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PART 1:
INNOVATION UPDATE
03/2013
Innovation Challenges and Knowledge Transfer
at the Digital Era
Innovation
Less back pain+
Faster cleaning
Try & Mistake
or
Fail to success
80’s: New Coke failed
90’s: Crystal Pepsi also failed!!
To Walk&
To listen music
Lateral thinking for innovation
One use products
Innovate through our capacities
?
Innovate in Process
A Hospital with Toyota’s Model. From -2’5M$ to 25M$ in 3 years
Listen to consumer’s trends
SO - MO - LO Revolution
Which
Innovations?
Incremental Innovation
Radical Innovation New products, services
Disruptive Innovation
Breaking the market rules
4 Key Factors to
Innovate
Teamwork
Being Open
Focused
Quickness
Being PositiveComplexity
CULTURE: Innovative DNA
GOVERNANCE
innovation commitee
R+D manager
marketing manager
CIO
CEO
project leadersexternals
brokers
shareholders
STRATEGY
FLEIXIBILITY TO SPIN-OUT NOT ALLIGNED PROJECTS
STRATEGIC ALLIGNMENT WITH THE COMPANY
PROCESS: A clear Innovation Funnel
IDEAS
Conceptualize•Business Model•Business Case
PROTOTYPE
VALIDATE
LAUNCH
Filt
er 1
Filt
er 2
Filt
er 3
IMP
LE
ME
NT
Filt
ro n
º4
Inp
uts
Externals
1st Validation
2nd Validation
3rd Validation
Externals
Externals
Externals
CH
ALL
EN
GE
S
PROJECTS
Innovation Atlas
4. Positive Tension
2. Creativity
6. Open Innovation
1. Results Oriented
5. Act & Capacities
3. Disciplined (funnel)
7. Corporate CultureSource: www.xaviermarcet.com
Innovation
Challenges
Business model
FinanceNetworking
2. Networkingenterprise’s structure/value chain
1. Business modelhow the enterprise makes money
Channel
DeliveryBrand Customer
experience
10. Customer experiencehow you create an overall experience for customers
8. Channelhow you connect your offerings to your customers
9. Brandhow you express your offering’s benefit to customers
Core process
Process.Enabling process
3. Enabling processassembled capabilities
4. Core processproprietary processes that add value
6. Product systemextended system that surrounds an offering
Product performance
OfferingProduct system
Service
7. Servicehow you service your customers
5. Product performancebasic features, performance and functionality
DOBLINANALYSIS
Hi
Lo
Volume of innovation effortsLast 10 years
Source: Doblin analysis
Core process
Process.Enabling process
Business model
FinanceNetworking Product
performance
OfferingProduct system
Service Channel
DeliveryBrand Customer
experience
Hi
Lo
Cumulative value creation—Last 10 years
Source: Doblin analysis
Core process
Process.Enabling process
Business model
FinanceNetworking Product
performance
OfferingProduct system
Service Channel
DeliveryBrand Customer
experience
Pareto revisited: Less than 2% of projects produce More than 90% of value…
Henry Chesbrough, 2008
Open Innovation
Open Services Innovation
Henry Chesbrough, 2011
Open Services Innovation
ClientsClients
Company - Platform
Company - Platform
Company - CollaboratorCompany -
Collaborator
Henry Chesbrough, 2011
Open Services Innovation
Expected Turnover: 800.000 clients X 30R$ = 24 MR$ x yr (Source: http://www.service-innovation.org/?p=43 )
Feel Free Coffee Cup: 30R$/year
Innovate
&
Listen to the
Market
Listen to
Consumer Trends
28
RED CARPET
China Comes
Do It Yourself
Apps Apps Apps Apps
DEALER CHIC
Finding Offers
CASH-LESS
Mobile Payment
CITYSUMERS
Urban needs
PROSUMERS
Geoloc., Share,...TRANSPARENCY
SCREEN CULTURE RECOMMERCE
AUGMENTED REALITY
www.trendwatching.comSource
trendwatching 2012
Listen to
Consumer
Scenarios
30
http://www.creafutur.com/es/estudios/outlook2012Fuente
HIGH CONSUMPTION
MASSIVE DISTRIBUTION
MASSIVE ACCESS TO PRODUCTS & SERVICES
SEDUCING BRANDS
PLANNED OBSOLESCENCEChina, Brasil, Perú, Chile
Spain, France, Germany
Yellow World
CreaFutur Outlook 2012
España, USA, France, GB
LOW CONSUMPTION
UNCONFIDENCE THROUGH INSTITUTIONS AND BIG CORPORATIONS
LOOSING THE MIDDLE CLASS
AGAINST INTRUSIVE MARKETING
CONSUMER AS A PERSON
Red World
Germany, Sweeden
BEYOND CONSUMPTION
RESPONSIBLE PROSUMER
RESPONSIBLE AND SUSTAINABLE COMPANIES
POST MATERIALISM
LOW INTENSIVE MARKETING
Blue World
31http://www.creafutur.com/es/estudios/outlook2012Fuente
FOOD
HEALTH TRANSPARENCY
SECURITY
PROXIMITY
HEALTHY FOOD FOR KIDS
PEDAGOGICAL MKT
ECOLOGIC & LOCAL PRODUCTS
COLLABORATIVE CONSUMPTION
ICTPRIVACY
INTERACTIVITY
DIGITAL RESPONSABILITY
ONLINE AND EVALUATION
PRODUCTSCOSTS REDUCTION
RETAIL
ONLINE PURCHASE
OUTLETS / 2ª HAND
TRANSPARENT BRANDS
GOOD PURCHASING EXPERIENCE
T HAVE A GOOD SERVICE
HOUSEHOLD EQUIPMENT
HEALTH
ENERGY SAVING
SUSTAINAB ILITY
TOURISM / LEISURE
NO INTERMEDIARIES
EXCHANGE: FISICAL & VIRTUAL
SUSTAINABLE
there’s no innovation
without risk...
...but the biggest risk is to
do not innovate
Dr Marc Ramis CastelltortCEO
Contact: [email protected]
Fundación Ciudad Politécnica de la InnovaciónUniversidad Politécnica de ValenciaEdif. 8G, acc. A, 3ª planta46022 Valencia (Spain)
Thanks!!
Roc Fages RamióSenior Consultan
Contact: [email protected]
c/ Aribau 198, Pta Baixa08036-Barcelona
