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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>
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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>
[[Research Questions - Reference page]]
3. Rosy - [[How do compliances and regulations affect innovation]]<br>
 
4. [[How failure in innovation affect the future of innovation in a company]]<br>
<h3><font color="#505050" >Driving Forces</font></h3>
5. Sonal - [[What generates innovation in different industries]]<br>
 
6. [[What are advantages and disadvantages of open sourcing/ open innovation]] <br>
[[Driving Forces - Reference Page]]<br><br>
7. Eghe - [[Close Innovation - advantages and disadvantages]]<br>
 
8. Sonal - [[What are current business models most successful in fostering innovation]]<br>
<h3><font color="#505050" >Systems Diagram</font></h3>
9. [[What are emerging trends in big companies regarding next generation innovation models]] <br>
[[Systems Diagram - Reference Page]]<br><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>
<h2>Scenarios</h2>
12. Sally - [[What triggers the step change in innovation process in companies]] <br>
[[File:Scenario_tree_innovation.jpg|650px|]] <br><br>
13. Alex - [[How are the collaborative tool influencing innovation today?]]<br>
<b>Question 1:</b> Will resource depletion, climate change and population trends trigger a significant organized regional or transnational innovation intervention? <br>
14. Alex - [[How is corporate leadership shaping innovation]] <br>
Yes - Innovation for he Greater Good (Scenario 1)  <br>[[File:Innovation_scenarios.jpg|300px|right]]
15. Alex- [[How is innovation being done in Japan]]<br>
 
16. Eghe - [[How are the emerging markets conducting innovation]]<br>
<b>Question 2</b> In the connected world, will people organise themselves into groups with collective purpose? (yes/no) <br>
17. Eghe - [[To what extent are the developed conutries supporting the innovation in the emerging economies]]<br>
Yes - The power of the crowds (Scenario 2) <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>
<b>Question 3</b> Will companies adopt and establish an effective system for open innovation? <br>  
[http://scenariothinking.org/wiki/index.php/People_mindset People's mindset] <br>
Yes - Open Big Brand World (Scenario 3)<br>
[http://scenariothinking.org/wiki/index.php/Increasing_need_for_sustainable_development Increasing need for sustainable development]  <br>
No - Empire with Walls (Scenario 4)<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" >Scenario Stories</font></h3>
''Big picture questions:'' <br>
 
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>
[[Scenario 1 - Innovation for the Greater Good]]<br>
2. Will emerging markets be the tipping point of geo-economic innovation centres on the globe? (yes/no) <br>
Highlights: Collaborative Innovation, Government participation, Enviornmental Regulations, Sustainability, High Investment
3. In the open source or free innovation world, how is innovation facilitated? (social media/collaborative) <br>
 
<br>
[[Scenario 2 - The Power of Crowds]] <br>
''Scenario tree decision point questions:'' <br>
Highlights: Standardization, Simplicity, Aggregation, Speed, Hyper-connectivity
Will resource depletion, climate change and population trends trigger a significant organised regional or transnational innovation intervention?  <br>
 
Yes - Innovation for he Greater Good <br>
[[Scenario 3 - Open Big Brand World]] <br>
In the connected world, will people organise themselves into groups with collective purpose? (yes/no) <br>
Highlights: Brand leverage, Social platforms, Company lead, Low risk, Open innovation  
Yes - Connected Convergence <br>
 
Will brand power have value?  <br>
[[Scenario 4 - Empire with Walls]] <br>
Yes - Open Brewopolies  <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]


<b>Scenario 1 - Empire with Walls <br></b>
<h3><font color="#505050" >Further Reading - Books</font></h3>
- Simplicity <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]
- IP prevails <br>
* 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]
- Business model step change to allow in-house passionate creatives to be effectively lead and employed <br>
* 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]
<br>
* 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]
<b>Scenario 2- Connected Convergence <br></b>
- Consumer groups emerge, and have power <br>
- Innovation specialist groups converge <br>
<br>
Layer 1- Front - End - Idea enablers - consumer pushed innovation<br>
- In this scenarion innovation is not pushed by the company towards consumers but it is the other way around - consumers push innovation towards companies. At this point companies make market research to understand their customers needs. In this scenario consumers push certain ideas into the companies - because their voice is louder enabled by the existence of new technologies which allow them to be louder<br>
- at this point companies gather little voices<br>
- in the future the voices will find each-other and scream out loud what they need<br>
- the winners will be the companies who grab what it is pushed the fastest<br>


-collective inteligence - wisdome of crowds - finds the /optimum potential<br>
<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/]


- old ways dye even faster than before => companies need to learn to be faster<br>
<br>
<br>
Layer 2 - Idea implementers<br>
<h2><font color="green">Numbers that matter</font></h2>
<br>
[[Number that matter reference page]]
- they will be the link between Layer 1 - the ones with the desires - and the corporations - the ones with the production power<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
What Enables this scenario:<br>
* The process of building scenarios prepares you for foundation of learning or accepting new ideas - readying you for serendipitous ideas and encounters. <br>
- basic human needs - expressing their wishes - wanted to have their wishes as closer to their primitive desires - as customized as possible<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>
that companies will want to serve<br>
* Technical preparation of the presentation is as vital as working on the presentation itself :-)
<br>
<b>Scenario 3 - Open Brewopolies <br></b>
- trend of companies towards open innovation, with open standards and released IP <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>
- question on this scenario: does the open innovation cause a mess i.e. too much information and ineffectual results, or do companies learn to adapt a new business model to filter and organise the chaos emerging from open innovation? (maybe the latter) <br>
<br>
<b>Scenario 4- Innovation for the Greater Good (or Global advancement) <br></b>
- 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>
First step 2010 - 2015
with the booming of innovation, every corporate will show their active attitude for innovation. This will present a big movement; companies will have initiate innovated projects, make some new business unit, and new system to implement innovations. Social media advanced.
Second step 2015 - 2020
During the major trends of corporate strategy on innovation. It will filter some excellent companies did well out of rest ones which have no outstanding innovated achievements; which failed on innovations. Leanings from model companies:
Practical and implement system of doing innovations
Outstanding people doing innovation to lead, rest corporations will learn from them and follow them
Social media will take significant role on the movement of innovation
Successful innovated project spread all over the world
Third step 2020-2025
Serious problem on climate change, natural resource pressures, massive world population growth and natural disasters push change with a sense of extreme urgency. Scientists and major successful corporations will take the leading role of innovation to create new different world. Government or world organizations drive systems to allow innovation centers to push innovation for want of world advancement; Collaboration at global or transnational level
Fourth step 2025-2030
Some effective unified innovation world organization created:
Define major mission of world innovation
Set up fundamental system in each continent
Social media used as most effective way of promotion innovation
Corporation, institution, open source innovators and entrepreneurs unified together push innovation to highest extreme


<br>
[[RSM MBA 2010 Scenarios]]
<h2>Web Sources</h2>
The first link is the relevant video.  The second JSB link is other vidoes.  <br>
http://edgeperspectives.com/blog/2010/04/jsb-at-stanford-collaborative-innovation-and-a-pull-economy.html <br>
http://www.johnseelybrown.com/ <br>
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