ISTANBUL CHAMBER OF INDUSTRY - 6th INDUSTRY CONGRESS Sustainable Competitiveness: Industrial Technology and Innovation November 26- 27, 2007. Industrial Innovation trends. Arie Nagel, Netherlands/Slovenia. Profile of dr Arie P. Nagel. Education
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Sustainable Competitiveness: Industrial Technology and Innovation
November 26- 27, 2007
Industrial Innovation trends
Arie Nagel, Netherlands/Slovenia
1960-1964 Mechanical Engineering, Amsterdam
1971-1975 University of Eindhoven, Industrial Engineering and Management Science
1990-1992 PhD program, Thesis on Increasing the Strategic Innovation Capability of a Firm; nominated for the Igor Ansoff award
1969-1981 Corus, Ahold and Shell, industrial engineer
1971-2006 University of Eindhoven
from 1977 on Management Consultant, esp. for SME's, S & O
1979-1981 Philips Corporate Strategic Planning
1993-1997 President of ISPIM, International Society for Professional Innovation Management (www.ispim.org)
from 1997 on Member of International Board of J. of Enterprising Culture, Singapore (www.worldscinet.com/jec/jec.shtml)
2000-2006 Member of EITIM, European Institute of Technology and Innovation Management (www.eitim.org)
2000-2003 Partner of 'smart', EC-project on Strategic Alliances
from 2004 on Visiting professor in Technology Management and Innovation, Ljubljana, co-ordinator of the TM module
Daft & Marcic, Understanding Management, Thomson
Law and Marketing
the Club of Rome
Mid 70s: Creativity, basis for e.g. ISPIM
Envisioning the ‘home computer of the future’ in 2004 by RAND Corp. in the fifties.
Philiform - Philips
Apply with the
Can the intellectual
property be protected?
Likely to succeed
Look for a partner
Likely failureInnovators and Followers
1 Not so important
Number of responses
2 Fairly important
3 Very important
Strong market orientation
Sharp and early product definition
Properly executed launch
Organisational structure and climate
Top management support
Technological and Marketing synergy
Aim at attractive markets
Sharper project selection
Project control / Quality of execution
The resources must be in place
Stage gate system
Protection of intellectual property
Secure access to Complementary assets
Consumer Innovator / Lead users
Development time: two years.
The competitor develops a new deck in just half a year.
Access to knowledge
1. Access to knowledge
R&D, complementary technology, share know how
Access to new markets
2. Access to new markets
market knowledge, local party required
scale, specialised partner
Clients do not want products, but tailored solutions
4. Clients do not want products, but tailored solutions
satisfy a need, not a demand
An innovative company should create an environment of learning and experimenting, rather than planning.
HQ should facilitate the initiatives from BUs, rather than direct BUs.
Venturing is not ‘just’ for getting new business, but more and more to create new options.
Key to getting knowledge and strengthening own competencies are strategic alliances.
Business teams which strongly disagree (yet believe in a common objective) are more innovative than a too well structured set up.
Joe Tidd et al., Managing Innovation, Wiley, 1997 and on, Chapter 11: Building the Innovative Organization.
Conceptual (C), Instrumental (In), Reader (R)