David L. Bodde

Bio: David L. Bodde is an academic researcher from Clemson University. The author has contributed to research in topics: Innovation management & Risk management. The author has an hindex of 1, co-authored 4 publications receiving 3 citations.

The AutoVenture Forum: Demonstrating a new process for managing automotive innovation

Abstract: Clemson University and the American Society of Mechanical Engineers (ASME) have designed and demonstrated the anchor service for an open innovation network that would accelerate the pace of innovation in the auto industry. This demonstration, called the AutoVenture Forum (AVF), marks the first time that an open-innovation service has been attempted at the industry level. The purpose of AVF is to link selected entrepreneurial companies with the technology base, systems integration, manufacturing, and market channels of the established auto industry. The first demonstration of the AutoVenture Forum was held near Detroit, Michigan on 22 September, 2010. Four important lessons for managing open innovation at the industry level emerged from this project: (a) the tiered supply industry forms the essential link between the OEM and the entrepreneurs because it solves the scale-up issue; (b) supply chain innovation builds job creation; (c) a high-quality flow of deal-ready entrepreneurs is essential to attract industry participation; and (d) industry leadership will be required to establish the complete innovation network.

CU-ICAR Hydrogen Infrastructure Final Report

Abstract: The goal of this project was to establish an innovation center to accelerate the transition to a 'hydrogen economy' an infrastructure of vehicles, fuel resources, and maintenance capabilities based on hydrogen as the primary energy carrier The specific objectives of the proposed project were to: (a) define the essential attributes of the innovation center; (b) validate the concept with potential partners; (c) create an implementation plan; and (d) establish a pilot center and demonstrate its benefits via a series of small scale projects

Entrepreneurs, innovators, and unruly reality: Learning-based strategies to manage the risks of unanticipated events

Abstract: The risks that challenge new ventures fall into two categories: (a) execution and strategy risks arising from failures of the management team, and (b) risks arising from events beyond the control of the management team and not discernable by them at the time key decisions must be made. This paper concerns the latter, external events that emerge unbidden to influence the success of the enterprise. Our thesis is that a rapid and effective learning process offers the best way to manage these risks. Independent entrepreneurs and corporate innovators can rely on three learning-based strategies to manage risk from an unruly business environment: • Rapid Learning: the planned use of unanticipated events to discover emerging hazards in time to take effective action. • Evidence-Based Management: early, frequent, and deliberate gathering of evidence, especially from customers and competitors, to improve the product quickly and inexpensively. • Tools for Organizing Insights: formal frameworks for planned learning, especially real options and scenario planning.

Ethics and the allocation of risk in engineering design

Abstract: Any engineering design allocates risk among its several constituencies: customers, users, manufacturers, the public at large, and so forth. Techniques for risk management are well known and widely practiced, but the role of virtue in guiding risk allocation is less clear. This essay contrasts two worldviews with contrasting concepts of virtue: that of the naturalist, which holds that the physical universe is all that exists, and that morality derives from human reason alone; and that of the theist, believing the physical universe to be created by divine fiat, and that human reason should be informed by principles set by a high, creator God. Defining a personal worldview is central to the ethics of risk allocation. Persuading students to do this becomes the central issue in teaching ethics in the engineering classroom.

Introduction to Entrepreneurship, Innovation, and the Growth Mechanism of the Free-Enterprise Economies

Abstract: How much credit can be given to entrepreneurship for the unprecedented innovation and growth of free-enterprise economies? In this book, some of the world's leading economists tackle this difficult and understudied question, and their responses shed new light on how free-market economies work--and what policies most encourage their growth. The contributors take as their starting point William J. Baumol's 2002 book The Free-Market Innovation Machine (Princeton), which argued that independent entrepreneurs are far more important to growth than economists have traditionally thought, and that an implicit partnership between such entrepreneurs and large corporations is critical to the success of market economies. The contributors include the editors and Robert M. Solow, Kenneth J. Arrow, Michael M. Weinstein, Douglass C. North, Barry R. Weingast, Ying Lowrey, Nathan Rosenberg, Melissa A. Schilling, Corey Phelps, Sylvia Nasar, Boyan Jovanovic, Peter L. Rousseau, Edward N. Wolff, Deepak Somaya, David J. Teece, Naomi R. Lamoreaux, Kenneth L. Sokoloff, Yochanan Shachmurove, Ralph E. Gomory, Jonathan Eaton, Samuel S. Kortum, Alan S. Blinder, Robert J. Shiller, Burton G. Malkiel, and Edmund S. Phelps.

Entrepreneurship for urban mobility systems

Abstract: The challenge to urban mobility arises from several intersecting trends: rapidly increasing urban populations; inadequate to non-existent infrastructure; ageing populations seeking to retain independent mobility, chiefly in the developed countries; and youthful populations seeking access to jobs, chiefly in the developing world. The consequences include: inferior service; wasted time from traffic congestion; pollution concentrated among dense populations, and inadequate vehicle parking. These challenges cannot be met by relying upon incremental improvements to the technologies and systems currently in place. Instead, radical entrepreneurial innovation must be allowed to offer disruptive improvements to the current mobility systems. However, singular innovations alone cannot unlock the full power of advanced technologies. In addition, large-scale, timely innovation will require ecosystem platforms to compete effectively with the incumbent business models and technologies. The most effective innovation ecosystems will find ways to include entrepreneurs in a predictable, systematic manner. Several kinds of kind of institutions can play a constructive role: governments at all levels to remove policy risk from the more customary risks to innovation; research universities through their teaching of innovation; entrepreneur support organizations; and, venture forums that connect startup companies to industry incumbents.