Innovation overview 上课概要1.ppt

* * * * * * * Zone 1: steady-state improvements in products processes, zone 2: significant change in one element, architecture remains, new materials in airframe components, zone 3: discontinuous, end-state not known, rules of the game change, zone 4: architectures, different groups of users, reconfiguring knowledge sources configuration, low-cost airlines * Glob: The stage has expanded enormously Sustainab.: sustainable prouducts services, fuel cells, solar power, processes: low-energy; chemicals, clean and green foodstuffs, eco-tourism, new business models Networking: a multiplayer business; 19th century: individuals, 20th: RD departments, 21st: multiplayer * * Here emerges the negative side of routines. They represent behavioural patterns which become reinforced to the point of being almost second nature. By analogy with driving a car, our driving behaviour is reinforced by traffic rules embedded in traffic lights, signs, etc. However, if driving a car has been made more effective (for example in reducing the number of car accidents) by enforcing everybody to follow the same rules, routines for managing innovation can become difficult to change when the ‘way we do things around here’ becomes inappropriate and the organization is too committed to the old ways to change. So it is important, from the standpoint of innovation management, not only to build routines but also to recognize when and how to destroy them and allow new ones to emerge. * * * * * * Do better/do different : Established organizations need to be able to handle both * * Innovation processes – 5th generation model Relevance 相关性，关联性 of external sources of knowledge “firms do not innovate in isolation” Related to Innovation System concept Focus on networking Still strong emphasis on RD and formal knowledge (ICT) 6th generation of innovation processes “Revolve around knowledge and learning” Networks embrace all knowledge types, not only RD. Most innovative firm is the one that learns fastest It