Appunti completi di Design and innovation management

Resources and Competencies and the Innovation Portfolio

Innovation is a question of resources:

• Tacit: not codified and difficult to share.
• Socially complex: emerging through the interaction of many individuals.
• Affected by causal ambiguity: cause-effect relation between the resource and its outcome is difficult to understand.

Innovation is a question of competencies:

• Core competencies: What makes the difference in terms of strategy, mix of abilities connected with specific resources (longitudinal, idiosyncratic, sticky).
• Core rigidities: major competencies can impede exploration of other fields.
• Dynamic capabilities: A set of abilities support the learning process and the quick reconfiguration of abilities to adapt.

Managing innovation in a knowledge perspective:

• One-way transfers
• Two-way transfers
• Carry over: reusing solutions already adopted in the past
• Shelf innovation: development of solutions to store in projects a virtual library
• Common part: sharing solutions in multiple projects
• Platforms: architectural

configura2on2on where some. .Posi2ve and nega2ve effects? costs vs novelty parts (solu2ons, components) are defined whileothers remain to be defined“common architectures spanning mul2ple products thatare implemented with common subsystems andsubsystem interfaces”HOW TO PLAN PLATFORMS- In many industries, the standard for minimum acceptable product development performance is high and rising fast.-It is no longer possible to dominate large markets by developing one product at a 2me. Increasingly, good productdevelopment means good plat- form development.To develop good plaforms a company must carefully align its product plan, its differen2a2on plan, and its-commonality plan through an itera2ve planning process. No longer can the product planning group throw its planover the wall to other groups: planning niLi.st be a coopera2ve process involving all groups and guided by topmanagement. Just as good product engineering involves up-front considera2on of manufacturing issues,Buongiorno, Ecco il testo formattato con i tag HTML:

goodplaform planning requires up-front considera2on of marke2ng, design, and manufacturing issues.

MANAGING THE PORTFOLIO

• Strategic planning
• Projects porfolio defini2ons
• Development Timing
• Resources sharing
• Plaform design

Organiza2on

• Organiza2onal design (func2onal vs. project)
• Team management
• Performance measures

Investments in team training and resources

Project management

• Objec2ves priority
• Development planning
• Project milestones
• Communica2on tools (project team)
• Project controlling

MANAGING THE PROCESS

• From strategy planning to project management and organiza2on design

Looking at the decisional process, innova2on strategy needs to be sustained by a set of organisa2onal and managerial choices and tools

Two opposite approaches can be used to manage a process of product innova2on

1. Sequen2al approach : stages one aier the other
• top down flow of informa2on
• sequen2al stages
• formal systems of communica2on and coordina2on
2. Advantage: reduc2on of uncertainty
3. Disadvantage:

late problems detection

✦ Concurrent approach: two-ways flow of preliminary information, numerous feedbacks

✦ Parallel stages (time saving)

✦ Adoption of informal systems of communication/coordination

Advantage: early problems detection

✦ Disadvantage: higher level of uncertainty

STAGE AND GATE-

• Each gate is a go/kill
• Each gate has three components: deliverables derived from previous stage, criteria to make the go/kill choice, outputs including an action plan for the next stage
• Each stage costs more than the previous one, thus breaking down the structure of the project results in a series of incremental commitments

How to manage work in innovation processes?

- Major decisions include:

1. Team size

Is there a right size?

• Small vs big
• Changes along the process
• Social loafing: "the phenomenon of a person exerting less effort to achieve a goal when they work in a group than when working alone"

2. Team composition

Language and communication/coordination

• costs
• Informa2on sources
• Relevance of the context (industry, internal competencies)

TEAM ORGANISATION

Func2onal team structure : no cross-func2onal integra2on; employees remain within func2onal department

CEO → | Research & Development | Manufacturing | Marke2ng | → CEO

Lightweight team structure : Employees remain within func2onal departments but project manager provides cross-func2onal integra2on

CEO → | Research & Development | Manufacturing | Marke2ng | → Project manager → CEO

Heavyweight team structure : Project manager provides cross-func2onal integra2on; team members are collocated but s2ll report to func2onal managers also

CEO → Research & Development → manager | Manufacturing → manager | Marke2ng → manager | → Project manager → CEO

Autonomous team struJure : project manager provides cross-func2onal integra2on; team members are collocated and report only to project manager

CEO → Project manager → CEO

Research & Development | Manufacturing | Marketing | → 3 managers → Project manager → CEO- Key characteristics of different types of teams Characteristics Functional team Lightweight team Heavyweight team Autonomous team Project manager (PM) No Yes Yes Yes Power Low High Very high. . . . Primary orientation of Team Function Function Team Team Members (TM) Location Functions Functions Co-located with PM Co-located with PM. . . . Evaluation of TM Functional heads Functional heads PM & F heads Project manager Incentives skewed towards F performance F performance Team and F perf Team performance. . . . Conflict team vs. functions Low Low Moderate High Cross-functional integration Low Moderate High High. . . . Fit w/ existing practices High High High Moderate high- - - - Appropriate for Not appropriate Derivative project Platform & B project Breakthrough (B) project Gaps and critical issues in platforms organization The ideal organization Conclusions Single projects and the innovation

strategy.Modularity and plaforms reshape the organiza2on.

How to redesign the organiza2on to fit the innova2on strategy.

What is missing?

HOW TO MANAGE FOR COLLECTIVE CREATIVITY

Common idea of great leadership does not work when it comes to leading innova2on- ‣ If we want to build organiza2ons that can innovate 2me and again, we must unlearn our conven2onal no2onsof leadership≠ Leading innova2on is not about crea2ng a vision, and inspiring others to execute it

Innova2on is not about solo genius, it is about collec2ve genius.- Pixar:- No solo genius, no flash of inspira2on produces one of those movies. On the contrary, it takes about 250-people four to five years, to make one of those movies.

Innova2ve organiza2ons are communi2es that have three capabili2es:-

1. Crea2ve abrasion : being able to create a marketplace of ideas through debate and discourse; amplifydifferences; not about brainstorming, where people suspend their judgment instead have very heated butconstruc2ve arguments

to create a portfolio of alternatives. Creative agility: being able to test and refine that portfolio of ideas through quick pursuit, reflection, and adjustment; discovery-driven learning (act instead of planning); experiment4 di 53. Creative resolution: doing decision making in a way that you can actually combine even opposing ideas to reconfigure them in new combinations to produce a solution that is new and useful; inclusive decision-making process. Innovation is a paradox - unleash the talents and passions of many people and you have to harness them into a work that is actually useful. It is a journey - a type of collaborative problem solving, usually among people who have different expertise and different points of view. Google: Instead of creating a group, they decided to allow groups to emerge spontaneously around different alternatives. "If you had forced us to all be on one team, we might have focused on proving who was right, and winning, and not on learning and discovering what was."the technology used. Design plays a crucial role in creating a unique and meaningful product that stands out in the market. It is not just about aesthetics, but also about understanding the needs and desires of the users and creating a solution that addresses them effectively. Design thinking is a key approach in design-driven innovation. It involves a human-centered and iterative process that focuses on understanding the users, challenging assumptions, and generating creative solutions. It encourages collaboration and empathy, allowing for a deeper understanding of the problem and the development of innovative solutions. In design-driven innovation, the design language and meaning of a product are central to the innovation process. The design elements, such as colors, shapes, and materials, are carefully chosen to convey a specific message and create a unique identity for the product. This helps differentiate the product from competitors and attract the target audience. Leadership also plays a crucial role in leading innovation. It is about creating an environment where people are motivated and empowered to engage in innovative problem-solving. Effective leadership fosters a culture of collaboration, experimentation, and continuous learning, which are essential for driving design-driven innovation. In conclusion, design-driven innovation is a powerful approach that leverages the potential of design to drive radical innovation. It emphasizes the importance of understanding users, challenging assumptions, and creating meaningful and unique solutions. Leadership and collaboration are key factors in enabling design-driven innovation to thrive.

1. func1onali1es and technologies (Vergan1 2007)

Radical innova1ons can be strategically driven by design•SWATCH AS THE PERFECT EXAMPLE- Wacth dilemma : either high-end jewellery or Casio (watch for calcula1on and many other func1onali1es)- New kinds of watches based on the jewellery frame and the compe11on of the Chinese brand- Swatch : connected with expression of yourself (aesthe1c choice)-Translate product : how does it work - kind of technology - how to sa1sfy the market-THE ORIGINAL FRAMEWORK-- Swatch example- Process/tech innova/ons Func/ons RequirementsQuarz, assembly technology, Time, date, chronograph Precision, shock and water proof→ →modularity ↕ ↕ ↕Classic shape, poor materials, Cheap, to be consumed, to be Watches as fashion accessories→ →fashion, customisa1on customised, to be collectedMAJOR STEPS OF MOVING FROM ARCHITECTURAL OBJECTS TO MEANINGS EMBODIED IN PRODUCTS-1. Searching for new languages.In 1995, a process of explora1on on the

concepts of “light” in biology, science, sociology and other fields of-research.

2. Inves1ng in new technologies.

The R&D department technically develops the ini1al idea, transla1ng images emerged in the first workshop.

-They develop a kit with chroma1c filters and remote control systems

3. New product development.

Language and technology are integrated giving birth to the design phase. Differ