Workshop 13 de Marzo de 2013

1. Innovation Challenges and Knowledge Transfer
at the Digital Era
PART 1:
INNOVATION UPDATE
03/2013

2. Innovation

3. Less back pain
+
Faster cleaning

4. Try & Mistake
or
Fail to success
80’s: New Coke failed
90’s: Crystal Pepsi also failed!!

5. To Walk
&
To listen music
Lateral thinking for innovation

6. One use
products
?
Innovate through our capacities

7. Innovate in Process
A Hospital with Toyota’s Model. From -2’5M$ to 25M$ in 3 years

8. Listen to consumer’s trends
SO - MO - LO Revolution

9. Which
Innovations?

10. Incremental Innovation
Radical Innovation New products, services
Disruptive Innovation
Breaking the market rules

11. 4 Key Factors to
Innovate

12. CULTURE: Innovative DNA
Quickness Being Open
Teamwork
Focused
Being Positive
Complexity

13. GOVERNANCE
CEO
R+D manager
brokers
innovation commitee
CIO
shareholders marketing manager
externals
project leaders

14. STRATEGY
STRATEGIC ALLIGNMENT WITH THE COMPANY
FLEIXIBILITY TO SPIN-OUT NOT ALLIGNED PROJECTS

15. PROCESS: A clear Innovation Funnel
Externals
Externals
Externals
Externals
CHALLENGES
IMPLEMENT
Filtro nº4
PROTOTYPE LAUNCH
Inputs
Filter 1
Filter 2
Filter 3
IDEAS PROJECTS
VALIDATE
Conceptualize
•Business Model
•Business Case
3rd Validation
2nd Validation
1st Validation

16. Innovation Atlas

17. 1. Results Oriented
4. Positive Tension
3. Disciplined
6. Open Innovation (funnel)
5. Act & Capacities
2. Creativity
7. Corporate Culture
Source: www.xaviermarcet.com

18. Innovation
Challenges

19. DOBLIN
ANALYSIS
1. Business model 5. Product performance
how the enterprise makes money basic features, performance and functionality
2. Networking 6. Product system
enterprise’s structure/ extended system that surrounds an offering
value chain
7. Service
how you service your customers
Finance Process. Offering Delivery
Business Networking Enabling Core Product Product Service Channel Brand Customer
model process process performance system experience
8. Channel
how you connect your offerings to
3. Enabling process your customers
assembled capabilities
9. Brand
how you express your offering’s
4. Core process benefit to customers
proprietary processes that add value
10. Customer experience
how you create an overall
experience for customers

20. Volume of innovation efforts
Hi Last 10 years
Source: Doblin analysis
Lo
Finance Process. Offering Delivery
Business Networking Enabling Core Product Product Service Channel Brand Customer
model process process performance system experience

21. Cumulative value creation—
Hi Last 10 years
Pareto revisited:
Less than 2% of projects produce
More than 90% of value…
Lo
Finance Process. Offering Delivery
Business Networking Enabling Core Product Product Service Channel Brand Customer
model process process performance system experience
Source: Doblin analysis

22. Open Innovation
Henry Chesbrough, 2008

23. Open Services Innovation
Henry Chesbrough, 2011

24. Open Services Innovation
Clients
Clients
Company --
Company Company --
Company
Collaborator
Collaborator Platform
Platform
Henry Chesbrough, 2011

25. Open Services Innovation
Feel Free Coffee Cup: 30R$/year
Expected Turnover: 800.000 clients X 30R$ = 24 MR$ x yr (Source:
http://www.service-innovation.org/?p=43 )

26. Innovate
&
Listen to the
Market

27. Listen to
Consumer Trends

28. trendwatching 2012
RED CARPET Do It Yourself
China Comes Apps Apps Apps Apps
CITYSUMERS
DEALER CHIC Urban needs
Finding Offers
PROSUMERS
CASH-LESS Geoloc., Share,...
TRANSPARENCY
Mobile Payment
AUGMENTED
REALITY
SCREEN CULTURE RECOMMERCE
Source www.trendwatching.com
28

29. Listen to
Consumer
Scenarios

30. CreaFutur Outlook 2012
Yellow World
SEDUCING BRANDS
HIGH MASSIVE ACCESS TO PRODUCTS &
CONSUMPTION SERVICES
MASSIVE DISTRIBUTION
China, Brasil, Perú, Chile PLANNED OBSOLESCENCE
Spain, France, Germany
Red World LOW
AGAINST INTRUSIVE
MARKETING
CONSUMPTION
LOOSING THE MIDDLE
CLASS
UNCONFIDENCE THROUGH
INSTITUTIONS AND BIG CONSUMER AS A PERSON
España, USA, France, GB CORPORATIONS
Blue World BEYOND CONSUMPTION POST MATERIALISM
RESPONSIBLE AND SUSTAINABLE
COMPANIES
RESPONSIBLE PROSUMER LOW INTENSIVE
Germany, Sweeden MARKETING
Fuente http://www.creafutur.com/es/estudios/outlook2012
30

31. HEALTH TRANSPARENCY COLLABORATIVE
CONSUMPTION
FOOD PROXIMITY PEDAGOGICAL MKT
SECURITY HEALTHY FOOD FOR KIDS
ECOLOGIC & LOCAL
PRODUCTS
PRIVACY DIGITAL
ICT RESPONSABILITY
INTERACTIVITY ONLINE AND HEALTH
EVALUATION
COSTS REDUCTION PRODUCTS HOUSEHOLD SUSTAINAB ILITY
EQUIPMENT
ENERGY SAVING
ONLINE PURCHASE
NO INTERMEDIARIES
GOOD PURCHASING EXPERIENCE
RETAIL TOURISM / LEISURE SUSTAINABLE
OUTLETS / 2ª HAND
EXCHANGE: FISICAL & VIRTUAL
T HAVE A GOOD SERVICE
TRANSPARENT BRANDS
Fuente http://www.creafutur.com/es/estudios/outlook2012
31

32. there’s no innovation
without risk...
...but the biggest risk is to
do not innovate

33. Thanks!!
Dr Marc Ramis Castelltort
CEO
Contact: mramis@tbinnovation.com
Fundación Ciudad Politécnica de la Innovación
Universidad Politécnica de Valencia
Edif. 8G, acc. A, 3ª planta
46022 Valencia (Spain)
Roc Fages Ramió
Senior Consultan
Contact: rfages@ltcproject.com
c/ Aribau 198, Pta Baixa
08036-Barcelona