based on customer insight that recognizes different customer profiles, and a communication strategy tailored to profiles.
3. Different customer profiles exist within markets, from innovators to conservatives, and have distinct characteristics. Successful innovation marketing requires understanding these profiles and communicating differently to each.
The document discusses various topics related to design and innovation including:
1. Three types of innovation - as a process, capability, and culture.
2. The challenges of discontinuous innovation and how a more flexible, interdisciplinary and concurrent workflow can help address these challenges.
3. The concept of convergence in areas like hardware/software and disciplines. How a convergent approach helped make the iPod successful.
4. The importance of both convergence and divergence in design and how marketing is shifting from a "push" to a "pull" model.
Procter & Gamble open innovation approach Ideon Open
Presented at the Hands On Open Innovation workshops, this presentation explains why such giant as P&G engages in open innovation. P&G shares its approach to open innovation called Connect & Develop and reveals lessons the company has learned from applying open innovation practices.
More info about the event at http://www.ideonopen.com/events
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.
“Innovate or die!” “Let’s create an innovation culture!” “Ideas, ideas, ideas!” “Great brainstorming session. Woohoo, now we’re innovators!”
All organizations strive to innovate. So why do so many companies, especially B2B companies, fall short on truly innovating? Join JJ Rorie, Managing Director of product management consultancy Envision Advisory, as she dives into these common pitfalls of B2B product innovation:
• Not having a clear understanding of what innovation really means
• Thinking of innovation as a time-boxed activity
• Mistaking “customer-ruled” for being “customer-focused”
• Not knowing your customers’ customers
• Trying to be something that you’re not
• Ignoring product portfolio management
Participants will learn:
1. The difference between B2B and B2C innovation
2. How their organization should define innovation
3. How to recognize common pitfalls and combat them
An explanation of innovation based heavily on the wikipedia definitions of innovation and the innovation models but using a simplified approach to help readers gain an overview of the nature of innovation in business and organisations.
This document discusses technological innovation and provides examples of both successful innovations and product failures throughout history. It defines key terms like innovation, disruptive innovation, and incremental vs. radical innovation. It also outlines strategies for managing different types of innovation, including maintaining an open innovation process, investing in a portfolio of technologies, and being willing to disrupt existing business models for radical innovations. Specific cases like Citibank developing new banking services through patents and metrics are presented.
The document discusses various aspects of innovation including creativity, ideas, inventions, innovative climate, and the innovation process. It notes that the biggest risk is not innovating and allowing competitors to shape the future. It also discusses the importance of an innovative culture and lists key roles inside an organization like creators, inventors, innovators, entrepreneurs, and financiers. Finally, it provides 12 tips for innovators such as writing down ideas, not being afraid to submit ideas, talking to creative people, and ensuring there is a potential buyer or market for the idea.
Bob Johnson: Change in the Resource Industry - An Opportunity for Innovation Melanie Innes
Pioneering the use of computer software for modelling resources in the mid-1970s began a journey of an innovation for Bob Johnson, who has continued to be at the forefront of extending unique solutions for the mining industry throughout his career. Founding Maptek in 1981 and continuing to provide highly regarded software and services across the mining execution value chain today, Bob shares his experience and views on innovation in a changing industry.
View video at https://www.youtube.com/watch?v=lgzq_I7aM4Q
Thoughts on open innovation sandro morghen yutongoSandro Morghen
English version of my observations and conclusions on Open Innovation.
Presented at Hochschule Lucerne, Switzerland on Ocotober 3rd, 2012.
Interesting questions from students were:
Question: Why do you pay innovators for their time/effort rather than to follow the winner takes it all approach? What if people performe weak in a process?
Answer: Because in our process it is not possible to allocate one single author to an idea. The creative content is based on our process setup, a collective result. This is why we pay everybody equally. We don't see Innovation as a game/contest, we see it rather as a form of crowd labour. Being is hard work and it doesn't take a genius. Based on the fact that all innovators answer a whole set of subquestions throughout the process, we can diffuse the risk of receiving bad content from one person. After all, it's just not fair. In our tests we weren't facing quality issues, but of course, had to deal with people who were trying to misuse the system. However, this issue remains manageable with our platform and approach. In our tests we measured about 5% of participants who tried to add random/sabotage content. We are very convinced that we can bring this number with the right quality management tools.
>>>
Question: Are you already online?
Answer: We have a functional prototype which is online but we are going to take it down as we are finalizing our commercial version of yutongo.
>>>
Question: Are you giving support to customers with setting up a project?
Answer: Not in a consulting sense. But the app is based on a step-by-step process and we put all our strength and own creativity in reducing complexitiy and the self explanatory character of the website. You shouldn't be an expert to setup a project with yutongo.
>>>
And a bunch of more questions I unfortunately can't remember. Thanks Hochschule Lucerne for having me and for asking questions. Asking question is very good advisor if you are planning to be creative. Creativity starts with asking the right questions!
Best!
Sandro Morghen, CEO & Co-Founder of yutongo
Research linkage to_innovation_and_entrepreneurship_tsTarek Salah
The document discusses innovation and entrepreneurship. It introduces the Technology Innovation and Entrepreneurship Center, explaining the difference between invention and innovation. It defines entrepreneurs and provides examples of different types. It also presents a case study on Osborne Computer Company, which grew rapidly but then declared bankruptcy within 6 months due to lagging in R&D and delays in capital formation.
This document discusses strategies for conducting financial, pricing, and risk analysis for new product development in financial institutions. It emphasizes the importance of historical financial data analysis, financial forecasting, understanding product profitability, identifying profitable and unprofitable customers, and using financial analysis to understand competitors. The document also discusses components of sales analysis and some common pitfalls in financial analysis.
Ten observations, provocations, and questions on design and innovation - a presentation by Tim Leberecht of frog design, from Re:Publica in Berlin from April 15, 2010.
This document provides an overview of open innovation and innovation management strategies. It discusses how companies are increasingly using open innovation and collaborative approaches to generate new ideas both internally and from external sources. Case studies are presented on how companies like SNCF are implementing open innovation practices such as idea campaigns for employees and customers, and dialogue with stakeholders. The presentation concludes with information on open innovation marketplaces and ecosystems, and recent research from ESCP Europe analyzing the open innovation practices of 20 companies.
Subasri shares a summary of her progress on task 2, which was to write an article on innovation. The article defines innovation as the creation, development, and implementation of new products, processes, or services to improve efficiency and competitive advantage. It discusses the importance of innovation in staying ahead of competition and adapting to changes. The article also outlines the process of innovation and different types of innovation such as incremental, disruptive, architectural, and radical innovation. It emphasizes the mindset and creative thinking needed for innovation to succeed.
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MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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Userdriven innivation - listen to your customers
1. User-‐driven
Innova.on
Listen
to
your
customers
Peter
Møller
Consultant,
Keynote
Speaker:
LinkedIn:
dk.linkedin.com/in/pmoller
Twi4er:
h4p://twi4er.com/tweete_pete
I
fight:
"We
can
not
do
that
..."
”This
is
how
we
always
have
done
..."
”This
is
how
you
do
things
in
this
industry
..."
"There
are
too
many
doing
this
already
...”
Pic:
Isamizdat
CC
2. Userdriven
Innova.on
There
is
nothing
more
difficult
to
take
in
hand,
more
perilous
to
conduct,
or
more
uncertain
in
its
success,
than
to
take
the
lead
in
the
introduc?on
of
a
new
order
of
things…
-‐
Niccolo
Machiavelli;
”The
Prince”
3. Innova.on
-‐
defined
Innova.on
is
to
use
crea.vity
of
employees
and
corporate
resources
to
make
new
things
happen
...
4. Innova.on
-‐
defined
To
go
from
a
new
idea
–
To
a
new,
usefull
solu3on!
Pic:
ralphbijker
5. Innova.on
-‐
where?
-‐ Where
in
the
value-‐chain?
What
type
of
innova.on?
-‐
How
big
a
”leap”,
what
level
of
innova.on?
7. Innova.on
-‐
type
of
innova.on
• Product
Product
development
–
classic
innova?on…
The
idea
of
a
new
product.
Completely
new
products
or
small
changes
to
exis?ng
products…
8. Innova.on
-‐
type
of
innova.on
• Process
Innova?ons
in
the
produc?on
process…
Can
we
do
things
differently?
Example:
FedX
buys
Kinkos
and
is
now
sending
documents
digitally
across
the
US,
prints
them
-‐
and
delivers.
Saves
a
lot
of
transporta?on
costs…
9. Innova.on
-‐
type
of
innova.on
• Procedure
Innova?ons
in
the
business
model…
Can
we
change
the
tradi?onal
way
we
do
commerce?
Example:
Itunes
changed
the
way
people
consume,
store
and
buy
music…
How
about
soWware
that
is
financed
through
voluntary
dona?ons…?
14. Innova.on
-‐
level
of
innova.on
The
revolu?ons…
Things
that
change
our
everyday
life
–
might
not
always
come
as
breakthrough
innova?ons!
Telefonen
15. Innova.on
-‐
one
comment
There
is
NOT
a
type
or
level
of
innova.on
that
is
“beNer”
or
more
innova.ve
than
others!
Breakthroughs
are
nice,
but
need
luck!
Small
incremental
innova?ons
might
oWen
be
the
realis?c,
helpful
alterna?ve.
Adding
more
colours
than
black
might
considerably
expand
our
markets...
17. Innova.on
-‐
why?
Because
it’s
an
important
prerequisite
for
future
growth!
…ask
McKinsey
&Co
18. Innova.on
-‐
why?
• Expand
market
share
• Expand
exis.ng
markets
• Create
new
markets
• Gain
access
to
other
markets
• Increased
profit
• Reduce
Costs
• Develop,
aNract
and
retain
talent
19. Innova.on
-‐
is
important,
but
fails
anyway!
60%
-‐
of
all
product
development
is
stopped
early
40%
-‐
of
all
new
products,
fail
and
are
withdrawn
from
the
market
75%
-‐
of
investments
in
innova.ons
are
lost
Clayton
Christensen,
The
Innovators
Solu.on
20. Innova.on
-‐
is
important,
but
fails
anyway!
75%
-‐
of
all
investments
in
innova3on
”down
the
drain”
Clayton
Christensen,
The
Innovators
Solu.on
21. Innova.on
-‐
Why
does
it
go
wrong?
• Not
mee.ng
customer
needs
• Lack
of
technological
skills
and
understanding
• Ineffec.ve
implementa.on
• Poor
.ming
• The
culture
does
not
support
innova.on
• Wrong
mo.ves
for
innova.on
22. Innova.on
-‐
Hvordan
undgår
vi
det
går
galt?
“People
don’t
buy
products
they
buy
solu.ons
to
problems”
THEODOR
LEVITT,
1975
23. Innova.on
How
can
we
do
beNer?
• Strategy
–
plan
• Meet
customer
needs
–
ask
• Understand
the
organiza.on,
its
competencies,
capabili.ues
and
culture
-‐
look
• Plan
the
implementa.on
-‐
go
Understand
the
customer
–
and
our
selfs
24. Userdriven
Innova.on
Case:
Emporia
Small
producer
of
mobile
phones.
Develops
and
sells
phones
that
are
ergonomically
well
thought
out
and
are
targeted
towards
older
people
25. Userdriven
Innova.on
Case:
Emporia
How
does
Emperia
meet
the
criteria
for
successful
innova.on?
• Well
defined
strategy
• Insight
and
interest
into
the
customer's
needs
• They
master
the
technology
• They
have
a
good
basis
for
implementa.on
26. Userdriven
Innova.on
Case:
Emporia
The
product:
•
One
buNon
per
func.on
•
Few
basic
func.ons
•
Large
numbers
•
Large
display
•
Large
buNons
27. Userdriven
Innova.on
Case:
Emporia
The
product:
•
One
buNon
per
func.on
•
Few
basic
func.ons
•
Large
numbers
•
Large
display
•
Large
buNons
Consumer insight!
30. Userdriven
Innova.on
Case:
Emporia
NO!
Breakthrough
to
the
target
group!
Incremental
and
dis3nc3ve
on
the
product
side!
31. Userdriven
Innova.on
The
approach
Let
the
market
be
the
founda.on
for
understanding
the
full
process
of
innova.on
-‐
From
idea
to
finished
product
32. Market-‐driven
Innova.on
…myths
•
The
customers
don’t
know
what
they
want…
•
The
customers
can’t
express
their
needs…
•
The
customers
have
needs
they
don’t
know…
…
companys
don’t
know
what
the
customers
want
either!
So
it
can’t
hurt
to
ask…!!
33. Market-‐driven
Innova.on
-‐
Road
map
Plan
Implement
6.
Select,
deselect,
priori3ze
-‐
and
set
in
progress
5.
Brainstorm
innova3ons
that
meets
those
needs
4.
Rate
the
relevance
of
results
for
clients
and
iden3fy
unmet
needs
34. Market-‐driven
Innova.on
…last
comment
There
is
NOT
a
place
in
an
organiza.on
which
can
not
par.cipate
to,
or
with
innova.ons!
Therefore:
Start
to
build
a
innova.ve
culture
through
out
Your
en.re
organiza.on!
36. Resources
…thanks
to:
Google
Theodor
LeviN
Clayton
N.
Christensen
Apple
McKinsey
&
Co
Microsoj
Flickr/Crea.ve
Commons
Machiavelli
Emporia
Tim
isamizdat
Ralph
Bijker
What
I
fight:
"We
can
not
that
..."
”This
is
how
we
always
have
done
..."
”This
is
how
you
do
things
in
this
industry
..."
"There
are
too
many
doing
this
already
...”