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Innovation Management Is a State of Mind

The Amaté platform

ConclusionMay 7th 2014

- Preliminary Draft -

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Let’s CHAT

Intro Modeling Construction

Perception

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Don’t box yourself in*

•Examples of boxes :

•Business models•Processes•Best practices•Company culture

* Ne vous faîtes pas enfermer

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Module Resources

http//:newcastlemba.com

• Course slides• Recommended reading• Course deliverables• Student input

le

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Assessment

Grading Scale

The marks in this module will be based upon contributions in three areas :

• Curation: 20 possible points based on the quality of each individual student’s on-line and in-class participation

• Design your School: 30 possible points based value of the 1200 word story you have to tell.

• Final Exam: 40 possible points based on the quality of your insight on the essay exam

• Total points possible: 100

http://www.newcastlemba.com

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Invention vs Innovation

• Economic development consists of three distinguishable stages of invention, innovation and imitation

• An ’invention’ is an idea, a sketch or model for a new or improved device, product, process or system.

• An ’innovation’ is accomplished with the commercial transactions of the product, process, system or device.

Joseph Schumpeter

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Work (productivity)

• Harder, better, faster…

• Mechanized productivity

• Knowledge productivity

• Continuous Productivity

Steven Sinofsky

Introduction

Typologies ProcessesDefinitions e-workbook

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History

1950/60s Technology push Simple linear sequential process. Emphasis on

R&D. The market is a receptacle for the fruits

of R&D.

1970s Market-pull Simple linear sequential process. Emphasis on

marketing. The market is the source for

directing R&D. R&D has areactive role.

1980s Coupling model Sequential, but with feedback loops.

Combinations of push and pull.

1980/90s Interactive model Emphasis on integrating R&D and marketing.

1990s Network models Emphasis on external linkages

Introduction

Typologies ProcessesDefinitions e-workbook

How can IT foster innovation?

Focus Improve Knowledge Leverage Mesure

Organization Processes Explicit Transactions Efficiency

Services Delivery Implicit Interactions Effectiveness

Networks Relationships Emerging Interactions Innovation

Search Relevancy Connected Associations CTR

Mobility Context Embedded Proximity Relevancy

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Innovation as a process?

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What is the conflict?

1)2)3)4)5)

What do you need to know/do?1)2)3)4)

What is the roadmap?

1)2)3)4)

What does better mean

1)2)3)4)

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Design your School

The Value Proposition

Segment the market

Identify customer needs

Design the processes

Measure the results

http://designyourschool.net/

http://mbafranceindia.com

Social Business

CasesExperienceEconomy

Conflict

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Design your School

The Elevator pitch

What is the conflict

What skills and competencies?

How have you constructed the roadmap?

What is the happy end?

http://designyourschool.net/

http://mbafranceindia.com

Social Business

CasesExperienceEconomy

Conflict

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Matching technology, organization and talent

The Business Value Matrix™

Where does value come from?

Wh

ere

are

yo

u l

oo

kin

g f

or

res

ult

s?

What d

oes « b

etter »

mean?

©2005 LHST sarl

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What meaning do we attach to the data?

Frame

Cloud

Figure (s)

Oracle

Antonello da Messina

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The Third Place

Intro Modeling Constuction

Perception

I. VisionII. ActorsIII. EventsIV. OutcomesV. Bridges

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Le défi Design your School

• Choose a theme (innovation, communication, voyage, etc.)• Propose a vision of the place, its technology, its processes and its culture

in 1200 words• Vote for your project or another• Win 15 minutes of fame, and a better school experience for all

Rolex Learning Center - Lausanne

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A branded digital innovation space

A personal content management system to stock the workbook and program notes

SEO optimizable, banner ads and tasters

The Bookshelf

»INNOVATION MANAGEMENT«

Proximity learning, anywhere anytime and on any mobile device