IA Versterk je bedrijf, leer innoveren. Sessie 1. Piet Verhoeve

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement

18/02/14

[email protected] 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


18/02/14

[email protected] 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.


18/02/14

[email protected] 3

Innovation or research ?

Money Knowledge

Research

Innovation

Ideas + exploitation

R & Dev Manufact. Logistics Marketing Sales

Overview



18/02/14

[email protected] 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


18/02/14

[email protected] 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



18/02/14

[email protected] 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


18/02/14

[email protected] 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


18/02/14

[email protected] 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


18/02/14

[email protected] 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



18/02/14

[email protected] 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


18/02/14


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


18/02/14


Overview


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


18/02/14


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, …


18/02/14


Checklist result example

Mar

ket

Innovation funnel: not making choices

idea

idea


Demand Need

product

Gat

e

Gat

e

Gat

e

Gat

e


18/02/14


Mar

ket

Innovation funnel: low idea quality

idea

idea


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 !


18/02/14


Tifani @ Breakfast

Mar

ket

Innovation funnel: resource collapse

idea

idea


Demand Need

product

Gat

e

Gat

e

Gat

e

Gat

e


18/02/14


Mar

ket

Open Innovation

idea

idea


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


18/02/14


Open Innovation example: PRoF

www.prof-projects.com www.facebook.com/profprojects

IA Versterk je bedrijf, leer innoveren. Sessie 1. Piet Verhoeve

Documents

Transcript of IA Versterk je bedrijf, leer innoveren. Sessie 1. Piet Verhoeve