Post on 18-Nov-2014
description
In search of innovationDr Lorraine Warren, School of Management, University of SouthamptonRyerson University, January 2012
University…..• www.soton.ac.uk• www.soton.ac.uk/csi• One of the top 15 research-led universities in the UK• Great record of entrepreneurial activity, knowledge exchange,
spin-out• 20,0 00 students
Classical picture (Stage Gate, Cooper)
In control! Planned!
Disruptive Innovation (Christensen)
Death… Kodak
New products (Entrepreneurship?)
Fortune and Glory?
Death…
Death…Avoiding death…
Industry Map SWOT
5 Forces Value Chain
Strategic Assessments
Technology - Product - Market Linkages
T
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The most basic building block of a Business Concept
Technology Road-Mapping• Vision• Market / Strategy• Technology• Products
© 280 Group
Product Roadmap: A Software Product Example
Putting the components together: ensure that the core
technology is commercially viable
identify required complementary resources
make partnering, leveraging, and acquisition decisions regarding essential assets
networking and placement of opportunity with partners & investors
CORETechnology
Business Plan
Legal Services
AccountingServices
Mgt Team
Outsourcing
IPMgt
MarketingResearch
FacilitiesMgt
Building the Emerging Case
Creating the Business Prop
In control! Planned!
MUPPITS timeline
Trajectory of Digital Media Business
Software Development Trajectory
Collaborative Service R&D in non-media business
Digital Technology Development
Business Outside Media
Business Outside mediaFunding Agency
Key issues
• Anticipation of value• Value creation• Value capture• Behavioural change
Key issues
• Anticipation of value• Value creation• Value capture• Behavioural change
Key issues
• Anticipation of value• Value creation• Value capture• Behavioural change
Mo-cap
The tools….
Hello world
Multicultural….
One for the business school magazine?
http://www.alternativeairlines.com/
Key issues
• Anticipation of value• Value creation• Value capture• Behavioural change
A science of complexity, emergence and anticipation
Systems in a complex dynamic (unpredictable) economy
Stability and Variation
Flows, emergence and temporary structures
(small worlds -> disruptive innovation)
From To
Situation analysis Experiments and models
Sustainability as engineering
resilience
Sustainability as evolutionary
agility
Value-creating ecologies
• Consumers to co creators of value• Value chains to value networks• Product value to network value• Simple co-operation or competition to complex co-
opetition• Individual firm strategy to strategy in relation to
value ecologies• Hearn, G. and C. Pace, Value-creating ecologies: understanding next generation business
systems. foresight, 2006. 8(1).• Hearn, G., Roodhouse, S. and Blakey, J. (2007), From value chain to value creating ecology,
International Journal of Cultural Policy, 13, 4, pp. 419-436.
Entrepreneurial processes in creating and protecting value
• Experimenting• New structural practices
• Reflexive Identity• What do we take as value in our interactions with others?
• Organising• What should be our everyday practices?
• Sensitivity to Conditions• Anticipation of threats…knowledge… reaction… propensity to
survive…
Individual (Level A)
Intention, agency, personality, cognitive process
Interaction (Level B)
Discourse patterns, symbolic interaction, collaboration, negotiation
Ephemeral Emergents (Level C)
Topic, context, interactional frame, participation structure; relative role and status
Stable Emergents (Level D)
Group sub-cultures, group slang and catchphrases, conversational routines, shared social practices, collective memory)
Social Structure (Level E)
Written texts (procedures, laws, regulations); material systems and infrastructures (architecture, urban design, communication and transport networks)
The Emergence Paradigm (Sawyer 2005, p211), showing the ‘circle of emergence’ (p220), i.e. that area which is subject to social emergence
Emergence
• Entrepreneurial relational processes • Emergents with
causal properties
Anticipation of valueduring innovation
Fuller, T. and Warren, L (2008) Sustaining entrepreneurial business; a complexity perspective on processes that produce emergent practice, International Entrepreneurship and Management Journal, Vol 4/1, pp1-17 Fuller, T. and Warren, L., Thelwall, S., Alamdar, F. and D. Rae (2010), Rethinking Business Models As Value Creating Systems, Leonardo Transactions , VOLUME 43, ISSUE 1, 2010Warren, L. and Fuller, T. (2010), Capturing The Dynamics Of Co-Production And Collaboration In The Digital Economy, Leonardo Transactions , VOLUME 43, ISSUE 2, 2010Warren, L. and Fuller, T., (2009) Contrasting approaches to preparedness: A reflection on two case studies International Journal of Enterprise Information Systems 5/3, 60-71
Emergents as value models:• not ‘real’ artefacts such as products and services• temporal visions of alternate futures consisting of interlinked, multilevel
constructs that resonate between:
• Present and future products and services• Present and future technologies (perhaps supported by tangibles such as proof of
concept, prototype, IP)• Present and future markets or organising domains (perhaps supported by market
research or constructions of future industry sectors)• Present and future dominant logics (extant and potential business practices, relations
with stakeholders, consumer/societal behaviours)• Present and future business models, relating the creation and capture of value: (e.g.
economic, technological, social, cultural, artistic, environmental)• Present and future identities, expertises
• Emergents embrace a discursive understanding of some, or all the above elements, an entity to support the exchange of value in all its forms.
Stabilisation of value model
Processes of value creation (EROS processes)
Processes of stabilisation:Tangibles (IP, contracts, proof of concept, prototype, business plan, incubator)Intangibles (reputation, track record, identity, expertise)
Processes of value capture:Attraction of resource, causality
Value Model Products,
Services….
Fortune and Glory?
Key issues
• Anticipation of value• Value creation• Value capture• Behavioural change