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ICT and Company Practise. College Innovation Management Vrijdag 25 april 2007 Geleyn Meijer. Tentamen: essay. 50% bepalend voor cijfer voor dit onderdeel Schrijf een case study over minimaal 2 voorbeelden van open innovatie Vergelijk case study met vragen uit “een beetje verliefd”

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ict and company practise

ICT and Company Practise

College Innovation Management

Vrijdag 25 april 2007

Geleyn Meijer

tentamen essay
Tentamen: essay
  • 50% bepalend voor cijfer voor dit onderdeel
  • Schrijf een case study over minimaal 2 voorbeelden van open innovatie
  • Vergelijk case study met vragen uit “een beetje verliefd”
  • Omvang essay tussen 2 en drie kantjes A4. Werk in groepen van 3
  • Opbouw:
    • Achtergrond
    • Vraagstelling
    • Case study 1
    • Case study 2
    • Analyse
    • Conclusies
tentamen presentatie
Tentamen: presentatie
  • 50% bepalend voor cijfer
  • een presentatie van het essay
  • Alle groepsleden geven een onderdeel van de presentatie
  • Iedere presentatie max 15 minuten met 5 minuten Q&A.
a services based society
A services based society?
  • Vitality of European society increasingly based on services
  • >70% productivity (BRP) are services
  • Services are no products
  • The creativity needed to innovate in services is:
    • closely linked with client interaction and therefore needs to be embedded in the existing day-to-day relations with the clients
    • is an on-line affair since responding to challenges must be swift
    • creative results are quickly exposed in the commercial market reality and can have a short life span.
embedded innovation 1
Embedded Innovation (1)

Key features:

There is no central research or R&D organisation.

  • Instead, the staff involved in the innovation process form a truly virtual organisation within the corporate domain.
  • Innovation management is a coordination function for the activities within the operational divisions.
  • It initiates and coordinates the innovation activites and ensures alignment with the corporate management team.
  • Setting top-down themes, inviting bottum-up initiatives
embedded innovation 2
Embedded Innovation (2)
  • Adoption and hype curves
innovation and solution development hand off
Innovation and solution developmentHand-off

Hand Off

Early stage qualification

Innovation domain

Defined proposition

Execution domain

Research & Innovation

Solution

Development

Client alignment & Internal fit

Investments

Strategy & Portfolio

Management

DI

DL

DJ

DF

DR

Hype

Turnover

Marketing

Sales

Private and Confidential

embedded innovation 3
Embedded Innovation (3)
  • EDEN (Exploration, Development and ExploitatioN)
embedded innovation 3 steps

CEO

Innovation management

Portfolio management

2

3

1

Operating unit

Operating unit

Operating unit

Operating unit

Operating unit

Embedded Innovation – 3 steps

Balancing, Handover, Implementation

case study 1
Case-study 1
  • Developing a M-ticket service for railway operators
  • 2000 Exploration
  • 2001 Development of prototype
  • 2002-3 Validation pilot
  • 2004 Market take-up
case study 1 results
Case Study 1 - Results

The lessons learnt :

  • in the exploration phase, involve end-user representatives and academics.
  • manage expectations in delivery units since it takes more than one budget year to get mature solutions.
  • in the solution development phase, don’t stick to ambitions of exploration phase. Market take-up comes in different areas and under different names.
  • in the launching phase, widen up the scope of potential use and look for quick wins, even if that implies to postpone to apply the original exploration results. This requires a shift in involved personnel as well.
case study 2

Grid Services

Case Study 2

Developing a GRID-service provider

  • 40 M€
  • 2004 – 2008
  • 20 partners
  • Academic – Industrial
  • Early days for non-academic applications
  • Leads toclock-frequenciesdilemma

VL-e

Application Oriented Services

case study 2 results
Case Study 2 - Results

The lessons learnt:

  • install an internal project team which acts as shadow to the large cooperation project. Use this team to expose the rest of the organisation to the new topic.
  • the shadow team reaps results from the cooperation project and translates these to internal company expectations. These results are focussed on the immediate corporate needs such as strategy formulation, communication, strategic client interaction, retention.
  • Pay constant attention to the hype cycle. Appreciate that there is no easy ride and that actual progress takes time. If the hype rising steeply, it may come down just as swift.
06bier
06Bier
  • Register group
  • SMS per participant
  • ‘Paying participant’ is assigned with SMS
  • “Beer on the house” given at random by bar
06bier business case
06Bier business case
  • Stakeholders

Who are stakeholders, investers, users?

  • Value chain

Who produces what to whom; who pays for what?

  • Marketing & acceptance

Target group, marketing, business case?

  • Go/nogo?
slide19

Amstel

Bars and Cafes

Invoice for the Yearly participation fee

Invoice for the Yearly participation fee

MSP

Invoice for the 06Bier SMS that the MSP sends to the players as feedback.

Invoice for the Shared percentage of the extra SMS traffic originated by 06Bier.

TELCOs

Users (06Bier players)

Invoice for 06Bier SMS (post-paid users)

marketing ict produkten
Marketing ICT produkten

Acceptatie

1-3 jaar

Tijd

diffusion of innovations
Diffusion of innovations
  • Innovators
  • Early adaptors
  • Early majority
  • Late majority
  • Laggards
  • Techies
  • Visionaries
  • Pragmatists
  • Conservatives
  • Skeptics
the accord analysis
The ACCORD analysis
  • Advantage to the user;
  • C ompatibility with lifestyle;
  • Complexity of use;
  • Observability of the benefits to others;
  • Risk (financial or social) to the user
  • Divisibility of the application
  • increase perceptions of Advantage, Compatibility, Observability and Divisibility
  • decrease perceptions of Complexity and Risk