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Summer School on Management of Creativity in an Innovation Society. Montreal & Barcelona Please, give feedback in 2 minutes to this presentation: http://www.surveymonkey.com/s/6P2GDDQ Thank you!

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  • 1. Communities of Practice and Creativiy" shifting innovation valueSummer School on Management of Creativity in an Innovation SocietyBarcelona. 13th July, 2010jcramos@avanzalis.com 1

2. ObjectivesWhy to be creative and innovative Knowledge era. KIAsCreativity Innovation KIHPA value chain Innovation Map Creativity to innovate in BM Creativity to launch businessesThe successful communities. Characterizing themThe Bazaar paradox 2 3. aware about the critic role ofcreativity to shift specic types of innovation, that drive business model transformation or create new activities to success in market3 4. 4 5. competitivenesscycleNew paradigms demand new capacities Pioneers develop a newConsolidation of thecapacity that becomes acapacity as a standard temporary competitivebetween all competitorsadvantage pioneers innovators The capacity is systematized and tools developed. Becomes adifferentiate capacity Fuente: avanzalis 20095 6. IncipientDevelopedAdvanced Labour and natural Eciency and Impuls factors Knowledge resources productivity Competitiveness Price Diferentiation Innovation Products Basics and consumQualityNew and Unique Wealth and standard LowModerate Highof livingcountries (133) 3818261437Source: Own elaboration based on data from CGI of WEF 6 7. R&DNew ideas, Market success, InnovationknowledgewealthTalentNo method ! business creativity Almost artssensesy kindar e man nd There ovation a !of inn uccessess s b usines hereal g ood t !but re ly a few!are on 7 8. 8 9. Open Innovation (Chesbrough) User Innovation (von Hippel) Virtual Customer Methods (Dahan and Hauser) Innovation communities Commons-based Peer-Production (Benkler, Herstatt and Raasch) Crowdsourcing (Howe, Brabham) Personal Fabrication (Gershenfeld) Soft Innovation and Design Innovation (NESTA, Stoneman, Verganti) User Created Content (OECD) Value innovation (Kim and Malbourgne) Eco-Innovation Models (Stahel, Braungarth, Lovins) Service Innovation Patterns (Miles) Innovation in the Public Sector (Windrum and Koch) Social Innovation 9 10. Extern InternBusiness modelinnovationCore competencies and Strategic, Value chaincapacities signicativeGlobal BrandProduct/ serviceManagement Organizational,innovationinnovationmoderateNew productsPeople managementCollaborationNew markets OrganizationPartners relationshipsChannels Technological innovation CuotidianeOperational,innovationlow Processes innovation10 11. http://www.guardian.co.uk/uk/video/2010/feb/08/amphibus-stagecoach-river-clyde11 12. BMW products are moving works of art that express the drivers love of quality My job is to oversee 220 artists, mediating the corporate pragmatism and the artistic passion andmind-sets within the company*Picture. Flickr. CC by marcp_dmoz 12 *Chris Bangle, global chief of design for BMW 13. 13 14. Picture. Flickr. CC sergio.sergiampietri@gamil.comeverything seems create brilliantimpossible toAt ground seems Picture. Flickr. CC by marcp_dmoz grey 14 ideas 15. over-cloud effect 15 Copyright: Ramos, JC. 2010 16. KIHPAsOther KIAs 16 17. ProtabilityLow HighHighKnowledge intensity KIBSKIHPAs Other KIAsComoditiesProductivity Low 17 18. 3. Scalable intensive product 2. Based in a knowledge (platform, blue ocean)1. A creative Business Model KIHPAi.e.: movie industry, sw licensing model, a 1st level technological product (computer, green energy, cars, consumer)18 19. 19 20. Do you know anyplace where? Core activity is based on selling a commodity product It is a red, rotten ocean Surprisingly they wont serve you and despite of this, they still success!20 21. 21 22. Business modelthe way an organization gets prots 22 23. KeyCustomer activities relationshipsKey Customerpartners segmentsValueKeyproposition resourcesChannelsCosts Incomesstructure stream23Source: bmgeneration.com. Alexander Osterwalder & Yves Pigneur 24. Valuepropositionso that customers are willing to pay24 25. Product/ Service Precio Lo que paga el cliente Calidad/ Puntualidad Ajustado a especicaciones y compromisos Disponibilidad/ PlazoPlazo de entrega Seleccin/ Gama Gama de productos Funcionalidad/Rendimiento Posibilidades del producto Relationship Servicio Apoyo al cliente en problemas con nuestros productos/ servicios Asociacin Apoyo al cliente en sunegocio Image Marca Notoriedad y posicionamiento, conanza25 26. Product/ Service Price Lo que paga el cliente Quality/ Punctuality Ajustado a especicaciones y compromisos Availability/ Time Plazo de entrega Selection/ Spectrum Gama de productos Features/Preformance Posibilidades del producto Relationship Service Apoyo alcliente en problemas con nuestros productos/ servicios Partnership Apoyo al cliente en su negocio Image Brand Notoriedad y posicionamiento, conanza26 27. 27 28. lessons from successfulcommunitiesCommon passiongift giving economyNo path dependencyOnly Talent is needed to contributeThousand eyes for reviewing and improvingStructure and Organization:Bazaar and Cathedral mixed balance structureEnabling Infrastructures28 29. 29 30. 30 31. Eliminate ReduceRaise Create High spotify Offering level traditionalLow Printing Distribution Price Marketing Advertising VarietyAvailability Quote Personalization31 32. the bazaar paradox KIHPA high prot success KIBS business viabilityTipping pointfailure 32 33. 2010. Universitat de Barcelona y avanzalis knowledge associates. Creative Commons. Author:Jose Carlos Ramos jcramos@avanzalis.comMost of the pictures and compositions obtained from StockExpert, Fliker and others You are free: to Share to copy, distribute and transmit the work Under the following conditions: Attribution. You must attribute the work in the manner specified by the author or licensor (but not in any way that suggests that they endorse you or your use of the work). Attribute this work: Avanzalis Knowledge Associates (www.avanzalis.com) Noncommercial. You may not use this work for commercial purposes. Share Alike. If you alter, transform, or build upon this work, you may distribute the resulting work only underthe same or similar license to this one. Do you want a speech? Comments, suggestions?jcramos@avanzalis.com 33