INNOVATION AND DEVELOPMENT - Nordgen · INNOVATION AND DEVELOPMENT Helle Alsted Søndergaard,...
Transcript of INNOVATION AND DEVELOPMENT - Nordgen · INNOVATION AND DEVELOPMENT Helle Alsted Søndergaard,...
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
INNOVATION AND DEVELOPMENTHelle Alsted Søndergaard, Associate professor
Department of Management
Aarhus BSS, Aarhus University
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
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• Defining innovation
• Innovation in context
• … of strategy
• ... of business models
• … of creating value for customers/users
• … of competences
• ... of creativity
• ... of processes
AGENDA
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
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WHAT IS INNOVATION?
Innovation is the commercialization of an idea/invention (Schumpeter, 1934)
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
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AN EXAMPLE
Designer:Erik Bagger
Inventer:Brian Vang Innovation = idea + commercialization
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
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Innovation is the process of turning ideas into reality
& capturing value from them
Tidd & Bessant (2013)
INNOVATION IN A BROADER PERSPECTIVE
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
DEGREE OF INNOVATION…
Application innovation
Radicalinnovation
Incremental innovation
Technical innovation
Technological/resourcechange
Customer benefit
High
Low
Gobeli & Brown (1987)
Do what we do, but
better
Do something different
Tidd & Bessant (2013)
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
© 2009 John Wiley & Sons Ltd.
www.managing-innovation.com
Changes in the ways they are created and delivered
Changes in the things an organization offers
Changes in the context they are introduced
Changes in the underlyingmental models which framewhat the organization does
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
INNOVATION IN CONTEXT
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
THE IMPORTANCE OF STRATEGY AND PROCESSES
u Successful innovation demands well planned strategies and implementation processes.
u Why? Because it can take 3000 raw ideas to get one commercial success!
Stevens & Burley (1997)
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
The R&D strategic decision-making process, Trott (2008)
SRATEGY IS RESSOURCE ALLOCATION!Important questions to ask…
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
INNOVATION STRATEGY, PISANO (2015)
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
BUSINESS MODEL CANVASOsterwalder & Pigneur
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
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Who are your customers?
Who are your users?
Segments?
How are you creating value for them?
How can you create value for them and others?
How is your business model?
CREATE VALUE FOR YOUR CUSTOMERS!
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
THE INNOVATION AMBITION MATRIX
Nagji, B., & Tuff, G. (2012). Managing your innovation portfolio. Harvard Business Review, 90(5), 66-74.
70%
20%
10%
10%
Resourceallocation(investment)
Return on investment
20%
70%
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
CORE COMPETENCES
Core competences are “the knowledge set that distinguishes and provides a competitive advantage”
Four dimensions:
1. Employee knowledge and skills
2. Embedded in technical systems
3. Guided by managerial systems
4. Values and norms associated with all the above
Values and
norms
Skills and knowledge
base
Managerial systems
Technical systems
Leonard-Barton (1992)
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
WHEN CORE COMPETENCES BECOME CORE RIGIDITIES
u Core competences can both foster and hinder innovation
u ’Beliefs and behaviours rooted in pastsuccesses’
Leonard-Barton (1992)
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
THE ALIGNMENT OF PROJECTS WITH CORE COMPETENCES
Core competence 1
Core competence 2
Projects A-DA
B
C
D
Leonard-Barton (1992)
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
Communicatio
n
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
EMPLOYEE CREATIVITY
Amabile(1998)
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
WHERE TO GO?
u Where to go, not how to get there!
Amabile
(1998)
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
INNOVATION = INSECURITY
Insecurity Available knowledge
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
THE STAGE-GATE PROCESS MODEL
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
• Sophisticated process
• Planned loops
• Focus on market risk
• Create customer needs
• Addressing the future
Unger & Eppinger, 2011
AN ITERATIVE PROCESS - ’THE SPIRAL WAY’
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
WHAT TYPE OF RISKS IS THE PROJECT FACING?
Technical… will our design work?
Market… can we match needs?
Maximize control ->Stage-Gate
Maximize flexibility-> Iterative
Unger & Eppinger 2011
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
DESIGN THINKING - A HUMAN CENTERED PROCESS
EMPHATHIZE
EMPHATHIZE
IDEATE TESTPROTO
TYPEDEFINE
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
OPEN INNOVATION
HELLE ALSTED SØNDERGAARDPHD, ASSOCIATE PROFESSOR
REFERENCES
u Amabile, T. (1998). How to kill creativity. Harvard business review, september-october, p77-78.
u Brown, T., Martin, R. 2015. Design for Action - How to Use Design Thinking to Make Great Things Actually Happen. Harvard Business Review 93, 9 (September 2015), 56-64.
u Gobeli, D. H., & Brown, D. J. (1987). Analyzing product innovations. Research Management, 30(4), 25-31.
u Leonard-Barton, Dorothy. (1992) Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development.In: Strategic management journal, Vol. 13, pp. 111-125.
u Moore (2004) Darwin and the Demon: Innovation within established enterprises, Harvard Business Review, July-August.u Nagji, B., & Tuff, G. (2012). Managing your innovation portfolio. Harvard Business Review, 90(5), 66-74.
u Pisano (2015) You need an Innovation Strategy. Harvard Business Review; Vol. 89 Issue 1/2, p. 132-140.
u Tidd & Bessant (2009) Managing innovation: Integrating Technological, Market and Organizational Change, 4th Edition, Wiley. u Trott, P. (2008). Innovation management and new product development. Pearson education.
u Unger D. & Eppinger, S. (2011) Improving product development process design: a method for managing information flows, risks, and iterations. Journal of Engineering Design Vol. 22, Iss. 10.