Innovation Management (ISMT 537)

Instructor: J. Christopher Westland, Professor, ISMT

Text: Westland, J.C., Global Innovation Strategy, Palgrave / MacMillan 2007

Contact: Office: 852 2358 7643 Fax: 852 2358 2421 Email: westland@ust.hk URL: http://teaching.ust.hk/~ismt537/

Organization of Course Materials

M ar k et E n tr yC h 7

O p p o r tu n it iesC h 1 , 2 & 3

C o m p eten c esC h 4 , 5 & 6

Ad ap tiv e E x ec u tio n

As s es s in g y o u r C o m p eten c es

Understanding Innovation

And who does it well?

Changing the Current Business Model

This is the Key to Innovation Innovation = Invention +

Commercialization The Inventions are already there

90% of the time The Commercialization (Business

Model) is what is new

Redesign: Keep it Simple

The simplest way to change a business model Is to redesign your current products and

services Objective for redesign is:

One that so appeals to your target customers That they feel almost compelled to buy from

you

The Purpose of a Business is to Create a Customer

-- Peter Drucker

Even if you create marvelous inventions Your customers won’t care Unless that is exactly what they need

Business customers are especially impatient With any product that doesn’t help them

gain competitive advantage

Creative Tension: Opportunities vs. Capabilities

The Innovator’s Challenge develop products and services That fully utilize the firm’s core

competences And deliver what the customer

wants

Creative Tension: Opportunities vs. Capabilities

Samsung is a great example: Core competence is Memory Chips Digital televisions, phones and MP3 players

were markets that were heavy users of Memory Chips

Samsung developed these products to take advantage of its own core competences

Core CompetencesThe Resource View of Firm Strategy

Each company is a collection of capabilities.

From resource-based view: a firm's unique resources and capabilities

provide the basis for a product strategy

E n v ir o n m en t 'sR es o u r c e S u p p ly C u r v e

& C o n s tr a in ts

O w n er o fS tr a teg y

( R - P - V S o u r c eo f C o m p etit iv e

Ad v an tag e)

E n v ir o n m en t 's D em an dC u r v e & C o n s tr a in ts

Valu eF lo w

{ v alu e t , v o lu m e t}

Valu eF lo w

{ v alu e t , v o lu m e t}

Valu e Ad d ed b y S tr a teg y( d if f e r en c e b e tw een tw o v a lu e f lo w s )

Finding Core Competences

To be successful a firm’s organizational structure has to effectively coordinate and integrate: R&D Design Strategy Manufacturing Assets and Competences Marketing

The Innovation Process is Holistic

Ne w Pro du ct :

L o w c o s tI m p r o v ed q u a lit iesN ew q u alit ies

C o m pe te n ce sa n d

A s s e t s

Ne wTe ch n o lo g ica l

k n o wle dg e

Ne w M a rk e tK n o wle dg e

Weakness in a Marketing-Centric View

Situation: Sales force sets product strategy Problems:

1. Competences don’t support cost effective production and distribution

2. R&D can’t satisfy lead times, product quality

Examples: Apple’s Newton Sony’s Blue Ray / PSP3

Weakness of a Techno-Centric View

Situation: R&D sets product strategy Problems:

1. Competences don’t support cost effective production and distribution

2. There is no market (i.e., no money) for what R&D wants to make

Examples: Iridium (Motorola)

Weakness of a Competence-Centric View

Situation: “Stick to your knitting” Problems:

1. There is no motivation to proactively “evolve” firm competences to meet consumer demands

2. R&D pursues useless work

3. Potential for disruptive innovations to destroy the firm in a very short time period

Example: Norton sandpaper

Weakness of a Product-Centric View

Situation: Product success deters exploration for new product strategies

(yet ‘change happens’) Problems:

1. Competences don’t ‘evolve’2. R&D focuses on ‘tweaking’ existing products 3. The reason even smart companies don’t survive

disruptive innovation

Example: Kodak Film

Case Study:

Viagra

Build a Better Product

By Managing the Consumption Chain

Viagra:

Competences

Pfizer developed several new competences in the process of bringing Viagra to market List three of them Explain how each of these new competences

was developed and implemented Explain the marketing significance of each (can

you put a dollar figure on their value?)

Viagra:

Marketing

In what ways is Pfizer’s marketing challenge different than Toyota’s (for example) List two of them Explain how each of these can be managed Explain how each difference influences

customer demand

Toolsets

Quizzing

Detailed look at customer usage and decision making regarding your product

Looks for ideas to Change the Customer’s Experience i.e., to redifferentiate your product

Remember: Experience is dynamic So are the questions in quizzing

How to Quiz

Ask QuestionsWho?

… is with customers while hey use the product How much influence do they have

If we could arrange it, who would we want the customer to be with …

What? … Do our customers experience when the use the product … needs provoked our offering

What else? … might customers have on their minds When? … do our customers use this .. Where? … are our customers when they use this How? … do customers learn to use the product ..

Function of Consumption Chain Analysis

A complement to quizzing … Quizzing is random

Consumption Chain Analysis Time sequenced

From the time customers first become aware of their need for your product or service

To the time thy finally dispose of the remnants of the used up product

The Attribute or Feature Map

Formalizes market position of innovation In a way that allows it to be explored For compatibility with

Competences R&D Customer needs and current products Competitors and Barriers

You can start a general review of a product with a rough assessment of the attribute map for the product

Assessing Customer Attitudes

The Attribute Map Compares your product to those of others

Basic Discriminator Energizer

Positive Nonnegotiable Differentiator Exciter

Negative Tolerable Dissatisfier Enrager

Neutral So What? Parallel

Consumption Chain Analysis

Aw ar en es so f n eed

S to r ag e an dtr as p o r t

In s ta lla t io na n d A s s e mb ly

R ec eip t

F in an c in g

P ay m en t

D eliv er y

O r d er an dp u r c h as e

S e lec tio nS ear c h

F in a l d is p o s a l

R ep air s an dR etu r n s

S er v ic e

Us e

More Attribute Maps

Each step on the consumption chain has an attribute map

These determine whether the potential customer proceeds to the next step Or leaves the consumption process (not good)

C o n tin u e

Lea

ve

The Purpose of a Business is to Create a Customer

-- Peter Drucker

Even if you create marvelous inventions Your customers won’t care unless that is exactly what

they need

Business customers are especially impatient With any product that doesn’t help them gain

competitive advantage

CCA is about keeping your customer at each step

Every Link in the Consumption Chain has its Own Attribute Map

The Attribute Map compares your product to those of others

Basic Discriminator Energizer

Positive Nonnegotiable Differentiator Exciter

Negative Tolerable Dissatisfier Enrager

Neutral So What? Parallel

Attribute Maps

Are applied: Before CCA At each step of the consumption chain

This can get complex This forces you to simplify Minimize strategy drivers Minimize essential features

Summary: Steps for Redifferentiating

1. For each customer segment sketch the consumption chain2. Identify the trigger events that precipitate customer

movement from link to link3. Put in place procedures to alert you when the trigger is pulled

(and plan your response)4. Quiz to assess needs that may not be met currently5. Create an attribute map for each significant link in the

Consumption Chain6. Use your knowledge of Customer Experience to create

Blockbuster Products7. Put the ideas you generate into your opportunity register

Repeat this process for each class of stakeholders

Design Innovations

Landmark Designs from years past

Henry Dreyfuss: Form follows function

“Streamlining”It’s first uses applications were practical

Loewy’s Streamlining

McCormick-Deering Creamerbefore and after Loewy’s 1945 redesign to streamline, and eliminate fragile parts

Streamlining Household Appliances (Loewy)

Transformation:Functioning invention to Marketable product

Which is Faster?

Utility + Human Interface

Lessons from 3M and Norton

A study in Innovation ContrastsCase Study from Jim Collins & Jerry Porras, Built to Last, 1997

Success from Failure

Detailed plans fail, because circumstances inevitably change

Military theorist Karl von Clausewitz

3M began life as a failure (1904) Its corundum (e.g.,rubies and sapphires) mining operations

failed It moved to abrasives to develop a use for all its low-grade

grit

William McKnight’s Strategy Diversify products Develop the lab to do so.

Norton

Same industry same time period as 3M

Financially stronger

Took the conservative approach Of only servicing successful

customers and products

Comparison of history: 3M & Norton

‘Culture’

3M’s culture of innovation transcended McKnight, Okie, Drew and Carlton

Consider the ‘Mechanisms’ that define the culture

3M and Norton

Lessons Learned 3M has come up with many management

innovations to make its technology company work

‘Mechanisms’= The Ticking Clock that continues to operate despite management / personnel changes

Management Innovation

"Give it a try—and quick!"

When in doubt, vary, change, solve the problem, seize the opportunity, experiment, try something new (consistent, of course, with the core ideology) even if you can't predict precisely how things will

turn out Do something. If one thing fails, try another.

Fix. Try. Do. Adjust. Move. Act. No matter what, don't sit still.

Management Innovation

"Accept that mistakes will be made"

You can't tell ahead of time which variations will prove to be favorable You have to accept mistakes and failures Darwin's key phrase: "Multiply, vary, let the strongest live, and the

weakest die."

In order to have healthy evolution, you have to try enough experiments (multiply) of different types (vary), keep the ones that work (let the strongest live), and discard the ones that don’t (let the weakest die).

Failures are valuable in certain ways.... You can learn from success, but you have to work at it;

A visionary company tolerates mistakes (but only where you learn from them)

Management Innovation

"Take small steps."

It's easier to tolerate failed experiments when they are just that—experiments, not massive corporate failures.

small incremental steps can form the basis of significant strategic shifts.

If you want to create a major strategic shift in a company, you might try becoming an "incremental revolutionary"

harnessing the power of small, visible successes to influence overall corporate strategy.

Management Innovation

“Give people the room they need."

A key step that enabled unplanned variation.

When you give people a lot of room to act, you can't predict precisely what they'll do

This is good.

Visionary companies decentralized more and provided greater operational autonomy than the comparison companies in twelve out of eighteen of Porros and Collins cases. (Five were indistinguishable.)

Corollary: Allow people to be persistent.

Management Innovation

Leadership tone

Managers often underestimate the importance

of building lasting mechanisms to translate objectives into results

They erroneously think that if they just set the right "leadership tone,"

people will experiment and try new things.

Management Innovation

3M’s Ticking Clock

Some Questions How could you improve 3M?

3M seems to be quite lenient with managers whose projects fail to meet ROI targets. Can you think of a way to prevent 3M’s

product failures and keep generating profitable products?

What would such a strategy look like?

Some Questions

3M’s relaxed environment is likely to attract freeloaders and deadwood to their staff. How should 3M manage these problem

employees?

Is there a Human Resources strategy that can prevent the accumulation of non-performing employees in a relaxed, self-motivating work environment like 3M’s?

Innovation Workout

Quiz, Consumption Chain Analyze and Feature Map an Innovation

Quizzing and Mind Maps