HC2- embedding the innovation process in the organization

Question 1

Four dimensions of innovation space (4 P’s of innovation space)

Answer 1

• Product innovation: changes in the things that an
  organization offers
• Process innovation: changes in the ways offerings are created and delivered
• Position innovation: changes in the context in which
  the products/services are introduced
• Paradigm innovation: changes in the underlying
  mental models that frame what the organization does

Question 2

Innovation in collaboration

Answer 2

Open innovation! What you buy from suppliers depend on your innovation, so work together.
reasons:
1. Capabilities: need different competences, so collaborate to get these competences fast
2. Change of strategie of the companie, instead of trowing everything away, find a companie in which strategy this innovation will fit, and sell it. Or start a separate venture, as if you were a separate companie. This is also a way to look if someone in your companie is capable of managing ed.
3. Other companie sells you their innovation effort, because it does not suit their portfolio well.

Question 3

Services and innovation

Answer 3

There are plenty of examples where innovation has led to competitive advantages in services. (bijv bij online bankieren)

There are challenges in service innovation:
- They are much easier to imitate
- There are fewer barriers for entry or imitation

Service innovation emphasizes the demand side:

In the context of service innovation, the search for and use of demand-side knowledge is critical – many services are simultaneously created and consumed, and end-user understanding and empathy are essential to success.
-> It is an example of paradigm innovation.

Question 4

Advantages small organisations (8)

Answer 4

1. speed of decision making
2. informal culture
3. High-quality communications
4. Shared and clear vision
5. Flexibility and agility
6. Entrepreneurial spirit and risk-taking
7. Energy, enthusiasm, passion for innovation
8. Good at networking internally and externally

Question 5

Disadvantages small organisations (8)

Answer 5

1, Lack of formal sysyems for management control
2. Lack of access to key resources, especially finance
3. lack of key skills and experience
4. Lack of long-term strategy and direction
5. Lack of structure and succession planning
6. Poor risk management
7. LAck of application to detail, lack of systems
8. Lack of access to resources

Question 6

Two complementary modes of innovation:

Answer 6

1. Steady state: in which innovation happens but within a defined area in which the ‘good practice’ routines can operate
2. ‘Do different’ innovation where the rules of the game have shifted and where managing innovation is a process of exploration under uncertain conditions.

Question 7

can we manage innovation?

Answer 7

Create conditions under which a successful resolution of multiple challenges under high levels of uncertainty is more likely. Organizations have ‘routines’; ways of behaving and responding to situations as a result of repetition and reinforcement.

Question 8

core abilities (9)

Answer 8

1. recognizing
2. aligning
3. acquiring
4. generating
5. Choosing
6. Executing
7. Implementing
8. Learning
9. Developing in the organization

Question 9

contributing routine for recognizing

Answer 9

searching the environment for technical and economic clues to trigger the process of change

Question 10

contributing routine for Aquiring

Answer 10

recognizing the limitations of the company’s own technology base and being able to connect to external sources of knowledge, information, quipment etc.

Question 11

contributing routine for Generating

Answer 11

having the ability yo create some aspects of technology in-house trough R&D, internal engeneering groups etc

Question 12

contributing routine for choosing

Answer 12

exploring and slecting the most suitable response to the environmental triggers which fit the strategy and the internal resource base/external technology network

Question 13

contributing routine for executing

Answer 13

managing development projects for new products processes from initial idea through to final launch

Question 14

contributing routine for implementing

Answer 14

managing the introduction of change in the organization to ensure acceptance and effective use of innovation

Question 15

contributing routine for learning

Answer 15

having the ability to evaluate and reflect upon the innovation process and identify lessons for improvement in the management routines.

Question 16

contributing routine for developing the organization

Answer 16

embedding effective routines in place- in structures, processes, behaviours etc.

Question 17

typology ranging from organizations tht are unconsciously ignorant through to high performing enterprises

Answer 17

-Type A firms (unaware/passive) can be characterized as being unaware about the need for innovation. They lack the ability to recognize the need for change in what may be a hostile environment

• Type B firms (reactive) recognize the challenge of change but are unclear about how to go about the process in the most effective way. Due to limited internal resources and a lack of skills and experience they tend to react to the environment, but are unable to exploit events.
• Type C firms (strategic) have a well-developed sense of the need for change and are highly capable of implementing new projects and take a strategic approach to the process of continuous innovation.
• Type D firms (creative) take a creative and proactive approach to exploiting technological and market knowledge for competitive advantage and do so via extensive and diverse networks

Question 18

three key points in successful innovation managemetn

Answer 18

1. innovation is a process, not a single event
2. the influences on the process can be manipulated to affect the outcome
3. innovation needs management in an integrated way.

Question 19

process model of innovation for effective innovation management

Answer 19

• Search involves detecting signals in the environment about potential for change. It is
  important for successful innovation management to have well-developed mechanisms for
  identifying, processing, and selecting information from this turbulent environment.
• Selection of the various market and technological opportunities and the choices made
  should fit well with the overall business strategy of the firm and build upon established areas
  of competence. Three inputs feed this phase:
• The flow of signals about possible technological and market opportunities available
• The current knowledge base of the organization – its distinctive competence
• The fit with the overall business
• Implementation by turning potential ideas into reality. In the early stages there is much
  uncertainty, but as time progresses this is replaced by knowledge through development of
  the idea. The implementation phase consists of three core elements:
• Acquiring knowledge: involves combining new and existing knowledge to offer a solution to
  the problem
• Executing the project: forms the heart of the innovation process. Its inputs are a strategic
  concept and ideas for realizing it. Its outputs are a developed innovation and a prepared
  market
• Launching and sustaining innovation: brings the need to understand the dynamics of
  adoption and diffusion. The process of adaption of a new product follows a sequence of
  awareness, interest, trial, evaluation and adoption.
• Capturing value can be about commercial value or social value

Question 20

contributing routine for aligning

Answer 20

ensuring a good fit between the overall business strategy adn the proposed change- not innovating because it is fashinable or as knee-jerk response to a competitor

Question 20

complementary assets

Answer 20

elements around the system in which the innovation is created and delivered that are hard for others to access and duplicate

Question 21

impementing stage

Answer 21

Implementation by turning potential ideas into reality. In the early stages there is much
uncertainty, but as time progresses this is replaced by knowledge through development of
the idea. The implementation phase consists of three core elements:
Acquiring knowledge: involves combining new and existing knowledge to offer a solution to
the problem
Executing the project: forms the heart of the innovation process. Its inputs are a strategic
concept and ideas for realizing it. Its outputs are a developed innovation and a prepared
market
Launching and sustaining innovation: brings the need to understand the dynamics of
adoption and diffusion. The process of adaption of a new product follows a sequence of
awareness, interest, trial, evaluation and adoption.