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<h2>Team Members</h2>
----
[[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>
[http://scenariothinking.org/wiki/index.php/Future_of_Innovation_Interview_Questions Interview Questions reference page] <br>
[http://scenariothinking.org/wiki/index.php/Future_of_Innovation_Interview_Questions Interview Questions reference page] <br>


<h2>Research Questions</h2>
<h3><font color="#505050" >Research Questions</font></h3>
1. Sonal - [[What are the types of innovation?]]<br>
2. Rosy - [[What are the major obstacles to innovation in a company]]<br>
3. Rosy - [[How do compliances and regulations affect innovation]]<br>
4. [[How failure in innovation affect the future of innovation in a company]]<br>
5. Sonal - [[What generates innovation in different industries]]<br>
6. [[What are advantages and disadvantages of open sourcing/ open innovation]] <br>
7. Eghe - [[Close Innovation - advantages and disadvantages]]<br>
8. Sonal - [[What are current business models most successful in fostering innovation]]<br>
9. [[What are emerging trends in big companies regarding next generation innovation models]] <br>
10.Sally - [[To what extent do countries prioritize innovation in their national agenda?]]<br>
11.Sally - [[How will the current crises move the innovation trends?]]<br>
12. Sally - [[What triggers the step change in innovation process in companies]] <br>
13. Alex - [[How are the collaborative tool influencing innovation today?]]<br>
14. Alex - [[How is corporate leadership shaping innovation]] <br>
15. Alex- [[How is innovation being done in Japan]]<br>
16. Eghe - [[How are the emerging markets conducting innovation]]<br>
17. Eghe - [[To what extent are the developed conutries supporting the innovation in the emerging economies]]<br>
18. Sally - [[To what extent are the companies employing people based on their potential for creativity]] <br>
19. Sonal - [[What are the barriers for companies to adopt susitanability in the corporate strategy]] <br>
20. Eghe - [[Is innovation as expensive as it is stated to be]]
21. Rosy- [[Will customer willing to pay higher price or lower price for innovative product?]] <br>
22. Rosy- [[Which types of projects/business future entrepreneurs will do?]] <br>
23. Rosy- [[What % of investment will EU and government raise?]] <br>
24. Rosy- [[Which innovations will be main stream in corporate innovation?]] <br>
25. Rosy- [[What extend will open source develop to?]] <br>
26. Rosy- [[What impact will generate from most innovative corporations??]] <br>


<h2>Driving Forces</h2>
[[Research Questions - Reference page]]
[http://scenariothinking.org/wiki/index.php/People_mindset People's mindset] <br>
[http://scenariothinking.org/wiki/index.php/Increasing_need_for_sustainable_development Increasing need for sustainable development]  <br>
[http://scenariothinking.org/wiki/index.php/Increasing_standard_of_living Increasing standard of living]  <br>
[http://scenariothinking.org/wiki/index.php/Increasing_use_of_innovation_for_competitive_advantage Increasing use of innovation for competitive advantage]  <br>
[http://scenariothinking.org/wiki/index.php/Increasing_space_for_creativity_to_thrive Increasing space for creativity to thrive] <br>
[http://scenariothinking.org/wiki/index.php/Sociality_and_Digital_Lifestyles Sociality and Digital Lifestyles] <br>
[http://scenariothinking.org/wiki/index.php/Changing_Leadership_Styles Changing Leadership Styles] <br>
[http://scenariothinking.org/wiki/index.php/Climate_Change_Pressures Climate Change Pressures] <br>
[http://scenariothinking.org/wiki/index.php/Globalization_driving_innovation Globalization driving innovation] <br>


<h2>Scenario Tree</h2>
<h3><font color="#505050" >Driving Forces</font></h3>


1. Will companies be able to overcome social hurdles, nuture employee dynamics and built organisational capability to drive effective innovation in the company? (yes/no) <br>
[[Driving Forces - Reference Page]]<br><br>


2. Will emerging markets be the tipping point of geo-economic innovation centres on the globe? (yes/no) <br>
<h3><font color="#505050" >Systems Diagram</font></h3>
3. In the open source or free innovation world, how is innovation facilitated? (social media/collaborative) <br>
[[Systems Diagram - Reference Page]]<br><br>
 
<h2>Scenarios</h2>
[[File:Scenario_tree_innovation.jpg|650px|]] <br><br>
<b>Question 1:</b> Will resource depletion, climate change and population trends trigger a significant organized regional or transnational innovation intervention?  <br>
Yes - Innovation for he Greater Good (Scenario 1)  <br>[[File:Innovation_scenarios.jpg|300px|right]]
 
<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>
 
<b>Question 3</b> Will companies adopt and establish an effective system for open innovation? <br>
Yes - Open Big Brand World  (Scenario 3)<br>
No - Empire with Walls (Scenario 4)<br>
 
<h3><font color="#505050" >Scenario Stories</font></h3>
 
[[Scenario 1 - Innovation for the Greater Good]]<br>
Highlights: Collaborative Innovation, Government participation, Enviornmental Regulations, Sustainability, High Investment
 
[[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
 
[[Scenario 4 - Empire with Walls]] <br>
Highlights: Protectionism, Intellectual security, Effective Globalization, High Risk, Environmental compliance<br><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.
 
<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>
 
<h3><font color="#505050" >Further Innovation Reading</font> </h3>
* 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]
 
<h3><font color="#505050" >Further Reading - Books</font></h3>
* 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/]


Scenario 1 - Walled Apples <br>
- <br>
<br>
<br>
Scenario 2 - From Pull to Push <br>
<h2><font color="green">Numbers that matter</font></h2>
- Consumer groups emerge, and have power to push innovation<br>
[[Number that matter reference page]]
- Innovation specialist groups converge <br>
<h2><font color="green">Key Group Learnings</font></h2>
<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
Scenario 3 - Open Apples <br>
* The process of building scenarios prepares you for foundation of learning or accepting new ideas - readying you for serendipitous ideas and encounters. <br>
- trend of companies towards open innovation, with open standards and released IP <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>
- competitive companies embrace open innovation and glean competitive advantage through brand or other means such as higher adoption rates of their product or service <br>
* Technical preparation of the presentation is as vital as working on the presentation itself :-)
<br>
 
Scenario 4 - Innovation for Global advancement <br>
[[RSM MBA 2010 Scenarios]]
- climate change, natural resource pressures, massive world population growth and natural distasters push change <br>
- government or world organisations drive systems to allow innovation centres to push innovation for want of world advancement <br>
- collaboration at global or transnational level <br>
<br>
<h2>Web Sources</h2>
http://www.mckinseyquarterly.com/Using_knowledge_brokering_to_improve_business_processes_2512 <br>
http://www.pwc.com/us/en/view/fall09/fostering-innovation.jhtml<br>
http://www.tourismexcellence.com.au/Fostering-Innovation/Why-Innovate.html<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