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Summer School on Management of Creativity in an Innovation Society. Montreal & Barcelona Please, give feedback in 2 minutes to this presentation: http://www.surveymonkey.com/s/6P2GDDQ Thank you!
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Summer School on Management of Creativity in an Innovation Society Barcelona. 13th July, 2010
Communities of Practice and Creativiy"shifting innovation value
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Objectives Why to be creative and innovative
Knowledge era. KIA’s
“Creativity Innovation KIHPA” value chain Innovation Map Creativity to innovate in BM Creativity to launch businesses
The successful communities. Characterizing them The Bazaar paradox
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… to shift specific types of innovation, that drive business model transformation or create
new activities to success in market
aware about the critic role of
creativity
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competitiveness cycle
New paradigms demand new capacities
Pioneers develop a new capacity that becomes a temporary competitive
advantage
Consolidation of the capacity as a standard between all competitors
The capacity is systematized and tools developed. Becomes a differentiate capacity
Fuente: avanzalis 2009
pioneers ≈ innovators
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Incipient Developed Advanced
Impuls factors Labour and natural
resources Eficiency and productivity
Knowledge
Competitiveness Price Diferentiation Innovation
Products Basics and consum Quality New and Unique
Wealth and standard of living
Low Moderate High
Source: Own elaboration based on data from CGI of WEF
38 18 26 14 37 countries (133)
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Innovation New ideas, knowledge
There are many kinds
of innovation and
business successes…
!
but real good there
are only a few!!
Market success, wealth
Talent
R&D
creativity business
sense
No method !
Almost arts
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• Open Innovation (Chesbrough) • User Innovation (von Hippel) • Virtual Customer Methods (Dahan and Hauser) • Innovation communities • Commons-based Peer-Production (Benkler, Herstatt and Raasch) • Crowdsourcing (Howe, Brabham) • Personal Fabrication (Gershenfeld) • Soft Innovation and Design Innovation (NESTA, Stoneman, Verganti) • User Created Content (OECD) • Value innovation (Kim and Malbourgne) • Eco-Innovation Models (Stahel, Braungarth, Lovins) • Service Innovation Patterns (Miles) • Innovation in the Public Sector (Windrum and Koch) • Social Innovation
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Intern Extern
Management innovation
Cuotidiane innovation
Product/ service innovation
Business model innovation
Collaboration
Technological innovation
New products
Partners relationships
Processes innovation
People management
Channels
Brand
Organization
Global
New markets
Strategic, significative
Organizational, moderate
Operational, low
Value chain Core competencies and
capacities
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http://www.guardian.co.uk/uk/video/2010/feb/08/amphibus-stagecoach-river-clyde
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“BMW products are moving works of art that express the driver’s love of quality…
My job is to oversee 220 artists, mediating the corporate pragmatism and the artistic passion and
mind-sets within the company”*
*Chris Bangle, global chief of design for BMW
Pic
ture
. Flic
kr. C
C b
y m
arcp
_dm
oz
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At ground seems impossible to create brilliant
ideas…
everything seems grey
Pic
ture
. Flic
kr. C
C b
y m
arcp
_dm
oz
Pic
ture
. Flic
kr. C
C s
ergi
o.se
rgia
mpi
etri@
gam
il.co
m
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over-cloud effect®
Copyright: Ramos, JC. 2010
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KIHPAs
Other KIAs
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Kno
wle
dge
inte
nsity
Low
H
igh
Profitability Low High
KIBS
Other KIA’s
KIHPA’s
Comodities Productivity
18 i.e.:
mov
ie in
dust
ry, s
w li
cens
ing
mod
el, a
1st
leve
l tec
hnol
ogic
al p
rodu
ct
(com
pute
r, g
reen
ene
rgy,
car
s, c
onsu
mer
…)
1. A creative Business Model (platform, blue ocean…)
2. Based in a knowledge intensive product
3. Scalable
KIHPA
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Do you know any place where…?
Core activity is based on selling a commodity product…
It is a red, rotten ocean
Surprisingly they won’t serve you
… and despite of this, they still success!
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Business model
the way an organization gets profits
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Key activities
Key partners
Key resources
Costs structure
Customer relationships
Customer segments
Value proposition
Incomes stream
Source: bmgeneration.com. Alexander Osterwalder & Yves Pigneur
Channels
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Value proposition
so that customers are willing to pay
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Product/ Service Precio Lo que paga el cliente Calidad/ Puntualidad Ajustado a especificaciones y compromisos Disponibilidad/ Plazo
Plazo de entrega Selección/ Gama Gama de productos Funcionalidad/ Rendimiento Posibilidades del producto Relationship Servicio Apoyo al
cliente en problemas con nuestros productos/ servicios Asociación Apoyo al cliente en su
negocio Image Marca Notoriedad y posicionamiento, confianza
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Product/ Service Price Lo que paga el cliente Quality/ Punctuality Ajustado a especificaciones y compromisos Availability/ Time Plazo de
entrega Selection/ Spectrum Gama de productos Features/ Preformance Posibilidades del producto Relationship Service Apoyo al
cliente en problemas con nuestros productos/ servicios Partnership Apoyo al cliente en su
negocio Image Brand Notoriedad y posicionamiento, confianza
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lessons from successful communities
Common passion gift giving economy No path dependency Only Talent is needed to contribute Thousand “eyes” for reviewing and improving Structure and Organization: Bazaar and Cathedral mixed balance structure Enabling Infrastructures
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Printing Distribution Price Marketing Advertising Variety Availability Quote Personalization
High
Low
Offe
ring
leve
l
traditional
Reduce Create Raise Eliminate
spotify
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high profit success
Tipping point
failure
business viability
KIBS
KIHPA
the
baza
ar p
arad
ox
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2010. Universitat de Barcelona y avanzalis knowledge associates. Creative Commons. Author:
Jose Carlos Ramos [email protected]
Most of the pictures and compositions obtained from StockExpert, Fliker and others
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