TECHNOLOGICAL INNOVATION PROCESSES - APPROACHES TO INNOVATION CONCEPTS
- 2. TECHNOLOGY INNOVATION TECHNOLOGICAL INNOVATION PROCESSES APPROACHES TO INNOVATION CONCEPTS
- 3. TECHNOLOGICAL INNOVATION PRODUCT-ORIENTED CONVERSION PROCESS (pre-WW II, per Twiss)
- 4. TECHNOLOGICAL INNOVATION TECHNOLOGY/MARKET-ORIENTED CONVERSION PROCESS (post-WW II, per Twiss)
- 5. TECHNOLOGICAL INNOVATION THREE-PHASE PROCESS (by early 1980s, per Walcoff)
- 6. TECHNOLOGICAL INNOVATION COUPLING PROCESS (by early 1980s, per Rothwell)
- 7. TECHNOLOGICAL INNOVATION INTEGRATIVE PROCESS (late 1980s, per Kamm)
- 8. TECHNOLOGICAL INNOVATION INTEGRATIVE PARALLEL PROCESS (late 1980s, per Graves)
- 9. TECHNOLOGICAL INNOVATION INTEGRATIVE SYSTEM PROCESS (early 1990s, per Bursic & Cleland)
- 10. TECHNOLOGY INNOVATION TECHNOLOGICAL INNOVATION PROCESSES APPROACHES TO INNOVATION CONCEPTS
- 11. APPROACHES TO INNOVATION CONCEPTS SYSTEMATIC INNOVATION (Drucker) “… systematic innovation … consist of the purposeful and organized search for changes, and in the systematic analysis of the opportunities such changes might offer …”
- 12. APPROACHES TO INNOVATION CONCEPTS SOURCES OF INNOVATIVE OPPORTUNITY (Drucker–1) 1) The unexpected 2) Incongruity 3) Process need 4) Industry/market structure 5) Demographics 6) Perception 7) New knowledge
- 13. APPROACHES TO INNOVATION CONCEPTS SOURCES OF INNOVATIVE OPPORTUNITY (Drucker–2) 1) THE UNEXPECTED The product, process, etc. for which there were no great expectations yet it did very well; the product process, etc. for which there was every reason to expect success yet it failed; an unanticipated market opens up. 2) INCONGRUITY When demand grows steadily but profitability does not; some portion of a process that seems awkward; when producers, suppliers, etc. have arrogant beliefs about what is needed or wanted.
- 14. APPROACHES TO INNOVATION CONCEPTS SOURCES OF INNOVATIVE OPPORTUNITY (Drucker–3) 3) PROCESS NEED Task-focused; perfecting a process that already exist, replacing a link that is weak, redesigning a process around new knowledge, making possible a process by supplying the missing link. 4) INDUSTRY/MARKET STRUCTURE Rapid growth of an industry; viability of the traditional market definition and segmentation; convergence of technologies; the way business is done is changing rapidly.
- 15. APPROACHES TO INNOVATION CONCEPTS SOURCES OF INNOVATIVE OPPORTUNITY (Drucker–4) 5) DEMOGRAPHICS Changes in the population; its size, composition, employment, educational status, age structure, income, etc. 6) PERCEPTION When a change in perception takes place, the facts do not change, but their meaning does.
- 16. APPROACHES TO INNOVATION CONCEPTS SOURCES OF INNOVATIVE OPPORTUNITY (Drucker–5a) 7) NEW KNOWLEDGE The “super-star” of entrepreneurship and innovation; the knowledge is not necessarily scientific or technical; amongst history-making innovations, knowledge-based innovations rank high. CHARACTERISTICS OF KNOWLEDGE-BASED INNOVATIONS (1) The longest lead time of all innovations (e.g., 25-30 years) (2) Almost always based on the convergence of several different kinds of knowledge
- 17. APPROACHES TO INNOVATION CONCEPTS SOURCES OF INNOVATIVE OPPORTUNITY (Drucker–5b) 7) NEW KNOWLEDGE (CON’T) SPECIFIC REQUIREMENTS OF KNOWLEDGE-BASED INNOVATION: (1) Careful analysis of all of the necessary factors (2) A clear focus on the strategic position (3) Ability to learn and practice entrepreneurial management
- 18. APPROACHES TO INNOVATION CONCEPTS SOURCES OF INNOVATIVE OPPORTUNITY (Drucker–5c) 7) NEW KNOWLEDGE (CON’T) UNIQUE RISKS OF KNOWLEDGE-BASED INNOVATION: (1) The window of opportunity for establishing a position is small (2) A “shake-out” sets in as soon as the window of opportunity closes (3) There must be receptivity to the knowledge-based innovation
- 19. APPROACHES TO INNOVATION CONCEPTS INNOVATION DIMENSIONS (Kamm) FORM FUNCTION EXTENT TIMING
- 20. APPROACHES TO INNOVATION CONCEPTS INNOVATION DIMENSIONS (Kamm - 1) Generation or adoption of: - Technology (product, process service) - Market (users, buyers, clients) - Organization (structure, function) FORM
- 21. APPROACHES TO INNOVATION CONCEPTS INNOVATION DIMENSIONS (Kamm - 2) Improves quality Reduces cost Performs new functions Enhances current market attractiveness Increases current market offerings Enters market not currently served Improves learning curve Enhances economies of scale Permits production of better-quality offering Enhances human growth and potential FUNCTION
- 22. APPROACHES TO INNOVATION CONCEPTS INNOVATION DIMENSIONS (Kamm - 3) EXTENT
- 23. APPROACHES TO INNOVATION CONCEPTS INNOVATION DIMENSIONS (Kamm - 4) (introduction or adoption) First-to-market Quick second Quick third Late follower TIMING