Innovatiemanagement WINN Masterclass Deltares
Dr. Patrick van der Duin TU Delft, faculteit TBM 19 november 2009
Onderwerpen 1. Contextueel innoveren 2. Collectieve innovatie 3. Cyclisch Innoveren
Aspecten van innovatie • Nieuwheid & verandering: – verschil & impact (meer of minder)
• Een brede opvatting: – niet alleen technologie
• Process: – van idee/patent etc. naar implementatie
• Implementation: – Alleen een ‘ idee’ is niet voldoende
• Interconnectie: – Verbondenheid (systeem-innovaties)
• Onzekerheid & creativiteit: – Onvoorspelbaarheid, spontaniteit
Innovatie: nieuwheid & verandering
+
Radical: e.g., mobile telephony
Incremental/radical: e.g., pre-paid mobile telephony
verandering
-
Incremental: e.g., new model mobile phone
-
Incremental/radical: e.g., 2G > 3G
nieuwheid
+ 4
Verschillen ‘gewone’ projecten & innovatieprocessen ‘Gewoon’ project: • Onzekerheden reduceren • Stakeholders bekend • Einddoel helder • Herhaling • Focus op doel • Overzichtelijk projectduur • Veelal formeel en gepland • Operationeel van karakter • Intern gericht
Innovatie-proces: • Onzekerheden managen • Stakeholders onbekend • Einddoel vaag • Uniek project • Focus op proces • Lange termijn • Veelal informeel en spontaan • Strategisch van karakter • Extern gericht
Kun je innovatie managen? Innovator: •• •• •• •• •• •• ••
favorite favoriteword: word:disruptive disruptive Visual Visualthinker thinker focus focuson onproduct/service/solution product/service/solution Wired Wired William WilliamGibson Gibson Google, Google,reader/alerts reader/alerts Mac, Mac,tinkerer, tinkerer,tweaker, tweaker,experiment, experiment, change, chaos change, chaos
Manager: •• •• •• •• •• •• ••
favorite favoriteword: word:CONTROL CONTROL Linear Linearthinker thinker focus focuson ontimelines/budget/business timelines/budget/business Business BusinessWeek Week 77Habits Habits MS MSProject Project PC PC
Van: Onno ter Wisscha (KPN Mobiel)
Innovator & manager = business • Larry Page + Serge Brin = • Steve Wozniak + Steve Jobs = • David Packard + Bill Hewitt = • En…..: Anton + Frits Philips: Philips O.a. van: Onno ter Wisscha (KPN Mobiel)
Innovatie op verschillende niveau’s • Macro: – national innovation systems, innovatiebeleid, technological competitiveness, cultuur (macro-economie/science and technology studies)
• Meso: – sectoral innovation systems, sectorale convergentie, innovatiepatronen (economie/macro-economie)
• Onderneming: – innovatiemanagement, ondernemerschap, technostarters (bedrijfskunde/bedrijfs-economie)
• Project/proces: – productontwikkeling, service design, ‘best practices’ (IO/Bedrijfskunde)
• Micro: – leiderschap, persoonlijkheid, teams (psychologie)
1. Contextueel innoveren •
Innovatie-management: – “..creeren, ontwikkelen en toepassen van kennis binnen en tussen organisaties”
•
Vier generaties: 1. 2. 3. 4.
Technology push Market pull Parallele processen Innovation in netwerken en systemen
Generatie 1: 1950 - 1965 • • • • • • • •
Technology push R&D georganiseerd als universiteiten R&D = innovatie Lineair proces dat begint bij de wetenschap ‘gesloten innovatie’ Vannevar Bush: ‘Science, the endless frontier’ Hoge economische groei Vraag > aanbod
> nadelen: te veel technology, R&D en bedrijf los, zeer langdurig proces
Generatie 2: 1965 – begin 70 • • • •
Market pull R&D fuctioneel georganiseerd Matrix-organisatie, projecten Lineair proces dat begint bij de markt
• Vraag =/> aanbod > nadelen: klanten weten niet alles, losse innovatie-projecten, alleen incrementeel innoveren
Generatie 3: begin 70 – midden 80 • • • • • •
Combinatie technology push & market pull R&D als universiteiten Innovatie-programma’s Lineair proces met feedback loops Innovatie wordt iets ‘opener’ Lage economische groei
> te weinig ervaring met de markt, meer focus op ontwikkeling dan op exploitatie
Generatie 4: mid 80 - …. • • • • •
Innovatie > R&D Innovatie is volledig geintegreerd Innovatieproces wordt versneld Innovatie in netwerken ‘Interne’ diffusie innovatie
> nadelen: cultuur-clashes, lastig te managen met veel actoren.
Contextuele innovatie • 5e generatie? • Verschillende ‘generaties’ in 1 organisatie • Evolutionaire ontwikkeling: – Complexer – Wegnemen nadelen van de vorige generatie – En: Aanpassing aan de omgeving cq. context
• Contextuale factoren: – – – –
Type innovatie Type organisatie Industrie Land/cultuur
14
Twee ‘cases’ • Shell: o.b.v. type innovatie – Incremental: BU-funded, integrated (multidisciplinary) teams – Radical: corporate-funded, different teams at different stages • Philips: op basis van type industrie • 7 (!) verschillende benaderingen & fase in life cycle – Business markets: lead customers / 3th generation – Consumer markets: societal trends; market pull – Initially technological explorative and iterative, after that on BU-level and stage gate-approach – Saturated markets: Business alliances (o.a. met Nike, Douwe Egberts) – Disruptive technologies: with incubators
Verschillende theoretische benaderingen Universalism:
Configurationalism:
Contingency:
an optimal solution, best practices, golden rules
archetypes, clusters, typologies, classifications
e.g., Peters & Waterman, Collins.
e.g., Mintzberg on organization, Porter on strategy.
ranges of optimal solutions, depending on the contingency – factor
Meta-analysis by Van der Panne et al. on success-factors of innovation
Pavitt: innovation patterns, Miller Contextual!
…….
Verschillende theoretische benaderingen: universalism
.
Verschillende theoretische benaderingen: configurationalism
Verschillende theoretische benaderingen: contingency
.
.
.
Contingency innovation strategies under uncertainty
high
learning-based market-based
learning-based
market uncertainty process-based quantitative-based low
low Lynn & Akgün (1998)
learning-based technology-based speed-based
technology uncertainty
high
Uncertainty Matrix high
evolutionary market innovation
radical innovation
market uncertainty evolutionary technology innovation
incremental innovation low
low
technology uncertainty
Based on Ansoff (1965), Moriarty & Kosnik (1990), Lynn & Akgün (1998)
high
2. Collectieve innovatie
Is de ‘polder’ een zegen of een vloek voor innovatie?
Goal Dutch Government: Top 5 WEF GC Reality: No Real Improvement since 2004
WEF GC Score
WEF GC Ranking
23
WEF GC Score Netherlands on Innovation Only One Competitive Advantage in 2008 WEF GC Innovation Factors
Dutch Ranking (8th in 2008/9)
Competitiv Outranked e by # of Top 5 Advantage
1. Capacity for innovation
11th
No
4x
2. Quality of scientific research institutions
10th
YES
3x
3. Company spending on R&D
11th
NO
5x
4. University-industry research collaboration
11th
NO
5x
5. Government procurement of adv. technology
37th
NO
5x
6. Availability of scientists and engineers
25th
NO
5x
7. Utility patents
13th
NO
4x 24
Labour Productivity (resulting from Innovation) also very limited in The Netherlands Decomposition of 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 -0.5 -1.0 -1.5
economic growth 1995-2004, %points per annum 1.2 1.1
1.0
2.1
1.9
2.3
NL
-0.7
FRA
2.1 1.4
0.9 -0.1
1.2
0.4
1.6
-0.2
USA
-0.1
CAN
1.6
2.0
1.4
-0.7 -0.2
-0.6
-0.3
-0.3
JAP
GER
OECD (pre1994)
EU-15
persons employed hours worked per person employed labour productivity (per hour worked)
25
llective CoCollaborative Factors: • Demography • Environment
Context
Collective Innovation
• Society
Market
• Technology
Actors:
• Customers Collaborative • Suppliers Engg. Organization • Competitors Standardization
• Economy • Politics • ... Insight
Innovation
• Partners Influence
Control
• Distributors
Open Innovation • ...
26
llective CoCollaborative
Innovation
Definition (under construction) • Coordinated collocation of multiple public and private parties; • To generate, tune, and combine complementary ideas; • That are developed in parallel into integrated solutions for collective ambitions and problems; • That are implemented and change the system in such a way that collective ambitions are realized and collective problems are minimized. 27
llective CoCollaborative
Innovation
Approach (Iterative) 1. Describe public ambition and/or problem, leave solution open 2. Review ambition/problem collectively, bringing in ideas 3. Appoint unbiased Collective Innovation director 4. Bundle needs & bundle solutions 5. Commit to chosen set of solutions publicly & privately 6. Coordinate parallel development of building blocks 7. Roll out small to prove success, then roll out regionally, and scale up (inter)nationally 8. Accept changes in the power of current stakeholders
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3. Het Cyclisch Innovatie Model image of the future external trends
internal ambitions
vision
y eg t a s tr
open leadership
c ap ab i lit y
process model
transition path
innovation projects
The Innovation arena is described by the Cyclic Innovation Model
Cyclical interaction inside-out
A
X outside-in
Dynamics surrounding technological research
scientific exploration
hard sciences cycle
technological research
integrated engineering cycle
product creation
Dynamics around market transitions
scientific exploration
soft sciences cycle
market transitions
differentiated valorization cycle
product creation
Combining the two double loops (integrating two different worlds)
scientific exploration
scientific exploration
technological research
what is
possible
what is
desirable
market transitions
product creation
product creation
CIM: Innovation Arena hard knowledge infrastructure
manufacturing and processing industry
technological research integrated engineering cycle
technical-oriented sciences cycle
scientific exploration
differentiated service cycle
social-oriented sciences cycle
soft knowledge infrastructure
product creation
entrepreneurship
market transitions
public and private service sector
CIM ‘personalized’
A society can be excellent in science, but still may underperform economically (vertical communication barrier) (de Innovatieparadox)
techno rese
logical arch integrated engineering cycle
hard sciences cycle
scientific exploration
product creation
soft sciences cycle
differentiated valorization cycle
mar tran
ket sitions
A society can be excellent in technology, but still may underperform economically (horizontal communication barrier) (bijv. Philips)
technological research hard sciences cycle
integrated engineering cycle
scientific
product
exploration
creation
soft sciences cycle
differentiated valorization cycle
market transitions
‘Lucio’: een mobiele data dienst
a. het systeem
b. het scherm
Divergentie en/of convergentie Mobile telephony
Telephony, fax
“Telecom” teleshopping/ -working office automation Personal Computer
Videophony Mobile Devices MM desktop telecom Interactive TV
VoD Video
Television
digital TV
“Computer”
Movie
MM PC
“Media”
‘Lucio’: toepassing van CIM op een mobiele datadienst
existing technology reservoir
systems engineering cycle
product development
IDC customized service cycle
market transition
Lessen uit ‘Lucio’ • Verschillende bedrijven, verschillende industrieen, verschillende culturen, verschillende tijdshorizons • Verschillende ontwikkel-tempi (networks, services) • Verschillende houding en perspectief t.a.v. de markt • Delen van activiteiten m.b.t. toekomstverkennen (data, experts, methoden, etc.)
CIM & Thixomoulding
