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“Innovatiemanagement” Training www.gro3.com
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Content • • • • • • •
Definitie, belang en types van innovatie Innovatiemanagement Ideemanagement Business case, financiering en bescherming Vermarkten van ideeën Opzetten van teams Succesfactoren en stappenplan
• Annex: €100 vaucher
Definitie: creativiteit en innovatie 1
1 Innovation Innovation
AAnew newidea, idea,method, method,or ordevice. device.The The act of creating a new product or act of creating a new product or process. process.The Theact actincludes includesinvention invention as aswell wellas asthe thework workrequired requiredtotobring bring an anidea ideaor orconcept conceptinto intofinal finalform. form.
1
1 Creativity Creativity
Creativity Creativityisisthe theability abilitytotoproduce produce work that is both novel and work that is both novel and appropriate. appropriate.
2
Bron: pdma glossary, Merrian-Webster dictionary
Wat is innovatiemanagement?
aantal nieuwe ideeën
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omzet uit nieuwe producten
Waarom is innoveren belangrijk? Traditional methods won’t close the growth gap Most companies today face their own version of the Growth Gap and are adressing it through traditional means. But the growth gap can’t be closed by traditional means: 1. Increasing marketing and sales investments Ultimately, marketing can’t induce consumers to brush their teeth and shampoo their hair more frequently than 2. The industry’s natural growth rate The cyle time from industry hypergrowth to industry maturity is shorter and most industries are mature markets 3. Cost cutting, efficiency-enhancing initiatives Companies have spent the past two decades driving costs out of their operations. Such efforts will not increase top-line revenue nor growth.
Bron: Robert B. Tucker, The innovation resource
Waarom is innoveren belangrijk? Traditional methods won’t close the growth gap (2/2) Most companies today face their own version of the Growth Gap and are adressing it through traditional means. But the growth gap can’t be closed by traditional means: 4. Traditional new product/service pipelines This pipeline is very good at developing line extentions and productenhancements. Such linear development for the most part creates slight variatons on a theme that balely move the growth needle. 5. Acquisitions and mergers Just 23 percent of acquisitions earn their cost of capital (McKinsey study) and many not come whithout risk.
Bron: Robert B. Tucker, The innovation resource
Waarom is innoveren belangrijk? Kortere levencycli maken het moeilijker om investeringen terug te verdienen
aantal nieuwe ideeën
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time to market time to profit
Bron: Robert B. Tucker, The innovation resource
omzet uit nieuwe producten
Waarom is innoveren belangrijk? The proportion of new products and services is a key indicator of corporate succes both in terms of revenue enhancement and total shareholder returns. > Firms that master innovation are firms that are faster than their peers and produce higher profits. > High performers average 61 % percent of turnover from new products as compared to 26% for low performers. > Succesvolle ondernemingen: - commercialiseren 3 maal meer nieuwe producten dan de concurrentie - stoppen 3 maal meer nieuwe technologiën in hun producten - slagen erin nieuwe producten 2 maal zo snel in de markt te zetten - zijn in 2 maal zoveel productgroepen en geografische markten aanwezig
Bron: Chris Zook, Bain & company, Inc. en Mc. Kinsey-rapport
Waarom is innoveren belangrijk? 1
CEO’s key business levers
««91% 91%of ofexecutives executives across acrossall allindustries industries believe believethat that increasing increasingtheir their company's company'scapacity capacity for forinnovation innovationis is critical criticalto tocreating creating future futurecompetitive competitive advantage advantageand and earning earningprofits profits»»
Bron: PriceWaterhouseCoopers, CEO survey 2002
Innovatietypes: productinnovatie Het stage gate process
Innovatietypes: niet alleen PD/technologisch
Source: Mohan Sawhney
Innovatie types: Bleu ocean strategy On 100 innovations only 14% are true value innovations, but they generate 38% of total revenues and 61% of total profits.
Bron: W. Chan Kim and R. Mauborgne.
Innovatie types: industrie profielen 'Normal' companies invest in product development first and then think about the secondary innovations that would boost its value. Startups like E*Trade and Quicken are doing something quite different: they start at the fringes of the model, thinking first about business models and customer experiences, then move inward to plan products, services and processes.
Bron: Doblin
Innovation landscape of the US restaurant industry
Not all innovations have equal impact on revenue and profit growth. Breakthrough innovations are most significant in this respect, although they often require the greatest amount of change, internally and externally, to implement. The key to unlocking hidden sources of growth and profits is not to abandon the core business but to focus on it with renewed vigor and a new level of creativity. Bron: Chris Zook, Bain & company, Inc.
Magnityde of Change
Innovatie types: niveau’s van innovatie
Breakthrough
Substantial
Incremental
Revenue and profit growth
Innovatietypes: scouten van opportuniteiten Product
Process
Strategy
Big Mac
Franchisee
Global expansion
Substantial
Value meats
Hamburger University
Opening for breakfast
Incremental
Green Milkshakes for St. Pat’s Day
New French Fry Cookers
Boston Markets Acquisition
Breakthrough
The innovation opportunity grid** McDonald’s Corporation Bron: Robert B. Tucker, The innovation resource
Content • • • • • • •
Definitie, belang en types van innovatie Innovatiemanagement Ideemanagement Business case, financiering en bescherming Vermarkten van ideeën Opzetten van teams Succesfactoren en stappenplan
Scouten van opportuniteiten Groei opportuniteiten
bus model 80 70
services
legal
60 50 40
30
30 20 10
sales & marketing
31
1 4 11
0
27
organisation
10
product
partner 74 pricing
Kan innovatie worden gemanaged?
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Aantal (succesvolle) ideeën Time to market Time to profit Omzet uit nieuwe producten
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Communicatie van een helder strategisch kader
“A succesfull company with a secure future” Profitable, growing, happy people, remarkable performances, stable
Where do we want to go?
How to get there? Implement it Are we on track?
Time Where are we?
Visie Missie Waardepropositie Ambitie (BHAG) Positionering Doelmarkten Omzetdoelen Kerncompetenties
Het belang van kernkompetenties Sustained value creators lead in their cores Companies that have very few, highly focused, core businesses account for most of the sustained growth companies.
78 %
17 %
5% One core with leadership
Multiple cores with leadership
Other situations
Trends en het VEV analyseerden de duizend Gazellen, de snelste groeiers van Vlaanderen. Ze tonen de weg naar het succes: focus op de kernactiviteit, zoek strategische partners en wees de concurrenten te snel af.
Kan innovatie worden gemanaged?
Strategisch kader visie – missie positionering – doelen kernvaardigheden
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Gekende en latente behoeften zien
De waarde-elementen van een gebruiker
Kan innovatie worden gemanaged?
Strategisch kader
Klant en waarde
visie – missie positionering – doelen kernvaardigheden
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waardepropositie behoeften
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Breed kijken in het ecosysteem Politics
Demografie
Economy
Valuesystem of an industry
Suppliers
Production
Distribution
Consumers
Company X
Social - culture
Technology
Ecology
Depest model. Every company should be looking for the major drivers and breakthroughs having an important impact on it’s business. These external area’s of scouting are mostly: politics, demography, economy, social-culture, technology and ecology
Kan innovatie worden gemanaged?
Strategisch kader visie – missie positionering – doelen kernvaardigheden
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Klant en waarde
Toekomst
waardepropositie behoeften
trendwatching, roadmaps, scenario’s
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