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创新准则DisciplineT
HE Of Innovation
Professor of Social Science and ManagementClaremont Graduate University
Peter Drucker
HBR’s 10 must reads on innovationoriginally published in 1985
The Author
(1909-2005)
“The founder of modern management”
--- Forbes
Technology commercialization managerExploit Technologies Pte Ltd (ETPL)Agency for Science, Technology and Research (A*STAR, Singapore)
B. Eng & Ph.d (Engineering)Nanyang Technological University Singapore
M.B.A.INSEADFontainebleau, France
Presentation by
LI Wei
At the heart ofentrepreneurshipis innovationThe effort to createpurposeful, focused changein an enterprise’s economicor social potential
“In the competition forbreakthrough solutions,managers worry toomuch about the
Entrepreneurialpersonality
There areinnovations thatspring from aflash of genius
Most innovations, however, especiallythe successful ones, result froma conscious, purposeful searchfor innovation opportunities
The key is toknow whereto look
The innovation opportunities arefound only in a few situations
Within a companyor industry
UnexpectedOccurrence
Incongruities
ProcessNeeds
Industry andMarket Change
Demographic Change
PerceptionChange
NewKnowledge
Outside company, in itssocial and intellectualenvironment
With in a company or industry
1UnexpectedOccurrence
The easiest, simplest and productivesource of innovation opportunity
1UnexpectedOccurrence
but most of people dismiss them, disregardthem and even resent them
In early 1930s, thefirst modernaccounting machinefrom IBM failed toget into the banks
What saved thecompany was itsexploitation of anunexpected success:The libraries in thoseearly New Deal days had money and theywanted the machines
2incongruities
2incongruities
Out of which innovation opportunities may arise
An incongruity within the logic orrhythm of a process is anotherimportant possibility
By the 1960s, cataractremoval had become“high-tech“, expect forcutting a ligament, an“old-fashioned” stepthat was uncomfortablefor eye surgeons
Alcon Laboratoriesresponded bymodifying an enzymethat can dissolve theligament instead ofcutting. That newsolution made Alcon aworldwide monopoly.
3ProcessNeeds
3ProcessNeeds
and correcting or redesigning them
process need involves identifying the company or industry’s process weak spots
The “media”, as we knowtoday, had its origin intwo process innovationsdeveloped around 1890
Linotype made itpossible to producenewspapers quickly
Advertising made itpossible to distributenews practically freeof charge.
4Industry& Market
Change
4Industry structures can, andoften do, change overnightSuch change creates tremendousopportunities for innovation
Industry& Market
Change
In 1960s, thestructure of thefinancial industrywas changing asinstitutional investorsbecame dominant
The brokerage firmof Donaldson, Lufkin& Jenrette (DLJ)became one of WallStreet’s stellarperformers becauseof their foresight ofand action for thecoming change
In the social and intellectual environment
5DemographicChange
5DemographicChange
Of the outside sources ofinnovation opportunities
Demographic changes are the mostreliable with known lead times
Around 1970,Everyone knew thatthe number of blue-collar manufacturingworkers wouldbecome inadequateby 1990
Only the Japanesetook action, started todevelop and adoptrobotics in themanufacturing andbecame the leader inrobotics in 1990s
6PerceptionChange
6PerceptionChange
A change in perception does notalter facts, but their meaning –and very quicklyIt can be exploited for innovationopportunity
In 1980s, all factualevidence indicated thatAmerican’s health hadimproved in the pastdecades. But collective hypochondria created so much concern or fearabout health
This view became the source of innovation and created the new market for health care magazines, exercise classes, indoor jogging equipment, etc.
7New Knowledge
7New Knowledge
Among history-making innovations,
those innovations based onnew knowledge rank high
The innovations of thissort usually requirethe convergence ofdifferent kinds ofknowledge.
And, it has the longest lead time of all innovations and involves highest market risk
The strands ofknowledge required for the computer wereavailable since 1918, butthe first operationaldigital computer did notappear until 1946 when those knowledges converged.
In 1920s, 300 to 500 automobile companies existed in US; by 1960, only 4 of them remained
Purposeful, systematic innovation begins withthe analysis of the sources of new opportunities
UnexpectedOccurrence
Incongruities ProcessNeeds
Industry andMarket Change
Within a company or industrySources of new opportunities
Demographic Change
PerceptionChange
NewKnowledge
In the social and intellectualenvironment
Sources of new opportunities
Successful entrepreneursdon’t wait for innovative ideasto strike like a lightning bolt.
They go out andlook for innovationopportunities inthese seven keyareas.
The very foundation of entrepreneurshipis the practice of systematic innovation
In innovation, as in anyother endeavor, ifdiligence, persistence andcommitment are lacking,talent, ingenuity andknowledge are of no avail.
