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Why collaboration is needed:
Opportunities, lessons and future
trends.
Prof Jan Recker, PhD
Woolworths Chair of Retail Innovation
Information Systems School, Queensland University of Technology
QUT – A Real-world Vision for Research & Science
Science: Pathway to Innovation
Three Reasons to Collaborate on Innovation
1. Evidence-, not Confidence-based Innovation
2. Comparing Apples with Oranges, instead of more Apples
3. Conscious, not unconscious (In-) Competence
#01 If the decision is going to be made by facts, then everyone’s facts […] are equal. If the decision is going to be made on the basis of people’s opinions, then mine count for a lot more.
“ Reason
Evidence-based Innovation.
James Barksdale former CEO Netscape
In 2004, two years after adopting the sabermetric model, the Boston Red Sox won their first World Series since 1918.
“The collected wisdom of
baseball insiders is
subjective and flawed.“
What is Evidence-based Innovation?
Evidence-based Innovation
UPS saved millions of minutes by avoiding left turns in the
Northern Hemisphere.
Drivers get warnings if they are backing up too much – most accidents happen when
drivers reverse.
The result: 20 million miles less
traveled. 10 million gallons of gas
saved. Reduced CO2 emissions by 100,000 metric tons (5,300 passenger cars off the road
for an entire year).
#02
The Freakonomist Principle: Scientists can change the game not only by looking at other teams. They look at other sports.
“
Reason
Comparing Apples with Oranges.
Thinking about Customer Loyalty… The Freakonomic Way
Thinking about Customer Loyalty… The Freakonomic Way
What do addicts , married couples , gamblers and patriots have in common?
“
Loyalty can be triggered by different drivers
Addiction Loyalty because of incentivization and sensitization.
Marriage Loyalty because of shared investments and obligations.
Religion Loyalty because of faith in values and norms.
Patriotism Loyalty because of cultural attachment.
Gambling Loyalty because of the chance to win big.
Gaming Loyalty because of achievement and immersion.
Investment Loyalty because of high switching costs.
#03 Reason
Conscious, not unconscious (In-) Competence.
Conscious Incompetence
Unconscious Incompetence
Conscious Competence
Unconscious Competence
Collaborate to Inspire
Conscious Incompetence
Unconscious Incompetence
Positive Deviance: Learning from the best, not the worst
Conscious Competence
Unconscious Competence
Positive Deviance: Learning from the best, not the worst
Scientific Principles: Unbiased observation
The Difference? P
roce
ss p
erf
orm
an
ce
Cumulative number of processes
Bottom 10%
Top 10%
25% Percentile
50% Percentile
75% Percentile
Improving 10% Improving 90%
Solve-near term problems
HO
W C
AN
YO
U S
TRU
CTU
RE
THE
COLL
AB
OR
ATI
ON
WHAT DO YOU WANT TO ACHIEVE
Tackle fundamental challenges Build innovation ecosystem
One-
off a
gree
ment
s and
cont
ract
sIns
titut
ionali
zed a
rran
geme
nts
IDEA LAB
Generate
options
DEEP
EXPLORATION
Access pipeline of
discoveries
GRAND
CHALLENGE
Develop research
agenda
EXTENDED
WORKBENCH
Applied research
contracts
IN SITU
RESEARCH
On-site projects
and sabbaticals
Takeaway Question: What is Your Collaboration Model?
Prof. Jan Recker, PhD
Woolworths Chair of Retail Innovation
Information Systems School
Science and Engineering Faculty
Queensland University of Technology
email [email protected]
web www.janrecker.com
twitter janrecker