Embed Size (px)
DESCRIPTION
Citation preview
CONFIDENTIAL
October 26th 2012 Slide 1
CONFIDENTIAL
Innovate your Innovation
Zane Smilga
Innovation consultant
CONFIDENTIAL
October 26th 2012 Slide 2
http://www.fastcompany.com
CONFIDENTIAL
October 26th 2012 Slide 3
Content
Falling in love with one type of innovation
watch out!
What to include in innovation programs
open the box!
How to do it?
shape it smart!
CONFIDENTIAL
October 26th 2012 Slide 4
first love:
AutoSyringe, Inc. sold to Baxter International
Corporation
second love:
DEKA Research & Development Corporation
in medical sector
secondary love:
Helicopter
company, sold
another secondary
love:
Teletrol. sold to Philips
big love:
Segway
another
secondary love:
First; robotics competition
What is his innovation love story?
CONFIDENTIAL
October 26th 2012 Slide 5
- lack of user-centric design
- lack of positioning (wide target group, high price)
- wrong marketing approach (market penetration, no
distribution network)
- lack of product ecosystem (parking, charging, taking
a plane, regulations…)
it almost failed…
“its significance is close to
the World Wide Web” /John Doerm 2001/
business model
innovation
&
marketing
innovation
Every product has to be considered in the system no matter how big its potential may be on its own
CONFIDENTIAL
October 26th 2012 Slide 6
brand products / services
innovation focus
operations technology
CONFIDENTIAL
October 26th 2012 Slide 7
brand products / services
operations technology
innovation focus
CONFIDENTIAL
October 26th 2012 Slide 8
THERE
IS
MORE
Management innovation
Organizational innovation
Service innovation Business model innovation
Marketing innovation
Value chain innovation Technology innovation
Material innovation Application innovation
Partnership innovation
Resource management innovation
Customer relationship management innovation
Brand innovation Process innovation
Packaging innovation
Revenue stream innovation Product innovation
Pricing innovation
Platform innovation Experience innovation
* * *
Radical innovation Incremental innovation
Disruptive innovation
but how to choose?
CONFIDENTIAL
October 26th 2012 Slide 9
Goals of doing more than one type of innovation
1. Adding value to the main innovation line
2. Connecting to users and customers
3. Not missing out on important market trends
4. Not missing out on important technological developments
5. Staying ahead of competition
6. Solving company problems and reaching the goals
complementary effect
and support for
company DNA
DNA
innovation
innovation to
connect better to
your customers
and users innovation to be in
line with market
developments
(trends and
technologies)
innovation to
stay ahead of
competition
Innovation to
reach company
objectives and
continue
growing
CONFIDENTIAL
October 26th 2012 Slide 10
an innovation call from
market & technologies
CONFIDENTIAL
October 26th 2012 Slide 11
Innovation - response to market trends
how long can we still count on
“many cheap hands”?
CONFIDENTIAL
October 26th 2012 Slide 12
Example
Adidas will close its factories in China
Adidas DNA:
- product innovation & manufacturing
- strong brand
Complementary innovation:
Organizational innovation:
Manufacturing will possibly be outsourced and
local R&D centers allocated in China
Channel innovation:
Efforts (most likely) will be put in consumer
market potential of China (more retail
channels, retail experiences)
Product
innovation
organizational
innovation
&
channel innovation
CONFIDENTIAL
October 26th 2012 Slide 13
Innovation – response to technological developments
3 D printing
Ubiquitous sensor networks
Robotics and automation
Artificial intelligence
Smart materials/homes/cities
CONFIDENTIAL
October 26th 2012 Slide 14
Example – shopping centers
Marketing
innovation
Service/
experience
Innovation +
business model
innovation
a 'digital greeter' at the Bay’s flagship Toronto
store
Smart mirrors & social retailing at Macy`s in
NYC Robots in retail warehouses - 12 min from
order to truck, Zappos & Kiva systems
a touch-screen computer on the handle of
a shopping cart & in-store wireless network
technology driven retail business
CONFIDENTIAL
October 26th 2012 Slide 15
an innovation call from
customers and users
CONFIDENTIAL
October 26th 2012 Slide 16
Innovation – response to customers and users
User and customer centric approach
Innovation opportunities in the whole ecosystem of products,
services and business
CONFIDENTIAL
October 26th 2012 Slide 17
Example
Product
innovation
value proposition
+
service innovation
• Renting out machinery and equipment
• Supplying consumables
• Providing logistics
• Supporting with temporary crew
• Providing condition monitoring and maintenance
services
manufacturers of packaging machinery
turn into service providers
CONFIDENTIAL
October 26th 2012 Slide 18
an innovation call from
competition
CONFIDENTIAL
October 26th 2012 Slide 19
Innovation - response to competitor threats
1. Direct competition
2. Price competition
3. Substitution competition
4. Commodity trap
5. Brand competition
CONFIDENTIAL
October 26th 2012 Slide 20
Example
Innovation to build competitive advantage
core
innovation
Process
optimization -
organizational
innovation
Iconic design and
brand innovation
Market innovation
Foxonn plans to use
1 million of robots
(in 3 years)
CONFIDENTIAL
October 26th 2012 Slide 21
an innovation call from
internal problems & goals
CONFIDENTIAL
October 26th 2012 Slide 22
Innovation – response to company goals and priorities
CONFIDENTIAL
October 26th 2012 Slide 23
Optimization & cost cutting in
processes Optimization & cost cutting products &
services
Innovation
goal
EFFICIENCY
Innovation – response to company goals and priorities
CONFIDENTIAL
October 26th 2012 Slide 24
What type of innovation
is useful for your innovation programs?
CONFIDENTIAL
October 26th 2012 Slide 25
Example
Telecoms changed their DNA
- outsourcing infrastructure & service
development
- customer relationship management inhouse
Product
innovation
Business model
& customer
relationship
management
innovation
CONFIDENTIAL
October 26th 2012 Slide 26
How to revitalize
innovation programs
CONFIDENTIAL
October 26th 2012 Slide 27
Revitalizing innovation programs
Innovation programs
that make your company
grow and DNA stronger
Innovation to
stay ahead of
competition
Innovation to
connect better to
your customers
and users
Innovation to be in
line with market
developments
(trends and
technologies)
core
innovation
Innovation programs that
make your position in
market and DNA stronger
CONFIDENTIAL
October 26th 2012 Slide 28
• watch out not to fall in love with only one type of innovation
• open the box of diverse innovation opportunities in other areas
• analyse, assess, screen and design innovation programs with more power for
growth
Revitalizing innovation programs
CONFIDENTIAL
October 26th 2012 Slide 29
VERHAERT MASTERS IN INNOVATION® Headquarters
Hogenakkerhoekstraat 21
9150 Kruibeke (B)
tel +32 (0)3 250 19 00
fax +32 (0)3 254 10 08
More at www.verhaert.com
VERHAERT MASTERS IN INNOVATION® Netherlands
European Space Innovation Centre
Kapteynstraat 1
2201 BB Noordwijk (NL)
Tel: +31 (0)633 666 828
More at www.verhaert.com
VERHAERT MASTERS IN INNOVATION® helps companies and governments to innovate.
We design products and systems for organizations looking for new ways to provide value
for their customers.
We are a leading integrated product innovation center; creating technology platforms,
developing new products and business in parallel, hence facilitating new-growth strategies
for our clients.
