9. Innovation In Micro-Enterprises
Session 1 –A Tour of YOU
• Objective 1 – identify the key influences in
bringing you to where you are now
• Objective 2 – what is your experience of
change?
• Objective 3 – what is your experience of
change in your business?
10. “A Tour of YOU”
• Exercise 1 (Icebreaker) - What Made You “You”?
– Introduction (5 minutes)
– Self-reflection (10 minutes)
– Pair off
– Presentation to your neighbour (10 minutes – 5 each)
– Modelled on speed dating
12. What made you “you”?
• Self-mapping exercise – “you” as a rose. Petals
and thorns. Influences for good or for bad.
What influenced you (eg: the talents of the
people around you) Why?
• What made you what you are today?
• Pair off : talk to each other, 5 minutes each
about your reflections.
• Mediated by an elevator bell
13. What made you “you”?
• “Thorns” are the
painful, challenging
Events/influences –
choose at least two
• “Petals” are the positive,
encouraging events/influences
- Choose at least two
• Aim for 5 influences in total
14. What made you “you”?
• Pair off : talk to each other, 5 minutes each,
about your reflections.
• Mediated by an “elevator bell” – sets a time
limit (as per time in an elevator with someone
you want to talk to before the doors open) -
encourages concise presentation and allows
the facilitator to move things along without
being rude.
15.
16.
17.
18. What made you “you”?
Represent your story as a
series of “petals” (positive
influences) and “thorns”
(challenges).....
23. “Getting To Go”
• Present your business story – the origins of the business, what
motivated you, what was the stimulus, what steps you took from
idea to start-up – go back to your mindset when you started out
• Describe the steps taken in 5 images or words – 15 minutes
• Then pair off. Each of you has 5 minutes to present your story to
your partner 10 minutes in total
• You should listen to your partner and note what struck you.
• Each of you will then report back on your impressions of your
partner (2 minutes per person - 20 minutes in total) Elevator bell
27. Getting To Go......
• Step one: You - Your decision to start-up -
what steps did you take?
• Step two: Your partner - Identify what was
interesting, remarkable and surprising? What
was risky?
• What adjective best describes this person?
What have you learnt from this person?
28. Feedback by Facilitator (Jose)...
• Key words
• Overall impression of what were innovative
traits
30. Around the wheel of innovation
Module 2 – Types of innovation
IIME Leonardo
January 17th 2011
Berlin
31. Content
Meaning of innovation
Think innovative –exercise
Types of
innovation
Definitions Examples Applications
Principles for creating
innovative team
36. You're in a high street coffee shop.
Imagine this scene through the eyes of a technologist
from 100 years ago.
Think innovative – exercise
100 years old coffee shop
38. Business innovation involves a wide spectrum of original concepts,
including development of:
new ways of doing business,
new business models,
business application of technology and communications,
new management techniques, environmental efficiency,
new forms of stakeholder participation, telecommunication,
transport and finance.
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
Business innovation
40. • “An organisational innovation is the
implementation of a new organisational method
in the firm’s business practices, workplace
organisation or external relations.”
“ The implementation of a new organisational
method in the firm’s business practices.”
“… The implementation of a new
organisational method in the firm’s…
workplace organisation”
“… The implementation of a new
organisational method in the firm’s…
external relations”
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
Organizational innovation
41. • Strategy innovation is about challenging
existing industry methods of creating
customer value in order to meet newly
emerging customer needs, add additional
value and create new markets and new
customer groups for the sponsoring company.
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
Strategy innovation
42. • Why strategy innovation?
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
You should respond
by adopting a new
approach to strategy,
one that combines:
…
Strategy innovation
speed,
openness,
flexibility,
forward-focused
thinking.
43. • In China, some doctors are paid monthly when their
patients are healthy. If you are sick, it‘s their fault, so
you don‘t have to pay that month. It‘s their goal to
get you healthy and keep you healthy so they can get
paid.
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
Examples
Strategy innovation
44. • “A marketing innovation is the implementation of a new
marketing method involving significant changes in product
design or packaging, product placement, product promotion or
pricing.” OECD – The OSLO Manual
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
http://www.feelings.ro/multimedia/cafe
Marketing innovation
45. 1
•What do you think about this ?
2
•What do you think about the profit
of this idea?
3
•In your opinion is it simple to
implement this?
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
Marketing innovation
Toilet paper example
46. • A product innovation is the introduction of a good or
a service that is new or significantly improved with
respect to its characteristics or intended uses.
http://www.davison.com/creators/category/product-innovation/
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
Product innovation
47. New products
Improved products
New services
Improved services
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
Product innovation – examples
49. 1
•What do you think about this ?
2
•What do you think about the profit of
this idea?
3
•In your opinion is it simple to implement
this?
4
•What else could be improved to this?
5
•What disadvantage (s) would be?
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
Product innovation
Exercise:
51. • Technological innovation: implemented technologically new products and
processes and significant technological improvements in products and
processes.
Explosive technology
Implosive technology
Technological
innovations
Product
technological
innovation
Technology
innovation
The product or process should be new from the
point of view of the firm that introduced it.
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
Technology innovation
54. Ten Principles for creating the highest
performance teams and team innovation.
• Establish the reasons and objectives of forming
a team.
• Recruit the best team players.
• Establish clear, participatory, effective and
elevating team goals and plans.
• Articulate and communicate team task functions
and relationship functions.
• Develop healthy and productive group and
meeting norms.
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
55. • Manage team behaviours and conflicts.
• Cultivate and unleash Group Creativity and
Innovation.
• Update and manoeuvre team communication.
• Create a Team Assessment Inventory.
• Create an environment wherein the team
members enjoy their work.
Marketing
innovation
Product
innovation
Process
innovation
Organizational
innovation
Strategy
innovation
Technology
innovation
Business
Innovation
Ten Principles for creating the highest
performance teams and team innovation.
58. LEONARDO IIME PARTNERSHIP MEETING, BERLIN
“INNO-PRISE: TAKE THE PATH TO SUCCESSFUL INNOVATION”
17.01. – 18.01.2011
The fraunhofer iff approach to
innovation process design
Jacqueline Görke, Jörg von Garrel
59. Innovation Process Concept
• Preparation and
visioning
• High level target
setting
• Framework to
Process House
• Benchmarks
Develop Vision
and
Framework
Validate
Current
Situation
Redesign
Innovation
Process
Define
Implementation
Steps
1 2 3 4 Implemen-
tation
• Process map
• Process metrics
• Issue analysis
• Benefits from
cross-usage
• Roadmap status
quo
• Process redesign
• Framework project
management
• Framework for
platform /
modularity
• Define pilot
project
• Prerequisites
• Implementation
planning
• Treatment of
“old products”
• Pilot
implementations
• Shaping out details
• Monitoring
Innovation Process Concept
(phases are overlapping)
60. Proposed approach – Phase 1
In the first phase the team develops the overall vision and framework
Develop Vision
and
Framework
Validate
Current
Situation
Redesign
Innovation
Process
Define
Implementation
Steps
1 2 3 4
Given project framework
Communication structure is defined and functional
High level targets are agreed
High level vision for each work process is defined
Work processes are identified
61. Proposed approach – Phase 2
In the second phase the team validates the current innovation process
Develop Vision
and
Framework
Validate
Current
Situation
Redesign
Innovation
Process
Define
Implementation
Steps
1 2 3 4
Input/Output and major tasks of each work process are identified
For work process Develop Product current process is mapped (milestone concept incl.)
Current metrics are evaluated for all work processes
Issue Analysis is finished
62. Proposed approach – Phase 3
In the third phase team develops the future concept for innovation
Develop Vision
and
Framework
Validate
Current
Situation
Redesign
Innovation
Process
Define
Implementation
Steps
1 2 3 4
Clear strategy for the future innovation process
is defined
Framework for platform/modularity
Each work process is defined in detail:
Process map / gate concept
tasks, responsibilities, decision competence
Input/Output relations in and
between sub processes
Performance metrics, basic rules
Project and quality management
63. Proposed approach – Phase 4
In the first phase team develops the overall vision and framework
Develop Vision
and
Framework
Validate
Current
Situation
Redesign
Innovation
Process
Define
Implementation
Steps
1 2 3 4
Pilot projects are defined
Necessary prerequisites are defined
Implementation is defined
Subprojects
Project Teams / Resources
Time Schedule / Milestones
64. LEONARDO IIME PARTNERSHIP MEETING, BERLIN
“INNO-PRISE: TAKE THE PATH TO SUCCESSFUL INNOVATION”
17.01. – 18.01.2011
Structuring your innovation
Jacqueline Görke, Jörg von Garrel
66. • It‘s about
• Understanding, imagination and action.
• …because
67. • „It is not always true, that it‘s getting better,
when things change.
• But if it should get better, something has to
change.“
•
• Georg Christoph Lichtenberg (1742-1799)
69. …provides a lot of different theories
about „standardized innovation
processes“ … Rahmenbedingungen
des Innovationsmanagements
Rahmenbedingungen
des Innovationsmanagements
71. …shows that…
– …there‘s no one size fits all approach.
– …innovations cannot be designed divorced from
reality.
– …successful innovations need creative and analytical
skills.
– …innovation processes should be kept simple.
72. Practical example - BASF
– Do it as simple as possible,
but make sure that actions
are taken.
– Implement clear roles and
responsibilities.
– Rather give guidelines than
rules, because one size
doensn‘t fit all.
– Focussed project work,
creativity, efficiency and
culture are core elements of
innovation processes.
Quelle: http://www.refa-chemie.de/media/56.pdf
73. Practical example - SIEMENS
– Innovations follow the
customers and thus the
market.
– Research is a neccessary,
but not the only
requirement for innovation.
Successfull innovation
needs implementation on
the market.
– (Innovation) networks are
the catalysts for innovation.
– Economical value results
from successfull innovation.
Quelle:
http://www.siemens.com/innovation/pool/de/2009/innovation_at_siemens
_27_04_2009_d.pdf
74. Practical example - Google
– Defining a foundation that sets innovation
objectives and mobilizes your efforts.
– Developing a stream of original ideas tied
to real business objectives.
– Creating a streamlined and flexible
approach to shepherd innovative ideas to
market.
– Building a thriving work environment that
drives innovation across your organization.
Quelle: http://www.docstoc.com/docs/26763113/Innovation-Case-Study-Google
a
strategy
idea
s
climat
e
proces
s
ideas
climat
e
proces
s
strategy
process
idea
s
climat
e
strategy
climate
idea
s
strategy
proces
s
75. Practical example - Google
Five ways of achieving innovation:
– Open office hours
– Free thinking time
– The ideas list
– Big brainstorms
– Acquire good ideas
Quelle: http://www.google.de/intl/de/corporate/tenthings.html
Smart people
+
creative
environment
+
outlet for ideas
=
innovation
76. Big enterprises say, successful
innovation needs:
– intensive collaborations with customers and research
institutions,
– taking technological AND economical aspects into account,
– inclusion of technology trends and innovations from all
markets,
– development of new markets beside the core business,
– close networking of firms and researchers along the value
added chain,
– use of external sources,
77. Big enterprises say, components of
innovation are:
– CREATIVITY
• discovering a new idea
– STRATEGY
• determining the usefullness of an idea
– IMPLEMENTATION
• putting the new idea into action
– PROFITABILITY
• maximizing the added value from the implementation of the
new idea
78. Small and medium-sized enterprises
say, successful innovation is hindered
by:
– Innovativeness,
– innovation strategy,
– innovation techniques,
– corporate management,
– controlling,
– quality management,
– knowledge on demands and markets,
– marketing,
– project management.
Quelle: http://alchemi.co.uk/images/InnovationCartoon-dontlink.jpg
79. Small and medium-sized enterprises
say, successful innovation is missing:
CREATIVITY
discovering a new idea
STRATEGY
determining the usefullness of an idea
IMPLEMENTATION
putting the new idea into action
PROFITABILITY
maximizing the added value from the implementation of the new idea
80. In a nutshell:
– Innovation management can‘t be standardized and has to be
carried out individually.
– Innovation can take place at all stages of the planning process.
– Innovation can be applied to the daily activities of all
departments.
– Innovation can be applied everywhere in the organization - to
existing products, services, programs, or processes.
– Innovation involves strategic skills to develop ideas to bring
added value to the organization and to win acceptance for
implementing new ideas.
82. What drives innovativeness?
– Management:
• pushes innovation by setting goals,
• applies a proper strategie,
• helps overcoming internal and external barrieres,
• allocates financial ressources
– Innovation goal:
• defines the type of innovation the organization currently wants,
• balance of creativity and order, to reach effective and efficient results
83. What drives innovativeness?
– Innovations climate:
• defines active roles of the employees involved,
• balances radical ideas with traditions,
• nourishes ideas and initiatives,
• reflects the emloyee‘s identification with the innovation goal of the company
– Innovation marketing:
• early implementation of external ideas,
• orientation on trends of the market and on customers needs
85. Workshop program
Time Objective Content Aids Who
20 – 30 min. Exchange of
experience
Discussing questions, e.g.:
What positive/negative experiences did
you have when implementing your
innovations/innovation process?
What could have been done to improve
the project?
bulletin board,
metaplan paper,
pushpins,
carts,
markers
flip chart
Group work:
Two groups, working
parallel on both topics .
2 x 10 min. Presentation and
discussion of the
results
Presentation of results: Negative and
positive experiences, potential options,
deficits
1 bulletin board, metaplan
paper, pushpins, carts,
markers
1 flip chart
All participants
86. Group work:
Exchange of experiences
Split the workshop group in 2. Discuss in your group the questions
listed on the bulletin board. You will have 20 - 30 minutes.
• Example questions:
–What (positive/negative) experiences did you have when
implementing your innovations/innovation process?
–What works/worked well? What could be established as a standard?
–Where are/were deficits? What could have been better? What was
not conducive?
–What could have been done to improve the project?
–How could the successes be transferred to the next project or other
future projects?
87. Group 1 & 2:
Presentation and discussion of results
• Steps
1.One member of group 1 and one member of
group 2 presents the respective group’s results.
2.Discussion of the results, focusing of differences.
3.Brief presentation of example of good practice.
Each group will have 10 minutes.
96. HOW to get there?
• Individual Action Plans
– Individual
• YOU ... Personal, unique, tailored
– Action
• What will be DONE ... with the goal in mind
– Plan
• What, When, Who ... Success criteria?
97. You have done this before...
... or you‘d be out of business!
112. Getting Ready To Plan Actions
1. Choose, in your opinion, the best innovation type to pursue for your
enterprise
2. Rank the remaining 5 innovation types – 10 minutes
3. Individually write down the “why, when, who, how, where and
what” related to your #1 innovation type
4. Then pair off.
1. Each of you has 5 minutes to present your story to your partner (10
minutes in total)
2. You should listen to your partner and note what struck you
5. Each of you will then report back on your impressions of your
partner (2 minutes per person - 20 minutes in total)
6. Start thinking through the actions that will be necessary to
progress. Write them down.
113.
114. This is your future ...
invest time in your future.
115. Thank you and…
… we wish you great success
with your innovations!
116.
117. Most action plans consist of the following
elements
• a statement of what must be achieved (the outputs or result
areas)
• a spelling out of the steps that have to be followed to reach
this objective
• some kind of time schedule for when each step must take
place and how long it is likely to take (when)
• a clarification of who will be responsible for making sure that
each step is successfully completed (who)
• a clarification of the inputs/resources that are needed.
118. Action Planning Process
1. Clarify the result areas on which you will be working
2. List steps necessary to achieve each result area
3. Sequence the steps in a logical order
4. Assign responsibility for each activity
5. Summarize the outputs
6. Summarize the resources needed
7. Summarize the likely costs
8. Put it all together in a workplan schedule
What business innovation involves: the marketing departement, the production, the process, the organization, strategy and last but not least technology.
Picture an everyday scene. You're in a high street coffee shop. All around you people are having coffee:* some are chatting with friends; others are using their mobile phone;* few individuals seem to be working – consulting their laptop computers, scribbling notes;* in a corner of the coffee shop where an internet cafe has been set up, at one table a couple of teenagers are laughing at a message in a chat room, * while at another table an old chap searches the Web for something.Now imagine this scene through the eyes of a technologist from 100 years ago. * Putting aside his disappointment at not seeing any flying cars or people wearing silver spacesuits, some aspects of the scene will be familiar. * People are still drinking coffee and talking as they did in 1906, although the range of coffees, the variety of accents and languages, and the mix of races and sexes might be surprising.
* Putting aside his disappointment at not seeing any flying cars or people wearing silver spacesuits, some aspects of the scene will be familiar. * People are still drinking coffee and talking as they did in 1906, although the range of coffees, the variety of accents and languages, and the mix of races and sexes might be surprising.
Value proposition is a description of the customer problem, the solution that addresses the problem, and the value of this solution from the customer's perspective.Market Segmentation- Successful marketers qualify their current and prospective customers. By doing so, they can better target their value propositions to different customer groups, which results in higher sales.Value chain is a high-level model of how businesses receive raw materials as input, add value to the raw materials through various processes, and sell finished products to customersCompetitive Strategy- To be successful today, your company must become competitor-oriented. You must pursue the right competitive strategy – avoid strengths of your competitors and look for week points in their positions and then launch marketing attacks against those weak points.
You should respond by adopting a new approach to strategy – one that combines
New products include the first MP3 players on the market (Figure 1), cardiovascular stents, the digital camera, mobile/cell phone with a built-in digital camera and the first microwave oven Improved products include kinetic watches, new models of mobile/cell phones, flat screen TV and high definition TV.New services include 24 hour banking, online insurance brokerages, first dating services and music download services.Improved services include broadband internet, free minutes from telephone service providers and online banking – addition of bill pay facilities
explosive technology, in other words technology, which expands domains, (eg. Space research, deep-sea exploratioimplosive technology, in other words technology which enriches domains (eg. microelectronics, composite materials, chemical analysis) n, genetic manipulation)
1. Establish the reasons and objectives of forming a team. Create a concise team vision and mission statement that is crisp and well understood. 2. Recruit the best team players who will be the most adept at achieving the said team objectives, vision and mission. Find employees both from within the organization through your own network of friends, peers and managers, and externally through the best recruiters available.3. Establish clear, participatory, effective and elevating team goals and plans, preferably using SMART system. Ensure that the team’s plans and future direction are clear and supported, the team is kept informed of the ongoing progress, quality standards and effectiveness set, and there is complete commitment from team members towards achieving these objectives.4. Articulate and communicate team task functions and relationship functions, and help the team understand the differences through examples. Organize and lead the team so that the team coordinates the efforts and cooperates well. Create a high degree of trust and confidence among the team members, ensure that the team members participate fully and communicate openly making sure that everyone is always included, encourage different viewpoints and foster diversity in thought and members, and build camaraderie, closeness and friendship within the team.5. Develop healthy and productive group and meeting norms, grow team cohesiveness by building collaboration, and manage social loafing consequences. Make decisions by consensus after seeking opinions from each team member, help the team towards making its own good decisions, resolve problems and find solutions through mutual effort and open communications, and evaluate team behaviors and perceptions openly.
6. Proactively manage team behaviors and conflicts that could either encourage or harm member relations, and regulate situations where individual needs are not satisfied. The emphasis is on “proactively” managing conflicts. A high performing team will have conflicts, openly and often. Conflicts are a healthy sign of a team cooperating and communicating ideas frequently. The manager should create sound conflict resolutions techniques wherein the conflicts are addressed in a timely manner, and conflicts remain rooted in problems and issues, and not about members.7. Cultivate and unleash Group Creativity and Innovation. A leader becomes indispensable and important to the organization when they can develop creativity throughout the organization--in their team, and in the processes the leader uses to tap and leverage that widespread creativity. What processes drive Group Creativity and Innovation? The team leader leverages Group Creativity techniques including Basic Brainstorming, Nominal Group Technique (NGT), and NGT-Storming. A creative team leader will always ask a lot of questions, never judges, encourages free-wheeling, goes for quantity (of ideas), and promotes piggybacking during the group creativity meetings. Finally, a witty quote about change, and stepping into the team member’s offices and asking a simple question: “any creative ideas today?” will always encourage creativity and innovation among the team.8. Analyze, update and maneuver team communication according to the twelve categories comprising Bales’ Interaction Analysis. Bales’ Interaction Analysis allows the manager to review the team’s member communications in four categories: Positive reactions, Attempted answers, Questions and Negative reactions. By analyzing this once every few months, the leader can not only get insight on how the team communicates, but also provide individual members feedback. If the overall communications are moving towards increasing Questions and Negative reactions, the leader can take appropriate steps to enhance the communication flow.9. Create a Team Assessment Inventory on the team’s general productivity and climate, team goals, processes and procedures, and member relationships every three months to analyze and calibrate the team performance. This is very important if the team is going to be working together on projects for the long term. Also, this would provide the manager a self-assessment on how well the term is performing.10. Have fun!! Create an environment wherein the team members enjoy their work, and the team morale remains high. The leader needs to exude excitement, and inject that passion so that the team members also work with high degree of energy and excitement. Every month or once every few months, the leader should take time to enjoy the achievements, and plan fun activities with the team.
