Post on 01-Nov-2014
description
Innovation Controlling
Controlling
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Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 2
1.1 Innovation
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1.2 Innovation + Controlling
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 3
1.2 Innovation + Controlling
Innovation
Innovation is generally understood as the successful introduction of a new product or a new method.
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 3
1.2 Innovation + Controlling
Innovation
Innovation is generally understood as the successful introduction of a new product or a new method.
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 3
1.2 Innovation + Controlling
Innovation Controlling
Innovation is generally understood as the successful introduction of a new product or a new method.
Conception and control (in the sense of coordinated governing) of typical business processes
1.3 Innovation Controlling
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 4
1.3 Innovation Controlling
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 4
2.1 Innovation management
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idea creation
ideaevaluation
idearealization
idea implementation
2.1 Innovation management
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 5
idea creation
ideaevaluation
idearealization
idea implementation
2.1 Innovation management
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 5
Innovation controlling
idea creation
ideaevaluation
idearealization
idea implementation
2.1 Innovation management
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 5
Innovation controlling
Goal: Fit between encouraging and monitoring instruments.
2.2 Innovation management
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 4
self control
inno
vatio
n su
cces
s
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2.2 Innovation management
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 4
self control
inno
vatio
n su
cces
s
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 6
2.2 Innovation management
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 4
equilibrium
self control
inno
vatio
n su
cces
s
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2.2 Innovation management
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 4
motivation dominates
equilibrium
self control
inno
vatio
n su
cces
s
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 6
2.2 Innovation management
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 4
motivation dominates profitability dominates
equilibrium
self control
inno
vatio
n su
cces
s
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 6
2.3 Innovation management
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»The system is that there is no system. That doesn‘t mean we don‘t have process. Apple is a very disciplined company, and we have great processes. But that‘s not what it‘s about. Process makes you more efficient.«
3.1 Leica
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 8
analog instead of digital photography
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3.2 Loewe
monitor tube instead of flat screen technology
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3.3 Nintendo
motion control instead of better graphics
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4.1 Innovation from the viewpoint of Controlling
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 11
4.1 Innovation from the viewpoint of Controlling
Innovations are…
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 11
4.1 Innovation from the viewpoint of Controlling
Innovations are…
• investments
0
25
50
75
100
idea R&D invention market release
expentitures income
cost
s
time
4.2 Innovation from the viewpoint of Controlling
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4.3 Innovation from the viewpoint of Controlling
Innovations are…
• investments
• intangible (originating from an idea not an physical investment)
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 13
4.3 Innovation from the viewpoint of Controlling
Innovations are…
• investments
• intangible (originating from an idea not an physical investment)
• reliant on long term strategic horizon allowing many setbacks, failures and learning effects
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 13
4.3 Innovation from the viewpoint of Controlling
Innovations are…
• investments
• intangible (originating from an idea not an physical investment)
• reliant on long term strategic horizon allowing many setbacks, failures and learning effects
• risky (extrapolation of new market segments)
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 13
4.3 Innovation from the viewpoint of Controlling
Innovations are…
• investments
• intangible (originating from an idea not an physical investment)
• reliant on long term strategic horizon allowing many setbacks, failures and learning effects
• risky (extrapolation of new market segments)
• reliant on other company departments
Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 14
4.4 Innovation from the viewpoint of Controlling
Innovation Managment Controlling
controlling object innovation current products
controlling area project group enterprise
controlling dimension
technological/ strategical/ economical economical
controlling data uncertain secure
controlling point of time milestones deadline
controlling periode of time variable periodical
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4.5
Innovation Managment Controlling Innovation
Controlling
controlling object innovation current products innovation
controlling area project group enterprise project group
controlling dimension
technological/ strategical/ economical economical economical
controlling data incertain secure insecure and secure
controlling point of time milestones deadline milestones and
deadlines
controlling periode of time variable periodical variable and
periodical
Innovation from the viewpoint of Controlling
?
MacBook mini
5.1 Why Apple decided differently
If Apple would have expanded its portfolio to a low cost netbook, a new group of consumers who are generally interested in Apple products but cannot afford them would
be addressed...
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5.2 Why Apple decided differently
...but Apple‘s philosophy is to sell high quality products for a premium price.
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6.1 Tools
innovation pilot
capacity for innovationmeasurement of operating figures / innovation goals
business objectives
leadership share of sales from new products RoI
business culture / incentives number of new products annualy market share
innovation team R&D costs revenues with new products
customer care time to market employment security
innovation value time to break even customer satisfaction
SOWT-Analysis number of new patents employee satisfaction
actual-situation target-situation
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6.2 Tools
checklist 1Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 22
6.3 Tools
checklist 2Innovation Controlling | AnneCatherine Listmann, Felix Albus, Rafael Haymann 23
6.4 Tools
innovation yield calculation
Revenues Expenditures
1. realized (accumulated) revenuesa) externally across the market (e.g. licensing)
b) costs transferred to other processesc) other revenues
3. realized (accumulated) expendituresa) externally across the market (e.g. production equipment)
b) costs transferred to other processes (e.g. salaries)
c) other expenditures (fees)
2. future revenues (predicted) 4. future expenditures (predicted)
Innovation success
5. Revenues (1+2) - Expenditures (1+2)
Innovation success
5. Revenues (1+2) - Expenditures (1+2)
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Case Study
iTV
iNav iCam
iPlay
What is Apple‘s next big innovation?
Imagine you’re working in Apple’s Controlling department. The management wants to extend the company‘s product portfolio. There are sufficiant capacities in R&D to work on one of the ideas above. Find arguments for one of the potential products
based on the knowledge and the tools you‘ve just heared of.