Innovatiekracht van het MKB. Prof. Dr. Dries Faems Full Professor Innovation & Organization University of Groningen

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1 1 Innovatiekracht van het MKB Prof. Dr. Dries Faems Full Professor Innovation & Organization University of Groningen

2 2

3 Onderzoek Noord- Nederlandse Innovatiekracht (RUG en SNN) 3

4 Waarom hebben MKB bedrijven moeite met innovatieve groei? Gebrek aan duidelijke innovatietaal Gebrek aan strategische visie op innovatie Gebrek aan noodzakelijke structuren om succesvol te innoveren 4

5 5 1. Ontwikkelen van innovatietaal

6 Definition of innovation Innovation is the transformation of ideas into products/services that can be launched onto the market The Market Science & Technology Base

7 Difference between Research and Innovation The Market Science & Technology Base Philips ( ) My frustration at Philips was that 95% of the projects were stopped. Every time you thought you were on the right track, the project died At Philips, we experimented, we tried and then we stopped Tony Fadell Apple ( ) At Apple, I saw 99,9% of the projects go to the market. If it did not work or it was nog good enough, you continued working until it worked out. There was a complete focus on brining products to the market Father of the ipod One of the Top 50 Disruptors (CNBC)

8 Different kinds of innovations Type of innovation Product innovation: Changes in the things (products/services) which an organization offers Process innovation: Changes in the ways in which they are created and delivered Novelty of innovation Incremental innovation: Doing what we do better Radical innovation: New to the world

9 9

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11 11 2. Ontwikkelen van innovatiestrategie

12 12 Hoe doen jullie aan innovatie? Henk is onze beste techneut. Hij mag 1 dag per week aan iets nieuws werken We hebben een 3D printer gekocht waarmee onze jongens een beetje mogen spelen tijdens de lunchpauze Ik heb onze HR verantwoordelijke naar een cursus over sociale innovatie gestuurd

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18 1. Ontwikkelen van innovatiestructuur 18

19 Challenges in Organizing Explorative and Exploitative Innovation at the Individual level Exploitative innovation: Analytic cognitive style 19 Explorative innovation: Intuitive cognitive style

20 Challenges in Organizing Explorative and Exploitative Innovation at the Process level Exploitative innovation: Structured process model 20 Explorative innovation: Flexible process model

21 Challenges in Organizing Explorative and Exploitative Innovation at the Organizational level 21 Exploitative innovation: Mechanistic structure Explorative innovation: Organic structure -Centralized structure with multiple hierarchical levels -Formal coordination by means of vertical communication -Focus on control - Decentralized structure with limited number of hierarchical levels - Informal coordination by means of lateral communication - Focus on autonomy

22 Challenges in organizing explorative and exploitative innovation 22 Individual level Project level Organizational level Exploitative Innovation Analytic cognitive style Sequential process models Functional project structure Mechanistic structure Explorative Innovation Intuitive cognitive style Iterative process models Cross-functional project structure Organic structure

23 Organizing for innovation: Intra-firm solutions Structural separation of exploitative and explorative activities within the firm Exploitation Exploration Structure: Ambidextrous organization, internal venturing department, explorative heavyweight team Advantage: Each separate unit can be optimally staffed, managed and structured Challenges: Expensive and limited ability to realize synergies across different units (Jansen et al., 2009; Van Looy et al., 2005)

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26 Organizing for innovation: Inter-firm solutions 26 Spreading costs and risks of innovative activities across different partners Ability for synergistic knowledge recombination across different partners Clear separation of explorative activities from exploitative activities Exploration Exploitation

27 Challenges of technology alliances for innovation Need to collaborate with specific types of partners to stimulate explorative and exploitative innovation 27 University Research Institute University Research Institute Focal Firm s Explorative Innovation Performance Focal Firm s Exploitative Innovation Performance Customer Supplier Customer Supplier Faems, D.; Van Looy, B. & Debackere K. (2005) The role of inter-organizational collaboration within innovation strategies: towards a portfolio approach. Journal of Product Innovation Management, 22:

28 Technology alliances trigger substantial costs in the short-term Alliance negotiation costs Alliance coordination costs Alliance portfolio management costs 28 Technology alliance portfolio diversity + Focal firms + innovation performance Focal firms financial performance - Faems, De Visser, Andries & Van Looy (2010) Technology Alliance Portfolios and Financial Performance: Value- Enhancing and Cost-Increasing Effects of Open Innovation. Journal of Product Innovation Management: 792

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