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INNOVATION MANAGEMENT 03/13 Innovation Challenges and Knowledge Transfer at the Digital Era
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INNOVATION MANAGEMENT
03/13
Innovation Challenges and Knowledge Transfer at the Digital Era
The Light That Guides Us to
Innovate
IDEAS
Conceptualize•Business Model•Business Case•Viability
PROTOTYPE
VALIDATE
LAUNCH
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Inputs
Externals
1st Validation
2nd Validation
3rd Validation
ExternalsExternals
Externals
CH
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PROJECTS
The Challenges are our Light
Step 1: Defining Challenges
Step 1: Defining Challenges
IDEAS
Conceptualize•Business Model•Business Case•Viability
PROTOTYPE
VALIDATE
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ExternalsExternals
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PROJECTS
4 Lenses Methodology
Internal External
Customer Insights
DiscontinuitiesOrthodoxies
Abilities
Step 2: Defining Ideas & Opportunities
Step 2: Defining Ideas & Opportunities
IDEAS
Conceptualize•Business Model•Business Case•Viability
PROTOTYPE
VALIDATE
LAUNCH
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ExternalsExternals
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PROJECTS
From Ideas to Opportunities
22
Opportunity 1
Opportunity 2
Opportunity 3
Opportunity 4
Opportunity 5
Opportunity 8
Opportunity 7Opportunity 6
Opportunity 9
Challenge 6
Challenge 1
Challenge 2
Challenge 4
Challenge 5
Challenge 3
Clustering Opportunities
Step 3: Innovation Projects
Step 3: Innovation Projects
IDEAS
Conceptualize•Business Model•Business Case•Viability
PROTOTYPE
VALIDATE
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PROJECTS
Done!
Define the Innovation Team
Manager + Project Leaders
Conceptualize the Project/s
Business Model of the Project
Source: Alexander Osterwalder (http://alexosterwalder.com/)
Macroeconomics
Geopolitics
Natural disasters
Legal context
Trends
Tech change
Market disruptions
Environment
…/…
…/…
Key partners Customer Relationship
Customers
Channels
Costs Revenue
Key Activities
Key Resources
Value Proposition
Business Case
Consider Real Options (Milestones)!!!!
Step 4: Prototyping
Step 3: Innovation Projects
IDEAS
Conceptualize•Business Model•Business Case•Viability
PROTOTYPE
VALIDATE
LAUNCH
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ExternalsExternals
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PROJECTS
Done! Done!
PrototypingFor products
bicycledesign.net
Co-Creation
Rapid Prototypin
g
Design Thinking
Externals
Clients
Prototyping
For services
Interaction Line
Visible Actions of the Company – Contact points
Visibility Line
Non Visible Actions of the Company
Value Propositions for the Client
• ….• ….
• …• …
• … • …
• …
• …• …
Client Actions
Solution Developme
ntPurchase Use
Renovation
Replacement
Experience Map
Proof of Concept
Co-Create
Clients
Partners
Rapid Prototypin
g
Proof – Error – Proof – Error – Proof – Error
The best way to detect fastly a ‘false positive’
Step 4: Launch to Market
Step 4: Launch
IDEAS
Conceptualize•Business Model•Business Case•Viability
PROTOTYPE
VALIDATE
LAUNCH
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2nd Validation
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Done! Done! Done!
The ROI of Innovation
Check-List:•Total of initial ideas:
• % at each filtercada gate• Promoted ideas vs. Natural ideas• Idees x department
•Time:• Idea development• Time to merket• Time of each decision• Output
•Results:• % sellings from new products/services• % profits from new products/services• Number of new products launched x year
The ROI of Innovation
Dr Marc Ramis CastelltortCEO
Contact: [email protected]
Fundación Ciudad Politécnica de la InnovaciónUniversidad Politécnica de ValenciaEdif. 8G, acc. A, 3ª planta46022 Valencia (Spain)
Thanks!!
Roc Fages RamióSenior Consultan
Contact: [email protected]
c/ Aribau 198, Pta Baixa08036-Barcelona
