1. ©2010 LHST
Innovation Management
Is a State of Mind
The Amaté platform
Conclusion
May 7th 2014
- Preliminary Draft -

2. ©2010 LHST
Intro Modeling ConstructionPerception

3. ©2010 LHST
•Examples of boxes :
•Business models
•Processes
•Best practices
•Company culture

4. ©2010 LHST
http//:newcastlemba.co
m
• Course slides
• Recommended reading
• Course deliverables
• Student input
le

5. ©2010 LHST
Grading Scale
The marks in this module will be based upon contributions in three areas :
• Curation: 20 possible points based on the quality of each individual
student’s on-line and in-class participation
• Design your School: 30 possible points based value of the 1200 word
story you have to tell.
• Final Exam: 40 possible points based on the quality of your insight on
the essay exam
• Total points possible: 100
http://www.newcastlemba.com

6. ©2010 LHST
Invention vs Innovation
• Economic development consists of
three distinguishable stages of
invention, innovation and imitation
• An ’invention’ is an idea, a sketch
or model for a new or improved
device, product, process or
system.
• An ’innovation’ is accomplished
with the commercial transactions
of the product, process, system or
device.
Joseph Schumpeter

7. ©2010 LHST
)
• Harder, better,
faster…
• Mechanized
productivity
• Knowledge
productivity
• Continuous
Productivity
Steven Sinofsky
Introduction Typologies ProcessesDefinitions e-workbook

8. ©2010 LHST
History
1950/60s Technology push Simple linear sequential process. Emphasis on
R&D. The market is a receptacle for the fruits
of R&D.
1970s Market-pull Simple linear sequential process. Emphasis on
marketing. The market is the source for
directing R&D. R&D has areactive role.
1980s Coupling model Sequential, but with feedback loops.
Combinations of push and pull.
1980/90s Interactive model Emphasis on integrating R&D and marketing.
1990s Network models Emphasis on external linkages
Introduction Typologies ProcessesDefinitions e-workbook

9. Focus Improve Knowledge Leverage Mesure
Organization Processes Explicit Transactions Efficiency
Services Delivery Implicit Interactions Effectiveness
Networks Relationships Emerging Interactions Innovation
Search Relevancy Connected Associations CTR
Mobility Context Embedded Proximity Relevancy

10. ©2010 LHST©2010 LHST sarl
What is the conflict?
1)
2)
3)
4)
5)
What do you need to
know/do?
1)
2)
3)
4)
What is the roadmap?
1)
2)
3)
4)
What does better mean
1)
2)
3)
4)

11. ©2010 LHST
The Value Proposition
Segment the market
Identify customer needs
Design the processes
Measure the results
http://designyourschool.net/
http://mbafranceindia.com
Social
Business
CasesExperience
Economy
Conflict

12. ©2010 LHST
The Elevator pitch
What is the conflict
What skills and
competencies?
How have you constructed
the roadmap?
What is the happy end?
http://designyourschool.net/
http://mbafranceindia.com
Social
Business
CasesExperience
Economy
Conflict

13. ©2010 LHST
The Business Value Matrix™
Where does value come from?
Whereareyoulookingforresults?
©2005 LHST sarl

14. ©2010 LHST
What meaning do we attach to the
data?
Frame
Cloud
Figure (s)
Oracle
Antonello da Messina

15. ©2010 LHST
Intro Modeling ConstuctionPerception
I. Vision
II. Actors
III. Events
IV. Outcomes
V. Bridges

16. ©2010 LHST
• Choose a theme (innovation, communication, voyage, etc.)
• Propose a vision of the place, its technology, its processes and its culture
in 1200 words
• Vote for your project or another
• Win 15 minutes of fame, and a better school experience for all

17. ©2010 LHST
A branded digital innovation
space
A personal content management
system to stock the workbook
and program notes
SEO optimizable, banner ads
and tasters
The
Bookshelf
Proximity learning, anywhere
anytime and on any mobile
device