Transcript
Management of Innovation
Prof. V.SeshadriSVKM’s NMIMS
MOI - Prof.V.Seshadri 2
References
1. Joe Tidd, John Bessant and Keith Pavitt;Managing Innovation – integrating technological, market and organizational change; 3rd ed.; Wiley India.
2. John E Ettlie, Managing Innovation – new technology, new products and new services in a global economy,, Rochester Institute of Technology
3. Harward Business Essentials, Managing Creativity and Innovation , Harward Business School – 2003
4. Shlomo Maital & DVR Seshadri, Innovation Management – Strategies, Concepts & Tools for Growth & Profit
5. Robert A Bungerman & Madisto A Maiidique; Strategic Management of Technology and Innovation; Irwin
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References – contd.
6. Peter Drucker, Innovation and Entrepreneurship – Harper & Row, 1985, NY
7. Dr. K.V.Khurana, Management of Technology & Innovation , Ane Books India , 2007
8. Tarek M.Khalil, Management of Technology, Mc Graw Hill9. Curtis R. Carlson & William W. Wilmot, Innovation, Crown
Business, 200610. Wolfgang Grulke with Gus Silver, Lessons in Radical
Innovation, Prentice Hall, 200111. Margret A White & Garry D.Bruton, The Management of
Technology and Innovation, Cengage learning, 2007
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Objectives
• Understand the innovation process at the operational and strategic levels.
• Understand the integration of market, organizational and technological change to improve the competitiveness of companies.
• Understand the processes, tools & techniques for the successful commercialization of new product, process and service innovations
• To help connect the academic learning with industry practices.
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Key Concepts
• Invention and Discoveries are at the origin of the technological innovation process.
• Discover – something unknown but already existing- eg White light is made of 7 colours (VIBGYOR)
• Invent – something that did not exist before eg telescope to view the stars
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Basic Concepts – contd.
• Scientific Research: Investigation carried out for a certain purpose using scientific tools and based on scientific laws
• Basic Scientific Research: Activities involved in generating new knowledge about physical, biological and social phenomena.
• Applied Scientific Research: Activities geared towards solving particular technical problem.
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Technology
• the practical application of science to commerce or industry
• the discipline dealing with the art or science of applying scientific knowledge to practical problems
• Refers to the theoretical and practical knowledge, skills and artifacts that can be used to develop products, process and services as well as production and delivery systems
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Technology –contd.
• technology can be embodied in people, materials, cognitive and physical processes, plant, equipment and tools
• criteria for success of a technology is technical rather than commercial.
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Technology -contd
• Technologies are the outcome of development activities undertaken to put inventions and discoveries to practical use.
• The invention of the transistor(1947), I.C. (1959) and Microprocessor ( 1971) gave rise to successive generations of new technologies in the semiconductor industry that in turn led new applications in the telecom , computing and automation areas.
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Innovation
• Innovation is the successful exploitation of new ideas.• The term comes from the latin – innovare meaning
‘to make something new’• Innovation is the process of turning opportunity into
new ideas and putting these to widely used practice. ( Ref 1)
• Innovation is the process whereby new and improved products , processes, materials and services are developed and transferred to a plant and /or market where they are appropriate – Rubenstein
MOI - Prof.V.Seshadri Ref 8 Fig 3.1 11
Components of an Innovation cycle
INVENTION
SCIENTIFIC DISCOVERY INNOVATION
MARKET
Has no instantaneous commercial value
May never be developed into marketable products
Adopting innovation
Fountainhead of innovationBuying or ignoring the innovation
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Invention vs InnovationINVENTION INNOVATIONIt is the creation of a new Product, Process or Service
It is the introduction of new product, process or service into the marketplace
May not be commercialized Results into commercializationActivities centred in R&D or in some lab or workplace
Activities and applications spread across the organization
May have or may not have economic motive
For economic motive
May bring few changes in the workplace
Brings organizational change
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Invention vs InnovationMay or may not be patented
Essential to patent before commercialization
Precedes Innovation Succeeds InventionInvention = Innovation – Commercial Exploitation
Innovation = Invention + Commercial Exploitation
Involves few people ( even one person) – usually from one or few technical disciplines
Innovation involves a team, organization of multi discipline people.
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KAIZEN
• Kaizen is the Japanese concept of continuous improvement. The motto of Kaizen is
• “Today better than yesterday and tomorrow better than today”
• Deep, systematic and continuous involvement of people and using certain techniques, mainly people’s brains to cause an improvement.
• It is continuous because it is ongoing activity and never stops.
• Job rotation and cross training are employed to give workers a complete perspective
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Difference between Innovation and Kaizen
Criteria Kaizen InnovationEffect Long term and long
lastingUsually short term effect on org’s systems /technologies
Undramatic DramaticPace Small steps Big stepsTime frame Continuous Intermittent – project
orientedInvolvement Everybody from top
to bottomSelect few –multi functional teams
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Difference between Innovation and Kaizen
Criteria Kaizen InnovationSpark Conventional know-
howTechnological breakthroughs
Effort orientation
People oriented Technology oriented
Investment Small BigHuman effort
Major Less
Suitability Works well in slow growth
Works well in fast growth economy
MOI - Prof.V.Seshadri Ref 7 Ch 6 17
Innovation Process
• It is the process which facilitates innovation and involves search and selection , exploration and synthesis, cycles of divergent thinking and convergence.
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What is Innovation? – contd.
• Innovation is a specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or service.
• It is capable of being presented as a discipline, capable of being learned, capable of being practiced.
- Peter Drucker (1985)
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What is Innovation? – contd
• An innovative business is one which lives and breathes “outside the box”.
• It is not just good ideas, it is a combination of - -good ideas,-motivated staff -and an instinctive understanding of what your customer wants
- Richard Branson (1998)
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Invention vs Innovation• Innovation indices confuse innovation with invention. The
innovation value chain–in a national context– encompasses the end-to-end cycle from R&D invention to its value realization in the society at large.
• As such, invention is only a subset of innovation that’s generally science-based research or focused on product design and results in patentable inventions.
• National employment, power, wealth, and well-being depend more on the deployment of innovations than on the invention itself.
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Invention and Innovation• "Countries, like firms, can most easily reap the rewards of
innovation through a global ecosystem in which firms, universities, NGOs, and governments collaborate. We call this an Innovation Network.
• Within such a network, nations will fluidly weave internally and externally available inventions and innovation services by taking on one of four innovation roles: Inventor, Transformer, Financier, or Broker."
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Management of Innovation
1. It requires the fostering of an environment where innovative thought and work are encouraged
2. It involves leading a firm from existing processes and products to something that is better and more valuable.
3. It is proactive and encourages creativity and risk taking.
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Characteristics of Firms that manage Innovation process well
1. Separate funds for Innovation2. Periodic reviews of informal proposals by a group outside
line management3. Clear definition on studies to be done and follow –ups that
are expected4. Extensive boundary- spanning activities to learn from others
and to gain an understanding of what others are doing.5. Set of realistic expectations6. Supportive atmosphere for de-bugging and exploring
variations as well as appropriate resources for maintenance and service
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Management of Innovation - Definition
• A comprehensive approach to managerial problem solving and action based on an integrative problem-solving framework and an understanding of the linkages among innovative streams, organizational streams and organization evolution.
• It is about implementation- managing politics, control and individual resistance to change.
• The manager is an architect/engineer, politician/network builder and artist/scientist.
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Innovation catagories
C 1-New Solution to an old problem
Product : new medicationProcess: Just-in -time
C-2 No Innovation
C 3 New product that leads to new opportunities
Product: PC in 1980Process: Bar codes for inventory control
C 4-Old product used in a new way
Product: DVDsProcess: Testing soils with satellite imagery
New Old
Old
NewUsa
ge/P
robl
emProduct/Process
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Invention and Innovation • For instance, "inventor nations" lead in research and design.
These countries (think India 20 years from now) have the academic institutions and scientists to file a lot of patents.
• "Transformer nations" take those ideas and turn them into businesses with investment.
• "Financiers" bankroll the innovation with venture capital (think U.S.).
• "Broker nations" connect all of these pieces with "multiculturalism, workforce diversity, cross-border scientific collaboration, Internet adoption, language proficiency, foreign student rates, patents created with foreign co-inventors, and international venture capital funding."
MOI - Prof.V.Seshadri Ref 8 Fig 6.1 27
Stages of Technological Innovation
1. Basic Research2. Applied Research3. Technology Development4. Technology implementation5. Production6. Marketing7. Proliferation8. Technology Enhancement
MOI - Prof.V.Seshadri Ref 8 Ch 6 28
Some minimalist definitions – Mills (1996)
• Science: How things are• Technology: How to do things• Management: How to get things done• Technology Management: Doing things• Entrepreneurship: Doing things to make
money• Innovation: Doing Entrepreneurship
MOI - Prof.V.Seshadri Ref 8 Fig 6-3 29
The Innovation Chain EquationScientific Invention
Engineering Development Entrepreneurship
ManagementRecognized Social Need
Supportive Environment
Commercially Successful Innovation
MOI - Prof.V.Seshadr Ref 8, Ch 6 Fig 6.2i 30
Process of Technological Innovation
Idea Generation
Concept Definition
Market Analysis
Technical Analysis
Business Plan
Approved by Top Mgmt.
DevelopmentTest Marketing
Full Production &C Commercializa
tion
Disposal
MOI - Prof.V.Seshadri Ref 8 31
Process of Technological Innovation – 1. Idea Generation
• Recognition of need• Study Alternatives• Select best solution• Make proposal for implementation
MOI - Prof.V.Seshadri Ref 8 32
Process of Technological Innovation – 2. Concept Definition
• Conceptual Definition of Product/Service• Setting technical goals and priorities• Setting expected performance standards
MOI - Prof.V.Seshadri Ref 8 33
Process of Technological Innovation – 3. Market Analysis
• Defining Markets• Analysis of current and future needs• Know the customers• Know the competitors• Window of Opportunity
MOI - Prof.V.Seshadri Ref 8 34
Process of Technological Innovation-
4. Technical Analysis• Resources required• Resources available• Time frame for development5. SWOT analysis• Economic analysis• Capital • Strategic outlook ( Identify NICHE area)
MOI - Prof.V.Seshadri Ref 8 35
Process of Technological Innovation
• 7. Development• R&D• Prototype• Testing• Start-up needs
MOI - Prof.V.Seshadri Ref 8 36
Process of Technological Innovation
8. Test Marketing• Strategy for market introduction• Marketing Innovations• Testing• Measuring response
MOI - Prof.V.Seshadri Ref 8 37
Process of Technological Innovation 9.
9. Full Production and Commercialization• Production• Testing• Operational Control• Supply organization• Logistics
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Innovation Process
• Search for new Ideas• Feasible Idea are selected and pursued
MOI - Prof.V.Seshadri, Ref 7 Fig 6.3 39
Gate 1
Gate 2
Gate 3
Gate 4
Project Charter
Business Plan
Launch & Proposal
Sanity Check
Idea Generation Concept
feasibility
Capability Development
Ramp-up Launch
Innovation process at Enterprise level - Traditional phase gate model (Linear Model of Innovation)
Financial & Technical Feasibility
Prototype Development
Test Marketing
Feedback & Corrections
Commercialization
MOI - Prof.V.Seshadri Ref 8 Fig 6.4 b 40
Innovation Process – Flexible Model
Concept Development Implementation
Project Start Concept FrozenMarket Introduction
Concept Development
Implementation
TRADITIONAL MODEL
FLEXIBLE MODELConcurrent Engineering (Implementation)
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Industrial Innovation
• Industrial Innovation includes the technical, design, manufacturing, management and commercial activities involved in the marketing of a new (or improved) process or equipment - Chris Freeman (1982)
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Drivers of Innovation
1. Need to improve quality2. Create new markets3. Extend product range4. Reduce labour cost5. Improve production process6. Reduce materials/ material cost7. Reduce environmental damage8. Replace products/Services9. Reduce energy consumption10.Conform to regulations
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Innovation mode
– Supply Pushed ( Technology Pushed)
Or–Market Pulled
MOI - Prof.V.Seshadri Ref 7 Ch 6 44
Technology Push Model
• It is the first generation linear model• Technology is regarded as the key driver of
innovation.• When a new/improved technology emerges, it
leads to innovations to new products/services or processes
• Sequential steps that follows are: R&D, Design, Engineering, Manufacturing, Marketing and Sales.
• E.g. Menu Operated Computer Software
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Market Pull Model
• This is the second generation linear model. It includes and integrates consumer needs in the innovation process.
• Assessment of consumer needs/market requirements, concept/idea generation, refining of idea to meet consumer need, design, engineering, manufacturing, test marketing and sales.
e.g. Phones, UPS, Invertors
MOI - Prof.V.Seshadri 1) Ref 8 reading 6.3 46
Model for technological Innovation in Bio-medical Devices case
Generation of Ideas
Testing the feasibility of the ideas
FDA approval & Patenting
Production
Marketing
Customer
Product Design, Prototype development
and testing
Design the manufacturing
process
MOI - Prof.V.Seshadr 2)i Ref 8 Ch 6 47
Bio-medical Industry
University & Research Labs
Intrapreneurs R&D Departments Researchers Entrepreneurs
Technology Push
Generation of Ideas
Health care Sector
Bio-medical Industry
Physician Patients Health care professionals
Bio medical Rngineers
Marketing & Sales
Market Pull
GENERATION OF IDEAS - BIO-MEDICAL DEVICES CASE
MOI - Prof.V.Seshadr 3)i Ref 8 Reading 6.3 48
Feasibility of Ideas – Bio-medical devices case
1. Market Potential2. Capital2.1 Venture Capital2.2 Funding agencies3. Manufacturing requirements4. Professional advice4.1 Industrial alliances4.2 Govt. programs4.3 Universities & Research Labs
MOI - Prof.V.Seshadri 4) Ref8 reading 6.3 49
Product deign, development & testing – Bio-medical devices case
1. Technology2. Cost3. Cost-Function relationship4. Simplicity and ease of use5. Expandability6. Quality7. Safety and environmental factors w.r.t. use in
hospitals, operation theatres, human beings etc. and Use & Disposal of hazardous consumables.
MOI - Prof.V.Seshadr 5)i Ref 8 reading 6.3 50
Conclusion of Bio- medical devices -case study
• Unique characteristics of healthcare industry & rigorous FDA approval requirements needs to be taken into account.
• Market pull is an important factor in selecting the right idea for implementation
• Low success potential and high costs of development necessitates an elaborate mechanism for choosing the right idea.
• Timely introduction in market and shortening of the innovation process from concept to market are also crucial for success.
• Strong IPR regime also needs to be factored in.
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Sources for Innovation
• Users/Customers• Manufacturers• Competitors• Suppliers/Vendors/Contractors/Sub-
contractors• Others like R&D Institutions, Universities• Employees
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TYPES OF INNOVATIONS
1) PRODUCT – PROCESS – SERVICE – INNOVATIONS
2) INCREMENTAL – RADICAL INNOVATIONS3) MODULAR – ARCHITECTURAL INNOVATIONS4) GENERIC - EPOCHIAL INNOVATIONS5) TECHNOVATION – GENERIC INNOVATIONS6) VISION – INNOVISION7) CREATIVE – DISRUPTIVE INNOVATIONS
MOI - Prof.V.Seshadri Ref 1 Fig 1.1 53
Dimensions of Innovation
New versions of motor car, aeroplane, TV
New generations e.g. MP3 and
download vs CD & cassette music
Steam Power, ICT
revolution, Bio-
Technology
Improvements to
components
New components for existing
systems
Advanced materials to
improve component
performance
Incremental Radical
Syst
em
Leve
lCo
mpo
nen
t lev
el
MOI - Prof.V.Seshadri Ref 1 Ch 1 54
The 4 Ps of Innovation
• Product Innovation - Changes in the things (products/services) which an organization offers
• Process Innovation: Changes in the way in which they 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 which frame what the organization does
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
MOI - Prof.V.Seshadri 60
Product Innovation
Example: A new car, a new insurance package for accident
prone babies, a new home entertainment system.
MOI - Prof.V.Seshadri 61
Process Innovation
• Example: • Changes in the manufacturing methods• Equipment used to produce the car or the
home entertainment system• Change of office procedure and sequencing of
an insurance package.
MOI - Prof.V.Seshadri 62
Positioning innovation
• Example: An old, established product “Lucozade” which is presently selling as a children’s tonic or for convalescing patients was re-launched as a health drink aimed at the “fitness” segment.
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
MOI - Prof.V.Seshadri Ref 1 65
Paradigm Innovation
• Examples: Shift to ‘low cost airlines’• Re- position Coffee as premium designer
product.• Energy saving as a “Carbon credit” business
opportunity.
MOI - Prof.V.Seshadri Ref 1 Ch 1 66
Incremental - Radical Innovation
• Another dimension is the degree of novelty involved.
• Incremental: doing what we do better• Radical: doing something new to the world• Example: Car with revamped styling vs New
Concept car with electric engine.• New welding machine with auto – gap control
vs New laser welding machine.
MOI - Prof.V.Seshadri Ref 1 Ch 1 67
Incremental Innovation through Platform/Robust design
• Create a strong basic platform or family which can be stretched to extend the range and life of the product.
• E.g. Boeing aircraft, Intel Chipsets, Proctor & Gamble’s Cyclodextrin
MOI - Prof.V.Seshadri Ref 1 Ch 1 68
Incremental Innovation through combining different knowledge sets
• Innovation is about combining a bundle of knowledge sets.
• The process of weaving these different knowledge stets together into a successful innovation involves several unknown and uncertain conditions. The development of these knowledge bases requires commitment of resources to reduce the uncertainties involved.
• As resources are increasingly committed, the uncertainty reduces.
MOI - Prof.V.Seshadri Ref 1 Fig 1.3 69
Incremental Innovation through combining different knowledge sets
MOI - Prof.V.Seshadri 70
Incremental Innovation through combining different knowledge sets
• Successful innovation management requires not only the development and use of the knowledge of the components but also about how those can be put together. This is called the architecture of the innovation.
• Technology Fusion is the convergance of different technology streams such that products which had discrete identity begin to merge into new architectures. E.g. Home automation industry
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
MOI - Prof.V.Seshadri 72
Triggers/Sources of discontinuity
1. New market emerges2. New technology emerges3. New political rules emerge4. Running out of ‘road’5. Sea-change in market sentiment or behavior.6. De-regulation/shifts in regulatory regime7. Fractures along ‘fault lines’8. Unthinkable events9. Business model innovation
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
MOI - Prof.V.Seshadri 78
DIFFUSION OF INNOVATION – S -Curve
• It is said that only one in every 3000 inventions manage to get implemented.
• The extent of adoption of an innovation depends on1) How the characteristics of an innovation affect
adoption2) How the process of commercialization affects
adoption3) What techniques are available for forecasting
future patterns of adoption
MOI - Prof.V.Seshadri Ref 10 79
Effect of Innovations on Market & Technology Linkages
DISRUPTIVE INNOVATION
(Disrupting the market)
RADICAL INNOVATION
EVOLUTIONARY INNOVATION
DISRUPTIVEINNOVATION (Disrupting
the technology base)
Technology LinkagesEnhances/Destroys
Mar
ket L
inka
ges
Enha
nces
/ D
estr
oys
MOI - Prof.V.Seshadri Ref 1 Ch 7 80
How the characteristics of an innovation affects diffusion?
• Relative advantage• Compatibility• Complexity• Triability• Observability
MOI - Prof.V.Seshadri Ref 2, Ch 2 81
S - Curve
• Innovations usually follow a certain pattern . Initially there is a slow growth in the performance, market and cost competiteness.
• This is followed by a stage of steep exponential growth
• Finally there is a tapering off stage when further progress is prohibitively expensive or too time consuming; hence not worthwhile.
• The course of innovation is typically depicted through an S - Curve
MOI - Prof.V.Seshadri Ref 1 Fig 7.7 82
Typical Diffusion curve of a new product – S - Curve
1968 1972 1976 1980
20
40
60
80
Mar
ket P
enet
ratio
n (%
)
Year of Adoption
Inno
vato
rs
early
ado
pter
s
late
maj
ority
lagg
ards
MOI - Prof.V.Seshadri Ref 1 Ch 7 83
Process of Diffusion -S Curve
• Process of diffusion/adoption of innovation is affected as follows:
1) Initially the rate of adoption is low and confined to so-called “innovators”
2) Next to adopt are the “early adopters”
3) This is followed by the “late majority”. The market growth is exponential at this stage.
4) Finally the curve tails off as only the “laggards” remain.
MOI - Prof.V.Seshadri Ref 9 Fig 2.2 84
Product or Service Life Cycle curveS - Curve
Valu
e Rs
- m
illio
ns
Time - yearsA
B
C
New Product or Service
New Concept
Maturity
Investment
Profits
85
S – Curve – an established technology and a new rival.
MOI - Prof.V.Seshadri Ref 1 Fig 7.7
20
40
60
80
Perf
orm
ance
(%)
Time/Investment
New Rival
Established Technology
T1 T2
MOI - Prof.V.Seshadri 86
Failure of Innovation
• 90% of all innovations have no impact on the organizational goals.
• As per one survey, only one in 3000 new ideas become successful.
Causes of failure:• Internal• External
MOI - Prof.V.Seshadri Ref 8 Ch 6 87
Failure of Innovation – Internal Causes
Cultural:• Poor Leadership; Organization; Communication ;
Empowerment; Knowledge ManagementProcessPoor definition of goalsPoor alignment of actions with GoalsPoor participation in teamsPoor monitoring of resultsPoor access to information
MOI - Prof.V.Seshadri 88
Failure of Innovation – Internal Causes
• R&D efforts are not guided by market research or customer requirements
• R&D efforts not in synch with manufacturing/Skill capabilities
• When there is no corresponding changes in organizational processes
• When new product launch is not accompanied by change in marketing strategies
MOI - Prof.V.Seshadri Ref 8 Ch 6 89
Failure of Innovation – External Causes
• Mismatch between price charged and value benefit perceived by customer
• Not enough value addition perceived by customer• Competitor brings in Disruptive technology
/innovation• Government regulations undergo change
adversely affecting innovation• Market not as yet ready to accept the change.
MOI - Prof.V.Seshadri Ref 1 Fig 2.1 90© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
MOI - Prof.V.Seshadri Ref 1 Ch 2 Fig 2.3 91
Roadmaps for success
Innovation process can be depicted as a 3 stage model:
1. Search 2. Select3. Implement3.1 Acquire3.2 Execute3.3 Launch3.4 Sustain
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