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Lorraine Warren
Lorraine Warren
Business
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PROJECTO P. INC - PÓLO DAS INDÚSTRIAS CRIATIVAS DO PARQUE DE CIÊNCIA E TECNOLOGIA DA UNIVERSIDADE DO PORTO SUB-PROJECTO CEICI – CENTRO DE EXCELÊNCIA PARA AS INDÚSTRIAS CRIATIVAS E INOVAÇÃO ACTIVIDADE: GRUPOS DE TRABALHO E FERRAMENTAS WORKSHOP: Realising the Value Spectrum: Creative Interdisciplinary Projects DR. LORRAINE WARREN UNIVERSITY OF SOUTHAMPTON 14 E 15 DE DEZEMBRO DE 2010, PORTO
Outline ,[object Object],[object Object],[object Object]
My Background ,[object Object],[object Object],[object Object]
University of Southampton ,[object Object],[object Object],[object Object],[object Object],[object Object]
Projects ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Context ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Purpose ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The Emergence Paradigm (Sawyer 2005, p211), showing the ‘circle of emergence’ (p220), i.e. that area which is subject to social emergence
Examining ,[object Object],[object Object],[object Object],[object Object]
Post-hoc, real-time, futurology
Anticipation? ,[object Object],[object Object],[object Object],[object Object]
Ongoing ,[object Object],[object Object],[object Object],[object Object]
Value? ,[object Object],[object Object],[object Object]
What kind of value? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
© 2009 John Wiley & Sons Ltd. www.wileyeurope.com/college/tidd Different Types of Innovation
[object Object],[object Object],[object Object],[object Object],Early stage Challenges
Temporal dimension ,[object Object],[object Object],[object Object],[object Object]
Potential scope economic artistic cultural social technical Wider Project Individual Incremental or radical?
Scoping ,[object Object],[object Object]
Technology - Product - Market Linkages T P P P P P M M M M M M M M M The most basic building block of a Business Concept
Description / Ideation ,[object Object],[object Object],[object Object],[object Object],[object Object]
© 2009 John Wiley & Sons Ltd. www.wileyeurope.com/college/tidd Innovation Process BUT: rather linear?
Resources Research Faculty Service Providers / Complementary Assets Level of Development “ Valley of Death” Existing Research Resources Existing Commercialization Resources Decision space between discovery and product development Fuzzy Front End Different kinds of value?
CORE Technology Business Plan Legal Services Accounting Services Mgt Team Outsourcing IP Mgt Marketing Research Facilities Mgt Building emerging case How to incorporate value spectrum?
Yes Determination of Strategic Factors Analysis of Core Assets Strategic Components Market Entry & Expansion Analysis of Complementary Assets Ownership Strategies Commercial Strategy Business Proposal Decision Reject Iterate Back Provides a decision making process leading to the commercialization strategy and the business proposal. Commercialization Strategy Development
Example of a Model for Managing and Marketing Technology Products © Pragmatic Marketing Strategic Tactical
Technology Road-Mapping ,[object Object],[object Object],[object Object],[object Object],[object Object],© 280 Group
Product Roadmap: A Software Product Example

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Porto workshop

  • 1. PROJECTO P. INC - PÓLO DAS INDÚSTRIAS CRIATIVAS DO PARQUE DE CIÊNCIA E TECNOLOGIA DA UNIVERSIDADE DO PORTO SUB-PROJECTO CEICI – CENTRO DE EXCELÊNCIA PARA AS INDÚSTRIAS CRIATIVAS E INOVAÇÃO ACTIVIDADE: GRUPOS DE TRABALHO E FERRAMENTAS WORKSHOP: Realising the Value Spectrum: Creative Interdisciplinary Projects DR. LORRAINE WARREN UNIVERSITY OF SOUTHAMPTON 14 E 15 DE DEZEMBRO DE 2010, PORTO
  • 2.
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  • 7.
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  • 9.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15. © 2009 John Wiley & Sons Ltd. www.wileyeurope.com/college/tidd Different Types of Innovation
  • 16.
  • 17.
  • 18. Potential scope economic artistic cultural social technical Wider Project Individual Incremental or radical?
  • 19.
  • 20. Technology - Product - Market Linkages T P P P P P M M M M M M M M M The most basic building block of a Business Concept
  • 21.
  • 22. © 2009 John Wiley & Sons Ltd. www.wileyeurope.com/college/tidd Innovation Process BUT: rather linear?
  • 23. Resources Research Faculty Service Providers / Complementary Assets Level of Development “ Valley of Death” Existing Research Resources Existing Commercialization Resources Decision space between discovery and product development Fuzzy Front End Different kinds of value?
  • 24. CORE Technology Business Plan Legal Services Accounting Services Mgt Team Outsourcing IP Mgt Marketing Research Facilities Mgt Building emerging case How to incorporate value spectrum?
  • 25. Yes Determination of Strategic Factors Analysis of Core Assets Strategic Components Market Entry & Expansion Analysis of Complementary Assets Ownership Strategies Commercial Strategy Business Proposal Decision Reject Iterate Back Provides a decision making process leading to the commercialization strategy and the business proposal. Commercialization Strategy Development
  • 26. Example of a Model for Managing and Marketing Technology Products © Pragmatic Marketing Strategic Tactical
  • 27.
  • 28. Product Roadmap: A Software Product Example