Samenwerken bij Innoveren Van ideeën genereren tot commercialiseren

Transcription

1 , 22 februari 2007 Samenwerken bij Innoveren Van ideeën genereren tot commercialiseren 22 februari 2007 Jan van den Ende RSM Erasmus University Topics Idea generation Customers involvement Collaboration between firms 1

2 , 22 februari 2007 Idea generation: where to get ideas? Idea generation: Internal entrepreneur Ken Kuraragi (Sony) 2

3 , 22 februari 2007 Internal entrepreneur: Ken Kuraragi (Sony) Developed a chip for Nintendo, after having watched a Nintendo game with his daughter (1986) Sony executives were furious, but the CEO Norio Ohga protected him Sony s Playstation (1994) was a big success 1998: Revenues $ 6 billion (12% of total revenues) Profits > $ 1 billion (40% of total profits) Market share 65% Kuraragi head of Sony Consumer Electronics Internal entrepreneur: Willie Boesten (DSM) 3

4 , 22 februari 2007 Internal entrepreneur: Willie Boesten (DSM) 8 of his patents created new production processes Cheap production process Aspartaam: DSM 20% of world market The use of enzymes in production of detergents and toothpaste Procter and Gamble: connect and develop 4

5 , 22 februari 2007 Procter and Gamble: connect and develop Technology scouts ( entrepreneurs ) Meetings with suppliers Matching product problems and potential solutions (NineSigma) Matching research problems and knowledge (InnoCentive) Retired scientists and engineers (YourEncore) Procter and Gamble: connect and develop Examples Acquisition SpinBrush, toothbrush Development of Swiffer Dusters 5

6 , 22 februari 2007 IBM InnovationJam IBM InnovationJam Invitations to 100,000 people 37,000 ideas 6

7 , 22 februari 2007 Procter and Gamble: connect and develop today Only patented ideas: we only evaluate ideas that are protected by a patent or for which a patent application has been filed. Issues How to process so many ideas? How to generate high quality ideas? Networks of ideas at Unilever 7

8 , 22 februari 2007 Networks of ideas at Unilever Network of ideas before submission is important Large networks: higher chances of success Both successful and failed ideas consist of good acquaintances or friends But: High number of friends from other units: success High number of friends from the same unit: failure Networks had to converge towards the review point How to manage idea generation? Stimulate employees to discuss ideas with others before reviewing! Create networks between units and functions Joint project membership Rotating project membership 8

9 , 22 februari 2007 Customers involvement The basic problem: Social construction of meaning 9

10 , 22 februari 2007 The basic problem: Social construction of meaning 10

11 , 22 februari 2007 Philips HomeLab Philips HomeLab 11

12 , 22 februari 2007 Philips HomeLab Philips HomeLab 12

13 , 22 februari 2007 Philips HomeLab Philips HomeLab 13

14 , 22 februari 2007 Philips: CareLab Philips: ShopLab 14

15 , 22 februari 2007 Philips: CathLab (catheterization) Philips: CathLab 15

16 , 22 februari 2007 Philips CathLab Beta testing 16

17 , 22 februari 2007 Beta testing Culinesse Liquid Margarine 17

18 , 22 februari 2007 The ultimate social construction? Customer involvement Technology / Application Existing New User-developer Surveys Lead users Beta testing Observing users Home-lab Experimentation Trend analysis Partner with customer Existing New Customer 18

19 , 22 februari 2007 Model Christensen, The Innovator s Dilemma Disruptive innovation 19

20 , 22 februari 2007 Electric car Collaboration between firms 20

21 , 22 februari 2007 Alliances for standard setting HD DVD Blu-Ray Disc Association Toshiba, Warner, Paramount, Universal, Weinstein, Studio Canal, Microsoft (XBox) Sony, Philips, Panasonic, Disney, Fox, Paramount, Warner, MGM and Lions Gate The importance of collaboration for systemic products 21

22 , 22 februari 2007 The importance of collaboration for systemic products Adner, 2006 The downside 22

23 , 22 februari 2007 Costs per seat mile Effects of uncertainty 23

24 , 22 februari 2007 Services for mobile telephony System Component Network + middleware Service Services for mobile telephony Telecom operator Service firm Network + middleware Service 24

25 , 22 februari 2007 Organizational forms Intermediate integration Low integration Mature High ownership by telco Sharing of costs and returns between telco and service firm Service High integration Intermediate integration Novel Sharing of costs and returns between telco and service firm Ownership by service firm Novel Network Mature Uncertainty and organization Low interdependence and uncertainty Modular design Low degree of coordination Each party responsible for costs and returns of module High interdependence and uncertainty Joint teams Integrated decision making Division of costs and returns If required: Flexibility to change partners 25