1. In search of
innovation
Dr Lorraine Warren, School of Management, University of
Southampton
Ryerson University, January 2012

2. University…..
• www.soton.ac.uk
• www.soton.ac.uk/csi
• One of the top 15 research-led universities in the UK
• Great record of entrepreneurial activity, knowledge exchange,
spin-out
• 20,0 00 students

3. Classical picture (Stage Gate, Cooper)

4. In control! Planned!

5. Disruptive Innovation (Christensen)

6. Death… Kodak

7. New products (Entrepreneurship?)

8. Fortune and Glory?

9. Death…

10. Death…Avoiding death…

11. Strategic Assessments
Industry Map SWOT
5 Forces Value Chain

12. Technology - Product - Market
Linkages
M
M
P M
P M
T P M
P M
P M
M
M
The most basic building block of a Business Concept

13. Technology Road-Mapping
• Vision
• Market / Strategy
• Technology
• Products
© 280 Group

14. Product Roadmap:
A Software Product Example

15. Creating the Business Prop
Putting the components together:
 ensure that the core
IP technology is commercially
Business Plan
Mgt viable
Marketing Legal
Research CORE Services  identify required
Technology complementary resources
Accounting
Outsourcing
Services
Facilities Mgt  make partnering, leveraging,
Mgt Team
and acquisition decisions
regarding essential assets
Building the Emerging Case
 networking and placement of
opportunity with partners &
investors

16. In control! Planned!

17. MUPPITS
• muppits

18. MUPPITS timeline
Digital Technology Development
Business Outside Media
Trajectory of Digital Media Business
Business Outside media
Funding Agency
Software Development Trajectory
Collaborative Service R&D in non-media business

19. Key issues
• Anticipation of value
• Value creation
• Value capture
• Behavioural change

20. FlightDirectors
• alternativeairlines

21. Key issues
• Anticipation of value
• Value creation
• Value capture
• Behavioural change

22. Sensory Threads
• http://proboscis.org.uk/category/films/

23. Key issues
• Anticipation of value
• Value creation
• Value capture
• Behavioural change

24. Mo-cap

25. The tools….

26. Hello world

27. Multicultural….

28. One for the business school
magazine?
http://www.alternativeairlines.com/

29. Key issues
• Anticipation of value
• Value creation
• Value capture
• Behavioural change

30. A science of complexity,
emergence and anticipation

31. Systems in a complex dynamic (unpredictable)
economy
From To
Flows, emergence and
Stability and temporary structures
Variation (small worlds ->
disruptive innovation)
Situation analysis Experiments and
models
Sustainability as Sustainability as
engineering evolutionary
resilience agility

32. Value-creating ecologies
• Consumers to co creators of value
• Value chains to value networks
• Product value to network value
• Simple co-operation or competition to complex co-
opetition
• Individual firm strategy to strategy in relation to
value ecologies
• Hearn, G. and C. Pace, Value-creating ecologies: understanding next generation business
systems. foresight, 2006. 8(1).
• Hearn, G., Roodhouse, S. and Blakey, J. (2007), From value chain to value creating ecology,
International Journal of Cultural Policy, 13, 4, pp. 419-436.

33. Entrepreneurial processes in creating and
protecting value
• Experimenting
• New structural practices
• Reflexive Identity
• What do we take as value in our interactions with others?
• Organising
• What should be our everyday practices?
• Sensitivity to Conditions
• Anticipation of threats…knowledge… reaction… propensity to
survive…

34. Social Structure (Level E)
Written texts (procedures, laws, regulations); material systems and infrastructures
(architecture, urban design, communication and transport networks)
Stable Emergents (Level D)
Group sub-cultures, group slang and catchphrases, conversational routines, shared
social practices, collective memory)
Ephemeral Emergents (Level C)
Topic, context, interactional frame, participation structure; relative role and status
Interaction (Level B)
Discourse patterns, symbolic interaction, collaboration, negotiation
Individual (Level A)
Intention, agency, personality, cognitive process
The Emergence Paradigm (Sawyer 2005, p211), showing the ‘circle of emergence’ (p220), i.e. that area which is subject
to social emergence

35. Emergence
• Entrepreneurial
relational processes • Emergents with
causal properties
Anticipation of value
during innovation
Fuller, T. and Warren, L (2008) Sustaining entrepreneurial business; a complexity perspective on processes that produce
emergent practice, International Entrepreneurship and Management Journal, Vol 4/1, pp1-17
Fuller, T. and Warren, L., Thelwall, S., Alamdar, F. and D. Rae (2010), Rethinking Business Models As Value Creating
Systems, Leonardo Transactions , VOLUME 43, ISSUE 1, 2010
Warren, L. and Fuller, T. (2010), Capturing The Dynamics Of Co-Production And Collaboration In The Digital Economy,
Leonardo Transactions , VOLUME 43, ISSUE 2, 2010
Warren, L. and Fuller, T., (2009) Contrasting approaches to preparedness: A reflection on two case studies International
Journal of Enterprise Information Systems 5/3, 60-71

36. Emergents as value models:
• not ‘real’ artefacts such as products and services
• temporal visions of alternate futures consisting of interlinked, multilevel
constructs that resonate between:
• Present and future products and services
• Present and future technologies (perhaps supported by tangibles such as proof of
concept, prototype, IP)
• Present and future markets or organising domains (perhaps supported by market
research or constructions of future industry sectors)
• Present and future dominant logics (extant and potential business practices, relations
with stakeholders, consumer/societal behaviours)
• Present and future business models, relating the creation and capture of value: (e.g.
economic, technological, social, cultural, artistic, environmental)
• Present and future identities, expertises
• Emergents embrace a discursive understanding of some, or all the above
elements, an entity to support the exchange of value in all its forms.

37. Stabilisation of value model
Processes of value
creation (EROS Processes of value
processes) capture:
Attraction of resource,
causality
Value
Model
Products,
Services….
Processes of stabilisation:
Tangibles (IP, contracts, proof of
concept, prototype, business plan,
incubator)
Intangibles (reputation, track record,
identity, expertise)

38. Fortune and Glory?

39. Key issues
• Anticipation of value
• Value creation
• Value capture
• Behavioural change