1 one-stop-science-shop innovationtour take your own ride! innovation needs future position...
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One-Stop-Science-Shop
InnovationTOURTake your own ride!
Innovationneeds
FuturePosition Milestones
back from future
Ideas to realizethe future
Businesschallenges
Evaluation of ideas
The innovationteam
GameMap forinnovation
© 2010 DTU and IPU – www.match.dtu.dk and www.ipu.dk
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One-Stop-Science-Shop
InnovationTOURBackground and purpose
One-Stop-Science-Shop is a 3 year project, funded by the Danish Research and Innovation Council.
The project partners include •DTU, Technical University of Denmark, Industrial Match Making Secretariat•IPU, an independent consulting and innovation company, located at DTU•KU, University of Copenhagen, Innovation Unit
The purpose of the project is to develop and test methods and tools to support innovation, primarily in small and medium companies, with special emphasis on utilization of research based knowledge, in collaboration between universities and companies
The methods and tools have been developed and tested in collaboration with more than 15 Technology Jumpers, who have been carried through individually designed workshop programs and Innovation projects. This is the basis for the present InnovationTOUR concept
Innovation is an individual and iterative process involving many skills and uncertainties. However, from the Technology Jumper activities is concluded, that a general innovation process can be established
The InnovationTOUR concept covers the process with major stages to pass – not in all details, but as a systematic set-off of innovation activities in a proper business context
© 2010 DTU and IPU – www.match.dtu.dk and www.ipu.dk
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One-Stop-Science-Shop
InnovationTOURGuidelines for Innovation Café activities
The InnovationTOUR concept is designed to systematically support the start-up process of innovation – from business challenges to an overall, first level GameMap for innovation
The process involves a number of stages, see the cover figure, each supported by specially developed tools, which are aimed to be self explanatory and immediate to use with space to fill out your own results
Even if the figure indicate a straight forward process, iterations may be necessary with some stages being ofspecial relevance for individual companies
You can work with the InnovationTOUR concept in 2 ways (select your preferred tour) :
1. Testing the process and tools ending with a Innovation GameMap for your case/company 2. Discussing the concept including the process, stages and related tools The One-Stop-Science-Shop Instructors will advise you in your InnovationTOUR and collect your experiences
In both situations you should end up with useful innovation perspectives and ideas for further work
An Innovation Handbook for a more detailed and throughout innovation process with additional tools will be available later this year
For further information, please contactJørgen Jørgensen, [email protected], or Jens Lønholdt, [email protected], InnovationTOUR developers
© 2010 DTU and IPU – www.match.dtu.dk and www.ipu.dk
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One-Stop-Science-Shop
Business challengesDefine your challenges and needs – fill out the matrix
Evaluate SituationWhat are your main challenges?
Need for InnovationWhat should be your new competitive edges?
BusinessOrganizationMarketServices…….
TechnologiesKey competencesProductsProduction…….
© 2010 DTU and IPU – www.match.dtu.dk and www.ipu.dk
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One-Stop-Science-Shop
Innovation needsDefine your direction and ambitions andformulate your specific innovation goals
Technological InnovationNew technologies, products or services in known markets
Radical InnovationNew ideas on new products or services in new combinations
Incremental Innovation Evolution based on present technologies, services and markets
Market InnovationNew markets for technologies, products or modified services
© 2010 DTU and IPU – www.match.dtu.dk and www.ipu.dk
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One-Stop-Science-Shop
Future positionDefine your future direction and competitive edges
”The future can be shaped within a window of opportunities. It is the most important task for top management to formulate strategic goals, which can support development of the desired future”Torben Bo Jansen, Director, Danish Institute for Applied Future Research
Basis for existence:
Value for stakeholders
Branding
Etc.
Your parameters:
Competitive edges:
Competences
Differentiation
Niches
Knowledge networks
Etc.
Your parameters:
Strategicwindow ofopportunities
© 2010 DTU and IPUwww.match.dtu.dk and www.ipu.dk
Headings of your press release year +3:____________________________________________________________________________________________________
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Milestones back from the futureBackcasting: The most important passages on the your way back from the future
Mn
M1
M2
Consider yourself being out in the future. You have reached your future position. Now define the Milestones to pass back to present. The Milestones will be references for definition and initiation of innovation projectsbringing you from present situation out in your desired future position
Examples of Milestones:
Marketing in place
New services ready
New products developed
New technologies tested
Competences in place
Company culture in place
Innovation projects initiated
Ideas for future position decided
Future position defined
Innovation ambitions in place
Business challenges defined
Your Milestones:
© 2010 DTU and IPU – www.match.dtu.dk and www.ipu.dk
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One-Stop-Science-Shop
Ideas to realize the futureBe creative – brain storm on ideas and create your Idea Table
Creativity is the process of generating ideasInnovation is the process of utilizing ideas for creating operational results
Achieve
Avoid
Short term Future
Idea Table
Idea
Idea
Idea
Idea
Idea Idea
Idea
Generate ideas for the most important performance parameters, services, technologies, etc. for your future
© 2010 DTU and IPU – www.match.dtu.dk and www.ipu.dk
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One-Stop-Science-Shop
Evaluation of ideas Create a screening matrix, define your understanding of compatibilityand attractiveness and evaluate your ideas
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High
Best ideas
Medium
Second best ideas
Low
Medium
Second best ideas
Low
Co
mp
atib
ility
Attractiveness
Compatibility of ideas with your strategies, visions, goals, resources, image, needs, etc.Attractiveness of ideas for example uniqueness, simplicity, easy to implement, difficult to copy, etc.
© 2010 DTU and IPU – www.match.dtu.dk and www.ipu.dk
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The innovation team Check your internal resources and needs for external support compared to the key roles necessary during the innovation process
1. Unclearstart
Key roles
Creative people
Experts for evaluation
Innovation manager
2. Structured project
Key roles
Development staff
Experts for sparring
Development manager
3. Conceptsdeveloped
Key roles
Development staff
Experts for test
Implementation Manager
4. Operationalresults
© 2010 DTU and IPU – www.match.dtu.dk and www.ipu.dk
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GameMap for innovation Summarize your innovationTOUR
Insert highlights from previous tools, carry out SWOT analysis
and define innovation projects to pass milestones out in the future
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Future positionBasis for existence:
Competitive edges:
Strategic frameworkBusiness challenges:
Innovation needs:
Innovation projectsto be initiated:
Milestones back from the future:
SWOT Analysis
Strengths:
Weaknesses:
Opportunities:
Threats:
Key persons for innovationInternal:
External:
© 2010 DTU and IPU – www.match.dtu.dk and www.ipu.dk