Grande Encontro, CONEX-Liderança e a Inteligência Competitiva

Enzo Baglieri, SDA Bocconi School of Management, UBQ, 2013 Sept 6° 11

Innovation, leadership and competitive intelligence

Enzo Baglieri, SDA Bocconi School of Management, September 6th, 2013


Enzo Baglieri

Associate Professor, Operations andTechnology Management Unit, SDABocconi School of Management

Visiting Professor, University of SanDiego, CA

Author of many books andpublications, in Italy and abroad, oninnovation, technology management,and recently service industrialization

[email protected]


SDA Bocconi School of Management


Agenda

1. Innovation, leadership and competitive intelligence

2. The path towards the right innovation

3. The fundamental ingredients forinnovation


Innovation: a managerial competence

• The art of introducing any change ….

• …meeting customers’ needs….

• …and generating value and growthfor the company


Leadership in innovation

Copycat Dream Team

Forget innovation

Individual attitudes and competences

Organizational

structures and

processes

Few and isolated Many and integrated

Poor structures and

inadequate processes

Good structures and

appropriate processes

Da Vinci’s syndrome


Intelligence in innovation

• The trap: commoditization

• The challenge: astonish the client

• The way: competitive intelligence


Business scenario


Market scenarios

• Polarization of the demand

• Demand for “intelligent” products

• Sectorial boundaries disappear


*Source: CIA Worldbook 2012

Industrial scenario

Country Nominal GDP Agriculture Industry Service

World 71,707,302 5.90% 30.50% 63.60%

United States 15,684,750 1.20% 19.10% 79.70%

China 8,227,037 10.10% 45.30% 44.60%

Japan 5,963,969 1.20% 27.50% 71.40%

Germany 3,400,579 0.80% 28.10% 71.10%

France 2,608,699 1.90% 18.30% 79.80%

United Kingdom 2,440,505 0.70% 21.10% 78.20%

Brazil 2,395,968 5.40% 27.40% 67.20%

Russia 2,021,960 3.90% 36% 60.10%

Italy 2,014,019 2% 23.90% 74.10%

India 1,824,832 17% 18% 65%


Scenario of the “power” distribution

• Distributors will increase their power

• Their ability of designing effective and efficient logistics will make the difference...

• ...with their growing distributed manufacturing capabilities


Manufacturing scenario

• Outsourcing is progressively steppingback

• “Opportunism” and fast connections

• Insourcing and near-sourcing are valuableoptions for two main reasons: • logistics cost will dramatically increase in the

near future• better control of the value chain, long supply

chains are very volatile


“Reading” the scenario, modelling a business


The path towards the right innovation

First step:

Design your system forinnovation,

before the output


Many “kind” of innovation

New product

New service

New product-service combination

New distribution

New manufacturing and logistics processes

New information technologies

New style, design and functionalities

Write below your strategic choice:

………………………………

………………………………


ONE mission

Generate valuethat customerscan perceive


The RIGHT innovation

Change your strategicperspective:

from output tocompetence


Competence-centered innovation


The path towards a radical change

Second step:

Set your dinamiccompetences and

search for reliablecomplementors


How can you acquire the complementing competences?

Collaboration is the keyword, but youmust change


Symbiotic outsourcing


The path: how to protect?

Third step:

innovation continuity


Setting the system for innovation


Ingredients (Baglieri, 2003 and 2013)

Mission and strategy

Competences and organization

Process and project management

Methodologies

Supporting ICT

Completeness

Adequacy

Consistency


Take home: a quick check up of yourreadiness to innovate

1. Do you have a strategic plan for innovation?

2. Is innovation the first priority of your CEO?

3. Are you fast enough?

4. Do you really know your customers?

5. Do you really know your non-customers?

6. Do you know your core compentences for the next decade?

7. Do you have a clear map of your innovation process?

8. Do you have an owner of your innovation process?

9. Do you have a reliable performance management system foryour innovation process?

10. Have you ever thought about a scenario without yourproduct/service?


Your profile

YES, I DO

10

5

0

0

5

10

NO, I DON’T

Intelligentinnovationleader !!!

On the right way, keep on and invest

Escape fromthe trap ofbenchmarking

Start quicklyyour strategicreflection Why are you

attending thissession?


MUITO OBRIGADO

PELA SUA ATENÇÃO

Grande Encontro, CONEX-Liderança e a Inteligência Competitiva

Business

Transcript of Grande Encontro, CONEX-Liderança e a Inteligência Competitiva