22. 08. INNOVATION - DOM Research Laboratory · Michael E. RAYNOR Writer; Director, ... Carroll School of Management, ... innovation has become vital for economic survival. En-

www.tmg.at

I N N O V A T I O N

C H A L L E N G E

s t r a t e g i e s f o r s u c c e s s f u l

c o p i n g

2 2 .0 8 .

E U R O P E A N F O R U M A L P B A C H 2 0 1 4 T e c h n o l o g y F o r u m

F r . 2 2 . 8 . 2 0 1 4 , 9 : 0 0 – 1 5 : 0 0 , A l p b a c h , J u n i o r H i g h S c h o o l

0 8 S P E A K E R S

CONTENTCONTENTCONTENT

0 4 P R E A M B L E

Welcome to the Upper AustrianWorking Group in Alpbach

Doris Hummer Minister of ResearchState Government of Upper Austria

Michael StruglMinister of EconomyState Government of Upper Austria

CONTENTCONTENTCONTENT

0 6 P R O G R A M

Challenge DisruptiveInnovation: Strategies for successful coping

CONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENTCONTENT

CO

NT

EN

T

99

Doris HUMMERMinister of ResearchState Government of Upper Austria

Michael STRUGLMinister of EconomyState Government of Upper Austria

Klaus FRONIUSFounder and Managing DirectorFronius International GmbH, Wels (A)

Volker KAESEHead, Technical Project XL1, Volkswagen AG, Wolfsburg (D)

Marion KNOCHEPresident Gi & Pa AG, Switzerlandformer Global Director Photo, GfK, Nürnberg (D)

Ken PARULSKIChief Scientist, aKAP Innovation, LLC; Chairperson, IT10 – Digital Photography, Society for Imaging Sciences and Technology; Former Chief Scientist, Digital Camera Division, Eastman Kodak; Rochester (USA)

Michael E. RAYNORWriter; Director, Deloitte Services LP, Boston (USA)

Michael SCHUBERTTeamleader, Sales Development Solar Energy, Fronius International GmbH, Wels (A)

Mary TRIPSASAssociate Professor, Management and Organization Department, Carroll School of Management, Boston College, Chestnut Hill (USA)

0 8 S P E A K E R SJoin representatives from the fields of science, business and politics across the globe for exciting dialogue

w e l c o m et o t h e

u p p e r a u s t r i a n

w o r k i n g g r o u p i n

a l p b a c h

CONTENTCONTENTCONTENTw e l c o m eCONTENTw e l c o m eCONTENTw e l c o m eCONTENTw e l c o m e

a u s t r i a n CONTENT



a u s t r i a n CONTENTCONTENTCONTENT

Challenge DisruptiveInnovation: Strategies for successful coping

4

w e l c o m et o t h e

u p p e r a u s t r i a n

w o r k i n g g r o u p i n

a l p b a c h

D o r i s H U M M E RMinister of ResearchState Government of Upper Austria

M i c h a e l S T R U G LMinister of EconomyState Government of

Upper Austria

PREAMBLEPREAMBLEPREAMBLE4PREAMBLE4PREAMBLE4PREAMBLE4

5

M i c h a e l S T R U G LM i n i s t e r o f E c o n o m yS t a t e G o v e r n m e n t o fU p p e r A u s t r i a

D o r i s H U M M E RM i n i s t e r o f R e s e a r c hS t a t e G o v e r n m e n t o f U p p e r A u s t r i a

Yours sincerely,

D o r i s H U M M E RMinister of ResearchState Government of Upper Austria

PR

EA

MB

LE

n e t w o r k , c o m m -

u n i c a t e , a c h i e v e s u c c e s s

PREAMBLEPREAMBLEPREAMBLE

Ladies and gentlemen,

the Alpbach Technology Forum has long been a

fixture on the calendar of the Upper Austrian in-

novation community. This year, the Upper Austrian

working group, which will be chaired by Prof. Mi-

chael Shamiyeh, the head of the DOM Research

Laboratory of the Linz University of Arts and De-

sign, will consider the topic of “Challenge disruptive

innovation: strategies for successful coping.” This

theme has been selected owing to the fact that the

increasing competitive pressure generated by glo-

balization and shorter product life cycles is steadily

turning innovation into a matter of economic sur-

vival. Companies constantly have to reinvent them-

selves, and are thus lending priority to networked

branch and inter-company innovation processes.

The working group will seek to provide answers to

questions such as, what strategies, structures and

processes are needed for a company to adjust suc-

cessfully to new conditions and thus achieve

sustained growth? And what best practice exists

and how can the knowledge thus obtained be dis-

seminated?

We look forward to an exciting and informative day

spent in the innovation world and are proud of the

fact that with Klaus Fronius, Volker Kaese, Marion

Knoche, Ken Parulski, Michael E. Raynor, Michael

Schubert and Mary Tripsas, we have been able to

persuade internationally recognized experts to at-

tend the Upper Austrian working group. Therefore,

please take this opportunity to join representatives

from the fields of science, business and politics

across the globe for exciting dialogue in delightfully

picturesque surroundings.

6

PROGRAMPROGRAMPROGRAMF R I D A Y , 2 2 A U G U S T 2 0 1 4

09:00 – 09:15

Opening Session

Doris Hummer Minister of Research, Education, Youth and Women

State Government of Upper Austria, Linz, Austria

Michael Strugl Minister of Labour, Economy, Tourism,

Sports and European Affairs


09:15 – 10:00

Disruptive Innovation & Strategy

Innovation, Disruption and Strategic Flexibility: An Eternal Golden Braid

Michael E. Raynor Director, Deloitte Services LP, Boston, USA

Discussion with Michael E. Raynor10:00 – 10:30

Coffee Break10:30 – 11:00

The increase in competitive pressure from globalization

in combination with disruptive technologies means that

innovation has become vital for economic survival. En-

terprises must continually reinvent themselves and are

therefore focusing on dynamic and inter-company inno-

vation processes. Which strategies, structures and pro-

cesses are needed for firms to adjust successfully to new

conditions and achieve sustained growth? What is the

role of top-management in the leadership of disruptive

change? Can the knowledge obtained be generalized?

C O O R D I N A T I O N

A N K E M E R K L - R A C H B A U E RHead of Location.Marketing.Communications.

Technologie- und Marketinggesellschaft, Linz, Austria

C H A I R

M I C H A E L S H A M I Y E HHead DOM Research Lab,

University of Arts and Design, Linz, Austria

7

PROGRAMPROGRAMPROGRAM

Opening Session

Doris Hummer Minister of Research, Education, Youth and Women


Michael Strugl Minister of Labour, Economy, Tourism,

Sports and European Affairs


Disruptive Innovation & Strategy

Innovation, Disruption and Strategic Flexibility: An Eternal Golden Braid

Michael E. Raynor Director, Deloitte Services LP, Boston, USA

11:00 - 11:45

An Inventor's Dilemma: The gap between disruptive ideas and employer resources

Ken Parulski Chief Scientist, aKAP Innovation and Founder, TourBlend, USA

(retired Kodak Chief Scientist and Chairman of ISO Technical Committee 42)

11:45 – 11:55

Factors determining the diffusion of disruptive innovations

Marion Knoche President, Gi & Pa AG, Switzerland, former Global Director Photo, GfK, Germany

11:55 – 12:05

Discussion with Mary Tripsas, Ken Parulski and Marion Knoche12:05 – 12:30

Lunch Break12:30 – 13:15

Disruptive Innovation & Digital Imaging

Who are we? Organizational Identity and Technological Disruption

Mary Tripsas Associate Professor Management and Organization

Carroll School of Management, Boston College, Chestnut Hill, USA

Discussion with Klaus Fronius, Michael Schubert and Volker Kaese

Disruptive Innovation & Energy

24H SUN or David against Goliath

Klaus Fronius Chairman of the Supervisory Board, Fronius International GmbH, Wels, Austria

Michael Schubert Sales Development Solar Electronics, Fronius International GmbH, Wels, Austria

13:15 – 13:45

Volkswagen XL1 – future technology realized today

Volker Kaese Head of Technical Project Management Volkswagen XL1

Volkswagen AG , Wolfsburg, Germany

13:45 – 14:30

14:30 – 15:00

PR

OG

RA

MM

P a r t i c i p a t i o n i s f r e e o f c h a r g e , r e g i s t r a t i o n i s n o t n e c e s s a r y !

8

SPEAKERSPEAKERSPEAKERThis breakout session seeks to enrich current un-

derstanding of a problem managers are facing today

more than ever: how to respond to innovations that

replace established ones (and thus disrupt time-test-

ed business models).

The inability of organizations to adapt to a rapidly

changing environment when threatened with dis-

ruptive innovation has been an issue of continuous

inquiry in both scholarly research and managerial

practice. Particularly the failure of industry leaders

to successfully adapt to disruption – even when they

had an awareness of the need to change – seems to

generate the keen interest in the topic.

In an effort to solve the problem, growing attention

has been directed to the question of how powerful

capital markets, an excessively narrow focus on prof-

itable customers, and the cognitive framing of envi-

ronmental change, moderate organizational inertia. In

this breakout session, a fascinating group of leading

experts will share their knowledge and experience of

the challenges organizations are facing in their strug-

gle to cope with disruptive innovation.

The breakout session is structured in three panels:

an introductory panel aiming to illuminate the general

linkage between disruptive innovation and strategic

renewal, and two subsequent panels addressing the

issue from a practical perspective. We will use digital

imaging and energy supply as two excellent exam-

ples. Michael E. Raynor, director of Deloitte Services

LP in Boston, USA, establishes the groundwork by

providing a practical way of thinking about (disruptive)

innovations. In the keynote, he will show how organi-

zations can go beyond the limits of what is currently

possible and exploit uncertain futures. In the follow-

ing panel, we will discuss challenges organizations

faced in the substantial transformation from analog

(chemical)-based photography to digital imaging.

The elaboration of practical cases motivates the de-

velopment of practical recommendations for actions

elsewhere. Using the example of Polaroid, Professor

Mary Tripsas will show how an organization’s identity

– internal and external perceptions of what the or-

ganization stands for – can constrain efforts to move

into new domains. Ken Parulski, Founder of aKAP

Innovation and retired Kodak Chief Scientist, directs

attention to an organization’s stock of resources re-

quired to move new and potentially disruptive ideas

into organizational initiatives. Factors that moderate

the diffusion of innovations of all kinds once they are

developed will be discussed by Marion Knoche, who

recently retired from GfK as Global Director Photo.

The fi nal panel highlights the potential role of disrup-

tive innovation in the fi eld of energy supply. We will

look at alternative solutions of how energy could be

supplied in the future, as well as how mobility might

change in the face of ongoing efforts to push tech-

nological limits. Klaus Fronius, Chairman of the Su-

pervisory Board of Fronius International, and Michael

Schubert, Sales Development, Solar Electronics Fro-

nius International, show how new and intelligent en-

ergy management, coupled with a series of new tech-

nologies, can disrupt conventional and centralized

systems for power supply, by producing the energy

at the place where it is needed. Volker Kaese, tech-

nical project manager of Volkswagen’s XL1, the fi rst

super-effi cient vehicle in automotive history, dem-

onstrates the potential of sustaining innovation and

game-changing accomplishments in technological

improvements, to hold off competitors with disruptive

innovations (at least temporarily). The XL1 provides a

compelling example, combining the best of electric

and combustion driving.

T h e c h a l l e n g e o f d i s r u p t i v e i n n o v a t i o n :

Strategies for successful coping

SP

EA

KE

R

9

C U R R I C U L U M V I T A E

Michael Shamiyeh helps organizations to define the framework for compelling innovation strategies, to

sense, create, and implement desired futures, and to build their own capabilities, systems, and structures

that are right for change. His customers include leading international enterprises from the fields of engi-

neering & assembly, global energy & materials, as well as consumer & leisure.

He is founder and head professor of the Design Organization Media (DOM) Research Lab at the University

of Arts and Design Linz, which is an internationally recognized academic research and consultancy center

for innovation and change, based at the University of Arts and Design in Linz, Austria, and CEO of Shamiyeh

Associates Limited, a firm that works to create desired futures.

Michael studied management at the University of St. Gallen (PhD) and architecture at Harvard University

(MArch-postprofessional), the Architectural Association in London (MA), and the Technical University of

Vienna (Dipl-Ing/MA). He has published in many international journals, books, and popular media. His most

recent publications include “Driving Desired Futures: Turning Design Thinking into Real Innovation” (2014)

and “Porsche Prinzip Innovation” (2013). The work of Michael and his team has won many awards, includ-

ing two Gold Medals for “Best Invention” given by KIWIE, Korea (2010), and by the World Intellectual Prop-

erty Organization (2010), and the Innovation Prize (2009), awarded by the Austrian Ministry of Science.

H O N O R S

2010 Gold medal for Invention Solar Display by KIWIE, Seoul, Korea

2010 Gold medal for Solar Display by World Intellectual Property Organization

2010 Nomination of Solar Display for Energy Globe

2009 Innovation Prize 2008 by Austrian Ministry for Science and Research

P U B L I C A T I O N S

2014 Shamiyeh, M. Driving Desired Futures: Turning Design Thinking into

Real Innovation. Basel, Birkhäuser: 424 pages

2012 Shamiyeh, M. Porsche Prinzip Innovation. Doppel-DVD: 346 min.

2010 Shamiyeh, M., Duschlbauer, T., Zauner, C. Die Besten Gewinnen.

Standorte im Wettbewerb um Talente. Trauner Verlag. Linz, 2010: 256 pages

2010 Shamiyeh, M. Creating Desired Futures: How Design Innovates Business.

Basel, Birkhäuser: 424 pages.

SPEAKERSPEAKERSPEAKERc h a i r

o f t h e w o r k i n g

g r o u p

Prof. Michael SHAMIYEHP R O F E S S O R A N D H E A D O F D E S I G N O R G A N I Z A T I O N M E D I A ( D O M ) R E S E A R C H L A B O R A T O R Y

U N I V E R S I T Y O F A R T S A N D D E S I G N L I N Z ( A )

M . S H A M I Y E H @ D O M R E S E A R C H L A B . C O M

© Volker Weihbold copyright all rights reserved

10

PhD Michael E. RAYNOR, MBA, BSc

SP

EA

KE

R

SPEAKERSPEAKERSPEAKER


Michael E. Raynor is co-author of The Three Ru-

les: How Exceptional Companies Think (Portfolio).

Raynor is a Director at Deloitte Services LP and the

Innovation Theme Leader in the firm’s Eminence

function. In addition, Raynor is an advisor to se-

nior executives in the world’s leading corporations

across a wide range of industries. In his client pro-

jects and research, Michael explores the challen-

ges of corporate strategy, innovation and growth.

On the topic of innovation, Raynor was co-author

with Professor Clayton M. Christensen of The

Innovator‘s Solution, which was on The Wall Street

Journal and The New York Times bestseller lists,

and sole author of The Innovator’s Manifesto, re-

leased in 2011, when the Financial Times called

Raynor ”one of the most articulate and interesting

of…strategists.” He won several ”best book of the

year“ awards in 2003. On strategy, Raynor’s The

Strategy Paradox (2007) was named by Strategy +

Business as one of its top five picks in strategy, and

BusinessWeek named it one of that year’s 10 Best

Business Books. He has also published extensively

in a wide variety of journals including The Harvard

Business Review, the Strategic Management Jour-

nal, Strategy + Leadership, and is a regular colum-

nist for The Conference Board Review.

In addition, Michael has taught in the MBA and

Executive Education programs at the Richard Ivey

School of Business at the University of Western

Ontario in London, Canada and at the IMD Busi-

ness School in Lausanne, Switzerland. Michael has

a doctorate from the Harvard Business School, a

master’s degree in business administration from

the Ivey School of Business at the University of

Western Ontario in London, Canada, and an under-

graduate degree in philosophy from Harvard Uni-

versity. He lives in Mississauga, Ontario, Canada.


The Three Rules: How Exceptional

Companies Think

The Innovator‘s Solution

The Innovator‘s Manifesto

The Strategy Paradox

D I R E C T O R

D E L O I T T E S E R V I C E S L P , B O S T O N ( U S A )

M I P A R K E R @ D E L O I T T E . C O M

11SPEAKERSPEAKERSPEAKER

I n n o v a t i o n , D i s r u p t i o n ,a n d S t r a t e g i c F l e x i b i l i t y :

A n E t e r n a l G o l d e n B r a i d

It is increasingly accepted that innovation need

not be a random event and can instead be a de-

liberate act. Yet there is no meaningful definition

of “innovation”. This is a critical failing, because

we cannot manage successfully what we cannot

define precisely. Using the fundamental principles

of micro-economic theory, Dr. Michael Raynor pro-

vides a sound and practical way of thinking about

innovation as “breaking constraints”: going beyond

the limits of what is currently possible.

Not all innovation is created equal, however. Dis-

ruptive innovation can be shown to be systemati-

cally more successful when entering new markets.

Drawing on ground-breaking experimental re-

search, Raynor will show you how to think about

disruption in ways that allow you to harness its pre-

dictive power in order to shape your innovations in

ways that increase their probability of survival.

Finally, for all our progress, we cannot banish un-

certainty from our efforts to innovate disruptively.

Drawing on advances in real option theory and

organizational design, Raynor will show how com-

panies can cope with and, ulimately, exploit the

unpredictability of the future to gain a competitive

advantage over their rivals.

In this powerful synthesis of over a decade of re-

search, Raynor will weave together much of what

he has learned about innovation, disruption and

strategic flexibility into an “eternal golden braid” of

actionable insights.

D I R E C T O R

D E L O I T T E S E R V I C E S L P , B O S T O N ( U S A )

M I P A R K E R @ D E L O I T T E . C O M

12

SP

EA

KE

R

A S S O C I A T E P R O F E S S O R M A N A G E M E N T A N D O R G A N I Z A T I O N

C A R R O L L S C H O O L O F M A N A G E M E N TB O S T O N C O L L E G E , C H E S T N U T H I L L ( U S A )

T R I P S A S @ B C . E D U


1982 - 1985 Software/Systems

Engineer, IBM

1987 -1990 Consultant, Monitor Group

1996 - 1999 Professor,

Wharton School at U of

Pennsylvania

1999 - 2012 Professor,

Harvard Business School

M E M B E R S H I P S

Academy of Management Phi Beta Kappa

H O N O R S

Graduate Teaching Award, Boston College

Thought Leader Award, Academy of Mgmt

Entrepreneurship Division

Emerald Publishing Citation of Excellence Award

Harvard Business School Class of 1966 Research

Fellow


“Abandoning Innovation in Emerging Industries,”

Customer Needs and Solutions, 2014, with R.

Agarwal and B. Bayus.

“Prior Industry Affiliation and Framing in Nascent

Industries: The Evolution of Digital Cameras,”

Strategic Management Journal, 2012, with M.

Benner.

“Technology, Identity, and Inertia: through the Lens

of ‚The Digital Photography Company” Organizati-

on Science, 2009.

“Capabilities, Cognition, and Inertia: Evidence from

Digital Imaging” Strategic Management Journal,

2000, with G. Gavetti.

PhD Mary TRIPSAS, MBA, BSc


13

A S S O C I A T E P R O F E S S O R M A N A G E M E N T A N D O R G A N I Z A T I O N

C A R R O L L S C H O O L O F M A N A G E M E N TB O S T O N C O L L E G E , C H E S T N U T H I L L ( U S A )

T R I P S A S @ B C . E D U

W h o a r e w e ? O r g a n i z a t i o n a l I d e n t i t y a n d T e c h n o l o g i c a l

D i s r u p t i o n

When adapting to radical, disruptive technologi-

cal change, managers often focus their efforts on

developing new technical capabilities and adapting

strategies and business models to accommodate

the new context. While these activities are valu-

able, I propose that a more fundamental type of re-

flection is appropriate. Technological change can

sometimes challenge the core of how an organiza-

tion views itself, calling into question organizational

identity. To respond effectively, managers need to

rethink deeply-held assumptions and beliefs about

the answer to “Who are we?”. Failure to do so can

have fatal consequences.

For instance, despite developing leading-edge

digital imaging technologies early on, Polaroid was

unable to move beyond its identity as an instant

photography firm, which constrained the organi-

zation’s ability to commercialize digital imaging

technologies effectively. In contrast, Fujifilm had

a more flexible, robust identity that evolved to ac-

commodate digital technology. President and CEO

of Fujifilm Holdings, Shigetaka Komori explained in

an interview, “We thought of ourselves as an im-

aging company, whether film or digital,” (Tripsas,

2009). As Fujifilm has continued to explore other

opportunities, the organization has diversified into a

number of new markets, such as flat-panel display

materials that build upon its specialty chemicals ex-

pertise and extend its scope well beyond imaging.

Recognizing the importance of articulating a new

organizational identity, Komori commented “We are

no longer just an ‘information and imaging’ com-

pany, but it is difficult to communicate exactly what

we are, and this creates challenges for the organi-

zation,” (Tripsas, 2009).

T R I P S A S , M . “ W H E N N A M E S C H A N G E

T O P R O T E C T T H E F U T U R E , ”

N E W Y O R K T I M E S N O V . 2 8 , 2 0 0 9


14

SP

EA

KE

R


Joined Kodak Research Labs in 1980, and led

the team which developed the world’s first color

digital camera system. Architect of the first Kodak-

designed consumer digital cameras, including the

Apple QuickTake 100. Invented over 200 patents

related to digital photography, and set Kodak’s pa-

tent and ISO standards strategies for digital came-

ras. Promoted to Kodak Research Fellow in 2001,

and retired as Chief Scientist in 2012. Founded

two companies which provide innovation and ex-

pert consulting for digital photography, and develop

mobile services for digital tourism.


Chair, IS&T/IT10 Standards Committee (Digital

Photography) Chair, US Technical Advisory Group

to ISO TC42 (Photography)

Fellow, Society of Motion Picture and Television

Engineers (SMPTE)

H O N O R S

Eastman Innovation Award and CTO Century Award

Emmy Award (presented to Kodak) for developing

24P HDTV

PMDA Technical Achievement Award

International Imaging Industries Association

Achievement Award


Over 60 papers and publications, including three

book chapters, as well as invited papers on digital

photography in the US, Europe, and Asia. Received

the SMPTE Journal Award for ”Source adaptive

encoding options for HDTV and NTSC“.

Ken PARULSKI,MSc


C H I E F S C I E N T I S T , A K A P I N N O V A T I O N A N D F O U N D E R , T O U R B L E N D , U S( R E T I R E D K O D A K C H I E F S C I E N T I S T A N D C H A I R M A N O F I S O T E C H N I C A L C O M M I T T E E 4 2 )

A K A P I N N O V A T I O N , L L C , R O C H E S T E R ( U S A )

K A P A R U L S K I @ G M A I L . C O M

15

Disruptive Innovation is driven by new inventions.

These inventions are made by inventors, not by

corporations, universities, or other employers. Most

inventors are highly motivated to bring their ideas

to life in new products or services. But this often

fails, unless their employer not only shares their vi-

sion, but also has the required technical, marketing,

manufacturing and financial resources. Is it pos-

sible to develop a more efficient structure, where

talented inventors are part of a larger ecosystem

that both shares their vision and has the resources

needed to bring their ideas to life?


A n I n v e n t o r ' s D i l e m m a :

T h e g a p b e t w e e n d i s r u p t i v e i d e a s

a n d e m p l o y e r r e s o u r c e s

C H I E F S C I E N T I S T , A K A P I N N O V A T I O N A N D F O U N D E R , T O U R B L E N D , U S( R E T I R E D K O D A K C H I E F S C I E N T I S T A N D C H A I R M A N O F I S O T E C H N I C A L C O M M I T T E E 4 2 )

A K A P I N N O V A T I O N , L L C , R O C H E S T E R ( U S A )

K A P A R U L S K I @ G M A I L . C O M

16

SP

EA

KE

R


Germany. Ms. Knoche visited Oxford college,

French colleges and studied international market

research, Psychology, Economics, Geography and

History. After working at a Philips trainee center,,

she moved to GfK, Nürnberg in 1979. GfK is the

leading market research company with subsidiaries

in more than 100 countries.

Marion Knoche assumed responsibility in Germany

for research on Imaging Products / Leather Goods /

Healthcare / Stationery and Ad hoc Research.

At global level she was responsible for coordinating

the Imaging audits/Fashion/ as well as Stationery,

and the establishment of new product categories in

those product fields, as well as the roll out to new

countries.

Marion Knoche has worked with all leading indus-

tries and retailer groups as well as associations.

In December 2013 she began the passive phase of

her early retirement, founding her own consulting

company.

H O N O R S

Golden photokina needle


Dipl.-Kfm. Marion KNOCHEP R E S I D E N T G I & P A A G , S W I T Z E R L A N D

F O R M E R G L O B A L D I R E C T O R P H O T O , G F KN Ü R N B E R G ( D )

M A R I O N . K N O C H E @ W E B . D E

17

Innovation is an ongoing process and is mainly

technically driven; it is not always disruptive, but is

necessary if evolution, growth and wellbeing are to

be achieved.

In the same way that it may become disruptive, it

also creates new opportunities.

The new opportunities do not necessarily balance or

compensate for what has been destroyed in social

terms, and as a result, social polarization may occur.

Innovation may become disruptive for those who

are not able to participate or play a full part! The

main reasons quite often include a lack of vision

by management or even the image and structure

of the company or products themselves. Financial

restrictions may become crucial for a time. Change

management or joint ventures may be discussed as

opportunities.


F a c t o r s t h a t d r i v e t h e

d i f f u s i o n o f d i s r u p t i v e

a n d o t h e r i n n o v a t i o n s

P R E S I D E N T G I & P A A G , S W I T Z E R L A N D

F O R M E R G L O B A L D I R E C T O R P H O T O , G F KN Ü R N B E R G ( D )

M A R I O N . K N O C H E @ W E B . D E

18

Ing. Klaus FRONIUS

SP

EA

KE

R


Klaus Fronius joins Fronius: 1973

1980 – 31.12.2011

Managing partner and heavily involved in the

direction and internationalization of the company.

SINCE 1.1.2012

Supervisory Board of Fronius International GmbH

H O N O R SHonorary Senator of Graz Technical University


Fronius K., Schubert M., Energy Supply of the Future, Coburg

Connecting Conference 2012, Coburg/ Germany, 24 October 2012

Fronius K., Schubert M., Die Energiezelle – Revolution des

energieautarken Wohnens (The Energy Cell - Revolution of self-suffi cient

living), 11th Debate on Future Real Estate,

Vienna 12 November 2013

Schubert M, Laux T, Energy-autonomous houses of the future, Article of

Fronius International GmbH and Sauter AG (Basel)


Michael Schubert has been responsible at Fronius

International GmbH since June 2007 in the Solar

Energy segment for the sales development of

new technologies and markets. This includes, in

particular, storage solutions (hydrogen, battery

technology) and project markets.

Mr Schubert graduated in electrical engineering /

communications engineering at the Technical

University in Vienna.

From 1994 to 2007 he worked for Siemens AG

Austria, initially in telecommunications develop-

ment, then in sales.

From 2001 to 2004 he headed up the Consulting

department of the Enterprise Communication area.

Until 2007 he was responsible for introducing new

technologies as well as for acquisitions and imple-

mentation. He has been a certified Senior Project

Manager under IPMA since 2006.


OVE / Austrian Electrotechnical Association

SPEAKERSPEAKERSPEAKERDipl.-Ing. Michael

SCHUBERT

C H A I R M A N O F T H E

S U P E R V I S O R Y B O A R D

F R O N I U S I N T E R N A T I O N A L G M B HW E L S ( A )

F R O N I U S . K L A U S @ A 1 . N E T

S A L E S D E V E L O P M E N T S O L A R E N E R G Y

F R O N I U S I N T E R N A T I O N A L G M B H , W E L S ( A )

S C H U B E R T . M I C H A E L @ F R O N I U S . C O M

19

D I S R U P T I V E I N N O V A T I O N S

N E E D V I S I O N S !

A flight to the moon with Klaus Fronius describes

our vision process.

Vision development and verbalization, global reflec-

tion to mankind, customer and market focus and

finally the derived solutions and products are all es-

sential steps.

“24 hours of sun” is the Fronius vision of how en-

ergy will be supplied in the coming decades. So-

lar energy, wind energy and water power are the

key aspects to meeting future energy needs. The

challenge facing renewable energies is to provide

power exactly when it is needed, regardless of the

time of day or year, and thus ensure an optimum

supply framework. On the one hand, power con-

sumption is matched to generation and vice versa

(e.g. using energy management and load manage-

ment systems), while on the other, excess power is

stored and later retrieved from the storage facilities

if generation is insufficient to meet demand.

Within this vision the Fronius Energy Cell plays an

important role, which is to pave the way for a transi-

tion from a centralized to a decentralized supply of

energy. This means increasing the private consump-

tion of energy generated from photovoltaic sources

and to a large extent achieving energy autonomy.

Intelligent energy management and a smart combi-

nation of storage systems, batteries for short-term

storage and hydrogen for long-term storage make

this possible.

The Fronius Energy Cell has a decentralized ap-

proach when it comes to family homes, to produce

energy where it is needed. The big inherent advan-

tage is that the system’s waste heat can be used

in the family home for heating and hot water, thus

significantly increasing overall efficiency. In general

in central power plants the heat cannot be used

on site, and additional long-distance heat pipelines

are expensive and therefore not often implemented.

Since the storage is local, it is also possible to avoid

a power grid expansion. Such central concepts are

under discussion for Europe. These concepts are

controversial because you need new strength pow-

er lines throughout Europe, and these require land

and big investments. If these are lacking, you miss

out on renewable energies’ big chance to produce

energy locally where it is needed.

2 4 H S U N – o r D a v i d a g a i n s t G o l i a t h


20


1997 - 2001 Research Associate UNI Hannover

Managing Director Special Research

at Uni, MHH, TiHo

2001 Company foundation Start-up kw2-Implants

2002 Promotion to magnesium implants

as temporary impl..

SINCE 2002 Volkswagen AG:

2004 Project manager Group research: Lightweight construction

2007 Innovation manager Volkswagen brand

2009 Adviser to Board of Management for Development

2011 Head of Materials Engineering, Volkswagen Group

2013 Head of Q-Planning, High-voltage batteries

SINCE 2013 Head of Technical Project Management XL1

M E M B E R S H I P

Laser Zentrum Hannover e.V., Hannover


more than 30 national and international publications

more than 10 patents on medical technology (hum. und vet.) and automobile technology

Dr.-Ing. Volker KAESE

SP

EA

KE

R

T E C H N I C A L P R O J E C T M A N A G E R X L 1

D E V E L O P M E N T , V O L K S W A G E N A GW O L F S B U R G ( D )

V O L K E R . K A E S E @ V O L K S W A G E N . D E


21

T E C H N I C A L P R O J E C T M A N A G E R X L 1

D E V E L O P M E N T , V O L K S W A G E N A GW O L F S B U R G ( D )

V O L K E R . K A E S E @ V O L K S W A G E N . D E“It is a demonstration of boundaries successfully

pushed and expanded, and you cannot un-learn this

kind of progress”. It is with this reasoning that Top

Gear awarded the Volkswagen XL1 the title of “In-

novation of the Year”. But how exactly did the XL1

become the first Super Efficient Vehicle in automo-

tive history?

The 1-litre-car has been famous since Prof. Dr.

Piëch, then chair of the Volkswagen Group board,

shared his vision with the world and drove the first

one-liter-car from Wolfsburg to Hamburg in 2002.

Since then, the vehicle concept has evolved and

passed from a one-off to a reality. 250 XL1s are

going to be built, the first of which was delivered to

a customer in May 2014.

To reach the ambitious efficiency targets, Volkswa-

gen planned the XL1 based on two principles. On

the one hand, an impressive reduction of resistance

and drag was required, and on the other, powertrain

efficiency was crucial. It was only by combining

these two requirements in a way never before done

that it was possible to achieve the record-breaking

efficiency found in the XL1.

In developing the XL1, Volkswagen had to break the

weight spiral. The total weight of the XL1 amounts

to 795kg, so the Volkswagen engineers were able

to make the car about 500 kg lighter than a normal

mid-sized car. The use of amazing materials such

as CFK and intelligent engineering solutions were

the keys to achieving this milestone.

Additionally, clear prioritization of aerodynamic en-

gineering starting from the basic vehicle shape and

leading finally to the inclusion of many aerodynamic

details allow the car to bring the frontal surface and

drag down to unrivalled levels. A great example of

the successful combination of aerodynamics and

technology is the e-mirror, which provides the driv-

er with an extended view without a blind spot.

Finally the XL1 provides a pioneering powertrain

solution. Volkswagen Group’s first plug-in hybrid

powertrain combines a 2-cylinder 35 kW TDI en-

gine with a 20 kW e-machine, which allows the

use of many different modes, including 50 km of

pure electrical driving. It combines the best of both

worlds, as the 10-liter fuel tank allows for another

450 km of reach.

T H E V O L K S W A G E N X L 1 .

T H E F I R S T S U P E R

E F F I C I E N T V E H I C L E .

T h e V o l k s w a g e n X L 1 –f u t u r e t e c h n o l o g y

r e a l i z e d t o d a y


NOTESNOTESNOTES

NO

TE

S

O u r p a r t n e r s i n A l p b a c h

C O N T A C TOberösterreichische Technologie- und Marketinggesellschaft m.b.H.

Hafenstraße 47-51, 4020 Linz, Austria

tel.: + 43 732 79810-5000fax: + 43 732 79810-5015

[email protected]

Documents

22. 08. INNOVATION - DOM Research Laboratory · Michael E. RAYNOR Writer; Director, ... Carroll School of Management, ... innovation has become vital for economic survival. En-