IA Versterk je bedrijf, leer innoveren. Sessie 1. Piet Verhoeve

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Information about IA Versterk je bedrijf, leer innoveren. Sessie 1. Piet Verhoeve

Published on February 19, 2014

Author: ikinnoveer

Source: slideshare.net

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Innovatiemanagement prof. dr. ir. Piet Verhoeve 18/02/2014 Overview §  §  §  §  §  What is innovation about Why to innovate Shapes of innovation Innovation as a process Innovation funnel Piet.verhoeve@iminds.be 1

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Innovation (Wikipedia) §  Innovation is the application of better solutions that meet new requirements, unarticulated or existing market needs. §  This is accomplished through more effective products, processes, services, technologies, or ideas that are readily available to markets, governments and society. §  An innovation is something original, new, and important—in whatever field—that breaks in to (or obtains a foothold in) a market or society Management (Wikipedia) §  Management in business and organizations means to coordinate the efforts of people to accomplish goals and objectives using available resources efficiently and effectively. §  Management comprises planning, organizing, staffing, leading or directing, and controlling an organization or initiative to accomplish a goal. §  Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. Piet.verhoeve@iminds.be 2

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Innovation or research ? Research Money Knowledge Innovation Ideas + exploitation R & Dev Manufact. Logistics Marketing Sales Overview §  §  §  §  §  What is innovation about Why to innovate Shapes of innovation Innovation as a process Innovation funnel Piet.verhoeve@iminds.be 3

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Commodity magnet Augmented Core Commodity Price Specialty Cost to serve Corporate survival is dependent on the firm's ability to adapt in times of change, that is, they need to learn in order to "retain and improve competitiveness, productivity and innovativeness”. (Dodgson, 1996) Performace/value offer Products mature, new solutions needed mature decline growth birth Effort/time Piet.verhoeve@iminds.be 4

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Why to manage §  Effective use of resources §  Choose most appropriate path §  We all have a limited view on the world §  We have or own perspective §  We don’t know what we don’t know Overview §  §  §  §  §  What is innovation about Why to innovate Shapes of innovation Innovation as a process Innovation funnel Piet.verhoeve@iminds.be 5

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Rate of innovation Product & process innovation Product Process Dominant design Time Performace/value offer Products mature … disruption mature growth birth Effort/time Piet.verhoeve@iminds.be 6

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Performance Performance 2 Disruptive innovation s am Di High c al git = Value y qualit end Mid e nd Low e nd s m ca ro e goP and on arket: s at h ew m ess Ph N alway ustn = = rob Value Value Time The Innovator’s Dilemma Changeing the rules of the game Red Ocean §  §  §  §  §  Compete in existing market Beating the competition Leverage known demand Make value/cost tradeoff Work on cost or value 14 Piet.verhoeve@iminds.be Blue Ocean §  §  §  §  §  Target uncongested market Make competition irrelevant Capture new demand Break value/cost tradeoff Work on cost AND value Kim & Mauborgne (2004) 7

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Blue ocean REDUCE which factors should be reduced well below the industry’s standard ELIMINATE which factors that the industry takes for granted should be eliminated new value curve CREATE which factors should be created that the industry has never offered RAISE which factors should be raised well above the industry’s standard 15 Blue ocean example: Body Shop ELIMINATE REDUCE RAISE CREATE 16 Piet.verhoeve@iminds.be 8

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Design innovation §  Verganti (2006): Innovating through design A group of cutting-edge manufacturers in northern Italy interpret items for the home, like lamps and teakettles, in ways that initially confound consumers and then convert them. The result is high growth rates and long product lives. §  Design thinking (e.g. IDEO) §  Take full user experience in the loop §  Combine: empathy – creativity – rationality Overview §  §  §  §  §  What is innovation about Why to innovate Shapes of innovation Innovation as a process Innovation funnel Piet.verhoeve@iminds.be 9

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Choosing & acting Develop Sales Service Support product Opportunity & necessity Go To Market R&D Strategy Maintenance Choice Concepts & technology New Diversification High risk/reward Incremental Product challenge Known New Market Market challenge Known Ansoff positioning matrix Product Piet.verhoeve@iminds.be 10

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Innovation matrix Sustaining Disruptive Known New Research New Known Domain Breakthrough Problem Adoption model & the Chasm Development Innovators 2.5% Early Adopters 13.5% The CHASM 100% Early Majority 34% Late Majority 34% Laggards 16% Adoption model – E. Rogers Crossing the Chasm / Inside the Tornado – G. Moore Estimate the adoption curve of your product: iMinds – iLab.O Piet.verhoeve@iminds.be 11

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Overview §  §  §  §  §  What is innovation about Why to innovate Shapes of innovation Innovation as a process Innovation funnel Innovation funnel Gate Gate Gate Gate Problem Technology Concepts Market Insight Demand Need Market idea product Effort # simultane idea Time Piet.verhoeve@iminds.be 12

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Key elements in defining the funnel §  Organization alignment is needed §  Stage gate: go/no go decision §  Strategic alignment §  Market, road to market, sales, … §  technology, IPR, … §  Resource impact §  Risk/benefit estimate §  Refinement while proceeding §  Rough estimates -> calculations §  Concepts > proof of concept > product specs Checklist based screening §  There is no ultimate checklist §  Define, evaluate, adapt §  Avoid “golden midway”, make choices §  Checklist scoring is no magic §  Understanding scores is more important than numerical difference §  Absolute scores can be distorted due to risk, uncertainty, … §  Don’t forget elements §  Go to market, sales, marketing, … §  Support, training, … Piet.verhoeve@iminds.be 13

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Checklist result example Innovation funnel: not making choices Gate Gate Gate Gate Problem Technology Concepts Market Insight Demand Need Market idea product idea Piet.verhoeve@iminds.be 14

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Innovation funnel: low idea quality Gate Gate Gate Gate Problem Technology Concepts Market Insight Demand Need Market idea product idea Idea enrichment §  Instead of checklist, 8 simple questions: §  NABC & SWOT §  §  §  §  §  §  §  §  Piet.verhoeve@iminds.be Need (which problem does it solve) Approach (how will does it solve Benefit (why is it valuable) Competition (are there alternatives) Strengths, Weaknesses, Opportunities Threats It is OK if you say if something is unclear: collaborate ! 15

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Tifani @ Breakfast Innovation funnel: resource collapse Gate Gate Gate Gate Problem Technology Concepts Market Insight Demand Need Market idea product idea Piet.verhoeve@iminds.be 16

18/02/14 Open Innovation Spin out Technology, concept, product, partnership Market Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement Market Gate Gate Gate Problem Technology Concepts Market Insight Demand Need Gate idea product idea External Technology, concept, product, partnership Open Innovation example: PRoF Piet.verhoeve@iminds.be 17

Versterk je bedrijf, leer innoveren Sessie 1: Innovatiemanagement 18/02/14 Open Innovation example: PRoF www.prof-projects.com www.facebook.com/profprojects Piet.verhoeve@iminds.be 18

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