...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...Framework for Strategic Innovation A Framework for Strategic Innovation Blending strategy and creative exploration to discover future business opportunities ______________________________ by Derrick Palmer & Soren Kaplan Managing Principals, InnovationPoint LLC © InnovationPoint LLC www.innovation-point.com Page 1 A Framework for Strategic Innovation Authors Soren Kaplan is the author of Leapfrogging and a Managing Principal at InnovationPoint, where he works with organizations including Visa, Colgate-Palmolive, Medtronic, Disney, Philips, PepsiCo, and numerous other global firms. Soren previously led the internal strategy and innovation group at Hewlett-Packard (HP) during the roaring 1990’s in Silicon Valley and was a co-founder of iCohere, one of the first web collaboration platforms for online learning and communities of practice. He is an Adjunct Professor within the Imagineering Academy at NHTV Breda University of Applied Sciences in The Netherlands. He holds Master’s and Ph.D. degrees in Organizational Psychology and resides in the San Francisco Bay Area with his wife, two daughters, and hypo-allergenic cat. Learn more about his book Leapfrogging by visiting www.leapfrogging.com. Derrick Palmer consults on strategic innovation with global, Fortune 1000 and medium-sized businesses. His areas of focus include corporate strategy, consumer-inspired new product innovation, designing best-in-class innovation processes, and strategic...
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...Managing Foresight for Innovation in Large Firms Lina Bakker & Linn Johansson Summary Corporate foresight has the potential to create competitive advantage by providing strategic orientation and supporting future insights. As humans we apply foresight every day by anticipating the future and preparing for it. Yet, in a corporate context the concept has been much less explored. There is a lack of research covering how to organise for foresight, particularly in an innovation setting. The purpose of this study was therefore to examine how large companies can manage foresight. This was investigated in a qualitative research with the means of multiple case studies and expert consultation. The findings of this study show that managing and organising for foresight in large firms can be done on the basis of two approaches, formal or informal. This is based on theory and has been extended and modified in this study. The formal approach builds on structure and processes whereas the informal approach is based on the corporate culture. Which approach is more suitable depends on the existing structures and culture in place, as well as the desired outcome of foresight. 1 Introduction Today’s business environment is defined by rapidly changing technology and intense competition, in which innovation has become a critical success factor to sustain competitive advantage. More and more companies are searching for strategic orientation and feel the need to support more future insights to...
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...21 creative Ingredients for enhancing innovation at work and approaches to innovation Obstacles to corporate innovation Barriers to effective decision making Concept: Areas in which people are creative Mastery 100% Questions 1 2 3 1. Ramona, a member of the innovation team at Buzzer Co., a beer manufacturing company, suggests that the company use the spent grain generated through the process of beer manufacturing to create commercial products. Ramona explains how the wasted grain can be broken down through the process of fermentation to generate biogas and compounds that can be used to make personal care products and clothes. In the context of William Miller's research, into which area is Ramona channeling her creativity? A. Organization creativity B. Relationship creativity C. Event creativity D. Material creativity Correct: The Correct Answer is: D. In the context of William Miller's research, Ramona is channeling her creativity into the area of material creativity. Material creativity entails discovering new uses and inventing materials for services, products, or processes. 2. In the context of William Miller's research, identify an accurate statement about the different areas in which people are creative. A. Material creativity entails coming up with a new approach to structuring systems in an organization. B. Inner creativity entails finding new uses for materials for products or services...
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...Jugaad - The Indian Model of Frugal Innovation By Dr. Ajith P Abstract This paper defines frugal innovation also called as Jugaad in Indian context. The concept of jugaad innovation is introduced and explained. The uniqueness of jugaad model compared to innovation model followed by developed nations is compared and contrasted. The paper further explores the relationship between frugal engineering, design principles, design thinking, co-creation and jugaad. The benefits and implications of jugaad model of innovation for emerging nations as well as developed countries are also discussed. The paper provides better understanding of what jugaad innovation model is and how to accelerate jugaad innovations by firms in emerging markets. Jugaad can provide value for money as well as value for many. Learning to do more with less for more people should be the jugaad innovator’s dream. Key words: Jugaad, Innovation, India, Frugal Innovation, Affordability, MLM, Sustainable Solutions Introduction “Earth provides enough to satisfy every man’s need, but not every man’s greed.” - Mahatma Gandhi Peter Drucker made a very profound observation long back. According to him, as the purpose of business is to create a customer, the business enterprise has two and only two basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs (Trout, 2006; Kotler, 2009). Strategic innovation, which is a must for all marketing firms in today’s market...
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...KATHMANDU UNIVERSITY SCHOOL OF MANAGEMENT | Design Thinking and Innovation at Apple | Case Analysis | | Submitted By Aakriti Acharya Animesh KC Sirjana Shrestha Surendra Pandey | Synopsis Apple is the world’s most successful and leading brand. Due to unique vision, philosophy and dedication of Steve jobs and employees, Apple has been able to maintain its competitive position till date. The employees of Apple provide new values to customer through unique design and innovation. Apple has the ability to understand and deliver the customer’s needs in simple and sophisticated way. The major reason behind the success of apple is its strategy where it develops product that are completely differently than competitors i.e. it believes in being innovator rather than imitator. Case Issues The issues in this case can be listed as: * What are the key factors that have contributed to the innovation and creativity at Apple? * Is there any systematic approach to innovation at Apple? * Will Apple be able to keep up with customer’s expectation and continue to be a leading brand without its founder Steve Jobs? * Which is more important? Innovation or Brand image? Case Facts The facts mentioned in the case are listed below: * Apple went through a lot of turbulent phases and had many ups and down in the past but still, it struggled and never gave up. Due to its commitment towards product design and development it has...
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...The Analysis of Innovation Systems through Quantitatve and Qualitative Research As with many aspects of social sciences, assessing innovation is easier said than done. It is necessary to properly understand the dynamics of innovation There are various ways of studying innovation. In particular, innovation systems help put innovation into a broader context. The first step to better understanding innovation is to understand what exactly an innovation system is. However, even when defining something as simple as an defining an innovation system, there isn’t a full consensus. H Lundvall (1992) and Edquist (1997) put forward the idea that innovation should be studied as a dynamic and holistic process involving institutions, organizations and...
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...Breakthrough Innovations Table of Contents “The Breakthrough”…………………………………………………………………………………2 Dilemma/ Struggle of Established Firms……………………………………………………………3 Rules for Innovation………………………………………………………………………………….4 Building An Ambidextrous Organization………………………..…………………………………6 Conclusion and Recommendations………………………………………………………………….8 Reference……………………………………………………………………………………………...9 Appendix…………………………………………………………………..………………………...12 “The Breakthrough” One dictionary definition of breakthrough is: "a significant and dramatic overcoming of a perceived obstacle, allowing the completion of a process." But what really makes an innovation a breakthrough (radical, disruptive) one, rather than incremental, from a marketing point of view? According to Boston Consulting Group report, breakthrough innovations are defined as “innovative products that offer consumers significant new benefits through advances in technology, formulations, or applications or through more convenient packaging (Boston Consulting Group (BCG): A Disciplined Approach to Breakthrough Innovations). Christensen (1997) argues that a necessary condition for an innovation to be disruptive is that it “captures new markets in an original and unexpected way.” Academics of marketing literature differ in their opinion about a relationship between a significant new technology and disruptive innovation. Some authors believe that radical innovation goes hand-in-hand with a significant new technology (Veryzer...
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...ON ENGINEERING DESIGN, ICED’07 28 - 31 AUGUST 2007, CITÉ DES SCIENCES ET DE L'INDUSTRIE, PARIS, FRANCE AN APPROACH TO INCREMENTAL INNOVATION THEORIES AND ITS METHODS IN INDUSTRIAL PRODUCT DEVELOPMENT Hannu Oja Tampere University of Technology ABSTRACT A quest for powerful tools to support creation of innovative solutions exists in industry. Majority of development efforts aims for incremental development of products, either by means of improved performance in use or during manufacturing process. New concepts or solutions on product’s functionality and behaviour (behaviour meaning how the functionality is delivered, response) are needed to bring benefits. Generic product development theories, models and methods are applicable for new product development, as their approach is linear and founded on functional requirements and means to execute them. However, in industry the product development activities preferably start from existing product or concept with pre-determined goals rather than from scratch. Creativity techniques and multidisciplinary workgroups have been referred in literature as means for creating innovations. However, these methods lack context of technical system and are general in nature and could be used for any problem with assistance of experienced moderator and a group of individuals. These techniques and methods are not included in this study. An approach from retrospective case study is presented. It was found that the mental process of an innovator follows...
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...typically look to innovation to open new streams of revenue, stay ahead of competitors and justify price increases. But nine out of 10 innovations die in the pipeline, and about three-quarters fail after launch. Searching for growth, the temptation is to pump out more and more in hopes of finding a few big winners - often an expensive and ineffective approach. There is a better and less costly way. It involves screening what goes into the pipeline far more carefully by using innovation “platforms” to generate ideas with higher potential and lower risks of failure. That approach provides parameters for innovation and gives lift - you don't have to start from scratch each time, but can tee up big-hit innovation that offers “repeatability” across product lines. It’s an approach that carmakers and technology firms have used to build multiple models from the same core parts, but that consumer goods makers have only begun to exploit and adapt broadly. In car manufacturing, a platform may be a new technology – say, a new engine. In consumer products, it is more likely to be a consumer insight that fosters new product innovation (not just technology) including “occasions”, channels, and packaging. Take, for example, Danone. In the 1990s, the company saw that consumers’ increasing concern for healthy eating - in particular a healthy start to their day - offered a platform to reposition its yogurt and biscuit products for innovation and growth. First, Danone identified a new occasion for...
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...OVERVIEW & INNOVATION ACTIVITIES New Concept Development at Philips discusses how Philips revamped its approach to innovation and new product development in the early 2000s. Philips has a long, proud history of providing radical new products—innovations like X-ray tubes, CDs, Compact Cassettes, and Ambilight TV—mostly fueled by Philips’ understanding of innovation and significant R&D investments. Yet in 2000 Philips encountered a substantial net loss and the company decided it needed to rejuvenate the Philips’ brand, and give its approach to innovation a face lift, by focusing on innovation driven by end-user insights. Philips began its new journey with exploration. First, a vision team of four individuals was created with the goal of bringing inspirational ideas from the outside in. Second, they piloted a project for car headlights that combined the Dialogue Decision Process (DDP) and a design process based on socio-cultural insights. Third, Philips established the New Business Creation (NBC) group whose role was to challenge by asking simple questions and illicit “out of the box” development. Philips’ exploratory projects led to the inception of the “Think the Lighting Future” (TTLF) project by the end of 2001. Along with a list of intangible goals, the TTLF was tasked with clarifying alternative scope definitions, defining two to three NBC projects, and defining a knowledge sharing process. From the onset, TTLF benefited from having the full support of senior management...
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...Accelerated Innovation: The New Challenge From China Magazine: Summer 2014Research Feature April 23, 2014 Reading Time: 23 min Peter J. Williamson and Eden Yin Rather than focusing on technological breakthroughs, Chinese companies are finding new ways to innovate that reduce lead times and speed up problem solving. Companies elsewhere should take notice. Chinese companies are reengineering new product development in ways that reduce lead times. Chinese companies are opening up a new front in global competition. It centers on what we call accelerated innovation — that is, reengineering research and development and innovation processes to make new product development dramatically faster and less costly. The new emphasis is unlikely to generate stunning technological breakthroughs, but it allows Chinese competitors to reduce the time it takes to bring innovative products and services to mainstream markets. It also represents a different way of deploying Chinese cost and volume advantages in global competition. Silicon Valley and other technology hotbeds may be able to match the speed of Chinese innovation in particular sectors such as electronics and Internet-based services. However, what’s distinctive about the strongest Chinese competitors is their capability to combine accelerated innovation with rapid scale-up to high volume at low cost, and to apply these techniques across a wide variety of traditional industries. We saw accelerated innovation being deployed...
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...Exploring new supply chain strategies in manufacturing SMEs Summary: The article explores about the different types of supply chain strategies in manufacturing SMEs. Kamel A. Fantazy, Vinod Kumar and Uma Kumar are professors at Sprott School of Business. They did a research on what kinds of supply chain management strategies are usually adopted by SMEs. A research survey was created and distributed among 1500 Canadian SMEs, out of which only 175 were used as a sample. That’s how many responses were collected. Previously, the supply chain strategies of all the SMEs were classified into the following four: * Modularizing * Appending * Innovating * Following After the responses were computed, it was found out that modularizing and appending does not really exist, but there is another one which has been prevailing the manufacturing SMEs. It is known as Customer Oriented Strategy. So, now there is three types in total which are COS, INS and FOS. The results did not show any correlation with modularizing and appending and hence, were dropped off. Lessons Learnt: * Activities within the supply chain must be Customer Based. SMEs should be Customer Oriented. They should try to satisfy the customer needs. * Understanding customers’ need knowing how to satisfy them, is a key. * Every supply chain must have a Customer strategy. But this is going to be different for every supply chain company because every company is going to adopt a different approach. Article...
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... 3 1.1 Evaluation of Creativity and Innovation 3 1.2 Managing Change 4 2.1 Influence of Vision and Mission on Creativity 5 2.2 Analytical Tools for Creative Management 5 2.3 Risk and Benefits of Creativity and Innovation 6 2.4 Change Model for Supporting Creativity and Innovation 7 3.1 Persuading Stakeholders for Creative and Innovative Idea 7 3.2 Communicating Innovative and Creative Ideas to the Stakeholders 8 3.3 Establishing Key Goals and Priorities for Implementing Creative and Innovative Management 8 4.1 Barriers to Implementing Creative and Innovative Ideas 9 4.2 Planning Strategy to Overcome Barriers for Implementing Innovation and Creativity 9 4.3 Strategy Plan for Overcoming Barriers to Innovation ...
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...Introduction Innovation is a key factor in industry growth. Innovators can dominate competitors and new markets. In the article “Blue Ocean or Fast Second Innovation? A Four Breakthrough Model to Explain Successful Market Domination”, Buisson and Siberzahn (2010) highlight how the theories of the first mover and fast second are recognized as the primary approaches to achieving innovation and domination in the market space. Buisson and Siberzahn (2010), insist that neither of these two theories can fully account for market domination and offer research and a comprehensive literature review that to suggest and explain the assertion that market domination is achieved by using four types of breakthroughs either concurrently or separately. The intent of this paper is to describe and highlight the shortcomings of the first mover and fast second theories as described by Buisson and Siberzahn (2010). Summarize their views of the four breakthroughs, review the literature provided, examine the methodology, and report the key findings of their article. The Problem With The First Mover Approach According to Buisson and Siberzahn (2010), neither first mover nor fast second innovation models can fully explain market domination by a company. The first mover approach is one in which the company enters the market, creates and dominates the new area (Buisson, B. & Siberzahn, P. 2010). Buisson and Siberzahn (2010) note that the first mover approach is on top of mind of business leaders due...
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