Innovation in Corporations: Creative Productivity in a Box
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Transcript of Innovation in Corporations: Creative Productivity in a Box
Glocal Vantage, Inc 1
Innovation in CorporationsInnovation in Corporations
Productive Creativity in a BoxProductive Creativity in a Box
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OutlineOutline
BackgroundBackground Innovation GridInnovation Grid Patterns of Industrial InnovationPatterns of Industrial Innovation Innovation PerspectiveInnovation Perspective Guidelines for Successful Guidelines for Successful
IntrapreneurshipIntrapreneurship
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Productivity/CreativityProductivity/Creativity
Pro
duct
ivit
y
High
Low
CreativityLow High
Maturity
Revitalization
Stagnation Start Up
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Productivity/CreativityProductivity/Creativity
Pro
duct
ivit
y
High
Low
CreativityLow High
Maturity
Revitalization
Stagnation Start Up
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Productivity/CreativityProductivity/Creativity
Pro
duct
ivit
y
High
Low
CreativityLow High
Maturity
Revitalization
Stagnation Start Up
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Productivity/CreativityProductivity/Creativity
Pro
duct
ivit
y
High
Low
CreativityLow High
Maturity
Revitalization
Stagnation Start Up(Start Over)
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Productivity/Creativity & Productivity/Creativity & InnovationInnovation
Productivity
Creativity
Innovation
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Types of InnovationTypes of Innovation
NatureNature ProductProduct ProcessProcess ProcedureProcedure
ClassClass IncrementalIncremental DistinctiveDistinctive BreakthroughBreakthrough
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Nature of InnovationNature of Innovation
ProductProduct Things interacting with thingsThings interacting with things Customer function or formCustomer function or form
ProcessProcess People interacting with thingsPeople interacting with things Way product is developed, produced, distributed, etc.Way product is developed, produced, distributed, etc.
ProcedureProcedure People interacting with peoplePeople interacting with people How products and processes are integrated into the How products and processes are integrated into the
enterpriseenterprise
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Class of InnovationClass of Innovation
Breakthrough
Distinctive
Incremental
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The S-Curve and InnovationThe S-Curve and Innovation
IncrementalTime
Pro
duct
ivity
Incremental
Incremental
Incremental
Distinctive
Distinctive
Breakthrough
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Innovation GridInnovation Grid
Product
Process
Procedure
Incr
emen
tal
Distin
ctive
Break
thro
ugh
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IBM Austin Cultural Change IBM Austin Cultural Change ProgramProgram
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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Automotive HistoryAutomotive History
Experimenters & HobbyistsExperimenters & Hobbyists Search & LearnSearch & Learn A Car for EveryoneA Car for Everyone Living Room on WheelsLiving Room on Wheels Synthesizing Market DemandsSynthesizing Market Demands Life Style on WheelsLife Style on Wheels
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Automotive History: Automotive History: Experimenters & HobbyistsExperimenters & Hobbyists
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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Automotive History: Search & Automotive History: Search & LearnLearn
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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Automotive History: A Car for Automotive History: A Car for EveryoneEveryone
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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Automotive History: Living Automotive History: Living Room on WheelsRoom on Wheels
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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Automotive History: Automotive History: Synthesizing Market Synthesizing Market DemandsDemands
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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Automotive History: Life Style Automotive History: Life Style on Wheelson Wheels
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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Personal Computer HistoryPersonal Computer History
PC (1970s): Researchers & HobbyistsPC (1970s): Researchers & Hobbyists PC (1981-1986): Market DevelopmentPC (1981-1986): Market Development PC (1987-1993): CloningPC (1987-1993): Cloning PC (1993-1995): Market ExpansionPC (1993-1995): Market Expansion PC (1995-?): Windows on the WorldPC (1995-?): Windows on the World
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PC (1970s): PC (1970s): Researchers & HobbyistsResearchers & Hobbyists
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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PC (1981 - 1986):PC (1981 - 1986):Market DevelopmentMarket Development
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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PC (1987 - 1993):PC (1987 - 1993):CloningCloning
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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PC (1993 - 1995):PC (1993 - 1995):Market ExpansionMarket Expansion
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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PC (1995 - ?):PC (1995 - ?):Windows on the WorldWindows on the World
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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Innovation PerspectiveInnovation Perspective
Market
Stakeholders OrganizationCapability
OrganizationCapacity
Strategy
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Innovation PerspectiveInnovation Perspective
Market
Stakeholders OrganizationCapability
OrganizationCapacity
Strategy
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The MarketThe Market
CustomersCompetitors Technologies
Social Political
Economic
Demographic
Scientific
Opportunity Threat
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CustomersCustomers
Present CustomersPresent Customers Identified Potential Identified Potential
CustomersCustomers Unidentified Unidentified
Potential CustomersPotential Customers
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CompetitionCompetition
DirectDirect IndirectIndirect StructuralStructural
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TechnologyTechnology
EmbeddedEmbedded SupportiveSupportive EnablingEnabling
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Driving Forces for ChangeDriving Forces for Change
Social
Political
Economic
Demographic
Scientific
Customer Technological CompetitiveNeeds Capabilities Responses
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Innovation PerspectiveInnovation Perspective
Market
Stakeholders OrganizationCapability
OrganizationCapacity
Strategy
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StakeholdersStakeholders
StockholdersStockholders EmployeesEmployees CustomersCustomers SuppliersSuppliers Strategic PartnersStrategic Partners CommunitiesCommunities
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Innovation PerspectiveInnovation Perspective
Market
Stakeholders OrganizationCapability
OrganizationCapacity
Strategy
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The OrganizationThe Organization ProjectsProjects ResourcesResources
CapitalCapital PeoplePeople Strategic RelationshipsStrategic Relationships Facilities, Equipment and LandFacilities, Equipment and Land KnowledgeKnowledge
CultureCulture
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Innovation PerspectiveInnovation Perspective
Market
Stakeholders OrganizationCapability
OrganizationCapacity
Strategy
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StrategyStrategy Organization DependentOrganization Dependent Provides Competitive DifferentiationProvides Competitive Differentiation Way to Capitalize on the OpportunityWay to Capitalize on the Opportunity How to Minimize or Avoid ThreatsHow to Minimize or Avoid Threats Effectively Utilizes the OrganizationEffectively Utilizes the Organization Satisfies StakeholdersSatisfies Stakeholders
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Strategic PlanStrategic Plan VisionVision MissionMission Goals Goals ValuesValues StrategiesStrategies
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IBM Instruments: StrategyIBM Instruments: Strategy
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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IBM Instruments: IBM Instruments: Technological CapabilityTechnological Capability
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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IBM Instruments: Customer IBM Instruments: Customer NeedsNeeds
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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IBM Instruments: CompetitionIBM Instruments: Competition
Incremental
Distinctive
Breakthrough
Product
Process
Procedure
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IBM Instruments: OpportunityIBM Instruments: Opportunity
Technology
Customers
Competition
Opportunity Product ProcessProcedure
Incr
emen
tal
Dis
tinct
ive
Bre
akth
roug
h
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IBM InstrumentsIBM Instruments
IncrementalDistinctive
Breakthrough
ProductProcess
Procedure
ProductProcess
Procedure
IncrementalDistinctive
Breakthrough
Strategy Opportunity
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Innovation StrategiesInnovation Strategies
Customer Needs
Existing New
Cu
stom
ers
Exi
stin
gN
ew
Staying Put
MarketDevelopment
ProductDevelopment
Diversification
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Innovation StrategiesInnovation Strategies
Customer Needs
Existing New
Cu
stom
ers
Exi
stin
gN
ew
Staying Put
MarketDevelopment
ProductDevelopment
Diversification
BackwardIntegration
ForwardIntegration
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Guidelines for Strategic Guidelines for Strategic InnovationInnovation Define the “window of opportunity’Define the “window of opportunity’ Delineate the marketDelineate the market Delight customersDelight customers Anticipate competitionAnticipate competition Forecast technologyForecast technology Appraise resources & capabilitiesAppraise resources & capabilities Assess stakeholdersAssess stakeholders Incorporate the purpose and culture of the enterpriseIncorporate the purpose and culture of the enterprise
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Glocal Vantage, Inc.Glocal Vantage, Inc.
PO Box 161475PO Box 161475 Austin, TX 78716Austin, TX 78716 (512) 632-6586(512) 632-6586 [email protected]@glocalvantage.com www.glocalvantage.com http://incollaboration.com Twitter: innovant2003Twitter: innovant2003
Paul SchumannPaul Schumann
Futurist and innovation consultantFuturist and innovation consultant Application of web 2.0 to market & strategic Application of web 2.0 to market & strategic
intelligence systemsintelligence systems Web 2.0 tools & technologiesWeb 2.0 tools & technologies Application of web 2.0 to democratic processesApplication of web 2.0 to democratic processes Broad perspectives on the futureBroad perspectives on the future ServicesServices
Strategic market research & technology forecastingStrategic market research & technology forecasting Intelligence systems consultingIntelligence systems consulting Seminars, webinars & presentationsSeminars, webinars & presentations
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This work is licensed under the Creative Commons Attribution
license. You may distribute, remix, tweak, and build upon this work,
even commercially, as long as you credit me for the original creation as Paul Schumann, Glocal Vantage
Inc, www.glocalvantage.com.