Innovation Management. approaches

Transcription

1 Innovation Management Start ups in high tech industries selected approaches Dr. Dirk Meissner Deputy Head and Research Professor Research Laboratory for Science and Technology Studies Higher School of Economics - National Research University Institute for Statistical Studies and Economics of Knowledge Higher School of Economics, Moscow

2 Innovation management vs technology management Growing Importance Building Seamless Innovation Process Linking Technology to Business Building/Leveraging Competences Changig Culture and Values in R&D rs) Importance Level (next 5 year Managing R&D in a Global World Importance Level (past 5 years) Declining Importance Rethinking Technology Management Managing for R&D Efficiency Importance index for this issue Ranking of "Building a Seamless Innovation Process by Industries Past 5 years Next 5 years 1 photo 0 All Industries Pharmaceutical Chemical Other process oriented Auto Electrical Mechanical/ Engineering

3 Economic, institutional and organisational framework are the basis for successful Spin-off creation Legal framework Industrial structure Technological clusters Economic framework Organisational framework Spin-off LPRI institutional framework Incubating facilities Business relations Personal relations Intellectual property regulations Information and consultancy offers Education offers

4 xxx Responsibility of the state Responsibility of the company Institutional promotion Cooperative and project promotion Indirect-specific promotion Venture Capital / Consulting Basic research Applied researchexperimental development Research & Development Manufacturing preparation Market introduction Market Diffusion Personnel expenses for R&D Investment for R&D equipment Test expenditures Investment for manufacturing setup Expenditures for start of production Expenditures for communication-mix Expenditures for distribution system

5 The single stages of the life cycle of young companies are characterised by different company activities, management tasks, development of turnover and profitability. Turnover 1.Development 2. Establishment 3. Expansion 4. Consolidation Idea generation Market analysis Recruitment Legal form Business Plan R&D Manufacturing preparation Development of customer and supplier relationship Distribution set-up Market introduction Stabilization of the organisation structure Development of core competencies Development of marketing-and technology strategies t 0 t B Tim

6 Start up life cycle Growth by Performance indicators i.e. turnover, employees etc. Performance improvement Cost reduction Pre seed Start up Market introduction Company life cycle Focus Search for innovation requires complementary skills (technical and management) Developing businesses requires close stakeholder orientation, esp. customer orientation Core competencies can be strengthened by outsorcing activities to partners with a better economy of scale Time Network partner Extensive experience from (other) fields is often required, but uncertainty asks for many partners and flexible relationships Partners have close relationships and are sometimes even integrated in organisation Business to business relationships in different functional areas

7 Starting companies surrounding actors Administration Subsidy Political support Mediations, transfer Laws, (de) regulation Co-suppliers Complementary know-how Solving interface problems Suppliers, producers of means of priduction New technologies of components and systems Spin-off Research and training institutes Research Training Qualified personnel Competitors Joint basic research Establishing standards Getting subsidies Consultants Innovative concepts Structuring of processes Financial, legal, and insurance services Buyers Defining new requirements Solving problems of implementation and market acceptance Reference function Distributors Changing and weighting of demands Gathering information about developments and competitors

8 Corporate venturing Growth Stages Marketing and Technology Development Group Organizational Process & Units PARC Corporate R & D Division R & D Concept Product Ideas 1 Innovation Council Seed 2 Product Development XIC Alpha B Beta Market Development photo Later-stage process Founding of ventures Management of venture portfolios Product development Market development Prototype Calibrate Expand Sustain Maturity A Early-stage process Product concept screening Concept validation Business plan development Possibly prototype development Business plan evaluation New Enterprise Board New Enterprise photo Portfolio Companies etc. Options: IPO Absorption Subsidiary

9 Corporate venturing Identified Technology/ Opportunity Organizational Responsibility Business Model Value Realization Business Group Fit Strategic Space and Business Model? Commitment to Speed to Market? No New Ventures Group New Business Opportunity? No Intellectual Property Div. Licensing Opportunity? Yes Yes Yes Internal New Product/ Business Development No, white space or disruptive product/channel Internal Venture or External Venture Patent/Technology Licensing Long-Term Ownership Interest? Yes No Revenue & Profit Internal Sale/ Acquisition External Sale/IPO Fee/Royalty New Ventures Group xxx photo ventures in portfolio internal ventures external ventures seeds in market qualification --with a couple likely to become ventures soon (internal and external) There are a number of promising new opportunities in early stages of assessment --and our pipeline looks like a real funnel Screened opportunities with about x% coming from the Central Labs and x% from other units --for most, either helping find a business unit home or investing in the due diligence to say no and stop investment photo Average cycle time concept-toventure = x months --consistent with VCs

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