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Technology and Innovation Management
- 2. Contents
(1) Innovations
(2) Innovation Management
(3) Innovation Management Dimensions
(1) Process
(2) Organizations Structures
(3) Strategies
(4) People
(4) Technology Forecasting
(5) Innovation Auditing
(6) Innovation and Creativity Tools
Copyrights © 2009 Jamil Alkhatib 2
- 4. Innovation is not Fantasy
It is a must
Globalized Markets
Preferred Partnership
Changing Customers Behavior
Short Life-cycle
Fund Raising Gaining new customers
Publicity
Attract the best employees/experts
New competitors
Overcoming Recession
Emerging Disrupting Technologies
Brand name
Impress Stake holders
Growth Opportunity
4
Copyrights © 2009 Jamil Alkhatib
- 5. Innovation Definition
Problem
Problem Solution
Innovation
Solving
Recognition Exploitation
(Invention)
quot;Anything that won't sell, I don't want to invent.quot;
Thomas Edison
Copyrights © 2009 Jamil Alkhatib 5
- 6. Innovation Dimensions
Modified New
Technology Technology
Modified
Incremental Tech
Benefit for Innovation Oriented
User
New Benefit New Radical
for User Application Innovation
6
Copyrights © 2009 Jamil Alkhatib
- 7. Innovation means RISK!
• “Xerox PARC: Innovation Without Profit”
• HDTV: New Technology but incremental
improvement
7
Copyrights © 2009 Jamil Alkhatib
- 8. Innovation Management
Innovation Management
Invest in Invest in
Innovation Innovation
Hope Expect
Regular
Occasional Innovative
Success Results 8
Copyrights © 2009 Jamil Alkhatib
- 10. Innovation Management
Innovation Management
R&D Management
Technology Management
Applied
Basic Research Development Production Marketing
Research
Adopted from Innovationsbewertung, Grang 10
Copyrights © 2009 Jamil Alkhatib
- 11. Innovation Management
Organizational Dimensions
Structure
“Successful innovation
requires choosing,
building, and preparing the
right organization and the
right people for executing
and scaling the
innovation.”
Inno.
People Process
Mngmnt.
Clayton M. Cristensen & Tara
Donavan
Strategy
11
Copyrights © 2009 Jamil Alkhatib
- 12. PROCESS
12
Copyrights © 2009 Jamil Alkhatib
- 13. Process Characteristic
Efficiency / Order
Creativity/ Chaos
13
Copyrights © 2009 Jamil Alkhatib
Adopted from Ebner and Walti
- 14. Stage Gate
Innovation Process
Idea management
Project management
Idea Go to Go to Post-Launch
Second Go to
Screen Testing Launch Review
Screen Development
Stage Stage Stage
Stage Stage
Gate Gate Gate
Gate Gate
1 4 5
2 3
1 4 5
2 3
Scoping Testing & Launch
Discovery Build Development
Validation
Stage Business Case
http://www.stage-gate.com Market Preperation
14
Copyrights © 2009 Jamil Alkhatib
- 15. “Creativity does not work in vacuum, it needs context”
Dimis Michaelides
ORGANIZATIONAL
STRUCTURE
Copyrights © 2009 Jamil Alkhatib 15
- 16. Organization
“Many successful companies stumble from
prominence not because they're badly
managed but precisely because they are
well managed. They listen to and satisfy
the needs of their best customers, and
they focus investments at the largest and
most profitable tiers of their markets.”
Clayton M. Christensen
Copyrights © 2009 Jamil Alkhatib 16
- 17. Organization Size
“Small companies have 13-14 times as many
patents per employee as large companies.”
Source: CHI Research Inc. for the SBA Office of Advocacy
17
Copyrights © 2009 Jamil Alkhatib
- 18. PEOPLE
“Problems cannot be solved by the same level of
thinking that created them.”
Albert Einstein
18
Copyrights © 2009 Jamil Alkhatib
- 20. Risk Taking
“Success is a lousy teacher. It seduces
smart people into thinking they can’t lose”
Bill Gates
“If you're not failing every now and
again, it's a sign you're not doing anything
very innovative.”
Woody Allen
20
Copyrights © 2009 Jamil Alkhatib
- 21. Freedom
• Google engineers are required to allocate
20 percent of their time working on any
project idea of their choosing
• 3M's “Friday time” or 15% of their time to
pursue independent projects
21
Copyrights © 2009 Jamil Alkhatib
- 22. Creativity
Creativity:= knowledge + imagination +
evaluation
• Creativity techniques
– Brain storming
– Mind Mapping
– Lateral thinking + 6 Thinking Hats
– TRIZ / Systematic Innovation
Copyrights © 2009 Jamil Alkhatib 22
- 24. TRIZ - The 40 Inventive Principles
1. Segmentation 21. Hurrying
22. „Blessing in Disguise‟
2. Taking Out (Extraction)
3. Local Quality 23. Feedback
4. Asymmetry 24. Intermediary
5. Merging (Combination) 25. Self-Service
6. Universality 26. Copying
7. „Nested Doll‟ 27. Cheap/Short Living
8. Counterweight 28. Another Sense
9. Prior Counter-Action 29. Fluidity
10. Prior Action 30. Thin & Flexible
11. Prior Cushioning 31. Holes
12. Remove Tension 32. Colour Changes
13. „The Other Way Round = [Revesal] 33. Homogeneity
14. Curvature 34. Discarding and Recovering
15. Dynamics 35. Parameter Changes
16. Slightly Less/Slightly More 36. Phase Transitions
17. Another Dimension 37. Relative Change
18. Vibration 38. Enriched Atmosphere
19. Periodic Action 39. Calmed Atmosphere
20. Continuity of Useful Action 40. Composite Structures
- 25. Innovation Resistance
Novelty and
Resistance are
two sides of the
Coin
25
Copyrights © 2009 Jamil Alkhatib
- 26. Traditional Arguments
• “This stuff doesn‟t work in the real world…”
• “We don‟t have time to mess with this
theoretical stuff…”
• “Too Risky Investment”
• “We do not know what might happen”
Copyrights © 2009 Jamil Alkhatib 26
- 27. HP 35 Pocket Calculator
act of creation is first of all an act of destruction”
“Every
Picasso
• HP 35 pocket calculator ($395) in 1971
27
Copyrights © 2009 Jamil Alkhatib
- 28. Innovations Antibodies
Measures and
The company Failures are socially
rewards support a
Organizational
suffers from Not- punished.
focus on short-term
Invented-Here efficiency.
syndrome. Managers see
Antibodies Blocking supporting
Innovation are
ignored or rewarded innovation as
Ideas have nowhere
unfairly. reducing efficiency
to go.
and as a waste.
Innovation
There is a lack of tangible
Innovation is treated
commitment to innovation
as discrete events
from top management.
rather than as day-
to-day activity.
Innovation are
“We have always done it
The power structure funded based
this way” mentality
almost entirely on
supports status quo
financial metrics. dominates decision-
and fights change.
Copyrights © 2009 Jamil Alkhatib 28
making.
- 29. STRATEGIES
Copyrights © 2009 Jamil Alkhatib 29
- 32. “The best way to predict the future is to create it.”
Peter Drucker
TECHNOLOGY FORECASTING
Copyrights © 2009 Jamil Alkhatib 32
- 34. S-Curve
Copyrights © 2009 Jamil Alkhatib 34
- 37. “You can‟t manage what you can‟t measure.”
Peter Drucker
INNOVATION AUDIT:
Copyrights © 2009 Jamil Alkhatib 37
- 39. Innovation Audit
“I believe, however, that innovation isn't
random. Every undesired outcome has a
cause. Those outcomes appear to be
random when we don't understand all the
factors that affect successful innovation. If
we could understand and manage these
variables, innovation wouldn't be nearly
as risky as it appears”
Clayton Christensen
Copyrights © 2009 Jamil Alkhatib 39
- 41. Multi Level Audit
Approach
Innovation Balance
Innovation Profile
Inno- pressure
Inno- ability
Strategy
5
Marketing corporate culture
4
3
Risk Management Innovation driver
2
1
external Orientation Innovation processes
0
Financing Idea management
Kooperations Portfolio management
Knowledge / Qualification
sample- comp Benchmark 41
- 42. Results & Perspective
Analysis
Alternatives
Evaluation Implementation
Outside Perception of Action
Feedback:
Key Values Inno-Profile Implementation
-Customers Road map
-Partners
Inno-Balance
Market Trends -Staff
Interview Results
Copyrights © 2009 Jamil Alkhatib 42
- 49. Thank You
Jamil.handasarabia.org
www.slideshare.com/jamilkhatib