Technology and Innovation Management

Technology and Innovation
Management

Jamil Alkhatib

University of Sharjah
UAE
23.03.2009

Contents
(1) Innovations
(2) Innovation Management
(3) Innovation Management Dimensions
(1) Process
(2) Organizations Structures
(3) Strategies
(4) People
(4) Technology Forecasting
(5) Innovation Auditing
(6) Innovation and Creativity Tools
Copyrights © 2009 Jamil Alkhatib 2

Innovations


Innovation is not Fantasy
It is a must
Globalized Markets
Preferred Partnership
Changing Customers Behavior
Short Life-cycle
Fund Raising Gaining new customers
Publicity
Attract the best employees/experts

New competitors
Overcoming Recession
Emerging Disrupting Technologies
Brand name
Impress Stake holders
Growth Opportunity

4
Copyrights © 2009 Jamil Alkhatib

Innovation Definition

Problem
Problem Solution
Innovation
Solving
Recognition Exploitation
(Invention)

quot;Anything that won't sell, I don't want to invent.quot;
Thomas Edison

Innovation Dimensions
Modified New
Technology Technology

Modified
Incremental Tech
Benefit for Innovation Oriented
User

New Benefit New Radical
for User Application Innovation
6

Innovation means RISK!

• “Xerox PARC: Innovation Without Profit”

• HDTV: New Technology but incremental
improvement

7

Innovation Management

Invest in Invest in
Innovation Innovation

Hope Expect

Regular
Occasional Innovative
Success Results 8


Innovation Balance

? ?




R&D Management

Technology Management

Applied
Basic Research Development Production Marketing
Research

Adopted from Innovationsbewertung, Grang 10

Organizational Dimensions

Structure
“Successful innovation
requires choosing,
building, and preparing the
right organization and the
right people for executing
and scaling the
innovation.”
Inno.
People Process
Mngmnt.

Clayton M. Cristensen & Tara
Donavan

Strategy
11


PROCESS

12

Process Characteristic

Efficiency / Order

Creativity/ Chaos

13
Adopted from Ebner and Walti

Stage Gate
Innovation Process

Idea management
Project management
Idea Go to Go to Post-Launch
Second Go to
Screen Testing Launch Review
Screen Development

Stage Stage Stage
Stage Stage
Gate Gate Gate
Gate Gate
1 4 5
2 3
1 4 5
2 3
Scoping Testing & Launch
Discovery Build Development
Validation
Stage Business Case

http://www.stage-gate.com Market Preperation

14

“Creativity does not work in vacuum, it needs context”
Dimis Michaelides

ORGANIZATIONAL
STRUCTURE

Organization

“Many successful companies stumble from
prominence not because they're badly
managed but precisely because they are
well managed. They listen to and satisfy
the needs of their best customers, and
they focus investments at the largest and
most profitable tiers of their markets.”
Clayton M. Christensen


Organization Size

“Small companies have 13-14 times as many
patents per employee as large companies.”

Source: CHI Research Inc. for the SBA Office of Advocacy

17

PEOPLE
“Problems cannot be solved by the same level of
thinking that created them.”
Albert Einstein
18

Creative Thinking


Risk Taking

“Success is a lousy teacher. It seduces
smart people into thinking they can’t lose”
Bill Gates

“If you're not failing every now and
again, it's a sign you're not doing anything
very innovative.”
Woody Allen
20

Freedom

• Google engineers are required to allocate
20 percent of their time working on any
project idea of their choosing

• 3M's “Friday time” or 15% of their time to
pursue independent projects

21

Creativity
Creativity:= knowledge + imagination +
evaluation

• Creativity techniques
– Brain storming
– Mind Mapping
– Lateral thinking + 6 Thinking Hats
– TRIZ / Systematic Innovation


Creativity and Mind Shift


TRIZ - The 40 Inventive Principles

1. Segmentation 21. Hurrying
22. „Blessing in Disguise‟
2. Taking Out (Extraction)
3. Local Quality 23. Feedback
4. Asymmetry 24. Intermediary
5. Merging (Combination) 25. Self-Service
6. Universality 26. Copying
7. „Nested Doll‟ 27. Cheap/Short Living
8. Counterweight 28. Another Sense
9. Prior Counter-Action 29. Fluidity
10. Prior Action 30. Thin & Flexible
11. Prior Cushioning 31. Holes
12. Remove Tension 32. Colour Changes
13. „The Other Way Round = [Revesal] 33. Homogeneity
14. Curvature 34. Discarding and Recovering
15. Dynamics 35. Parameter Changes
16. Slightly Less/Slightly More 36. Phase Transitions
17. Another Dimension 37. Relative Change
18. Vibration 38. Enriched Atmosphere
19. Periodic Action 39. Calmed Atmosphere
20. Continuity of Useful Action 40. Composite Structures

Innovation Resistance

Novelty and
Resistance are
two sides of the
Coin

25

Traditional Arguments

• “This stuff doesn‟t work in the real world…”

• “We don‟t have time to mess with this
theoretical stuff…”

• “Too Risky Investment”

• “We do not know what might happen”

HP 35 Pocket Calculator

act of creation is first of all an act of destruction”
“Every
Picasso
• HP 35 pocket calculator ($395) in 1971

27


Innovations Antibodies
Measures and
The company Failures are socially
rewards support a

Organizational
suffers from Not- punished.
focus on short-term
Invented-Here efficiency.
syndrome. Managers see

Antibodies Blocking supporting
Innovation are
ignored or rewarded innovation as
Ideas have nowhere
unfairly. reducing efficiency
to go.
and as a waste.
Innovation
There is a lack of tangible
Innovation is treated
commitment to innovation
as discrete events
from top management.
rather than as day-
to-day activity.

Innovation are
“We have always done it
The power structure funded based
this way” mentality
almost entirely on
supports status quo
financial metrics. dominates decision-
and fights change.
making.

STRATEGIES


Innovation Strategies

The Early Bird Gets the Worm, but also the early bird is caught by the falcon


Success Stories of Fast
Followers

SpeekFree


“The best way to predict the future is to create it.”
Peter Drucker

TECHNOLOGY FORECASTING

Technology Life Cycle

Retirement

Maturity

Growth

Infancy
Birth

Conception T im e


S-Curve


Scenario Development


Scenario Concept


“You can‟t manage what you can‟t measure.”
Peter Drucker

INNOVATION AUDIT:

Innovation Audit Idea

Analyzing the corporate ability to
innovate


Innovation Audit
“I believe, however, that innovation isn't
random. Every undesired outcome has a
cause. Those outcomes appear to be
random when we don't understand all the
factors that affect successful innovation. If
we could understand and manage these
variables, innovation wouldn't be nearly
as risky as it appears”
Clayton Christensen


Innovation Balance

? ?


Multi Level Audit
Approach
Innovation Balance

Innovation Profile
Inno- pressure

Inno- ability

Strategy
5
Marketing corporate culture
4
3
Risk Management Innovation driver
2
1
external Orientation Innovation processes
0

Financing Idea management

Kooperations Portfolio management
Knowledge / Qualification

sample- comp Benchmark 41

Results & Perspective

Analysis
Alternatives
Evaluation Implementation
Outside Perception of Action
Feedback:
Key Values Inno-Profile Implementation
-Customers Road map
-Partners
Inno-Balance
Market Trends -Staff

Interview Results


INNOVATION TOOLS


Innovation Audit


Idea Management

• Jenni Idea Management


Mind Mapping


Scenario Development


Suggested Books


Thank You

Jamil.handasarabia.org
www.slideshare.com/jamilkhatib

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