INNOVATION MANAGEMENT - CSIC · •Idea management •Product/Process and Service Development •Launch and Continuous Improvement Enabling Factors4 •Project management •Human

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INNOVATION MANAGEMENT

PRINCIPLES THAT CAN HELP POLICY MAKERS

BY MOHAB ANIS, PHD, MBA

CEO

In Partnership with

A Unique Heritage of Consulting & Management Education

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Management Education Innovation Department Heads of Graduate Business Schools

1985

2004

Management Consulting Innovation Practice Leaders at

Arthur D. Little and Monitor Group

Innovation Management Capability Building

2002

1964

2009

Founded 2007

2007

2005

Founded 2009

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About INNOVETY

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About INNOVETY

Innovety has served a growing base of 150 Clients Aross MENA

Egypt, Jordan, Lebanon, Kuwait, Qatar, UAE & Saudi Arabia

QATAR

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Innovation within Organizations

INNOVATION STRATEGY

WHERE WHEN

INNOVATION DISCIPLINE

LEADERSHIP

INNOVATION DISCIPLINE

METRICS BEHAVIORS

INNOVATION RESULTS

WHY

INNOVATION CAPACITY

PEOPLE RESOURCES PROCESSES

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Innovation Management

Product Innovation

Innovation Assessment

Innovation Strategy

IP and Tech Transfer Strategy

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Innovation Management

Innovation Health Check

Kick-start your innovation program through generating, prioritizing, and launching ideas

Innovation Capacity Building Chief Knowledge Officer

Certificate

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Identify the gap between your current and desired state to make innovation happen at your company

Develop a realization plan to guarantee the success of your new product or service

…understand your current Innovation capabilities…

… innovation strategy …and make innovation happen…

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Innovation Health Check 1

Description

Innovation Strategy • Vision and strategic focus on innovation • Implementation of strategy

Organisation and Culture • Roles and responsibilities • Organisational structure • Organisational culture and climate

Innovation Life Cycle Processes • Idea management • Product/Process and Service Development • Launch and Continuous Improvement

Enabling Factors • Project management • Human Resources and Incentives • IT and Knowledge Management

Innovation Results

Org 3

Org 2

Org 1 1

2

3

4

5

Innovation Results

5

Enabling Factors

Innovations- Organisation and Culture

Innovation Strategy

Idea management

Product/Service/ Process development

Launch/ Continuous Improvement

Innovation Lifecycle Processes

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2

4

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“A.T. Kearney House of Innovation”

Assess and benchmark your innovation capabilities and pin-point the root cause


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Innovation Health Check 1


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Innovation Assessment Index

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Innovation Capacity Building 2

Eureka! Workshop

Pursuit Teams

Realization Teams

New Field of Play

Innovation Pipeline

Business Concepts Business Cases Ideas Artifacts, Experiments, and Business Plans

PROTOTYPE

Generate Better New Business Concepts

Build More Compelling Value

Propositions and Business cases

Develop Actionable Plans for Faster

Launch and Scale-up

Identify your growth areas, to generate new ideas, develop new projects, launch new services or choose the right program

Innovation Strategy & Realization

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To define a clear innovation focus requires five steps, each with a set of activities and outputs associated with it

Set Objectives and targets

Organize + Connect the Dots

Generate Ideas Prioritize + Refine

Concepts Set the Action

Plans

OU

TPU

TS Next Steps

Business Opportunity

Map

Strategic Innovation

Focus

Business Concepts / Initiatives

Prioritized Concepts / Initiatives


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You need more dots and a structure to look at the dots

Your Company

Competitors & Adjacencies

Up-and-Down the Value Chain

Changing Needs

Future Trends

Multisource To Get Lots of Dot Organized on a Business

Opportunity Map (BOM)


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The BOM democratizes the dots for anyone to systematically connect the dots


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Field of Play extending beyond the core but with significant overlap


Breakthrough Results Program

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The type of concept generated is based on which dots are used to form the concepts

• Concepts where all dots are from within the core

Incremental Concept

• Internal Employees

Breakthrough Concept

• Concepts where at least 2 of the dots are within core

• Actionable concept because of dots within the core

• Internal Employees • External partners

Radical Concept

• Concepts where all dots are from out of the core

• R&D team • Out-of-the-box, visionary

or imaginative people

1 2 3

De

fin

itio

n

Wh

o

Example: Segmented Fridge

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Energy efficiency Privacy Dorm students, GCC labor

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Renewable Energy

Social Media

Smart Systems

E-Commerce

Mobility

Gamification

Sensors

Freemium & Lock-in

Cloud computing

Digital

Tracking

Big data & analytics

Internet of Things

Sharing Economy

Co-Creation

More time on road

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600 000

OVER-

NIGHTS

STAYS

VS

800 000

OVER-

NIGHTS

STAYS

Trend 1: Shared Economy

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600 000

TICKETS

/month

VS

1

MILLION

TRIPS

/month

Trend 1: Shared Economy

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6.4 B 500 M

7.5 B 50 B

Population Devices Connected 2003

2020

Trend 2: Internet of Things

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In Sports ..

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At home ..

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PREVENTION OF EPILEPSY SEIZURES

INTELLIGENT TOOTHBRUSH

GLYCEMIA INDICATOR

EYE TESTS WITH SMARTPHONE

IN MEDICINE…

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Product and Packaging Innovation

New Field of Play

Using only 23 extensive design principles, you would be able to structurally design new products and packages

Innovation Capacity Building 2

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Product and Packaging Innovation

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Industrial Product Innovation: Client Case Results: More than 180 new product concepts/innovations re-designed out of Al-Araby's core manufacturing line.

1. Output example: Used 'Merging' Product Innovation principle and re-created a water cooler mister fan

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Principle 1: Other way around

New Field of Play

Invert the process between human-object

ex: Moving sidewalk with standing people

ex: Electric juice squeezer

ex: Electric toothbrush

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Use the other way around principle to redesign the watch.


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One possible solution is to make the numbers showing time move instead of being static.


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?

Principle 2: Universality

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Principle 2: Universality

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Nested doll : place the object inside itself

ex: Camera lenses

ex: Extending radio antenna

ex: Telescope

Principle 3: Nested Doll

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Use the Nested Doll principle to come up with an innovative solution for the bottles’ dripping problem.


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One possible solution is to place two (merging) bottle tips inside one another (inside another).


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Perform, before it is needed, the

required change of an object

ex: Pre-pasted wallpaper & Sticky notes

ex: Half-baked food

Principle 4: Preliminary Action

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Principle 4: Preliminary Action

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Divide an object into independent parts

Principle 5: Segmentation

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Principle 5: Segmentation

IA Assessment

IP Due Diligence

IP Strategy

IP Protection

Licensing

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Develop IP Strategy 4

Develop IP Strategy: Manage Intellectual Assets & Protect IP

Technology Transfer In 5

What is the goal? What IP is available? What are the trends? What are human needs? Who can I partner with? What’s the business model? What’s my IP Strategy?

Bibliotheca Alexandrina

Bibliotheca Alexandrina

• Open Source: Should BA put it on its Web for anyone to see,

• contextualized as part of a fabulous online collection?

• Full Exclusion: Should BA keep the scan close at hand?

• Limited Exclusion: Should BA seek another publisher?

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New IP Strategy !

Observations and Takeaways

• Go beyond the Sword & Shield

• Think differently! Think IP the Innovation Way

• IP should be considered a key strategic asset class around which a flexible IP strategy is developed

• Think about all your 3 IP Classes: Patent, Copyright, Trademark

Full exclusion Open access Limited exclusion

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The most innovative companies are those who have to most innovative IP strategy

• Diverse and balanced IP portfolio and remain flexible for changes and trends

• IP deserves more attention from businesses and

nonprofits.

• Brand is an important IP • Managers should not leave IP issues to legal

department or treat it as a line item in balance sheet

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Observations and Takeaways

[email protected]

Egypt (IXL-Center Cairo Office) Alcatel-Lucent Building, 3rd Floor Building 7, Street 22, Smart Village Giza, 12577, Egypt Tel: +202 35370251 Fax:+202 35370252

Boston – United States 110 Cambridge Street Cambridge, MA, USA 02141 Tel: +1 617 5007150 [email protected]

INNOVATION MANAGEMENT - CSIC · •Idea management •Product/Process and Service Development •Launch and Continuous Improvement Enabling Factors4 •Project management •Human

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