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InnovationWhat is it?Why is it so difficult?Some perspectives; some examples; sometools to improve your chances of successProf. Rick MitchellTwo quotes“Innovation is the capability by whichwe get the future we want, as opposed tothe future we receive by defaultJohn Kao 2008“He that will not apply new remedies mustexpect new evils; for time is the greatest innovator”Francis Bacon c. 16001
What ION(The business,but not as usual)RadicalIncrementalAdapted from J. ionParadigm/ Bus. modelInnovation and Invention Murray Spengler Elias Howe NIHBWGWSTIA Innovation is not inventing something new, it’s doingsomething new.2
Can Creativity be Directed?Can Innovation be managed?Where do ideas come from?Managing Innovation:“Pentathlon Framework”MuInnovation StrategyIdeasSelection ExperimentMarket-Products-Processes-ServicesPeople and OrganizationWasteGoffin, K. and R. F. Mitchell (2017). InnovationManagement: Strategy and Implementation Using thePentathlon Framework, Palgrave.3
Person-topersonCommunication4
The unseen assumption is the biggest barrierto Innovation .And the most common is: “We couldnever do that” .so don’t let’s even bother to think about it5
XIDEASA Theory of Creativity When we think about things we always do so insome context, using ways of thinking (rules,habits, assumptions) that have been useful in thepast. These are the mental equivalent of the reflexesand skills that we train our body to apply,unconsciously. Such reflexes are highly efficient tools. But theycan be difficult to shake off.A. Koestler “The Act of Creation” Hutchinson, London 19646
Join all the spots with 4 lines straight lines,without taking pen from paperHidden assumptions7
Collision of thought paths in two differentmatricesResult: art; invention; humourHow toPromote this?A. Koestler “The Act of Creation” Hutchinson, London 1964XPRIORITISATIONand SELECTION8
Value: summary In an ideal world each project would have afully-developed financial business plan. “Bang for the (appropriate) buck” would give aranking order .BUT9
BUTConcern about financially baseddecisions “ over-reliance on strictly financial data and criteriamay lead to wrong portfolio decisions, simply becausefinancial data are often wrong!”“In spite of the fact that financial methods are themost rigorous of all methods, and most popular of alltools, they yielded the poorest results on justabout every portfolio performance metric.”SO?Ref: Cooper et. al.10
4000Do you think the highest point in Australia ishigher or lower than 4000 metres?Please write down your answer4000How high do you think the highest point inAustralia actually is ?Please write down your answer11
2000Do you think the highest point in Australia ishigher or lower than 2000 metres?Please write down your answer2000How high do you think the highest point inAustralia actually is ?Please write down your answer12
Scoring methods Specific project information is often unavailableor unreliable So, assess project against general criteria knownto be correlated with success e.g.– “Product differentiation, growth market, leverage ofcore skills”– Market sector or company criteria13
Dupont’s project scoring matrix1031Strategic alignmentClose fit to StrategySupports StrategyNot fully in line withstrategyValue lightStrongModerateLowMarket attractivenessHighly profitableModerately profitableLow profitabilityFit to supply existingchainFits currentchannelsSome change, notsignificantSignificant changerequiredTechnical uncertaintyHighMediumLow 50m 10-50m 10mRating scaleScoreFactorCompetitive advantageNPVTOTALSource: Cooper et al.For better examples, seeA Few more Examples ofInnovation14
Example: JC DecauxJCDecaux15
Photos: TIGER-STONEXIMPLEMENTATION16
STAGE GATESReview, decide, re-orientateIn the Fuzzy Front End Each phase involves learningFollowed by a reviewFollowed possibly by a redirectionThen another review ReviewA different style of management overviewis requiredEXPERIMENTATION17
Source: Govindarajan and TrimbleProduct Innovation at Allstate“YOUR CHOICE” AUTOConcept “Forgiveness” for accidents: Various levelsCash rewards for safe driving: Various ceTHE PRODUCTPromotionITProductPositioning18
“The Performance Engine”Why do people so often resist Innovation?What can we do about that?VxPxD C19
ELEMENTDESCRIPTIONACTIONSCostWhat is the cost to the person/people How could you reduceconcerned?that cost?VisionWhat vision could they have of howtheir life will be better as a result ofthe change?How can you enhancetheir belief in the vision?ProcessWhat (briefly) is the process forgetting there?How can you help thembelieve it can/will bedone?DissatisfactionWhat is YOUR and THEIRdissatisfaction with the status quo?How could you increaseTHEIR dissatisfaction?An Example20
Chosen Innovation: Post project reviewsPerson/group who may resist: Project managersELEMENTCostVisionDESCRIPTION- Difficult to get peopletogether afterwards- Fear of a ‘CriticismSession’-Schedule into NPD process.- Project members only.- Beer and cakes.- Team decides recommendations-Less trouble on the nextproject.- Increased recognition ofproject management as aprofession-ProcessDissatisfactionACTIONS-Project managers ‘club’ tooversee.Reports formally to Techdirector 6 monthly- Website ready at start.– Examples from other divisions.- Pilot and publicise- Less status without .- ‘Unprofessional’ not to do it.- Management pressure.- Peer pressure from Club.- Objective in appraisals21
XSTRATEGYStrategic Planning All organisations find it difficult to develop a longterm innovation strategy AND link it securely to overall strategy AND assure understanding and support from allparts of the organisation. Roadmapping is one method.22
Strategyand Communication23
Roadmapping - Planning for the ow-whyProductKnow-whatM1InvestigationsRD 1T1P2P3P4Where dowe wantto go?How canwe getthere?T2T3RD 2T4RD 4RD 3ResourcesM2P1Where arewe now?Competences Know-howTechnologyTimeRD 6RD 5Capital investment / financeSupply chainStaff / skills24
Lasers roadmap Revision 03Training ProgramsStandsContractsSafety Insp. Prod.New 3Fenix 2Trinity 2TrinityZoom LensSprint 2P3FreeformBluebirdSeagull ebirdFiber-Optic Delivery System?XR StudyTick-TockMicroCOOL "B"Zoom LensP3Beam CombiningMicroCOOL "C"Laser Marking StudiesDDC Tube ImprovementsAdditives & Surface Enhancements* ApplicationUK Ministry of Defence example technology roadmapwww.ams.mod.uk25
XPEOPLE ANDORGANISATION26
Managing Innovation:“Pentathlon Framework”MuInnovation StrategyIdeasSelection sses-ServicesPeople and OrganizationGoffin, K. and R. F. Mitchell (2017). InnovationManagement: Strategy and Implementation Using thePentathlon Framework, Palgrave.MuInnovation StrategyIdeasSelection &PrioritizationImplementationPeople and Organization27
Trinity 3. RESEARCH. Tinkerbelle * Application. Contracts Stands Training Programs Safety Insp. Prod. New Extraction Fenix 2 Fenix 3. Trinity. Trinity 2 Trinity 3 Zoom Lens Sprint 2 P3 Freeform Bluebird Seagull 2 DDC3 DDC4 DDC5 DDC3L 1 Bluebird XR Study Fiber-Optic Delivery System? Tick-Tock MicroCOOL "B" Zoom Lens P3 Beam Combining MicroCOOL .
