Download to read offline
More Related Content
Similar to ndsjlkfnjsdahfoihaiodfnsdknfoisjdiofsdfnosidfnoisd
ndsjlkfnjsdahfoihaiodfnsdknfoisjdiofsdfnosidfnoisd
- 1. K.RAMAKRISHNAN COLLEGE OFTECHNOLOGY An Autonomous Institution Affiliated to Anna University Chennai, Approved by AICTE New Delhi, ISO 9001:2015 & ISO 14001:2015 Certified Institution, Accredited with ‘A+’ grade by NAAC Samayapuram, Tiruchirappalli-621112, Tamilnadu, India. Dr.A.Punitha Professor-ECE IIC Innovation Ambassador K Ramakrishnan College of Technology - Trichy Session on Innovation Management for Innovators Date: 16.10.2024 Place: Cauvery College for Women - Trichy
- 2. WHAT IS ANINNOVATION? It is an idea, practice or object that is perceived as new by an individual or other unit of adoption. It is a use of new knowledge to offer a new product or service that customers want. Thus, it is Invention + Commercialization. “Innovation is the search for and the discovery, developed, improvement, adoption and commercialization of new processes, new products and new organization structures and procedures.”
- 4. CHARACTERISTICS OF INNOVATION There is an object or target which is being changed. It can be a product, a process, an individual’s lifestyle, an organization's strategy, a society culture. Innovation vary in extent or magnitude i.e. degree to which one deviates from the past. It is closely related to problem solving since generation & implementation of ideas for change never transpire without difficulty. A final characteristic is the impact of the change, the significance or range of its effects.
- 5. Difference between Innovation& Invention Invention Innovation 1. It’s creation of new product, service or process. 2. May not be commercialized 3. It can be autonomous or induced 4. Can be for economic or non- economic motive 5. Usually restricted to R&D centre 6. May bring few changes in organization 7. Precedes innovation 1. It is the introduction of new product, service or process into the marketplace. 2. Results into commercialization 3. Usually induced 4. Economic motive 5.Spread across the organization 6. Brings organizational change 7.Succeeds invention
- 6. WHY INNOVATE ??? OTHERWISETHEIR SURVIVAL CHANCES ARE SERIOUSLY THREATENED ORGANIZATION PREPARE THEMSELVES TO INNOVATE ON A CONTINUING BASIS
- 7. GOALS OF INNOVATION Improving quality Creation of new markets Extension of the product range Reducing labor cost Improving production process Reducing materials Reducing environmental damage Replacement of products/services Reducing energy consumption Conformance to regulations
- 8. SOURCES OF INNOVATION Organizational Structure. Organic structures positively influence innovation. As there is lower vertical differentiation, formalization, centralization. Organic organizations facilitate the flexibility, adaptation & cross-fertilization. Long tenure in Management Managerial tenure apparently provides legitimacy & knowledge of how to accomplish a task and obtain desired outcomes. Slack Resources Having an abundance of resources allows an organization to afford to purchase innovations, bear the cost of instituting innovations & absorb failures. Interunit Communications Innovative organizations are high users of committees, task forces, cross-functional teams that facilitate interaction across departmental lines.
- 9. TYPES OF INNOVATION Product & Process Innovation Open & Closed Innovation Incremental & Radical Innovation Modular and Architectural Innovation
- 10.
- 11. Open & ClosedInnovation Concept Development Implementation PROJECT START CONCEPT FROZEN MARKET INTRODUCTION Concept Development Implementation PROJECT START CONCEPT FROZEN MARKET INTRODUCTION Open Model For Innovation Closed Model For Innovation
- 12. INCREMENTAL INNOVATION Improving Inherent Processes/Inputsto achieve Higher Output
- 13. RADICAL INNOVATION Displacing ExistingTechnology
- 14. Architectural Innovation Change in Product Structure Modular Innovation Changein Component Technology Steam Engine of Car Fuel Engine of Car
- 15. Recognizing orscanning the environment. Aligning the overall business strategy & proposed innovation. Acquiring technology from outside. Generating technology in-house. Exploring & selecting the most suitable response to the environment. Executing & implementing innovation. Learning lessons for improvement. Developing the organization. INNOVATION PROCESS
- 16. INNOVATION OCCURS AT THREELEVELS NATIONAL LEVEL ENTERPRISE LEVEL INDIVIDUAL LEVEL GOVT. POLICIES & SUPPORT ENTERPRISE POLICIES, SUPPORT & INITIATIVES INDIVIDUAL & GROUP INNOVATION ACTIVITIES
- 17.
- 18. INNOVATION MANAGEMENT Innovationmanagement is all about - learning to find the most appropriate solution - to the problem of consistently managing aforestated process - doing so in the ways best suited to the particular circumstances in which the organization finds itself. It is the search of effective routines. It is about managing the learning process to deal with the challenge of the innovation process.
- 19. Innovation Management Management ofInnovation comprises three things: - linking of engineering, - science & - management disciplines to plan, develop & implement technological capabilities to shape & accomplish the strategic & operational objectives of an organization.
- 20. Need/Objectives of InnovationManagement To reap in the economic benefits of new technological inventions by commercializing them on time To integrate technology into overall strategic objective of the organization. To get into and out of the technologies faster and more efficiently. To accomplish technology transfer. To reduce new product development time. To manage large ,complex & interdisciplinary projects and systems.
- 21. Organizational Process forInnovation Management Market Learning Effectively Building Business Models Creating a Cause & not a business Designing an open market for :Ideas, Capital, Talent Listening to New Voices Setting Unreasonable Expectations & Stretching the Business Definition Building Partnership and Alliances Lowering the risks of experimentation Paying the Innovators Well
- 22. VALUE INNOVATION(VI) Oneof the most prominent programmatic approaches to innovation currently in use. It is different from building layers of competitive advantages & does not means segmenting market & accommodating customer needs. It’s main focus is on offering those products & services which creates a superior buyer value in existing markets & enables a quantum leap for the firm to create new markets. Value Innovation also differs from technology innovation. New technology developed does not becomes a value innovation unless it is cheap enough for MASS BUYERS.
- 23. Three Basic Building Blocks ofStrategy Conventional Focus Value Innovation Process Competition Outperforming the Seeking Radically Superior Competition value to capture the entire mass market Customers Retaining & better Targeting the mass of buyers by satisfying existing following non-customers closely customers & willingly losing some existing customers Corporate Leveraging & extending Willing to combine Capabilities the current capabilities a company of with other companies capabilities
- 24. 1. Why Change? -Only innovation matters. 2. What to Change? - Ranging from changes in product & service to the ways(i.e. process innovation). 3. Understanding Innovation. - Understanding common problems associated with partial views of innovation. 4. Building an Innovation Culture. - Managing Innovation is all about creating firm specific routines(i.e. repeated, reinforced patterns of behavior) which define its particular approach to the problem. CHALLENGES FACED WHILE MANAGING INNOVATION
- 25. 5. Continuous Learning -Firms constantly needs to develop their routines to deal with the environmental challenges. 6. High Involvement Innovation - Higher level of participations in innovation represents a competitive advantage. 7. Managing Connections - In current scenario business organizations are required to operate in relationship with others rather than in splendid isolation. CONTD……….
- 26. External Barriers -Market-Related Barrier - Government & its Policies - Others (Technical, Societal, & Inter Organizational Barriers) Internal Barriers - People Related - Structural - Strategy Related BARRIERS TO INNOVATION
- 27. • Clearly articulated& shared sense of purpose • Stretching strategic intent • Top management commitment. SHARED VISION, LEADERSHIP & THE WILL TO INNOVATE. • Encouraging creativity • Enabling learning & interaction • Balancing between ‘organic & mechanistic’ APPROPRIAT E CULTURE HOW TO OVERCOME THESE BARRIERS LEARNING TO MANAGE INNOVATION
- 28. CONTD. • Promoters, champions& other roles which facilitate innovation KEY INDIVIDUALS • Use of teams at cross- functional & inter- organizational level • Investment in team selection & building EFFECTIVE TEAM WORKING • Education & training of employees to ensure high level of skills & competence CONTINUING & STRETCHING INDIVIDUAL DEVELOPMENT
- 29. • Within &between the organization and outside EXTENSIVE COMMUNICATION • Positive approach to creative ideas, supported by relevant motivation systems CREATIVE CLIMATE • High level of involvement within & outside the firm in proactive experimentation • Knowledge capture & dissemination LEARNING ORGANISATION
- 30. CONCLUSION Enterprises should emphasize Planning& Controlling Systems With high degree of Flexibility Respect for Individual Initiative And Personal Growth Tolerance for mistakes And Allowing Room for Failure
- 31.
Editor's Notes
- #3 Innovation takes place through the interaction of three intermingled factors or forces i.e. What technology is available to produce, whether that technology is viable in the marketplace, and what features or services are desired by consumers.
- #20 1st point : ex of dell, ge and microsoft
- #22 Last point : means mere deve of any new tech does not entails value inno if that tech is not easily accessible to mass consumers. For ex: a co ampex innovated video recording tech in 1950’s bt the co faied to convert its new tech into value inno as it was nt cheap enough for mass buyers and later on sony & jvc profited greatly by unlocking the mass market at almost 1% of ampex’s initial price.