innovation in portugal - accelperiberia · 2010-05-16 · praveen gupta praveen gupta, a management...
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Innovation in Portugal
Praveen Gupta
President, Accelper Consulting
Architect, Brinnovation™
Pioneer, Six Sigma
ASQ Fellow
Making it happen!
Volcanic Disruptions
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@Accelper 2010
Acknowledgements
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Our Hosts:
ANTÓNIO GONÇALVES BRAGANÇA FERNANDES
Chairman of the TECMAIA, SA Management Board
President of Maia Municipal Council
DR. ANTÓNIO TAVARES, CEO of Tecmaia
DR. PAULO RAMALHO, International relations, and economic
development
Our sponsors:
Câmara da Maia
Tecmaia
Lipor, FERNANDO LEITE
Vida Económica and Innovation & Entrepreneurship
Accelper Consulting Iberia, my local partner and associate
@Accelper 2010
Objective and Outline Today
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Objective:Understanding role of innovation in dealing national crisis and
creating opportunities for economic and personal growth
Outline:1. State of Innovation in Portugal
2. Understanding Innovation
3. Power of Portuguese People
4. Roadmap for Innovation in Portugal
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Portugal Economy
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Unemployment
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GDP Growth
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Exports
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Reasons for Innovation
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Ref: Center for Innovation, Technology and Policy Research, IN+, Instituto Superior Tecnico, Technical University of
Lisbon, http://in3.dem.ist.utl.pt/
1. Innovating for individual and social well-being
2. Strengthening the scientific knowledge-base
3. Balancing production and diffusion of benefits
4. Innovating through private and public initiatives
5. Promoting inclusive development
6. Balancing regional economic development
7. Innovation for sustainable development
8. Increasing accountability and monitoring of innovation
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EU Innovation Scorecard_Portugal
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MIT Program
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Multiple programsBioengineering Systems
Engineering Design and Advanced Manufacturing
Sustainable Energy Systems
Transportation Systems
The MIT-Portugal Program offers quality education and research in
the emerging field of engineering systems.
Challenge: Education in Science, Technology, Engineering and Math do not appear to be generating productive
thinking, and new innovations fast enough. Students including STEM graduates must learn how to innovate.
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Porter’s Clusters
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Cluster initiatives are organizations or projects that are organized as
collaborations between a diverse number of public and private sector
actors, such as firms, government agencies, and academic institutions.
Cluster initiatives generally are involved in a broad range of activities, e.g.
supply-chain development, market intelligence, incubator services,
attraction of foreign direct investment, management training, joint R&D
projects, marketing of the region, and setting technical standards.
Challenge: Cluster concepts were developed in 1990. There is a change in the business environment! Clusters
require investments, and do not appear to be effective and efficient to meet today’s needs.
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In Other Words…
High debt (90% of GDP), low savings, weak
competitiveness, increasing unemployment,
decreasing exports, and stagnant growth has resulted
in our inability to pay for debt and generate new tax
revenue.
We must remember our best days, and understand
what made that work. We must try to replicate our
successes rather than search for successes around
and ourdis
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Best of Portugal
14People love Porto@Accelper 2010
EU Recommendations
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1. Strengthening human resources capabilities, particularly at
undergraduate and graduate levels
2. Fostering the emergence and establishment of new
companies, both domestic and foreign-owned, to promote
employment, particularly in knowledge intensive activities
3. Strengthening of SMEs in-house capabilities
4. Transforming the cluster policy initiative into an effective
opportunity for change and for increasing the systemic
density of the NIS
Education in innovation at every level will lead to more new
businesses, better performance, and happier people.
Progress begins with education.
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Praveen Gupta
President, Accelper Consulting
Architect, Brinnovation™
Pioneer, Six Sigma
ASQ Fellow
@Accelper 2010
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http://www.yugatech.com/blog/wp-content/uploads/2006/09/ipod-nano.jpg
What is the difference?
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Feel their Pain– Complaints
– Nagging problems
– Indecisions
– Repeat problems
– Upset employees
– Technical challenges
– Stagnation
– Circumstances
EFFORT TO MEET
CUSTOMER
REQUIREMENTS
CUSTOMER
SATISFACTION
2. SPOKEN
CUSTOMER
EXPECTATIONS
1. UNSPOKEN
ASSUMED
REQUIREMENTS
SUBJECTIVE REQUIREMENTS
3. UNSPOKEN
‘Love to Have’
OBJECTIVE REQUIREMENTS
TRENDS OVER
TIME
Scout for the opportunity!
Love Thy Customers!
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Thinking G.C.S.F
Thinking
Time (min)
Per Idea
Extent of Innovation
Good Crazy Stupid Funny
Create new opportunities by combining two or more ideas uniquely.
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Time and Place to Think!
27www.Google.com
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The Building Block of Innovation
Innovation
IdeaIntelligence
Creativity
Invention
Internet Customers
SuppliersRest of the world Free Lancers
Universities
Labs
Networked Individual
Innovation ≈ Effort x Speed of thought2
Innovation ≈ Effort x ƒ(Knowledge, Play, Imagination)
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The T.E.D.O.C. Methodology
Target (T)Opportunity
Develop (D)Alternatives
Explore (E)ideas
Optimize (O)Solution
Commercialize (C)Innovatio
n
• Listen to
customer for
specific
needs
• Making
customer’s
life easier,
better, and
richer
• Explore ‘what
if’ scenarios
• Research
customer’s
customers for
their value
proposition
• Create
innovative
options for
the
customer,
and
customers’
customers
• Optimize
the
solution
for the
customer
giving the
best value
• Close the
deal
– What
– When
– Value
– Fun
Give customers more than they want at an affordable price.
Which phase (s) we do and don’t?@Accelper 2010
Easing Customer Pains
Potential ideas for
growth
Classify customer
needs
Categorize
Customers’ buying
needs (Schedule for
innovation)
Ideas to innovate
now (What to
innovate)
Fundamental Platform Derivative Variation
5 - 15 yr. 2 - 5 yr. 1 - 2 yr. Now – 1/2 yr.
Effort x ƒ (Customer Knowledge, Play, Imagination)
ImmediateNear TermShort TermLong Term
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Organization for Innovation
Executive Officer
Innovation
Leadership
Idea Management
Financial OfficerOperating OfficerGrowth Officer
Creativity Culture
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BW Top Ten Ranking Most (RGxPG) Best ($) ROI ($) $ / year
Apple 1 Google Google 2.85 .71
Google 2 Apple Dell 2.83 .71
Toyota 3 Genentech Apple 2.04 .51
GE 4 Amazon eBay 1.74 .44
Microsoft 5 eBay Genentech .83 .21
PnG 6 Motorola 3M .60 .15
3m 7 Starbucks Microsoft .52 .13
Walt Disney 8 Boeing Cisco .51 .13
IBM 9 Walt Disney Motorola .41 .10
Sony 10 Dell HP .36 .09
Return on Innovation
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Monetize a
nd
Institu
tionaliz
e
Innovation
Capture key value growth ideas
Educate managers in innovation
Allocate resources for innovation
Develop new innovative solutions
Invest in leadership development
Sustaining Profitable Growth
Start before you
need to
Train the troops
Designate a team
of experts
Appoint a senior
leader
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Recommendations
1. Support innovation, strategy and
policy with education in science and
engineering of innovation.
2. Investment in people has higher
return on investment than in
infrastructure.
3. Make education in innovation an
imperative at all levels.
4. We must give people ability,
confidence and support to take risks
and succeed.
5. Without education in innovation will
deter making meaningful progress in
the innovation initiative.
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Praveen Gupta
Praveen Gupta, a management consultant, has authored several books
including Business Innovation in the 21st Century, Stat Free Six Sigma,
Six Sigma Performance Handbook, and Service Scorecard. Praveen is
Editor-in-Chief of International Journal of Innovation Science, and
writes a monthly column Manufacturing Excellence in the Quality
magazine. Praveen frequently speaks at conferences internationally.
Praveen has been recognized as a thought leader in areas of excellence and innovation.
He has developed Six Sigma Business Scorecard, the 4P model of excellence,
Breakthrough innovation, and Stat Free Six Sigma methods that have been translated and
used worldwide.
Praveen, the founding president of Accelper Consulting (www.accelper.com), has worked
at Motorola, and AT&T Bell Laboratories, and consulted with about 100 small to large size
companies including CNA, Abbott Labs, Superior Essex, Dentsply, Hexel, Experian, Sloan
Valves, Weber Markings, Wayne State (Ford), and Telular. Praveen taught Operations
Management at DePaul University, and Business Innovation at Illinois Institute of
Technology, Chicago. He has conducted seminars worldwide for over 20 years.
Accelper Consulting provides training and consulting services in the area of innovation, Six
Sigma and business performance for achieving sustained profitable growth. Praveen can
be contacted at [email protected].
@Accelper 2010