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MANAGING INNOVATION ACTIONS. Action Pathway. Sources of Ideas. Best Buy Discovery Phase. Innovation Communities P&G’s InnovationNet IBM’s AlphaWorks Google Labs. Global Multi Products Chile Integrated Solutions. Global Multi Products Chile Key Accounts. Harvard University
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Sources of Ideas Best Buy Discovery Phase Innovation Communities P&G’s InnovationNet IBM’s AlphaWorks Google Labs Global Multi Products Chile Integrated Solutions Global Multi Products Chile Key Accounts Harvard University Wyss Institute
Controlled versus Open Learning • Organizations choose between make, co-create or buy strategies of innovation. • What are the pros and cons of creating innovations in-house versus through an open peer development system? • Innovation Communities: Connecting your company with people outside the organization “whose passions match your problems” (Gary Hamel).
Larry Huston, former VP for Innovation and Knowledge at P&G “You can’t possess all the science and brilliant minds … In our R&D organization we have 7,500 people in 150 science areas, but there are 1.5 million high-quality people outside P&G. It doesn’t take a genius to figure out that if you can engage the brains of your 7,500, plus the key ones from that 1.5 million, you can build better products.”
The Lone Wizard or the MassesWhat is the contribution of Open Source? On May 22, 1997, a little-known software programmer from Pennsylvania named Eric Raymond presented a paper at a technology conference in Würzburg, Germany. Titled “The Cathedral and the Bazaar.” Raymond coins Linus’s Law, after Linus Torvalds, Linux’s founder and presiding genius. “Given enough eyeballs, all bugs are shallow.” Traditionally, sophisticated programs had always been “built like cathedrals, carefully crafted by individual wizards or small bands of mages working in splendid isolation.” An open source project, in contrast, was the product of a large and informal community of volunteers who in aggregate “seemed to resemble a great babbling bazaar of differing agendas and approaches.” The Ignorance of Crowds by Nicholas G. Carr 05/31/07, enews Strategy+Business.
Effective use of peer development systems IDEA GENERATION Linus Torvald, founder and presiding genius of Linux PEER DEVELOPMENT EXPERT TEAM Public contributions to the refinement of Linux Torvalds’ hierarchy of talented software programmers to help manage the contributions.
Sources of Ideas Best Buy Discovery Phase Innovation Communities P&G’s InnovationNet IBM’s AlphaWorks Google Labs Global Multi Products Chile Integrated Solutions Global Multi Products Chile Key Accounts Harvard University Wyss Institute IDEO
DESIGN INNOVATION • How to design breakthrough inventions: IDEO’s David Kelley • What is the design process?
FROM DESIGN TO VALUE-ADDED INNOVATION • How many ideas? • How often? • What to do with them?
“Long Tail” of innovation L. Fleming (2007) “Breakthroughs and the “Long Tail” of Innovation. MIT Sloan Management Review.
Making the tough choices: • “On May 1, HP’s new labs director, Prith Banerjee, plans to unveil a list of 20 to 30 major projects HP Labs will pursue, a dramatic cut from the 150 or so currently on its docket. • Ideas with little hope of payoff will be cut – others will be consolidated. BW April 28, 2008
Projects and Portfolios • Project Management • Managing an individual project • Managing project resources • Achieving project goals • Portfolio Management • Managing a group of projects • Managing organisational resources • Achieving organisational goals
Types of Projects How many innovation projects does Michelin engage in? (Source: Wheelwright and Clark, 1992)
Project Planning • A project can represent a large investment of time, money, and resources • Planning a project effectively can: • Maximize contribution to goals • Fundamental to the financial considerations • Crucial to scheduling of resources and the control of progress and costs
Project Scheduling • A schedule is the conversion of a project action plan into an operating timetable • Scheduling of people, equipment, information and their interrelationship • Fundamental basis for • Understanding project complexity • Monitoring and controlling project activity and budget • Tool for the management of projects.
Project Control • Once operational, control of the project is necessary to: • Measure progress • Identify deviations • Take corrective action (when needed) • Continuous cycles of planning, implementation, and reviewing take place throughout the project lifecycle
Payback • Capital • Recurrent Costs • Recurrent Revenues • Additional Revenues • Cost Avoidance • Cost Savings • Payback=(Capital-Costs)/Revenues
Qualitative techniques • Fit with organizational goals and objectives • Fit with competitive necessity for sustainability • Fit with existing product or service range • Fit with available resources • Fit with existing competencies • Fit with desired future competencies • Fit relative to competitor direction • Fit relative to risk quotient • Fit with other innovation projects, ongoing or planned
Commercializing New Products • Compliance with industry standards • Compatibility with existing products • Production costs • Distribution capability • After-sales service • Production Plan • Market Launch Plan
Feasibility Studies • Marketing Screen • Operations Screen • Finance Screen • Competitor Analysis • Price-performance Screening • Financial Analysis
Innovation at Procter & Gamble • Jun 23, 2008 • An interview with A.G. Lafley, Chairman and CEO, Procter & Gamble. Innovation is at the core of P&G's business strategy. See how P&G makes innovation an everyday practice in their organization.