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Strategic Management @ 2013
Wai Chamornmarn
12 Innovation Strategy
Strategic Management @ 2013
Innovation strategy
Strategic Management @ 2013
Development Of The Innovation Strategy
Strategic Management @ 2013
Product Innovation Process Innovation
Strategic Management @ 2013
Evolutional Power of Innovation
Strategic Management @ 2013
นวัตกรรมผลิตภัณฑ์ กระบวนการและนวัตกรรมกลยุทธ์ ตลอดวงจรชีวิตอุตสาหกรรม/Product, Process, and Strategic Innovation over the Life Cycle
TIME
RAT
E O
F IN
NO
VATI
ON
Process innovation
Strategic innovation
Product innovation
Strategic Management @ 2013
De-Maturity and Re-Maturity Process
Strategic Management @ 2013
Strategic Management @ 2013
Product architecture
Strategic Management @ 2013
Daniel E. Whitney, PhD Senior Research Scientist Center for Technology, Policy, and Industrial Development
Daniel Whitney is a Senior Research Scientist and Senior Lecturer in Mechanical Engineering and Engineering Systems at MIT. He works with engineering, management, and policy researchers and students in connection with the Leaders for Global Operations program, the System Design and Management Program, the Lean Advancement Initiative, and the Ford-MIT Research Alliance.
Strategic Management @ 2013
Product architecture
Hierarchy of connections between disparate functions within a system
Strategic Management @ 2013
Interdependent Architecture
System
Component A Component B
Component C
Strategic Management @ 2013
Interdependent Architecture
• changing one component requires changes in all other parts of the system, because the relationships between the parts are not clearly understood
• can be best managed through internal processes
Strategic Management @ 2013
Modular Architecture
System
Component A Component B
Component C
Strategic Management @ 2013
Establishing Module and Open Format Modular Product and Integrated Product
Strategic Management @ 2013
Modular or Integral Architecture?
Motorola StarTAC Cellular Phone
Rollerblade In-Line Skates
Ford Explorer
Apple iBook
Strategic Management @ 2013
Product/market evolution
Current System
New System
Fundamental Limit of Capability
Time
Evolution Trends
Target
Taking a jump to a new stage in the trend(s)
Value = B-(C+H+I)
Strategic Management @ 2013
Smaller: The Evolution of the Disposable Nappie
The 1940s – The Floater The 1960s – Pampers!
The 1980s – Super-Absorpent The 2000s – Another 60% smaller!
Strategic Management @ 2013
Strategic Management @ 2013
From What exists to What’s coming
Strategic Management @ 2013
Pattern of evolution
Strategic Management @ 2013
Genrikh Altshuller: the Creator of TRIZ And Suddenly the Inventor Appeared TRIZ, the Theory of Inventive Problem Solving
Strategic Management @ 2013
Evolution
Strategic Management @ 2013
Technology Disruption
Strategic Management @ 2013
Clayton Christensen World Economic Forum 2013
Strategic Management @ 2013
Disruptive Technology
Strategic Management @ 2013
Disruptive Technology
Strategic Management @ 2013
A Theory of Hybrids
68 Copyright Clayton M. Christensen 5/18/13
Perf
orm
ance
Time
Disruptive Innovations
Time Peapod: Are there customers that would love a car that won’t go far, and won’t go fast?
Competing on cost, design, reliability, and performance on
the California Freeway
Tesla $100,000
Prius Hybrid
Strategic Management @ 2013
Open Innovation
Strategic Management @ 2013
Henry Chesbrough, the Father of Open Innovation, believes that in the future innovation communities will push the boundaries of Open Innovation
Strategic Management @ 2013
OPEN INNOVATION • Closed innovation - requires control
• Open innovation – companies use external as well as internal ideas and both external and
internal ways to market – internal ideas can be taken to the market through external channels to
generate additional value
– Chesbrough, H., “Open Innovation”, Harvard Business School Publishing, Boston MA, 2003
Strategic Management @ 2013
Chesbrough H.W.: The Era of Open Innovation, MIT Sloan Management Review, Spring 203, p. 35 - 41
Strategic Management @ 2013
Innovative organization
Strategic Management @ 2013
The Learning Laboratory
17-74
Value: Shared knowledge
Integrate internal
knowledge
Value: Egalitarianism
Own and solve problems
Value: Openness to outside knowledge
Integrate external
knowledge Value: Positive risk Experiment
continuously Managerial system:
Managerial system:
Managerial system:
Managerial system:
Present
Internal
Future
External Intellectual Assets
Strategic Management @ 2013
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