ICP
ICT and Company Practise
College Innovation Management
Vrijdag 25 april 2007
Geleyn Meijer
ICP Tentamen: essay
• 50% bepalend voor cijfer voor dit onderdeel
• Schrijf een case study over minimaal 2 voorbeelden van open innovatie
• Vergelijk case study met vragen uit “een beetje verliefd”
• Omvang essay tussen 2 en drie kantjes A4. Werk in groepen van 3
• Opbouw:– Achtergrond– Vraagstelling– Case study 1– Case study 2– Analyse– Conclusies
ICP Tentamen: presentatie
• 50% bepalend voor cijfer
• een presentatie van het essay
• Alle groepsleden geven een onderdeel van de presentatie
• Iedere presentatie max 15 minuten met 5 minuten Q&A.
ICP A services based society?
• Vitality of European society increasingly based on services• >70% productivity (BRP) are services
• Services are no products
• The creativity needed to innovate in services is:– closely linked with client interaction and therefore needs to be
embedded in the existing day-to-day relations with the clients
– is an on-line affair since responding to challenges must be swift
– creative results are quickly exposed in the commercial market reality and can have a short life span.
ICP Embedded Innovation (1)
Key features:
There is no central research or R&D organisation.• Instead, the staff involved in the innovation process form
a truly virtual organisation within the corporate domain.• Innovation management is a coordination function for the
activities within the operational divisions.• It initiates and coordinates the innovation activites and
ensures alignment with the corporate management team.
• Setting top-down themes, inviting bottum-up initiatives
ICP Embedded Innovation (2)
• Adoption and hype curves
Reality
Expectation(hype)
Time
1
2
3
4
ICP
Private and Confidential 7
Research & InnovationResearch & Innovation
Innovation and solution developmentHand-off
HypeTurnover
€
Client alignment & Internal fitClient alignment & Internal fit
Strategy & PortfolioManagementStrategy & PortfolioManagement
SolutionDevelopmentSolutionDevelopment
Marketing
Sales
DIDI DFDF DLDLDJDJDRDR
Investments
Hand OffEarly stage qualificationInnovation domain
Defined propositionExecution domain
ICP Embedded Innovation (3)
• EDEN (Exploration, Development and ExploitatioN)
Exploration Development Exploitation
Reality
Expectation(hype)
Time
New Business ItemsMonitoring Choices Steer
1
2
3
4
ICP Embedded Innovation – 3 steps
Operating unit
CEO
Operating unit
Operating unit
Operating unit
Operating unit
Portfolio management Innovation management
13
2
Balancing, Handover, Implementation
ICP Case-study 1
• Developing a M-ticket service for railway operators
• 2000 Exploration• 2001 Development of prototype• 2002-3 Validation pilot• 2004 Market take-up
ICP Case Study 1 - Results
The lessons learnt :
• in the exploration phase, involve end-user representatives and academics.
• manage expectations in delivery units since it takes more than one budget year to get mature solutions.
• in the solution development phase, don’t stick to ambitions of exploration phase. Market take-up comes in different areas and under different names.
• in the launching phase, widen up the scope of potential use and look for quick wins, even if that implies to postpone to apply the original exploration results. This requires a shift in involved personnel as well.
ICP Case Study 2
Developing a GRID-service provider
• 40 M€• 2004 – 2008• 20 partners• Academic – Industrial
• Early days for non-academic applications
• Leads toclock-frequenciesdilemma
Grid Services
VL-e Application Oriented Services
ICP Case Study 2 - Results
The lessons learnt:
• install an internal project team which acts as shadow to the large cooperation project. Use this team to expose the rest of the organisation to the new topic.
• the shadow team reaps results from the cooperation project and translates these to internal company expectations. These results are focussed on the immediate corporate needs such as strategy formulation, communication, strategic client interaction, retention.
• Pay constant attention to the hype cycle. Appreciate that there is no easy ride and that actual progress takes time. If the hype rising steeply, it may come down just as swift.
ICP
Business case: 06-bier
ICP Business case: 06-Bier
Video
ICP 06Bier
• Register group
• SMS per participant
• ‘Paying participant’ is assigned with SMS
• “Beer on the house” given at random by bar
ICP 06Bier business case
• StakeholdersWho are stakeholders, investers, users?
• Value chainWho produces what to whom; who pays for
what?
• Marketing & acceptanceTarget group, marketing, business case?
• Go/nogo?
ICP Managed services
ICP
Invoice for the Yearly participation fee
Amstel Bars and Cafes
Users (06Bier players)
MSP
TELCOs
Invoice for the Yearly participation fee
Invoice for 06Bier SMS (post-paid users)
Invoice for the 06Bier SMS that the MSP sends to the players as feedback.
Invoice for the Shared percentage of the extra SMS traffic originated by 06Bier.
ICP
Tijd
Marketing ICT produkten
Acc
ep
tati
e
1-3 jaar
ICP Diffusion of innovations
• Innovators• Early adaptors• Early majority• Late majority• Laggards
•Techies
•Visionaries
•Pragmatists
•Conservatives
•Skeptics
ICP
1. A dvantage to the user;
2. C ompatibility with lifestyle;
3. C omplexity of use;
4. O bservability of the benefits to others;
5. R isk (financial or social) to the user
6. D ivisibility of the application
• increase perceptions of Advantage, Compatibility, Observability and Divisibility
• decrease perceptions of Complexity and Risk
The ACCORD analysis