Voiko Innovaatioita Johtaa?

Transkriptio

1 Voiko Innovaatioita Johtaa? Dr. Pekka Berg Innovation Management Institute Aalto University Sisältö 1. Yleistä 2. Tarjoama (Offering) 3. Innovaatioprosessi 4. Mahdollistavat tekijät 5. Voiko innovaatioita johtaa? 2 1

2 Innovation Research Programme IRP Digita Nokia Tapiola YLE UPM YIT Metso Ruukki Skaala HealthBio SBW FIT Biotech SPR PerkinElmer BIO-INNO Competence and Innovation Activity in Bio-Oriented Industries Nokia RINES Requirements for INnovative Environments Wärtsilä Digita YLE? UPM- Kymmene Outotec Endero KCL Intel Suomen Rehu Vaisala DIP ISO Discontinuous Innovation Project Innovation integrated in Service Operations UDI 2007 User Driven Innovation Outotec Danfoss Outotec Electrolux Tapiola Pöyry Evata KPMG Onninen 3 Rocla Ruukki IBM SOK Outotec T&T

3 Onko innovaatiotoiminnasta hyötyä (1/2)? 5 Tuotekehitys ja suomalaiset yritykset v Yhtiö T&K-summa, milj. euroa Nokia 5863 Wärtsilä 141 ABB-Yhtiöt 139 Metso 111 Orion 86 Stora Enso 75 Kone 71 Amer Sports 58 Tellabs 55 LM Ericsson

4 Onko innovaatiotoiminnasta hyötyä (2/2)? 7 Mitä innovaatiotutkimus on? Innovaatiotutkimus tekee läpinäkyväksi olemassa olevia prosesseja uusien innovaatioiden kehittämiseen liittyen. Prosessien lisäksi innovaatiotutkimus paneutuu prosessien lopputulosten eli tarjoamien analysoimiseen ja prosesseja tukevien innovaatioympäristöjen selvittämiseen. Pekka Berg, , klo

5 Mitä innovaatiojohtaminen on? Johtaminen = Mittaaminen + Päätöksenteko 9 Pekka Berg, 1999 Invention vs. Innovation Ideas Concepts Innovation Inventions Commercialisation Utilisation 10 5

6 Nature of the Management of the Design/ Innovation Project Methods well defined No Type 2: Product Type 4: Research & Organizational Change Yes Type 1: Engineering Type 3: Systems Yes No Goals well defined 11 Source: Turner & Cochrane 1993, Turner 1999 Offering + Process + Environment ENVIRONMENT PHASE: Invention Planning Offering Strategy Commercialization Customer Interaction Intelligence, Foresight Crossfunctional teams Competence Roadmaps Portfolio Process LAUNCH Goods Service New Concept Innovation FOCUS ON: Creativity Decision Making PROCESS Speed Costs OFFERING 12 6

7 Innovative Environment What practices create and support the characteristics of social, physical and virtual environments identified as beneficial for innovativeness? Innovation process Social environment: Trust and safety Risk taking Freedom Clear vision Collaboration Concrete support What practices support and inhibit innovativeness? (in relation to the recognised enablers of the three environments) Offering Physical environment: Workplace Artefacts Organisation structures Process descriptions Instructions Virtual environment: Text Audio Picture & Video 3-D 13 Sisältö 1. Yleistä 2. Tarjoama (Offering) 3. Innovaatioprosessi 4. Mahdollistavat tekijät 5. Voiko innovaatioita johtaa? 14 7

8 Process vs. Offering There is need to start from an offering/context! 15 Outcome/ Offering/ Product Customer Interaction (High End Service) New Concept Innovation Goods Service 16 8

9 Offering / Goods Market-pull products (sporting goods, ) Technology push products (Gore-Tex rainwear, ) Platform products (consumer electronics, ) Process-intensive products (snack foods, chemicals, ) Customized products (motors, batteries, ) High-risk products (pharmaceuticals, space systems, ) Quick-build products (software, ) Complex systems (airplanes, ) Ulrich and Eppinger (2003) 17 Outcome/ Offering/ Product Customer Interaction (High End Service) New Concept Innovation Goods Service 18 9

10 Service Innovation 1. CUSTOMER OUTCOME 2. CUSTOMER PROCESS SERVICE MODEL 3. PREREQUISITES Service concept what needs, how satisfied? core service and support service utility, benefits and value of service Service system staff organisation control customer 19 culture physical and soc. resources Service process chain of parallel, sequential, overlapping activities, which are necessary to implement the service 19 Lähde: Bo Edwardsson PALVELUN JÄSENTÄMINEN OSATEKIJÖIHIN (innovaatiot voivat tapahtua missä tahansa näistä osatekijöistä) PALVELUN ARVOLUPAUS PALVELUN RAKENNE JA MARKKINAT - palvelun rakenne (osapalvelut ja niiden status: ydinpalvelut vs. täydentävät palvelut - palvelun kytkeytyminen yrityksen muihin palveluihin - hinnoittelu - markkinat (asiakasryhmät) PALVELUPROSESSI - prosessin vaiheet - palvelun tarjoajan ja käyttäjän roolit: mitä kumpikin tekee - asiakasrajapinnan luonne (henkilökohtainen vs. ICT:tä hyödyntävä) - palvelusuhteen syvyys (massapalvelut vs. avainasiakkaat) RESURSSIT JA INFRASTRUKTUURI - teknologia - muut mallit ja ohjeet - organisaatio - palvelun tarjoajan ja käyttäjän kompetenssit - alihankkijat - fyysinen ympäristö TUOTETTU HYÖTY 20 Lähde: Bo Edvardsson 10

11 Blurring boundaries between goods and services Pure material products Material products and accompanying services Hybrids Services and accompanying material products Pure services Manufacturing 21 Traditional hybrids (like retail) and the new solutions business Services Modified from Kotler 2003 Product development according to Hamel 22 Lähde: Gary Hamel, Leading The Revolution,

12 Radical Incremental 11/15/2011 Product development according to Hamel Nonlinear innovation concept innovation Continuous improvement process improvement Component System 23 Lähde: Gary Hamel, Leading The Revolution, 2000 Outcome/ Offering/ Product Customer Interaction (High End Service) New Concept Innovation Goods Service 24 12

13 25 Souce: Yrjö Neuvo, TEKES Seminar Components of Model (Osterwalder) Infrastructure management Product Customer interface Partner Network Customer Relationship Core Capabilities Value Configuration Value Proposition Distribution Channel Customer Segment Cost Structure Success/ Failure Revenue Streams Financial aspects 26 13

14 Johtamisnäkökulma 1 Johda organisaatiosi tarjoaman rakennetta suhteessa seuraaviin: Tavara Palvelu Asiakasvuorovaikutus Liiketoimintamalli Huomioi myös aikajänne: Lyhyt (1 vuosi) Keskipitkä (4 vuotta) Pitkä (8 vuotta) 27 Sisältö 1. Yleistä 2. Tarjoama (Offering) 3. Innovaatioprosessi 4. Mahdollistavat tekijät 5. Voiko innovaatioita johtaa? 28 14

15 Offering + Process + Environment ENVIRONMENT PHASE: Invention Planning Offering Strategy Commercialization Customer Interaction Intelligence, Foresight Crossfunctional teams Competence Roadmaps Portfolio Process LAUNCH Goods Service New Concept Innovation FOCUS ON: Creativity Decision Making PROCESS Speed Costs OFFERING 29 Innovation Process PHASE: Invention Planning Offering Commercialization Strategy Intelligence, Foresight Crossfunctional teams Roadmaps Portfolio Process LAUNCH Competence FOCUS ON: Creativity Decision Making Speed Costs 30 15

16 Strategia osana yrityksen toimintaa 31 Hamel (2000) Triple Helix Approach Dynamics of the triple helix: particular role of the parties in innovation Government / Policymaker Enabling Industry 1)Creativity 2) Ability to develop and implement University Customers / Users? 32 16

17 Nature of the Innovation Project We conclude that there is no best practice NPD process. Two thirds of the projects in the sample, 90 projects, do not correspond to the best practice approach. Source: Loch Nature of the Innovation Management Project 34 Source: Loch

18 Process PHASE: Invention Planning Offering Commercialization Strategy Intelligence, Foresight Crossfunctional teams Roadmaps Portfolio Process LAUNCH Competence FOCUS ON: Creativity Decision Making Speed Costs 35 Models for Innovation Process No rules creative chaos Venture organization Skunk works Non-linear model Spiral model Twin-track model Funnel model Stage-gate model Low level of formality Weak process control Radical innovation High level of formality Strong process control Incremental innovation 36 18

19 Stage-gate model for front-end 37 Source: Cooper 1998 Project execution, follow-up and steering processes Full 5 Phase Process (large, high risk projects) Start Screen Second Screen decisions Phase Screen Launch Decision Gate 1 Phase 1 Gate 2 Phase 2 Gate 3 Phase3 Gate 3 Phase 4 Gate 5 Phase5 Launch Review Ideas Preliminary Analysis Quick Execution Process Start Screen decisions linking Launch Decision Gate 1 Phases Gate 3 Phase 2 Gate 3 1 & 2 Pilot / Testing Launch & Implementation Phase3 Launch Review Ideas Analysis and business linking & Testing Launch Decision Key Customer Process Start Screen decisions Gate 1 Phases Gate 3 1ja 2 Phases 3,4 & 5 Launch Review Ideas Analysis & linking & Implementation 38 Innoman Oy 19

20 QMM Quality Maturity Method, QMM viewpoint Product viewpoint Implementation viewpoint Company level Project level 39 QMM Assessment model and backround factors NATURE OF PRODUCT DEVELOPMENT ENVIRONMENT COMPANY LEVEL PROJECT LEVEL PROJEKTITASO BUSINESS VIEWPOINT Why? strategy PRODUCT VIEWPOINT What? Product and technology strategy IMPLEMENTATION TOTEUTUKSEN VIEWPOINT NÄKÖKULMA How? How? Strategic Johdon action toimenpiteet plans Product and Project Sisäiset ja Tieto, technology osaaminen Projektihenkilöstön ulkoiset objectives vaikutukset objectives ja tuotteet implementation toimenpiteet 40 20

21 The assessment model; maturity level definitions Continuos 5 improvement QMM OPTIMIZING Measurement of approach 4 PREDICTABLE Documented approach 3 DEFINED Agreed approach 2 REPEATABLE 1 INITIAL 41 CORPORATE LEVEL MATURITY LEVEL PROFILE 5 strategy MEDIAN = 3 Product and technology strategy MEDIAN = 3 Strategy implementation MEDIAN = Scale: 1=ad hoc level...5= world class level

22 Front-End Process PHASE: Invention Planning Offering Commercialization Strategy Intelligence, Foresight Crossfunctional teams Roadmaps Portfolio Process LAUNCH Competence FOCUS ON: Creativity Decision Making Speed Costs 43 Nature of the front-end % of final product costs determined in the front-end 1-7 % of total development costs used in the front-end % of total development person-days used in the front-end Cost of changes Amount of information Management involvement Ability to influence without re-design Uncertainty Front-end NPD project Commersialization 44 22

23 Front-end process models in Finnish companies 45 Operative level front-end activities 46 23

24 Johtamisnäkökulma 2 Johda organisaatiosi innovaatioprosessia seuraavasti: 1. Ratkaise innovaatioprosessin pullonkaulat 2. Älä unohda innovaatioprosessin sumeaa alkupäätä myös sitä voi johtaa 3. Ymmärrä syklisen ja lineaarisen toimintamallin ero 47 Sisältö 1. Yleistä 2. Tarjoama (Offering) 3. Innovaatioprosessi 4. Mahdollistavat tekijät 5. Voiko innovaatioita johtaa? 48 24

25 Offering + Process + Environment ENVIRONMENT PHASE: Invention Planning Offering Strategy Commercialization Customer Interaction Intelligence, Foresight Crossfunctional teams Competence Roadmaps Portfolio Process LAUNCH Goods Service New Concept Innovation FOCUS ON: Creativity Decision Making PROCESS Speed Costs OFFERING 49 Levels of Environment Individual Group/Team Company/Organisation Industry Regional Country/ Europe/ Global 50 25

26 Innovative Environment What practices create and support the characteristics of social, physical and virtual environments identified as beneficial for innovativeness? Innovation process Social environment: Trust and safety Risk taking Freedom Clear vision Collaboration Concrete support What practices support and inhibit innovativeness? (in relation to the recognised enablers of the three environments) Offering Physical environment: Workplace Artefacts Organisation structures Process descriptions Instructions Virtual environment: Text Audio Picture & Video 3-D 51 Social Environment 1. Communication 2. Collaboration 3. Task alignment 4. Equity of participation 7. Shared norms, vocabulary, roles 8. Innovativeness 9. Function transfer 10. Learning 5. Team, community and identity building 6. Trust-building 52 Key Source: Reinhold Steinbeck, Stanford 2001, edited by Pekka Berg 26

27 Innovativeness in the Front-end of Innovation The front - end of innovation Creativity = The creation of novel and useful ideas Ability to develop and implement Opportunity Formative exploration investigations Generativity Product development process Championing individual Group activity Individual characteristics e.g. personality, cognitive capabilities, motivation Championing Group characteristics. e.g. norms, roles, size, cohesion, diversity Organizational characteristics e.g. culture, resources, rewarding, strategy, structure 53 IB types Action vs. Process Opportunity exploration Generativity Championing Formative investigations Application () Time Empirical data consists of 31 semi-structured interviews at all organisational levels in three KIBS firms (an architecture office, an accounting office, and an engineering consultancy firm, all employing persons), PhD manuscript, Tiina Tuominen 54 27

28 Johtamisnäkökulma 3 Johda innovatiivisuuden molempia osa-alueita: Luovuutta ja Toimeenpanokykyä Rakenna tukitoimintoja (Innomanagerit, Innovaatiovalmentajat, Tacit Owners,. Tämän lisäksi mieti mitä ihan oikeasti tapahtuu mitkä ovat käytännöt? 55 Sisältö 1. Yleistä 2. Tarjoama (Offering) 3. Innovaatioprosessi 4. Mahdollistavat tekijät 5. Voiko innovaatioita johtaa? 56 28

29 Innovaatiotoimintaa voi johtaa 57 Salomo 2009 Innovaatiotoiminnan johtamiseen tarvitaan kolmenlaista mittaamista: 1.Tarjoama (Input - Output) 2.Innovaatioprosessi 3.Mahdollistavat tekijät 58 29

30 Kiitos! 30