Showing papers on "Open innovation published in 1999"

Successful Market Innovation

Abstract: This article reviews three types of innovation which contribute to organic business development: product innovation, process innovation and market innovation. It argues that market innovation ‐ defined as improving the mix of target markets and how these are served ‐ provides a powerful focus for identifying new business opportunities. Examples from the field of financial services illustrate how skilful market innovation can serve to grow a business as well as to safeguard it from attacks by competitors.

The Innovation Premium: How Next Generation Companies Are Achieving Peak Performance and Profitability

Abstract: Experts from Arthur D Little, the world's leaders in innovation management, show companies of all sizes how to reap the financial and competitive rewards of successful innovation In today's constantly shifting marketplace, "innovation" has become the catchword of companies large and small In The Innovation Premium, Ron Jonash and Tom Sommerlatte draw on years of research and experience to demonstrate-for the first time-that those companies that consistently achieve innovation leadership enjoy measurable advantages, including an average 15 percent increase in shareholder returns Bridging the gap between the technological and organizational aspects of innovation, the authors show managers at all levels how to move beyond continuous improvement of products and processes to create the "Next Generation Enterprise," an organization that thrives on innovation and knows how to harness it to create and capture value, spark and speed growth, and achieve the highest standards of performance

Understanding the Innovation Process: Innovation in Dynamic Service Industries

Abstract: In studies of business innovation, the term innovation process is used to describe (i) the array of sources and objectives that culminate in the act of innovation, (ii) the set of market effects that result from innovation, and (iii) the obstacles that firms encounter when pursuing innovation strategies. An examination of the innovation process is thus designed to bring about a more comprehensive understanding of the characteristics that innovative firms share, as well as of those characteristics that set innovators apart from other businesses. The Survey of Innovation, 1996 examined innovation in three dynamic service industries: communications, financial services, and technical business services. This paper explores the principal findings to emerge from the Survey of Innovation, 1996. Two themes are apparent. In the first instance, many elements of the innovation process are common to all the service industries studied, such as an emphasis on product innovation, a strong customer orientation, and a commitment to service quality. Beyond these common elements, however, differences in competitive pressures across these industries serve to engender important differences in innovation strategies. Accordingly, much of what we can ultimately learn about the innovation process occurs at the industry level.

Innovation in Dynamic Service Industries

Abstract: Innovation is at the heart of economic growth and development. It is through innovation that new products are brought to market, new production processes developed and organizational change realized. Given existing cross-industry variations in structure, competitiveness and maturity, it is reasonable to expect that firms in different industries will innovate for different reasons, in different ways and with different results. This report focuses on how the innovation activities of firms in three dynamic service industries are conditioned by their different environments. Through an understanding of what competitive pressures come into play and how these pressures affect the type of innovation that is performed, Innovation in dynamic service industries goes some way in illustrating how innovation regimes differ substantially, and quite logically, from one industry to another. This is the fifth in the series of publications on innovation and technological change in Canada. One of the earlier studies investigated the type of innovation taking place in the manufacturing sector (Baldwin and Da Pont, Innovation in Canadian manufacturing enterprises , Catalogue No. 88-513-XPB). Two others focused on advanced manufacturing technologies. The first (Baldwin and Sabourin, Technology adoption in Canadian manufacturing , Catalogue No. 88-512-XPB) outlined the intensity of use of these technologies. The second (Baldwin, Sabourin, and Rafiquzzaman, Benefits and problems associated with technology adoption , Catalogue No. 88-514-XPE) investigated the determinants of adoption. Another study (Baldwin, Innovation and intellectual property , Catalogue No. 88-515-XPE) examined how innovative firms protect their intellectual property after they have innovated.

Creativity and innovation for managers

Abstract: Creativity and Innovation for Managers will appeal to any manager responsible for getting more out of a business. Creative thinking, creative problem solving and creative idea generation have become essential business drivers. This book provides an excellent executive briefing for senior management to understand what business creativity is, how it can benefit the company, and how to get the most out of it. It looks at the pitfalls on the road to innovation and the ways to avoid them, pulling together the experiences of key practitioners in the field both in the UK and the US. By concentrating on the essentials, Creativity and Innovation In Brief is a waffle-free approach to creativity, providing a quick action focused and accessible insight into a complex topic.It provides; - a practical approach to business creativity without the hype;- an agenda for making innovation happen in your business- a real world view.

Innovation Creation: Six Business Strategies that Build Breakthrough Thinking

Abstract: Innovation isn't a luxury any more. It's the very foundation for organizational survival. Here's how you build it...

Barriers to strategic innovation: A network perspective

Abstract: Ford et al. (1998) argue that strategy development in one company cannot be undertaken in today’s highly competitive business markets in isolation of others. Given the characteristics of business markets such as heterogeneity, co-evolution and interdependencies, (marketing)strategies will always require adaptations to and co- ordination with other companies: ‘a company’s strategy necessarily becomes a collective strategy […]’ (pp. 106-107). Applying such a perspective, we study an industry displaying traits of ‘maturity’ (Baden-Fuller & Stopford, 1994). This allows observing strategic innovation and efforts to perform ‘strategic innovation’ (Markides, 1997). Barriers to strategic innovation are observed as well as different strategies deployed. The role of network relations and the impact on network interactions are discussed while studying the process of strategic innovation.

Growth through technological innovation

Abstract: Innovation management is often too constrained within the firm. On the contrary, the technology enterprise must relentlessly spin-off specific technological ventures, while constantly looking outside the firm in order to acquire innovation projects and technology start ups, to be considered as potential spin-ins. Internal innovation, co-development and successfully internalizing outside innovation projects are the three sources for the growth through technological innovation. The author describes how they constitute the distributed innovation system, involving a variety of actors: large firms; start ups; and venture capital firms.

The relationship of technology and business in an innovation process

Abstract: Technological innovations play an important role in the future. The "S" curve describes an evolution of technology as well as an evolution of business. The success of technological product innovation is affected by different internal and external forces. These are sometimes contradictory to R&D and business strategy, types of management and also to different managers' interests. Product innovation process requires special dynamic strategies as an integrating part of one comprehensive strategy. Many examples from case studies show that there are some general functions of technology as well as business development performed in so called "S" curves. In a product innovation process, some links between both mentioned technology and business developments also exist. Therefore, there is a need for cross-functional coupling and interfaces. During the whole innovation project, substantial attention should be paid to marketing.