Sesija 3 menadzment unapređenja inovacija uvođenje imp3rove alata

Republika SrbijaMINISTARSTVO EKONOMIJEI REGIONALNOG RAZVOJA

Unapređenje inovacijap j j

Beograd 24 02 2011 godineBeograd 24. 02. 2011. godine

Finansira Evropska unija

Republika SrbijaMINISTARSTVO EKONOMIJEI REGIONALNOG RAZVOJA

D 3Deo 3 Menadzment unapređenja inovacija:Menadzment unapređenja inovacija: uvođenjeIMP3rove alata.

Lisa CoweyKljucni ekspert – konkurentnost i inovacijeKljucni ekspert konkurentnost i inovacijeUnapređenje inovativnosti i konkurentnosti MSP


Pregledg

• Inovacije kao proces kojim se može upravljati.p j

• Inovaciona dijagnostika i reperiEU IMP3 l t• EU IMP3rove alat

• IMP3rove procesp• Usvajanje IMP3rove u Srbiji– usvajanje

pristupa za suočavanje sa specifičnimpristupa za suočavanje sa specifičnim izazovima.


Šta su inovacije?j

• “Inovacije su proces upravljanja koji koristi• alatealate• pravila• discipline p

• Za postizanje sistematske eksploatacije novih ideja u težnji za boljom j j jkonkurentnošću i napretkom”.

• Procesi koji se mogu meriti, kojima se može j g , jupravljati i koje je moguće unaprediti!


Upravljanje procesom inovacijap j j p j

Upravljanje inovacijama predstavlja mogućnost:Upravljanje inovacijama predstavlja mogućnost:• da se…. upravlja izumom/idejom o• Novim proizvodima procesima metodama proizvodnjeNovim proizvodima, procesima, metodama proizvodnje,

oblicima organizacijeili

• osnovnog unapređenja (modela) sistema poslovanja• Sve do uspešne realizacije.

• Uspeh bi trebalo da bude merljiv kroz prihod i ć j fitpovećanje profita.


Interni reperi i standardi p

D b i l ti dij tik ć k ti b• Dobri alati dijagnostike će vam pokazati oba• Gde ste sada (status quo)• I kako da dođete na viši nivo(akcioni plan/

putokaz za napredovanje)p p j )• Interni reperi mere učinak organizacije u odnosu

na interne standarde.na interne standarde.• Eksterni reperi mere učinak organizacije u

odnosu na druge kompanijeodnosu na druge kompanije.


EU IMP3rove alat

IMP³rove II: IMProving Innovation ManagementIMP rove II: IMProving Innovation Management Performance with sustainable IMPact


Stake-holder groupsg p


A T Kearney dijagnostika - ‘Kuća inovacija’

Inno • Inovaciona strategija – 4 pitanjaInno-vation

strategy

Innovation organizatio

Inovaciona strategija 4 pitanja• MSP organizacija i kultura inovacija –

5 pitanja• Životni ciklus inovacijag

n and culture

Innovation life

Životni ciklus inovacija Upravljanje životnim ciklusom –

7 pitanja Upravljanje idejom – 3 pitanja

Product/process development

Ideamanagement

Launch/continuous

Innovation lifecycle management

p j j j p j Proces razvoja proizvoda ili

usluge – 1 pitanje Pokretanje i unapređenje – 3 development

Enabler, e.g. Human Resource Management, Knowledge Management, Project and Program

Management Control Functions and ICT

management improvementj p j

pitanja• Olaksavajući faktori – 5 pitanja• Uspeh upravljanja inovacijom – 6

Management, Control Functions and ICTpitanja

• Poslovni učinak – 7 pitanja.


Struktura procena Nature ‘ 2 ‘ 2

Strategy

Pervasiveness ‘ 1 ‘ 3

i ‘ 1 ‘ 6

p

Actions ‘ 1 ‘ 6

Culture ‘ 2 ‘ 10

Organisation & culture

Networks ‘ 3 ‘ 5

Operational life cycle ‘ 3 ‘ 2 Lif l

Life cycles

Managing the life cycle ‘ 2 ‘ 4

Idea management 5 ‘ 6

Product/ process development 1 ‘ 5

Innovation life cycle processes

Launch & improvement 3 ‘ 5

AT Kearney’s House of

Innovation Launch & improvement 3 5

Human resources ‘ 1 ‘ 2

Knowledge ‘ 1 ‘ 3

Enabling factors

Project management ‘ 2 ‘ 5

F d f i ti ‘ 1 ‘ 3

Innovation

Funds for innovation 1 3

Income ‘ 4 ‘ 1

Innovation management success

Impacts on business ‘ 2 ‘ 1

Finance ‘ 3 ‘ 2

Inno ation e pendit e ‘ 1 ‘ 2

Quick

Innovation expenditure 1 2

Business performance

People ‘ 1 ‘ 4

Market dynamics ‘ 2 ‘ 2

Totals 41 73

In DepthDimension

Aspect


Quick In DepthAspect

Eksterni reperp

DescriptionCompany 3 Description

Innovation Strategy• Vision and strategic focus on innovation• Implementation of strategy

Company 3Company 2

Company 1 1

1Organisation and Culture• Roles and responsibilities• Organisational structure• Organisational culture and climateI ti Lif C l P

2

3

Innovation Results

5

Innovations-O i ti

Innovation Strategy

1

2

Innovation Life Cycle Processes• Idea management • Product/Process and Service Development• Launch and Continuous ImprovementEnabling Factors

3

4

Organisation and Culture

Idea Product/Service/ Launch/ Continuous

Innovation Lifecycle Processes3

Enabling Factors• Project management• Human Resources and Incentives• IT and Knowledge ManagementInnovation Results

4

5Enabling Factors

Idea management

Product/Service/Process development

Launch/ Continuous Improvement

4

“A T Kearney House of Innovation” o at o esu tsA.T. Kearney House of Innovation


Dimenzije IMP3rove alata

• Upoređivanje inovativnog učinka kompanije u 5 p jdimenzija

• U odnosu na struktuiranu bazu podataka kompanija innovation strategybazu podataka kompanija na evropskom nivou

• Pokazuje učinak u poređenju sa

40%

60%

80%

100%o a o s a egy

organisation andculture

innovationmanagementpoređenju sa

srodnim/sličnim kompanijama

0%

20% culturegsuccess

• Ukazuje na pozijciju kompanije u odnosu na najboljeg u grupi.

life cycleenabling factors

Your company Growth champions Averagej j g g p• Omogućava kompaniji da

napravi plan za unapređenje


unapređenje.

IMP3rove reperiProcesi životnog ciklusa inovacija – Sveobuhvatni učinak


13

Ključni princip reperaj p p p

Poredjenje sa “šampionima” rastaPoredjenje sa šampionima rasta


IMP³rove procena: ugradjena u sistematski proces sa ciljem unapređenja učinka u upravljanju inovacijamaj p j p j j j

Online IMP³rove Bench- Consulting ContinuousOnline IMP roveAssessment marking

ReportConsulting Workshop

Continuous improvement

Company nameDate

Covering all di i f T Concrete measures Continuous dimensions of

Innovation Management and

its economic results

Transparency on current Innovation

Management performance

Co c ete easu eswith high impact on

Innovation Management performance

Co t uousimprovement of

Innovation Management for profitable growth


results

Home

SAT

Excellence in

Home User name | My Profile | logout

Excellence in Innovation Management

IMC services

Competence network

Main Screen of SAT

?Please fill the Benchmarking assessment questionnaire.Take your time for reading the instructions as well as for filling out the benchmark questionnaire.According to our experience it will take you approximately 30 minutes for the benchmark assessment.

Competence network and contacts

Valuable links and references Information Action State Help

1) Benchmarking The benchmark assessment allows you to compare your Fill in ?

It is important for you that you fill in ALL questions. Please rely on your experience and your spontaneous judgment if you are hesitant in answering the questions.

Contacts1) Benchmarkingassessment

The benchmark assessment allows you to compare your own Innovation Management performance with other SME users of your size and in your sector

Fill in questionnaire

2) In-depth assessment

The in-depth assessment will help you to create more transparency and to get a deeper insight on your own activities in Innovation Management

?

?activities in Innovation Management.

3) Selection of consultant

In this phase, based on your assessment results, presented in the report, you can select the most suitable Innovation Management consultancy.

4) Download The report with the results of the benchmarking and In-depth

?

4) Download report

The report with the results of the benchmarking and In-depth assessment is ready for downloading.

5) Feedbackprocess

In order to be able to measure the quality and impact of the Innovation Management recommendations and services

id d ki dl k d t fill t f db k f

?

?


provided, you are kindly asked to fill out a feedback form

IMP³rove Izveštaj o proceniDokumentuje snage i slabosti MSPa u upravljanju inovacijama

j p


Status MSPa na IMP³rove platformi

Vise od 2,750 MSPa je proslo IMP³rove procenu i imalo koristi d dji j iod uporedjivanja sa reperima

3500

2500

3000

2987 27741500

2000

2987 2774

500

1000

No. of completed IMP³rove Assessments

4230

500

No. of registered SMEs No. of completed Root/Cause Analyses


Geografska distribucija procenaGeografska rasprostranjenost baze podataka predstavlja reprezentativnu sliku istočne i zapadne Evropereprezentativnu sliku istočne i zapadne Evrope

376358

381

193228

82 97

61

162193

156 145

65

156

20

61

5 528 16 15 23 11

27 28

65

833

15

5030

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Un

Negeografski reperiIMP³rove pokriva širok opseg MSPa iz različitih sektora, industrija,

g g p

veličina i veka trajanjaTotal number of completed

IMP³rove Assessments by sizeTotal number of completed IMP³rove Assessments by

Total number of completed IMP³rove Assessments by ageIMP rove Assessments by size

of SMEIMP rove Assessments by

industry sector

Food/Bev BioTech/Pharma/

IMP rove Assessments by age of SME

>250 empl

TextileFood/Bev Chem

156

322 636 76188

197251

empl.101-250

empl.

ICT/Elect./Optical

>25 years <5

years

KIS1,424

531846872

554

691

860

p

< 20 empl.

Space/Aero-nautics/Autom.

803

691133 21-100

empl.Mach/Equip. (plant constr)

11-25 years

6-10 years


Posrednici i konsultanti


IMP³rove – Evropska akademija za upravljanje inovacijama

Kurikulum se nudi da bi se sistematski razvijala ekspertiza u podršci upravljanju inovacijama

inovacijama

podršci upravljanju inovacijama

IMP³ E t L l II

IMP³rove Auditor (Expert Level III)

IMP³rove Expert Level I

IMP³rove Expert Level II

IMP³rove Guide

Introduction to the IMP³rove Approach

Pre-requisite: Innovation Management and

consulting experience

Introduction to the key dimensions of the “A.T.

Kearney House of Innovation”

Pre-requisite: Training in IMP³

Specialized trainings on specific Innovation Manage-

ment topics and trendsPre-requisite: Profound knowledge in Innovation

M

Training in auditing companies and consultants

Pre-requisite: Comprehensive Innovation

Management and l i i


IMP³rove Management consulting experience

EU IMP³rove konsultanti

Distribucija IMP³rove konsultanata po zemljamaUkupno: 477

7980

6460

70

80

2621

28

39 40

21

3430

40

50

17

7 5 3 4

21

4 6 5 3

17 18

63

21

7

18

20

10

20

0

Den

mar

k

Esto

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Finl

and

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Gre

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Irela

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Italy

Latv

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Mal

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coun

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Pola

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Por

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Rom

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Slo

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Sw

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Turk

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Bel

gium

Nor

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UK

Cze

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.


Oth

Upoređivanje dijagnostičkih metodap j j g

• Interni standard; na papiru; lako se administrira;• Interni standard; na papiru; lako se administrira; može da se prevede. Nije široko prihvaćeno.

• IMP3rove: Višestruki eksterni standardi redovno• IMP3rove: Višestruki eksterni standardi, redovno ažuriranje, razvijeno i priznato u EU. Nema interfejs na srpskom jeziku ne pravi izveštaje nainterfejs na srpskom jeziku, ne pravi izveštaje na srpskom jeziku.

Podstiče formalizovane standarde u konsaltinguPodstiče formalizovane standarde u konsaltingu.Osmisljen za različite grupe zainteresovanih

stranastrana.


Usvajanje IMP³rove u Srbijij j j

Nema interfejsa na srpskom jeziku

Nije dostupan izveštaj na

Mali broj IMP3rove

Okvir za praćenjep j j

srpskom jeziku konsultanata u Srbiji

organizovana struktuirana intervencija


Pitanja i komentarij

• Dr Lisa Cowey MBA PGCert Intellectual Property• Dr. Lisa Cowey MBA PGCert Intellectual Property• Ključni ekspert – konkurentnost i inovacije• EU IPA projekatEU IPA projekat • “Unapređenje inovativnosti i konkurentnosti MSP”• Obilićev Venac 8/III• 11 000 Beograd• Tel.: +381(0)11 26 34 050; 26 33 941

( )• Fax: +381(0)11 30 33 588• Mobilni: +381 (0)61 6657715• e mail: lisa cowey@icip serbia org• e-mail: [email protected]• www.icip-serbia.org
