Alar Kolk Inno Estonia 2008 Intro

III Eesti Innovatsiooni Aastakonverents InnoEstonia 2008

Avatud Innovatsioon & Tuleviku Ärimudelid

Alar Kolk

kolk@cc.hut.fi

13-14 November 2008

III Estonian Annual Innovation Conference InnoEstonia 2008

Open Innovation & Smart Business Models

Alar Kolk

kolk@cc.hut.fi

13-14 November 2008

...some perspectives...

New Knowledge & Innovation…

It is estimated that aweek’s worth of The Times…

Financial Innovation…

The Dow-Jones index of the largest companies traded on the U.S Stock…

market declined 22%, the worst week in the index's 118-year history

Growth & Innovation…

Growth is top of mind for business executives. Strong, value creating

revenue growth lies within reach of corporations that pursue best practice in

innovation, strategy, marketing, operations and organizations.

For companies aspiring to grow, where to compete is just as important as how. To

choose the right battlegrounds, they must match their distinctive capabilities with

sectors where profitability growth is likely to occur.

WHERE and HOW

to Grow?

Open Innovation…

Avatud innovatsioon

tähendab seda, et ettevõtted ei kasuta mitte ainult oma ettevõttest, vaid ka väljastpoolt tulevaid ideid ja

võimalusi nii

tootearenduses kui

ka toodete müügil, turundamisel.

.

SULETUD & AVATUD ÄRIMUDEL

AVATUD INNOVATSIOON!

1H.Chesbrough, 2003

Our current market

Our new market

Other firm´s market

Open innovation

External technology insourcing

Internal technology base

External technology base Henry Chesbrough, 2004

Internal/external venture handling

Licence, spin out, divest

At any given point in time, firms must follow a certain trajectory or path of

competence development. This path not only defines what

choices are open to the firm today, but it also puts bounds

around what its internal repertoire is likely to be in the

future1.

STEP OUT OF THE BOX!!!

PATH DEPENDENCY

We had become stuck in our past and weren’t stretching far enough to innovate new ideas, to “step out of the box.”

David O. Swain, ex. CTO, Boeing

1Teece et al, 1997

Outside-in Innovation…

Space Innovation…

EESTI VÕIMALUSED

KOSMOS & ÄRI

L-Commerce…

LOCATION COMMUNITY

LOCATION COMMERCE

Mobiiltelefonid muutuvad asukohaäris peamiseks vidinaks

E-Commerce +

M-Commerce=

L-Commerce

Social Communities

…

Platforms & Innovation…

PLATVORMID & ÄRIMUDELID

Google & Microsoft

Google Earth

Microsoft Virtual Earth

Business Model

Innovation…

VÄÄRTUSE KASV & AVATUS

INNOVAATILISED ÄRIMUDELID

Uue tehnoloogia, toote või teenuse väärtuse määrab

ärimudel – mehhanism, mis muudab tehnoloogia ettevõtte

jaoks rahaks.

Ärimudelil on kaks peamist funktsiooni: 1.Väärtuse loomine

2.Väärtuse säilitamine

20 senti

2 krooni

20 krooni

30 – 70 krooni

The business model mediates between technical and economic domains

Over the years, entrepreneurs have been mostly known for technical innovations. And there are many great companies that have been built on top

of technical innovations like Intel, Cisco, Oracle, Apple, and arguably Microsoft. If you think of Federal Express, Google, Netflix, these companies

were built on business model innovations.

Business Model:

• market segment

• value proposition

• value chain

• c/profit mechanism

• value network

• competitive strategy

Business Model:

• market segment

• value proposition

• value chain

• c/profit mechanism

• value network

• competitive strategy

Economic Outputs:

e.g., value, price, profit

Technical Inputs:

e.g., feasibility,

performance

Measured in technical domain Measured in economic domain

Portfolio of Capabilities

& Business Model

Open Capabilities

Dynamic Capabilities

Operational Capabilities

Technology Capabilities

Portfolio

Pidev täiustamine - vana mood!E

tap

ilin

eR

adik

aaln

e

Komponent Süsteem

MittelineaarneInnovatsioon

Komponendi Täiustamine

ÄrimudeliInnovatsioon

ÄriprotsessiInnovatsioon