Midterm - Additional readings Flashcards
What are the 3 common traits Schilling found in the eight breakthrough innovators, discussed in the podcast?
- Self-efficacy. Intense faith in their ability to overcome obstacles and achieve their goals. Makes you productive and bold.
- Idealism. Many of them were pursuing one (or more) giant idealistic goal. Can come both from the inside and outside. Inside: extremely intelligent, exceptional memories and interesting childhoods where they read a lot on their own, and may not have much formal schooling. Can also be taught to focus on larger ideals, for example by nationalism and religion.
- Separateness from others. Feeling disconnected from the social world around them. Made some of them seem lonely or iconoclastic, but also freed them to break norms, be unconventional and to challenge assumptions.
What are the four swim lanes in the Strategic Roadmap?
- Business / Market drivers
- Products, Services, Opportunities
- Technologies
- Capabilities
What is the key takeaway from the Article by Somaya, Teece and Wakeman; innovation in multi-invention context?
Businesses need to develop a patent strategy that is aligned with their overall business organization and objectives, and that helps proactively direct their innovative activity.
What are the connected organisational models and patent strategies in Somaya, Teece and Wakeman?
- Integrated model = defensive strategy for freedom to operate
- Non-integrated Licensing model = Super Strong proprietary strategy
- Non-integrated Component model = Strong proprietary strategy
What is the key takeaway from Mullins’ article?
To find the unk-unks (unknown unknowns) to be able to make exciting breakthroughs.
What are some mistakes that innovators do that limits lessons learned from conversations, according to Mullins?
- Letting their enthusiasm show through, limiting honest feedback.
- Focused on their idea rather than on customers’ concerns, limiting alternative solutions.
- Asking leading questions.
- Asking yes-or-no questions, closing off the conversation rather than keeping it open to see where it leads.
What are the parts of Mullins’ long interview guide?
- Brief introduction and opening biographical questions to put customers at ease.
- Two “interview-driver” questions (broad, give their perspective). First one about the respondent’s attitudes, motivations and behaviors, second one about the idea.
- “Dig-deeper” prompts for each interview driver.
- A number of “dig-wider” prompts. What about…/What if…? As few words as possible.
- Some “out-of-the-box” prompts. To ensure that all the alternatives are fully examined.
What are some advantages of classifying customer requirements as in the Kano model?
- Product requirements better understood, and criteria with greatest influence on satisfaction can be identified → focus for product development.
- Valuable help in trade-off situations in the product development stage; choose the one with greatest influence on satisfaction.
- Customer-tailored solutions for special problems can be elaborated to get the optimal level of satisfaction in different customer segments.
- Provides possibilities for differentiation.
- The model can be combined with quality function deployment, as it identifies customer needs, their hierarchy and priorities.
What are the three types of product requirements that influence customer satisfaction in Kano’s model?
- Must-be requirements (basic). Implied, self-evident, not mentioned, taken for granted. Dissatisfaction if not fulfilled.
- One-dimensional requirements (performance). Stated, specified, measurable, technical. Customer satisfaction is proportional to the level of fulfillment.
- Attractive requirements (excitement). Not explicitly expressed or expected, but fulfillment leads to more than proportional satisfaction. If they are not met, it will however not lead to dissatisfaction. Attractive requirements are elements that exceed customers’ expectations.
What are the three focus points mentioned by Elisabeth Hörnfeldt from Scania?
- Core: main part of company’s focus today
- Adjacent: Expanding from existing business to “new to the company” business.
- Transformational: Developing breakthroughs and inventing things for markets that don’t exist yet.
What is Scania’s toolbox for innovation?
- Understand the future; scenario work, define where to innovate
- Accelerate market introduction of new solutions
- Venture capital - for investments in startups
- Accelerate development via startups
- Create a culture with entrepreneurs - Scania innovation factory
