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Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 1
Innovatiemanagement
prof. dr. ir. Piet Verhoeve18/02/2014
Overview
§ What is innovation about § Why to innovate § Shapes of innovation § Innovation as a process § Innovation funnel
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 2
Innovation (Wikipedia)
§ Innovation is the application of better solutions that meet new requirements, unarticulated or existing market needs.
§ This is accomplished through more effective products, processes, services, technologies, or ideas that are readily available to markets, governments and society.
§ An innovation is something original, new, and important—in whatever field—that breaks in to (or obtains a foothold in) a market or society
Management (Wikipedia)
§ Management in business and organizations means to coordinate the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.
§ Management comprises planning, organizing, staffing, leading or directing, and controlling an organization or initiative to accomplish a goal.
§ Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 3
Innovation or research ?
Money Knowledge
Research
Innovation
Ideas + exploitation
R & Dev Manufact. Logistics Marketing Sales
Overview
§ What is innovation about § Why to innovate § Shapes of innovation § Innovation as a process § Innovation funnel
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 4
Commodity magnet
Cost to serve
Pric
e
Augmented Specialty
Core Commodity
Corporate survival is dependent on the firm's ability to adapt in times of change, that is, they need to learn in order to "retain and improve competitiveness, productivity and innovativeness”. (Dodgson, 1996)
Products mature, new solutions needed
Effort/time
Per
form
ace/
valu
e of
fer
birth
growth
mature
decline
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 5
Why to manage
§ Effective use of resources § Choose most appropriate path
§ We all have a limited view on the world § We have or own perspective § We don’t know what we don’t know
Overview
§ What is innovation about § Why to innovate § Shapes of innovation § Innovation as a process § Innovation funnel
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 6
Product & process innovation R
ate
of in
nova
tion
Time
Product
Process
Dominant design
Products mature … disruption
Effort/time
Per
form
ace/
valu
e of
fer
birth
growth
mature
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 7
Disruptive innovation
High end
Mid end
Low end
Value = always at hand
Digital cams
Phone cams
New market: goPro
Per
form
ance
Per
form
ance
2
Value = quality
Value = robustness
Time
The Innovator’s Dilemma
14
Changeing the rules of the game
§ Target uncongested market § Make competition irrelevant § Capture new demand § Break value/cost tradeoff § Work on cost AND value
Kim & Mauborgne (2004)
§ Compete in existing market § Beating the competition § Leverage known demand § Make value/cost tradeoff § Work on cost or value
Red Ocean Blue Ocean
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 8
REDUCE which factors should
be reduced well below the industry’s standard
RAISE which factors should be raised well above
the industry’s standard
CREATE which factors should be created that the industry
has never offered
ELIMINATE which factors that the
industry takes for granted should be eliminated
15
Blue ocean
new value curve
16
Blue ocean example: Body Shop
ELIMINATE REDUCE RAISE CREATE
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 9
Design innovation
§ Verganti (2006): Innovating through design A group of cutting-edge manufacturers in northern Italy interpret items for the home, like lamps and teakettles, in ways that initially confound consumers and then convert them. The result is high growth rates and long product lives.
§ Design thinking (e.g. IDEO) § Take full user experience in the loop § Combine: empathy – creativity – rationality
Overview
§ What is innovation about § Why to innovate § Shapes of innovation § Innovation as a process § Innovation funnel
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 10
Choosing & acting
Strategy
Opportunity & necessity
Concepts & technology
Choice
Develop
R&D
Service
product
Go To Market
Sales
Support
Maintenance
Ansoff positioning matrix
Product
Mar
ket
Diversification High risk/reward
Market challenge
Incremental Product challenge
Known New
Kno
wn
New
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 11
Innovation matrix
Problem
Dom
ain
Research Breakthrough
Sustaining Disruptive
Known New
Kno
wn
New
Adoption model & the Chasm
100%
Innovators 2.5%
Early Adopters 13.5%
Early Majority 34%
Late Majority 34%
Laggards 16%
Development
The
CH
AS
M
Adoption model – E. Rogers Crossing the Chasm / Inside the Tornado – G. Moore Estimate the adoption curve of your product: iMinds – iLab.O
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 12
Overview
§ What is innovation about § Why to innovate § Shapes of innovation § Innovation as a process § Innovation funnel
Mar
ket
Innovation funnel idea
idea
Problem Technology Concepts Market Insight
Demand Need
product
# si
mul
tane
Effo
rt
Time
Gat
e
Gat
e
Gat
e
Gat
e
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 13
Key elements in defining the funnel
§ Organization alignment is needed § Stage gate: go/no go decision
§ Strategic alignment § Market, road to market, sales, … § technology, IPR, …
§ Resource impact § Risk/benefit estimate
§ Refinement while proceeding § Rough estimates -> calculations § Concepts > proof of concept > product specs
Checklist based screening
§ There is no ultimate checklist § Define, evaluate, adapt § Avoid “golden midway”, make choices
§ Checklist scoring is no magic § Understanding scores is more important than
numerical difference § Absolute scores can be distorted due to risk,
uncertainty, … § Don’t forget elements
§ Go to market, sales, marketing, … § Support, training, …
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 14
Checklist result example
Mar
ket
Innovation funnel: not making choices
idea
idea
Problem Technology Concepts Market Insight
Demand Need
product
Gat
e
Gat
e
Gat
e
Gat
e
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 15
Mar
ket
Innovation funnel: low idea quality
idea
idea
Problem Technology Concepts Market Insight
Demand Need
product
Gat
e
Gat
e
Gat
e
Gat
e
Idea enrichment § Instead of checklist, 8 simple questions: § NABC & SWOT
§ Need (which problem does it solve) § Approach (how will does it solve § Benefit (why is it valuable) § Competition (are there alternatives)
§ Strengths, § Weaknesses, § Opportunities § Threats
It is OK if you say if something is unclear:
collaborate !
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 16
Tifani @ Breakfast
Mar
ket
Innovation funnel: resource collapse
idea
idea
Problem Technology Concepts Market Insight
Demand Need
product
Gat
e
Gat
e
Gat
e
Gat
e
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 17
Mar
ket
Open Innovation
idea
idea
Problem Technology Concepts Market Insight
Demand Need
product
Gat
e
Gat
e
Gat
e
Gat
e
External Technology, concept, product, partnership
Spin out Technology, concept, product, partnership M
arke
t
Open Innovation example: PRoF
Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement
18/02/14
Piet.verhoeve@iminds.be 18
Open Innovation example: PRoF
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