Innovation-overview-上課教學(xué)文案課件

INTRODUCTIONTOINNOVATIONMANAGEMENT

(INN001,5p.)LOCATIONSTeachingthefirstthreeweeksmainlyintheMath’shouseS?lvegatan18Thefollowing4weeksinCIRCLE’snewlocationatS?lvegatan16(MNO-house)Mondays10-12:LectureTuesdays13-15:LectureWednesdays/Thursdays10-15:SeminarcontentsTheroleofinnovationWhatisinnovation?Whatisinnovationmanagement?Modelsoftheinnovativeprocess1

KeyConceptsinInnovationManagementTheaimofinnovation...DependsonthetypeoffirmGoalismostlytosurvive,togrow,tomakeprofitR&Ddepartmentsgenerallystriveforthebesttechnicalsolution......butwhatmattersforinnovationishowitinfluencessurvivalchances,profitandgrowthopportunities!InnovationandthecorporatestrategyInnovationmanagement.....hastobeunderstoodasacoreprocessoftheorganisation->ItisrelatedtowhatisbeingproducedIsalongtermraceIsaboutcontinuityHastodealwithcomplexity!!IsaboutbeingsystematicdevelopingroutinesaroundinnovationWHATISINNOVATION?InventionTechnologyInnovationCreatingneworimprovedproducts,processesandservicesKnowledgeandlearningUncertaintySchumpeter’sdistinctionbetween”Invention”and”innovation”An’invention’isanidea,asketchormodelforaneworimproveddevice,product,processorsystem.Ithasnotyetenteredtoeconomicsystem,andmostinventionsneverdoso.An’innovation’isaccomplishedonlywiththefirstcommercialtransactioninvolvingthenewproduct,process,systemordevice.Itispartoftheeconomicsystem.DimensionsofInnovation

Productinnovation:changesinthethings(productsorservices)whichanorganizationoffersProcessinnovation:changesinthewaysinwhichtheyarecreatedandeliveredPositioninnovation:changesinthecontextinwhichtheproductorservicesareintroducedParadigm(概念，思想)innovation:changesintheunderlyingmentalmodeswhichframewhatanorganizationdoesthe‘4Ps’ofinnovationAccordingtothedegreeofcodification（編撰成法律文本）

Informationtotacitknowledge

（對(duì)約定俗成的知識(shí)，共識(shí)）WisdomTacitknowledgeExplicitKnowledgeInformationDataTacit

約定俗成的認(rèn)定Codified編撰成法律文本的Figure1.1 Dimensionsofinnovation?2005JoeTidd,JohnBessantandKeithPavittIncremental增長(zhǎng)Radical徹底的，激進(jìn)的

Figure1.4 Componentandarchitecturalinnovation?2005JoeTidd,JohnBessantandKeithPavittTheknowledgeofinnovationTriggers引發(fā)

ofdiscontinuityNewmarketemergesNewtechnologyemergesNewpoliticalrulesemergeRunningoutofroadChangeinmarketsentimentorbehaviourDeregulation違規(guī)

orreregulationFractures反常

along’faultlines’UnthinkableeventsBusinessmodelinnovationShiftsintechno-economicparadigm概念A(yù)rchitecturalinnovationImportantcontextual前后關(guān)系

factorsTypeofsectorSizeoffirmThecountryandregionThestageintheindustrylifecyclePoliticalregulationsAbernathy&Utterback’s–industrylifecyclesThefluidphase–co-existenceofoldandnewtechnologiesrapidimprovementofboth→’thesailingshipeffect’Target:Whatproductandwhatmarket?Technical:Whatproductwhowillproduceit?ExperimentationImportantcontextualfactorsGlobalisation全球化Sustainability可持續(xù)化Networkingorganisation網(wǎng)絡(luò)組織Thetransitionalphase過(guò)渡階段Adominantdesign出現(xiàn)新的主流設(shè)計(jì)Convergence集中表現(xiàn)aroundonedesign

Rollingbandwagon→innovationchanneledaroundacore(指政治上或商業(yè)上的)時(shí)尚,浪潮,聲勢(shì)浩大的活動(dòng)setofpossibilities→atechnologicaltrajectory軌跡ImitationanddevelopmentReliability,cheaply,higherfunctionality,qualityThespecificphase個(gè)性化形成Rationalization合理化&scaleeconomiesDifferentiationthroughcustomizationScopeforinnovationbecomessmallerTable1.2 Stagesininnovationlifecycle?2005JoeTidd,JohnBessantandKeithPavittThreekeyquestionsHowdowestructuretheinnovationprocess?Howdowedevelopeffectiveroutines?Howdoweadaptordevelopparallellroutinestodealwithincrementalvs.discontinuousinnovation?ConclusionsDifferentkindofinnovationsContextspecific特定背景InnovationhasdifferentstagesKnowledgeisthekeyRepetitionFourdimensionsofinnovationProduct,process,position,paradigm理念System-ComponentIncremental-Newtothefirm-RadicalCodified-TacitFigure1.4 Componentandarchitecturalinnovation?2005JoeTidd,JohnBessantandKeithPavittRepetition1Innovation:Dependsonthetypeoffirm,sector,industrylifecycle,countryandsoonDependsonthe”environment”Goalismostlytosurvive,togrow,tomakeprofitTechnicalsolutionsvs.societalandorganisationalaspectsDifferentfrominventionInnovationmanagementCoreprocessProductionCommercialisation–design,marketing,resources,competenceLongtermContinuityComplexitySystematic,routinesNewfactorsaffectinginnovationGlobalisationSustainabilityNetworkingorganisationChapter2:

TheinnovationmanagementprocessEvolvingmodelsoftheinnovationprocessCanwemanageinnovation?IntroducingtheconceptsofOrganizationalRoutinesorCapabilitiesSpecifythedifferentphasesoftheinnovationprocessHowcontextaffectsinnovationFirstandsecondgenerationmodelsR&DDESIGN&ENGINEERINGMANU-FACTURINGMARKETINGSALESFirstgeneration(50’s-60’s):Technologypush“Linearmodel”MARKETNEEDSMARKETINGDEPT.R&DMANU-FACTURINGSALESSecondgeneration(mid60’s-70’s):Demandpull3rdgenerationmodel4thgenerationmodelmarketingR&DProductdevelopmentComponentsmanufactureProductmanufacture4thgenerationmodelmarketingR&DProductdevelopmentComponentsmanufactureProductmanufactureReducedtimetomarket5THgenerationmodelINDUSTRYUniversityR&TCentresSuppliersUsersGovernmentIPIPIPFinancialSystemInnovationprocesses–5thgenerationmodelRelevance相關(guān)性，關(guān)聯(lián)性ofexternalsourcesofknowledge“firmsdonotinnovateinisolation”RelatedtoInnovationSystemconceptFocusonnetworkingStillstrongemphasisonR&Dandformalknowledge(ICT)6thgenerationof

innovationprocesses“Revolvearoundknowledgeandlearning”Networksembraceallknowledgetypes,notonlyR&D.MostinnovativefirmistheonethatlearnsfastestItistheuseofknowledgethatmakesthecompetitivedifference,andcreatestheadvantageManagingcomplexityRadicalNetworksR&DMarketproductprocessesIntellectualCapitalIncrementalInnovationcancome:Fromthemarket(demandpull-2nd)Fromthe“R&Ddepartment”(techpush-1st)Fromanydepartment(interactive–3rd)Fromprocessre-invention(integrated–4th)Fromexternalsourcesofinformation(networks-5th)Fromintangibleassets(6th)Table2.2Rothwell’sfivegenerationsofinnovationmodels?2005JoeTidd,JohnBessantandKeithPavittInnovationmodelsSO,WHICHONEISRIGHT?Afastfoodrestaurantchain?Anelectronictestequipmentmaker?Ahospital?Aninsurancecompany?Anewentrant加入

biotechnologyfirm?Canwemanageinnovation?Themajorityoffailuresareduetosomeweaknessinthewaytheinnovationprocessismanaged.Technicalresources(people,equipment,knowledge,money,etc.)CapabilitiesintheorganizationtomanagethemOrganizationalroutinesorcapabilitiesare“thewaywedothingsaroundhere(inthisorganization)”asaresultofrepetitionandreinforcementRoutinesarefirm-specificandmustbelearned.“Tomanage”innovationmeanstocreateanorganisationwhereroutinescanbelearnedastocopewiththecomplexityanduncertaintyoftheinnovationprocessUnlearningisimportantTheinnovationmanagementprocessSearching–lookingforthreatsandopportunitiesforchangewithinandoutsideoftheorganisation.TechnologicalopportunityChangingrequirementsonthepartofthemarketSelecting–deciding(strategicallyfromhowtheenterprisecandevelopandtakingintoaccountrisk)whattorespondto.FlowofopportunitiesCurrenttechnologicalcompetenceFitwiththecurrentorganizationalcompetenceImplement–turnpotentialideasintoanewproductorservice,achangeinprocess.Acquiring–tocombinenewandexistingknowledge(availablewithinandoutsidetheorganization)toofferasolutiontotheproblemExecuting–toturnknowledgeintoadevelopedinnovationandapreparedmarketreadyforfinallaunchLaunching–tomanagetheinitialadoption

Sustaining–tomanagethelongtermuseIntheimplementationphaseCopewithuncertaintyabout:TechnologicalfeasibilityMarketdemandCompetitorbehaviourRegulatoryandotherinfluencesReplacedbyknowledgeaccumulated→technology&marketresearchLearning–tolearnfromprogressingthroughthiscyclesothattheycanbuildtheirknowledgebaseandcanimprovethewaysinwhichtheprocessismanaged.RestartthecycleFailure–why?Refine,improvement→nextgenerationLearningabouttechnology,routines&organizationFigure2.1 Simplerepresentationoftheinnovationprocess?2005JoeTidd,JohnBessantandKeithPavittAlmostthesame-againAlmostthesame-againSCANDefinition:Detectingsignalsintheenvironmentaboutpotentialchange(marketniches,technologydevelopment,etc)ActivitiesScanningenvironmentfortechnological,market,regulatoryandothersignalsCollectandfiltersignalfrombackgroundnoiseScanforwardintimeProcesssignalsintorelevantinformationfordecisionmakingAlmostthesame-againFOCUSDefinition:Selectionofthevariousmarketandtechnologicalopportunities.Inputs:(1)theflowofsignalscomingfromthepreviousphase(2)thecurrenttechnologicalbaseofthefirm(3)thefitwiththeoverallbusinessstrategy.Almostthesame-againRESOURCEDefinition:Combiningnewandexistingknowledgetoofferasolutiontotheproblem.Activities:Inventin-housethroughR&DactivitiesCreatetheconditionsforcreativityUseexistingknowledgein-houseTechnologytransferandknowledgetransferLicensing..etcAlmostthesame-againIMPLEMENTDefinition:Closeinteractionbetweenmarketingrelatedactivitiesandtechnicalactivitiestodeveloptheideaintoamarketableproductorservice.Activities:DeveloptomaturityTechnicaldevelopmentDevelopmentofthemarketLaunchAfter-sale