Contenu connexe Similaire à Nunes, Breno (2012) Building innovation capacity (20) Nunes, Breno (2012) Building innovation capacity1. Sino-bridge International & SASAC
Training in International Operation and Strategy Management
Hilton Croydon Hotel
2nd December 2012 - London, UK
Building Innovation Capacity:
From Survival to Enhanced Business Sustainability
Dr Breno Nunes
Aston Business School
b.nunes@aston.ac.uk
Dr Breno Nunes / Dec 2012 Copyright ©
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2012 - All rights Reserved
2. About Me
• Lecturer in Operations Management at Aston Business School
– http://www1.aston.ac.uk/aston-business-school/staff/academic/oim/breno-nunes/
• Member of the IAMOT Board of Directors
• PhD in Management from Aston University – Business School
• BSc and MSc in Production Engineering from UFRN (Brazil)
• Experience as Researcher/Consultant:
– Innovation & Business Sustainability – automotive industry in Europe
– Sustainable Supply Chain management in UK and Thailand
– Green Operations, Innovation & Technology Management in UK, Thailand, Germany, USA
– Regional development (Brazil)
– Strategic planning for water agency (Brazil)
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3. Lecture Structure
9:30 - 10:45 Introduction & key concepts on Innovation Capacity
10:45 - 11:00 Tea-break
11:00 - 12:00 The New Context for Innovation
12:00 -14:00 Lunch
14:00 - 15:00 R&D and Technology Management
15:00 - 15:15 Short Break
15:15 - 16:15 Practical examples of innovative management models
16:15 - 16:30 Question and Answer+
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4. Introduction & Key concepts
• Why do we need to be innovative in business?
– Increase Profits
– Position your company better against competitors
– Bring more fun to work & Attract new talent
– Improve Corporate Image
• Key concepts
– Innovation
– Intellectual Property Rights
– Innovation Capacity
– Measuring Innovation Capacity (Innovation Capacity Index) in
countries
– Measuring Innovation Capacity in organisations
– Technology Transfer
– Absorptive Capacity
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5. What is Innovation?
• (The use of) a new idea or method A new Idea or
(Cambridge Dictionary) an Invention
• ‘Innovation can be defined as the creative
application of knowledge to increase the
A new process
set of techniques and products or product in
commercially available in the economy’ the market
(Courvisanos 2007, p.46)
• “the process of harnessing creativity to
create new value in new ways through new Value for your
products, new services, and new Business
businesses” (Ronald Jonash & Tom
Sommerlatte, 1999) Dr Breno Nunes /rights2012
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6. From Ideas to Business Innovation
Customers’ needs/wants?
How to solve a Problem? Idea
Overcome a Challenge
Reaction Formulation
Implementation Evolution
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7. Where and how innovation happens…
• Great innovations of history:
– Printing Press (Germany, Roman-Empire,
1400)
– Steam engine (UK, 1800)
– Assembly line (USA, 1900)
• How did they happen?
– They had knowledge, money, and people all
together in the same place at the same time.
– The ideas were in an innovation eco-
system…
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8. Intellectual Property Rights
Copyright legislation is part of the wider body of law known as intellectual
property. The term intellectual property refers broadly to the creations of the
human mind. Intellectual property rights protect the interests of creators by
giving them property rights over their creations. (http://www.WIPO.int)
Under intellectual property law, owners are granted certain exclusive rights
to a variety of intangible assets, such as musical, literary, and artistic works;
discoveries and inventions; and words, phrases, symbols, and designs.
Common types of intellectual property rights include copyright, trademarks,
patents, industrial design rights and in some jurisdictions trade secrets
(Wikipedia, 2012)
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9. Map of WIPO members (Wikipedia, 2012)
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10. What is Innovation Capacity?
For Countries:
• National innovative capacity is a country’s potential -
as both a political and economic entity - to produce a
stream of commercially relevant innovations. This
capacity is not simply the realized level of innovation
but also reflects the fundamental conditions,
investments, and policy choices that create the
environment for innovation in a particular location or
nation (Porter, 2001)
For Organisations:
• Innovation capacity is the organizational potential to
innovate, which is determined by the skills and
strengths in basic R&D and technology (Pragoso &
Ahmed, 2006)
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11. Innovation Capacity Index
Source: Lopez-Claros & Mata (2011) Policies and Institutions Underpinning Country
Innovation: Results from the Innovation Capacity Index. The Innovation for Development
Report 2010-2011 - http://www.innovationfordevelopmentreport.org/
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12. Innovation Capacity Ranking
Highest – 80.3
China (64) 49.9
Lowest – 27.4
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13. Global race – total patents
Trend in patent applications at the top five offices
(Source: WIPO Statistics Database, October 2011)
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14. The Innovation Race - BRICS
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15. Growth rate of patent applications
Trend in patent applications at the top 20 offices
(Source: WIPO Statistics Database, October 2011)
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16. Complex and discrete technologies
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17. Complex and discrete technologies
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18. The Innovation Race 10 years ago (Porter, 2001)
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19. The Innovation Race in 2009
Number of triadic patent families per million inhabitants, 2009.
Source: (Guloglu, 2012) Economic determinants of technological progress in
G7 countries: A re-examination. Economics Letters, vol 116, 3, pp604-608
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21. The Innovation Race
Korea Japan
?
Germany
USA
China
? Finland
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22. Improving the Innovation Ecosystem
• What are the bottlenecks for national
innovation?
– IP Law?
– Communication systems?
– Education?
– International Collaboration?
– Business regulations?
– Relationship (capitalists, lawyers , inventors)
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23. Innovation Capacity in Organisations
• R&D investments (facilities, people, training, % of cost, IPR)
• Internal Innovation Capabilities:
– Knowledge exploitation Formal (R&D) and informal (non-
– Entrepreneurial capabilities R&D) investments in innovation
– Risk management capabilities should be considered when assessing
– Networking capabilities the company’s innovation capacity!
– Development capabilities (Hervas-Oliever et al, 2011)
– Project Management
– Change management capabilities
• External input through networking
– Market and customer knowledge (interface with internal capabilities)
– Supplier collaboration (interface with internal capabilities)
– Identification of new technologies and potential partners
– Access to new knowledge (technical libraries, new personnel, forums, etc)
– Resource acquisition (licensing, acquisitions, etc)
– Collaborative development activities (Universities, Research centres,
Consultants, etc)
Dr Breno Nunes / Dec 2012
Source: Adapted from Forsman (2011) Copyright © 2012 - All rights Reserved
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and Spithoven et al (2011)
24. Patents by organisations (USA/PO, 2010)
TOP 10 organisations by patent applications:
5866 IBM, headquartered in Armonk, New York, USA
4518 Samsung Electronics Co., headquartered in Korea
3086 Microsoft Corporation, headquartered in Washington, USA
2551 Canon Kabushiki Kaisha, headquartered in Tokyo, Japan
2443 Matsushita Electric Industrial Co., Ltd., headquartered in Japan
2212 Toshiba Corporation, headquartered in Tokyo, Japan
2130 Sony Corporation, headquartered in Tokyo, Japan
1652 Intel Corporation, headquartered in Santa Clara, California, USA
1488 LG ELECTRONICS INC., headquartered in Seoul, Korea
1480 Hewlett-Packard, headquartered in Palo Alto, California, USA
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25. Creating an Innovation Stimulus
External Innovation Stimulus
Business
Context: Leadership
People Management
Customers Knowledge Management
Environment Creativity Management
Legislation
Innovation Capacity
Competitors
Suppliers Technology Management
New technology R&D Management
etc
Innovation Performance
Product Innovation
Process Innovation
Business Model Innovation
Adapted from Prajogo
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& Ahmed (2006)
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26. Time for a break
• Questions & Comments?
"If you're not failing every now and again, it's
a sign you're not doing anything very
innovative." (Woody Allen)
Coming Next:
The New Global Context for Innovation
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27. The context of innovation
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28. The New Context for Innovation
The new forces shaping innovation and innovation capacity:
• Globalisation:
– Geo-political and socio-economic context
– Global Supply Chains
– Large Customer Diversification
• Environmental and social sustainability
• Rapid technological progress
• The fight for talent
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29. The old Washington’s friends
What is the impact of the ‘Arab Spring’
on the whole region and its business
environment?
For the global business environment:
FDI, Logistics routes, energy supply, etc
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31. The ageing workforce
Dr Breno Nunes / Dec 2012
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The All rights Reserved June 2009 31
32. End of cheap oil, money and food?
June 2004 Feb 15th 2007 Dec 6th 2007
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33. Oil prices
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34. The Danish Maersk
http://www.maerskline.com/link/link/?page=news&path=/news/news20110221
Four-hundred metres long, 59 metres wide and 73 metres high, the Triple-E is the largest
vessel of any type on the water today. Its 18,000 TEU (twenty-foot container) capacity is
16 percent greater (2,500 containers) than today’s largest container vessel, Emma
Mærsk. The Triple-E will produce 20 percent less CO2 per container moved compared to
Emma Mærsk and 50 percent less than the industry average on the Asia-Europe trade
lane. In addition, it will consume approximatelyDec 2012
Dr Breno Nunes / 35 percent less fuel per container than
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the 13,100 TEU vessels being delivered to other container shipping lines in the next few
35. Monsanto
wants
to feed the
world using
biotechnology
…
Do you fancy
transgenic
potatoes?
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36. Environmental problems – not in my
backyard, please…
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37. Green jobs in my backyard, please
Clean Energy
Food
Water
Waste
Management
Mobility
Housing
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38. The fast pace of emerging
technologies
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39. The accelerating pace of change...
(Time,2011)
8,000 120 90
Agricultural years Industrial years years Moon
Light-bulb
Revolution Revolution Landing
22 9 ?
Moon years World years Human years
?????
Landing Wide Web Genome
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40. Gartner’s Hype cycle for emerging technologies (2011)
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41. The pace of global innovation
What happened to Nokia?
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42. Emerging Fields of Technology
• Environmental technologies
• Nanotechnology (materials science, energy, etc)
• Biotechnology (genetic engineering, artificial
photosynthesis)
• Robotics (artificial intelligence, nano-robots, etc)
• Information Technologies
– Data management (storage, analysis, transference,
etc)
– Intelligent systems
– Wireless
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43. How is your company reacting?
• What is the key area for innovation in your business?
– Green technology?
– Global supply chain?
– Process automation?
– New materials?
– New business model or sales channels?
• Do you have experts in any of these key areas?
• Have you developed relationships to deal with the fast-
changing environment?
• How can you use emerging technologies to spur the growth
of your innovation capacity?
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44. Time for a break
• Questions & Comments?
A problem is solved when it gets tougher.
(Arabic Proverb)
Coming Next:
Technology and R&D management in the
development of a robust innovation capacity
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45. Building Innovation Capacity
Innovation Stimulus
Leadership
People Management
Knowledge Management
Creativity Management
Innovation Capacity
Technology Management
R&D Management
Innovation Performance
Product Innovation
Process Innovation
Structural Innovation
Business Model
Adapted from Prajogo
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& Ahmed (2006)
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46. Innovation Capacity in Organisations
• R&D investments (facilities, people, training, % of cost, IPR)
• Internal Innovation Capabilities:
– Knowledge exploitation
– Entrepreneurial capabilities
– Risk management capabilities
– Networking capabilities
– Development capabilities
– Project Management
– Change management capabilities
• External input through networking
– Market and customer knowledge (interface with internal capabilities)
– Supplier collaboration (interface with internal capabilities)
– Identification of new technologies and potential partners
– Access to new knowledge (technical libraries, new personnel, forums, etc)
– Resource acquisition (licensing, acquisitions, etc)
– Collaborative development activities (Universities, Research centres,
Consultants, etc)
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Source: Adapted from Forsman (2011) Copyright © 2012 - All rights Reserved
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and Spithoven et al (2011)
47. Building Innovation Capacity
• In-house (inside-out) innovation (endogenous development)
– Developing your own R&D Centres
• Outside-in (exogenous) innovation
– Purchasing from external R&D centres
• Licensing, franchising, or technology acquisition
• Collaboration
– Alliances
– Joint Venture
– Academic-scientific research with universities
• Transfer of technology
– Vertical (From R&D to Production)
– Horizontal (Between production facilities)
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48. R&D & Technology Management
• Develop in-house technology
R&D Management
• Collaborative Development
• Identify emerging complementary
or competing technologies
• Acquire Technology
Technology Management
• Apply and diffuse technology
• Transfer technology
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49. R&D Management
• It covers activities such as basic
research, fundamental research,
technology development, advanced
development, concept development, new
product development, process
development, prototyping, R&D portfolio
management, etc (Specht, 1996)
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50. Welcome to the 3D-printers era
3D printers will reduce the cost of prototyping
and allow small and medium companies to have
higher innovation capacity
http://www.youtube.com/watch?v=Jt3EGgtSAUc
51. Technology Management
What Wikipedia says:
• Technology Management is set of management disciplines
that allows organizations to manage their technological
fundamentals to create competitive advantage.
• Typical concepts used in technology management are
technology strategy (a logic or role of technology in
organization), technology forecasting (identification of
possible relevant technologies for the organization, possibly
through technology scouting), technology roadmapping
(mapping technologies to business and market needs),
technology project portfolio ( a set of projects under
development) and technology portfolio (a set of
technologies in use).
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52. Technology Management
Academic definition:
Technology Management is about:
– Acquisition
– Exploitation
– Identification
– Learning
– Protection
– Selection
Source: Cetindamar et al (2010) Technology Management:
Activities and Tools. Dr Breno Nunes / Dec 2012
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53. The Path of Technologies
Creation Transfer Diffusion
Acquirer / Other
Originator Supplier
Developer users
With Thanks to Prof David Bennett www.davidjbennett.org
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54. Types of Technology
Technology types:
• Product Transfer and diffusion
• Process can be of either or both
Technology forms: Knowledge:
• Hardware • Embedded
Increasing
• Software • Codified difficulty of
• ‘Humanware’ transfer
• Tacit
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55. Absorptive Capacity
• The ability of an organization to recognize the value
of new external information and knowledge,
assimilate, and apply them, and this ability is
critical in determining innovative output (Cohen
and Levinthal,1990).
• Absorptive capacity is a key ability to build
Innovation Capacity.
• A number of technology acquisitions fail because
the country or corporation is not able to adapt the
technology for a new environment. This impedes
further innovations in the market.
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56. Success in Building Innovation Capacity
• The case of Microsoft and the video-
games developer Rare
• The case of Google and Motorola
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57. The Case of Rare, Nintendo, and Microsoft
Background: British game developer for Nintendo and Microsoft
Ownership: Tim and Chris Stamper (founders, 1982–2002), Nintendo (1994-
2002), Microsoft (2002–present)
Supplier acquisition strategy
Up from the end of 2000, people from Activision and Microsoft visited Rare.
In November 2001, Microsoft trademarked It's Mr. Pants, a game that was
released three years later. In September 2002, the Stamper brothers sold
their 51% interest in Rare to Microsoft; following this, Nintendo sold their
49% stake in the company as well. Microsoft paid a total of $375 million
to own 100% of the company. Because of this, Rare is now a first-party
developer for Microsoft's Xbox and its successors. This left Donkey Kong
Racing, which was due to be released for the Nintendo GameCube,
unreleased. The trademarks of the characters from the games that Rare
made for Nintendo consoles (such as Conker of Conker's Bad Fur
Day and Banjo of the Banjo-Kazooie series) were retained by Rare (apart
from intellectual properties originally developed by Nintendo,
including Donkey Kong and Star Fox). Despite the acquisition, Rare still
developed games for Game Boy Advance, and now develops for the Nintendo
DS, as Microsoft is currently not participating in the hand-held video game
console market. (Gaming and Digital Entertainment Day in Bham and
Wikipedia, 2010)
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58. Google buys Motorola
• Google's chief executive, Larry Page, said that
Motorola had a long history in technological
development: "Motorola is a great American tech
company that has driven the mobile revolution,
with a track record of over 80 years of
innovation, including the creation of the first cell
phone." He said he saw the new business
producing "the next generation of mobile devices
that will improve lives for years to come". The
purchase gives Google access to more than
17,000 of the company's valuable patents.
(BBC, 2012)
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59. Google buys Motorola
• Google only really bought MMI for the
patent portfolio to defend Android
from attacks by Apple and Microsoft after
losing out in the July 2011 auction of
Nortel's patents during a bankruptcy sale
(won for $4.5bn by Apple, Microsoft, RIM
and Sony). The handset business has
always looked like baggage. (The
Guardian, 2012)
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60. Time for a break
• Questions & Comments?
“It is better to be prepared for an opportunity and
not have one than to have an opportunity and not
be prepared.”
(Whitney Young Jr.)
Coming Next:
Successful stories on building innovation capacity
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61. Success in Building Innovation Capacity
• Daimler-Chrysler and sisal fibres in Africa
• Cisco’s Approach
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62. Daimler-Crysler in South Africa
Background
http://www.unido.org/fileadmin/import/44524_0384940.pdf
In the early 1990s, DaimlerChrysler and Borgers, one of its German
suppliers, together developed natural fiber car components. Both companies
worked to roll out this technology to South Africa, identifying two South
African SMEs with the capacity to replicate and develop the process using
sisal fibers. This followed a similar project in Brazil. Borgers worked closely
with Brits Textiles and NCI, the two South African manufacturers, to help
them set up new processing systems and production lines. This included
exchanges of personnel, provision of equipment and skills training.
In addition, the customs regulations in South Africa specified that imported
components used in vehicle production were liable for duty, and local
content in vehicles exported from South Africa earned credits that offset
import duties. As such there was a strong commercial incentive for
DaimlerChrysler to localize component production. Supporting sisal farming
and processing in poor regions in South Africa was also a motivation for
DaimlerChrysler
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63. Daimler-Crysler in South Africa
Background
http://www.unido.org/fileadmin/import/44524_0384940.pdf
Partnership approach for supplier development
DaimlerChrysler oversaw the implementation of the entire program,
including the technology transfer to its suppliers, but relied
extensively on partnerships with Borgers to deliver technical
assistance to the two South Africa manufacturers, and CSIR to
support sisal production and processing.
Results
This program developed a stable and efficient local supply of Sisal,
generating long-term sustainable jobs for Sisal farm workers, and
promoting economic growth in poverty stricken areas.
DaimlerChrysler can now rely on a stable supply of Sisal fiber
components that meets the high quality standards of its automobile
production facility in South Africa.
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64. Some findings about M&A
• “Study after study shows that most mergers
– some estimates are 70% or more – fail to
deliver their intended benefits and destroy
economic value in the process. A recent
analysis of 93 studies covering more than
200,000 mergers published in peer-reviewed
journals show that the negative effects of a
merger on shareholder value become evident
less than a month after a merger is
announced and persists thereafter” (Pfeffer
& Sutton – Evidence-based Management)
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65. CISCO’s Approach: Making it work
• “More thoughtful leaders might do what Cisco
Systems has done – figure out the factors
associated with successful and unsuccessful
mergers and then actually use those insights to
guide behaviour (...) Cisco embarked on a policy
of aggressively acquiring new technology and
companies. Between 1993 and 1998, it acquired
on average one firm per quarter and since this
pace has continued, if not intensified. Cisco’s
leaders have noticed that similar-size mergers
don’t work and uncovered the importance of
organizational cultural compatibility”
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66. The New Industrial Robots and Mass
Customisation
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67. Cases on product and business model
• Adidas
• Tailor4less
• Xerox
• Rolls Royce
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68. Buy your fully customised Adidas
http://shop.adidas.co.uk/miadidas/Main.action
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69. Innovation in the sales channel
http://www.tailor4less.com/
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70. Innovation at Business Model
• The case of Xerox & Rolls Royce
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71. Summary
• Building Innovation Capacity is vital for survival in the
global market;
• Investigate the new context for innovation in your
sector;
• Choose key areas to enhance R&D;
• Build expertise in technology management;
• Improve absorptive capacity through training the
existing personnel and recruiting new talent;
• Adaptation of foreign technology is key for a successful
technology transfer;
• Develop an ‘innovation’ culture rather than only an
innovative product.
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72. Thank you very much
• Questions ? Comments
Dr Breno Nunes
Aston Business School
b.nunes@aston.ac.uk
Dreams come true; without that possibility, nature would not incite us to have them.
(John Updike)
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