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<h2>Team Members</h2>
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[[Image: Female_AILA.jpg|thumb|280px]]
 
<h2><font color="green">Team Members</font></h2>
Sonal Gilani<br>
Sonal Gilani<br>
Sally Henderson<br>
Sally Henderson<br>
Line 6: Line 9:
Jia Rong Wu<br>
Jia Rong Wu<br>


<h2>Focal Question</h2>
 
==<font color="green">Project Overview</font>==
This project is about defining how innovation 2.0 will look like. In other words what is the future of innovation. The time span we chose is 20 years from now. Therefore the scenarios are define for the year 2030.[[File:innovation.jpeg|300px|right]] The team received this challenge from Mr Russ Conser - Coordinator of the Game Changer Department from Shell.<br>
If you want to know more about Mr Conser and Game Changer, please click [http://earthsky.org/energy/russ-conser-shells-gamechanger-program-sponsors-entrepreneurs]
 
<h3><font color="#505050" >Innovation - a definition</font></h3>
In 1897, James Henry Atkinson, a British inventor, came up with the notion of combining a small piece of wood, a wire spring, and a piece of cheese. He called it the "little nipper."<br><br>
Procter Brothers, the Welsh company that bought the patent from Atkinson, has been fortunate that, in the 107 years since, no one has come up with a more efficient means of dispatching rodents. In fact, the company still commands 60% of the British market. For nearly every other business, though, building just one better mousetrap every century is not enough. To stay ahead, they must constantly search for the next idea that will best the competition.<br><br>
Of course, successful innovation isn't simply a matter of coming up with ideas. It's the ability to nurture those ideas, make them work, and bring them to market that distinguishes a truly innovative company.<br><br>
Usually, managers equate innovation with creativity. But innovation is not creativity. Creativity is about coming up with the big idea. Innovation is about executing the idea � converting the idea into a successful business. <b>Innovation</b> is: executing new ideas to create value. All three parts are important - to innovate you have to do something new, you have to actually execute the idea, and doing so must create value. <br><br>
In the four scenarios we developed bellow we looked in both the idea generation part, as in the implementation part of the innovation.
 
==<font color="green">Road Map towards the Scenarios</font>==
<h3><font color="#505050" >Focal Question</font></h3>
<ul>
<ul>
<li>The future of Company Innovation in 2030
<li>The future of Company Innovation in 2030
</ul>
</ul>


<h2>Interview Questions</h2>
<h3><font color="#505050" >Interview Questions</font></h3>
Opening:
[http://scenariothinking.org/wiki/index.php/Future_of_Innovation_Interview_Questions Interview Questions reference page] <br>
With such a long history in the energy & innovation world - where do you think your focus of tomorrow is? 
 
<br>
<h3><font color="#505050" >Research Questions</font></h3>
1. The innovation mindspace:<br>
 
''a) What do you see as some of the transformational innovation methods emerging today?'' <br>
[[Research Questions - Reference page]]
''b) What are the main drivers of innovation?'' <br>
 
c) What are his views on open source - and in particular its limitations? <br>
<h3><font color="#505050" >Driving Forces</font></h3>
''d) Exciting developments from competitors?  e.g. extended university / R&D alliances / trend on competition based innovation?'' <br>
 
''e) What do you define as innovation in your area?''<br>
[[Driving Forces - Reference Page]]<br><br>
''f) which is the industry which is surprising you the most in the innovation area''<br>
 
g) what do you see as current innovation drivers
<h3><font color="#505050" >Systems Diagram</font></h3>
[[Systems Diagram - Reference Page]]<br><br>


<br>
<h2>Scenarios</h2>
2. Industry drivers: <br>
[[File:Scenario_tree_innovation.jpg|650px|]] <br><br>
''a) We see environmental, economic margins and regulatory pressures as driving much innovation in the energy sector. What do you think are the main influencers of innovations - non-traditional, or emerging drivers?(from political,economic,social,energy demand & requirement etc.)'' <br>
<b>Question 1:</b> Will resource depletion, climate change and population trends trigger a significant organized regional or transnational innovation intervention? <br>
''b) Is innovation investment sufficient to support activities? And the future trends (higher and higher, major capital investment?) What are the main influencers of future investment?'' <br>
Yes - Innovation for he Greater Good (Scenario 1) <br>[[File:Innovation_scenarios.jpg|300px|right]]
c) What is the main achievements of innovations so far?  <br>
d) Which technologies are important for Shell innovations so far, and in the future? <br>
<br>
3. General -  broadening the discussion: <br>
''a) What is he most afraid of?'' <br>
b) What do you think your competitors are more afraid of? <br>
''c) What sort of barriers does he encounter so far in fostering innovation?'' <br>
''d) What do they foresee as they most significant industry-changing innovation or process in 10 years?'' <br>
e) Why the step down in investment in wind, solar and hydro as alternative energy sources in light of the contrary by most competitors? <br>
''f) How do you see the strategy within Shell changing with the depleting oil reserves?''<br>
<br>
<br>
4. Learnings from GameChanger:<br>
a) What index is used to measure the success of projects created from Game Changer? <br>
b)GameChanger functions in some way is similar with corporate entrepreneurship(invest & support some good ideas to turn into outcomes), right? <br>
''c) Are they worried through GameChanger that they don't capture the BIG ideas - the industry transformational ones?  i.e. due to nature of IP / patent value?'' <br>
d) Is game changer the only innovation tool they are using? <br>
''e) Ultimately, what do you see as potentially making 'GameChanger' redundant?'' <br>
''f) Given the changing industry landscape, what do see exciting role of GameChanger in the company tomorrow?'' <br>
<br>


<b>Question 2</b> In the connected world, will people organise themselves into groups with collective purpose? (yes/no) <br>
Yes - The power of the crowds (Scenario 2) <br>


<h2>Research Questions</h2>
<b>Question 3</b> Will companies adopt and establish an effective system for open innovation? <br>  
1. Rosy - What are the major obstacles to innovation in a company<br>
Yes - Open Big Brand World  (Scenario 3)<br>
2. Rosy - How do compliances and regulations affect innovation<br>
No - Empire with Walls (Scenario 4)<br>


3. How failure in innovation affect the future of innovation in a company<br>
<h3><font color="#505050" >Scenario Stories</font></h3>


4. What generates innovation in different industries<br>
[[Scenario 1 - Innovation for the Greater Good]]<br>
Highlights: Collaborative Innovation, Government participation, Enviornmental Regulations, Sustainability, High Investment


5. what are motivations and obstacles of open sourcing/ open innovation (advantage and disadvantage)<br>
[[Scenario 2 - The Power of Crowds]] <br>
Highlights: Standardization, Simplicity, Aggregation, Speed, Hyper-connectivity


[[Scenario 3 - Open Big Brand World]] <br>
Highlights: Brand leverage, Social platforms, Company lead, Low risk, Open innovation


6. Close Innovation - advantages and disadvantages<br>
[[Scenario 4 - Empire with Walls]] <br>
Highlights: Protectionism, Intellectual security, Effective Globalization, High Risk, Environmental compliance<br><br>


7. What are current business models most successful in fostering innovation<br>
After your read our scenarios, we would love to hear your feedback. Therefore, please feel free to write us at aursu(at)rsm11.mba.nl, sgilani(at)mba11.rsm.nl, esaliu-lawal(at)mba11.rsm.nl, jiwu(at)mba11.rsm.nl or shenderson(at)mba11.rsm.nl.


8. What are emerging trends in big companies regarding next generation innovation models <br>
<h2><font color="green">Further Reading</font></h2>
<h3><font color="#505050" > Web Source</font></h3>
* JSB at Stanford: "Collaborative Innovation and a Pull Economy" [http://edgeperspectives.com/blog/2010/04/jsb-at-stanford-collaborative-innovation-and-a-pull-economy.html] <br>
* JSB web page [ http://www.johnseelybrown.com] <br>
* Using knowledge brokering to improve business processes [https://www.mckinseyquarterly.com/Using_knowledge_brokering_to_improve_business_processes_2512]  <br>
* Are you fostering innovation in your organization? -  a PWC report [http://www.pwc.com/us/en/view/fall09/fostering-innovation.jhtml]<br>
* Government's many roles in fostering innovation - a PWC report [http://www.pwc.com/gx/en/technology/publications/governments-role-in-fostering-innovation.jhtml]
* Why innovate? - a Tourism Excellence Article [http://www.tourismexcellence.com.au/Fostering-Innovation/Why-Innovate.html]<br>
* Reasons for Open Innovation Failure [http://www.innovationmanagement.se/2010/08/10/top-10-reasons-for-open-innovation-failure/]<br>
* Open Innovation in EU [http://www.openinnovation.eu]<br>


9. Sally - To what extent do countries prioritize innovation in their national agenda<br>
<h3><font color="#505050" >Further Innovation Reading</font> </h3>
10.Sally - How will the current crises move the innovation trends<br>
* The innovation machine - Two gurus look at the perspiration side of innovation [http://www.economist.com/node/16888745]
* Innovation is Not Creativity [http://blogs.hbr.org/govindarajan/2010/08/innovation-is-not-creativity.html]
* Innovation and commercialization, 2010: McKinsey Global Survey results [https://www.mckinseyquarterly.com/Strategy/Innovation]
* 2010 Innovation Insanity - a Trend Watching briefing report [http://trendwatching.com/trends/innovationinsanity/]
* The ergonomics of innovation - [https://www.mckinseyquarterly.com/Strategy/Innovation/The_ergonomics_of_innovation_2197]
* Succeeding at open-source innovation: An interview with Mozilla�s Mitchell Baker [https://www.mckinseyquarterly.com/Strategy/Innovation/Succeeding_at_open-source_innovation__An_interview_with_Mozillas_Mitchell_Baker_2098]
* Leadership and innovation report 2008 [http://www.strategyexecution.in/yahoo_site_admin/assets/docs/Innovation__Execution.513527.pdf]
* TSMC�s Open Innovation Platform [http://blogs.ft.com/techblog/2009/06/tsmcs-open-innovation-platform/]
* MIT's Eric von Hippel: Open Innovation & LEGO Mindstorms [http://fora.tv/2008/04/08/MITs_Eric_von_Hippel_Open_Innovation]


11. what trigers the step change in innovation process in companies <br>
<h3><font color="#505050" >Further Reading - Books</font></h3>
<br>
* Wisdom of Crowds [http://www.amazon.com/Wisdom-Crowds-James-Surowiecki/dp/0385721706/ref=sr_1_1?s=books&ie=UTF8&qid=1282919569&sr=1-1]
* The Big Switch [http://www.amazon.com/Big-Switch-Rewiring-Edison-Google/dp/0393333949/ref=sr_1_1?s=books&ie=UTF8&qid=1282919539&sr=1-1]
* The Long Tail [http://www.amazon.com/Long-Tail-Revised-Updated-Business/dp/B001PTG4BO/ref=sr_1_1?s=books&ie=UTF8&qid=1282919502&sr=1-1]
* Swarm Creativity: Competitive Advantage through Collaborative Innovation Networks [http://www.amazon.com/Swarm-Creativity-Competitive-Collaborative-Innovation/dp/0195304128/ref=sid_dp_dp/186-7899695-2573164#reader_0195304128]


<h3><font color="#505050" >Want to know even more about scenarios? </font></h3>
The Evolving Internet: A look ahead to 2025 by Cisco and the Monitor Group's Global Business Network [http://newsroom.cisco.com/dlls/2010/prod_082510b.html]<br>
Scenario Panning Resources from futuramb.se [http://www.well.com/~mb/scenario_planning/]


<h2>Driving Forces</h2>
<br>
[http://scenariothinking.org/wiki/index.php/Competitiveness_through_innovation_in_the_technology_industry Competitiveness through Innovation] <br>
<h2><font color="green">Numbers that matter</font></h2>
[http://scenariothinking.org/wiki/index.php/Open_Source Open Source]  <br>
[[Number that matter reference page]]
[http://scenariothinking.org/wiki/index.php/Alternative_sources_of_energy Alternative Sources of Energy] <br>
<h2><font color="green">Key Group Learnings</font></h2>
[http://scenariothinking.org/wiki/index.php/People_mindset People's mindset] <br>
* Iteration within the groups, helps deepen the scenario, adding quality, surprise and plausibility. On top of it, Following expert's opinions (in our case reading JSB's work was extremely mind opening) and not omitting current trends, build up on the scenario's plausibility
[http://scenariothinking.org/wiki/index.php/Increasing_need_for_sustainable_development Increasing need for sustainable development]  <br>
* The process of building scenarios prepares you for foundation of learning or accepting new ideas - readying you for serendipitous ideas and encounters. <br>
[http://scenariothinking.org/wiki/index.php/Increasing_standard_of_living Increasing standard of living]  <br>
* Different members researching different areas - offers more perspectives for the same issue - making, at least in our experience, more surprising. On top of this, it ads to the surprising part of the scenarios, having in the team people with different backgrounds.<br>
* Technical preparation of the presentation is as vital as working on the presentation itself :-)


<h2>Web Sources</h2>
[[RSM MBA 2010 Scenarios]]
http://www.mckinseyquarterly.com/Using_knowledge_brokering_to_improve_business_processes_2512 <br>

Latest revision as of 23:15, 1 November 2021


Female AILA.jpg

Team Members

Sonal Gilani
Sally Henderson
Eghe Saliu-Lawal
Alexandra Ursu
Jia Rong Wu


Project Overview

This project is about defining how innovation 2.0 will look like. In other words what is the future of innovation. The time span we chose is 20 years from now. Therefore the scenarios are define for the year 2030.

Innovation.jpeg

The team received this challenge from Mr Russ Conser - Coordinator of the Game Changer Department from Shell.

If you want to know more about Mr Conser and Game Changer, please click [1]

Innovation - a definition

In 1897, James Henry Atkinson, a British inventor, came up with the notion of combining a small piece of wood, a wire spring, and a piece of cheese. He called it the "little nipper."

Procter Brothers, the Welsh company that bought the patent from Atkinson, has been fortunate that, in the 107 years since, no one has come up with a more efficient means of dispatching rodents. In fact, the company still commands 60% of the British market. For nearly every other business, though, building just one better mousetrap every century is not enough. To stay ahead, they must constantly search for the next idea that will best the competition.

Of course, successful innovation isn't simply a matter of coming up with ideas. It's the ability to nurture those ideas, make them work, and bring them to market that distinguishes a truly innovative company.

Usually, managers equate innovation with creativity. But innovation is not creativity. Creativity is about coming up with the big idea. Innovation is about executing the idea � converting the idea into a successful business. Innovation is: executing new ideas to create value. All three parts are important - to innovate you have to do something new, you have to actually execute the idea, and doing so must create value.

In the four scenarios we developed bellow we looked in both the idea generation part, as in the implementation part of the innovation.

Road Map towards the Scenarios

Focal Question

  • The future of Company Innovation in 2030

Interview Questions

Interview Questions reference page

Research Questions

Research Questions - Reference page

Driving Forces

Driving Forces - Reference Page

Systems Diagram

Systems Diagram - Reference Page

Scenarios

Scenario tree innovation.jpg

Question 1: Will resource depletion, climate change and population trends trigger a significant organized regional or transnational innovation intervention?

Yes - Innovation for he Greater Good (Scenario 1)

Innovation scenarios.jpg

Question 2 In the connected world, will people organise themselves into groups with collective purpose? (yes/no)
Yes - The power of the crowds (Scenario 2)

Question 3 Will companies adopt and establish an effective system for open innovation?
Yes - Open Big Brand World (Scenario 3)
No - Empire with Walls (Scenario 4)

Scenario Stories

Scenario 1 - Innovation for the Greater Good
Highlights: Collaborative Innovation, Government participation, Enviornmental Regulations, Sustainability, High Investment

Scenario 2 - The Power of Crowds
Highlights: Standardization, Simplicity, Aggregation, Speed, Hyper-connectivity

Scenario 3 - Open Big Brand World
Highlights: Brand leverage, Social platforms, Company lead, Low risk, Open innovation

Scenario 4 - Empire with Walls
Highlights: Protectionism, Intellectual security, Effective Globalization, High Risk, Environmental compliance

After your read our scenarios, we would love to hear your feedback. Therefore, please feel free to write us at aursu(at)rsm11.mba.nl, sgilani(at)mba11.rsm.nl, esaliu-lawal(at)mba11.rsm.nl, jiwu(at)mba11.rsm.nl or shenderson(at)mba11.rsm.nl.

Further Reading

Web Source

  • JSB at Stanford: "Collaborative Innovation and a Pull Economy" [2]
  • JSB web page [ http://www.johnseelybrown.com]
  • Using knowledge brokering to improve business processes [3]
  • Are you fostering innovation in your organization? - a PWC report [4]
  • Government's many roles in fostering innovation - a PWC report [5]
  • Why innovate? - a Tourism Excellence Article [6]
  • Reasons for Open Innovation Failure [7]
  • Open Innovation in EU [8]

Further Innovation Reading

  • The innovation machine - Two gurus look at the perspiration side of innovation [9]
  • Innovation is Not Creativity [10]
  • Innovation and commercialization, 2010: McKinsey Global Survey results [11]
  • 2010 Innovation Insanity - a Trend Watching briefing report [12]
  • The ergonomics of innovation - [13]
  • Succeeding at open-source innovation: An interview with Mozilla�s Mitchell Baker [14]
  • Leadership and innovation report 2008 [15]
  • TSMC�s Open Innovation Platform [16]
  • MIT's Eric von Hippel: Open Innovation & LEGO Mindstorms [17]

Further Reading - Books

  • Wisdom of Crowds [18]
  • The Big Switch [19]
  • The Long Tail [20]
  • Swarm Creativity: Competitive Advantage through Collaborative Innovation Networks [21]

Want to know even more about scenarios?

The Evolving Internet: A look ahead to 2025 by Cisco and the Monitor Group's Global Business Network [22]
Scenario Panning Resources from futuramb.se [23]


Numbers that matter

Number that matter reference page

Key Group Learnings

  • Iteration within the groups, helps deepen the scenario, adding quality, surprise and plausibility. On top of it, Following expert's opinions (in our case reading JSB's work was extremely mind opening) and not omitting current trends, build up on the scenario's plausibility
  • The process of building scenarios prepares you for foundation of learning or accepting new ideas - readying you for serendipitous ideas and encounters.
  • Different members researching different areas - offers more perspectives for the same issue - making, at least in our experience, more surprising. On top of this, it ads to the surprising part of the scenarios, having in the team people with different backgrounds.
  • Technical preparation of the presentation is as vital as working on the presentation itself :-)

RSM MBA 2010 Scenarios