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![Page 1: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/1.jpg)
Innnovation strategies:What is needed to make
an innovation reality?
Ernst A. HartmannErnst A. HartmannDirector, iitDirector, iit
Berlin, 11th IMPACTS International Conference, 5 June 2009
![Page 2: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/2.jpg)
Who we are ...
• VDI/VDE Innovation + Technik GmbHis – since more than 30 years – a service provider to (mainly) public bodies– Innovation agency, R&D programme
management agency– Research and consultation services in the
domain of innovation and technology policies– The Institute for Innovation and Technology
(iit) is the ‘R&D branch’ of VDI/VDE-IT
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An old example ...
• The Golf Ecomatic was introduced in 1993
• Start-stop system • 4.4 l diesel / 100 km
(53.5 mpg)• About 3,000 units sold• Considered as one as
the most prominent ‚flops‘ in German car manufacturing history
![Page 4: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/4.jpg)
What was missing? (1)
• Regulatory Framework– No ‘Porter / van der Linde effect’
• Coherent product / marketing strategy of manufacturer– Competing Diesel-High-Pressure-
Injection model (Golf TDI)• Concern for users‘ habits and
expectations– Unusual driving behaviour, unusual
semi-automatic gear boxcf. Knie, 1994Beise / Rennings, 2003
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What was missing? (2)
• Systemic innovation approach– Single product / single technology
innovation
• Public awareness and acceptance– ‘Sportive’ car vs ‘rational’ car
• Awareness and knowledge among professionals– Car salespeople were not prepared to
counsel prospective customers appropriately
cf. Knie, 1994Bieker, 2005
![Page 7: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/7.jpg)
innovationinfluencing
factors
microtechnology
biotechnology
nanotechnology
physics chemistrybiology
mobility
security
comfort
protection of resources
health
sust
ain
abili
ty functionality
performance
costs
quality
com
petitiv
en
ess
human resources
organisationsustainable growth
![Page 8: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/8.jpg)
marketintroduction
growth saturationprod.techn.
industrialR&D
proto-type
scientificR&D
R&
D e
ffort
mar
ket a
ccep
tanc
e[t]
phases
laboratorysample
innovation processes
idea
market-availableproduct / service /process
Innovation supporting measures aim at: stimulation, optimisation, acceleration by lowering innovation obstacles
![Page 9: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/9.jpg)
Innovation processes
Trends to be Considered
from relay race to team play
• from technology transfer totechnology interchange
• from value chains tovalue nets
• from sectors tocross-sectoral innovation fields
• from national innovation systems tocluster-oriented transnational
systems
• from globalisation toglocalisation
![Page 10: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/10.jpg)
Innovation processes
trends to be considered
from relay race to team play
• from technology transfer totechnology interchange
• from value chains tovalue nets
• from sectors tocross-sectoral innovation fields
• from national innovation systems tocluster-oriented transnational
systems
• from globalization toglocalization
Example Electro Mobility:• Automotive OEMs ..• ... and suppliers …• … and vendors …• … and service suppliers (repair & maintenance)• Energy suppliers• City planning authorities• Public transport• Car rental services• Housing services• ....
![Page 11: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/11.jpg)
Innovation processes
trends to be considered
from relay race to team play
• from technology transfer totechnology interchange
• from value chains tovalue nets
• from sectors tocross-sectoral innovation fields
• from national innovation systems tocluster-oriented transnational
systems
• from globalization toglocalization
Example Electro Mobility:
Multiple products, multiple services
‘Hybrid product/service innovation’
![Page 12: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/12.jpg)
Innovation processes
trends to be considered
from relay race to team play
• from technology transfer totechnology interchange
• from value chains tovalue nets
• from sectors tocross-sectoral innovation fields
• from national innovation systems tocluster-oriented transnational
systems
• from globalization toglocalization
Example Electro Mobility:Relating global challenges to local structures, cultures and
conditions
![Page 13: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/13.jpg)
marketintroduction
growth saturationprod.techn.
industrialR&D
proto-type
scientificR&D
R&
D e
ffort
mar
ket a
ccep
tanc
e[t]
phases
laboratorysample
innovation processes
the aim: stimulation, optimisation, acceleration
idea
market-availableproduct / service /process
![Page 14: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/14.jpg)
marketintroduction
growth saturationprod.techn.
industrialR&D
proto-type
scientificR&D
R&
D e
ffort
mar
ket a
ccep
tanc
e
[t]laboratorysample
innovation processes– early stage in science–
foresight processes
innovation & technology analyses / assessments
expert‘s fire-side chat
technology scouting
![Page 15: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/15.jpg)
marketintroduction
growth saturationprod.techn.
industrialR&D
proto-type
scientificR&D
R&
D e
ffort
mar
ket a
ccep
tanc
e
[t]laboratorysample
innovation processes– early stage in science & industry–
validation of scientific results
technology & application roadmapping
user-supplier dialogue
PUST public understanding of science & technology
![Page 16: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/16.jpg)
marketintroduction
growth saturationprod.techn.
industrialR&D
proto-type
scientificR&D
R&
D e
ffort
mar
ket a
ccep
tanc
e
[t]laboratorysample
innovation processes– developed stage –
science & technology communication
PEST public engagement in science and technology
user-customer dialogue
(trans-)sectoral cluster initiatives / networks
web based cluster oriented communication platforms
![Page 17: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/17.jpg)
marketintroduction
growth saturationprod.techn.
industrialR&D
proto-type
scientificR&D
R&
D e
ffort
mar
ket a
ccep
tanc
e
[t]laboratorysample
innovation processes– mature stage –
fostering business start up / financing growth / VC-fora
professional education & training
open innovation networks; innovation lab
market analysis; market barriers; entry strategies; publ. procurement
internationalisation strategies; building up the regulatory regime (norms/standards & laws)
production technologies
![Page 18: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/18.jpg)
Electro Mobility: Current Issues in Germany (1)
• NationalStrategy Conference Electro Mobility– 25 / 26 November,
2008, Berlin– Kick-off for National
Development PlanElectro Mobility
• from basic research to market introduction
• Germany as lead market for electro mobility
![Page 19: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/19.jpg)
Electro Mobility: Current Issues in Germany (2)
• National Development Plan Electro Mobility: Technological Challenges– Energy storage /
batteries– Vehicles, drive trains,
components– Integration of vehicles
into power grids• Vehicles as de-central
energy storage devices• This might contribute to
solving problems with renewable energies
• Systemic innovation approach!
![Page 20: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/20.jpg)
Electro Mobility: Current Issues in Germany (3)
• National Development Plan Electro Mobility: Framework conditions– Education and training– Recycling (e.g.
batteries, scarce raw materials)
– Standardisation (e.g. power plugs)
– City planning (e.g. charging stations)
![Page 21: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/21.jpg)
Electro Mobility: Current Issues in Germany (4)
• National Development Plan Electro Mobility: Markets– Business cases at the
interface of automotive and energy industries (and some others …)
– Early stage user integration
– Speeding up market penetration (e.g. public procurement)
![Page 22: Hartmann@iit-berlin.de.de Innnovation strategies: What is needed to make an innovation reality? Ernst A. Hartmann Director, iit Berlin, 11th IMPACTS International.](https://reader035.fdocuments.us/reader035/viewer/2022070409/56649e9a5503460f94b9ce1f/html5/thumbnails/22.jpg)
Thanks for listening …
Ernst A. HartmannInstitute for Innovation and Technology
Steinplatz 1, 10623 Berlin Germany
+49 30 310078 – 321 [email protected]
Ernst A. HartmannInstitute for Innovation and Technology
Steinplatz 1, 10623 Berlin Germany
+49 30 310078 – 321 [email protected]