From Emerging Technology to Business Opportunity, Presented by Dr. Irene Spitsberg of InnoVentures and Dr. Anne Berthereau, VP of Composite Business Solutions and Emerging Technology at Owens Corning, at the Industrial Research Institute’s 2017 IRI Annual MeetingRead more
R&D leaders at companies are increasingly relied upon for informing the business of new and emerging technologies (CEO’s don’t want “get surprised”). Corporate initiatives related to integrating new and emerging technology must overcome three central challenges. First, they must establish a robust capability to spot new technologies relevant to the company. Second, they must learn how to frame in in the strategic business context to generate excitement with the business partners. Finally, they must learn how selected technologies can be integrated into a business model that the business can support.
Of the three challenges – spotting – framing – learning – the most attention is typically given to the first one – finding new technologies that can become new growth ideas. While this is not trivial, the real challenge arises when the new ideas need to be turned into business opportunities and adopted by the business units. Particularly, when these new opportunities do not fit neatly with business model of the core business.
We share a practical approach that we adopted for spotting-framing-learning with the focus on 1) building reliable internal and external networks to systematically uncover technologies, 2) providing strategic context to ensure relevance and early engagement of business partners, and 3) using a structured learning processes that ensures adoption by the business units.
Two-part webinar hosted by PDMA : Applying Agile Strategies to Outside-the-Core Innovation and How to Actually Make It work, presented by Irene Spitsberg
Large companies are not start-ups and never will be! They are designed and operate differently. To innovate effectively, large companies can’t simply replicate start-up principles. Rather, they must adapt start-up principles in ways that are smart and tailored to their organization.
During two webcasts, Irene shares a practical, unified framework that any company can apply to build a more efficient, agile and impactful innovation system – and one that works with your structure and specific innovation objectives. Informed by her first-hand experience delivering innovations (both failures and successes) within leading global corporations, Irene will share a foundation to “move the needle” toward the execution success.
“Capitalizing on Emerging technologies – a Path to Creating Opportunities in New Markets”, Irene Spitsberg, Michael J. Verti, Sudhir Brahmandam, and George W. CoulstonRead more
A critical innovation competency is the ability to recognize technologies that can best be exploited by a particular company and to drive investment in them. We have developed a framework for identifying and developing technology-based business opportunities in new areas for a company. The framework brings together many aspects of emerging business opportunity identification and deployment, and is centered on defining a critical set of capabilities needed to address evolving market challenges.
Electronic Version of the article published in Research-Technology Management, July-August 2015, vol.58, p.p.17-27. Available online www.iri.org/rtm
“Technology Landscape Mapping – At the Heart of Open Innovation”, Irene Spitsberg, Sudhir Brahmandam, Michael J. Verti, and George W. CoulstonRead more
Technology landscape maps can help organizations build awareness of strategic technologies and identify opportunities at the intersection of emerging technologies and customer needs.
Electronic version of an article published in Research‐Technology Management, July—August 2013, pp. 27-35. Available online www.iriweb.org/rtm
Our uniquely designed tools accelerate your ideas by driving alignment and focus.
ACCEL – Opportunity Builder Tool facilitates in-depth assessment of key uncertainties and risks of a given opportunity.
The project team answers 19 detailed open-ended questions across the Market, Technology, Business, and Organization domains.Read more
Based on the answers, the tool generates the opportunity’s risk profile and highlights critical variables that can affect economic value and commercial success. Through a few carefully designed steps, the tool guides the team to generate a clear and concise “next 30-day” plan to address the key risks. With this tool, it is easy to bring clarity and focus to high-uncertainty programs, create un-biased program recommendations and communicate the program status to the leadership and decision-makers.
We build new innovation processes and adapt the industry leading practices to the business challenges.
Scenario planning is a process that was originally developed within Shell is now widely used in industry to prepare for what lies ahead. Our framework is an adaptation of this process for technology planning. It pinpoints the areas of both disruption and opportunities and informs strategic decisions and resource planning.
Innovation Systems (AIS). is a blueprint for execution to find new growth opportunities, build and commercialize new growth platforms, and generate new growth strategies through Open Innovation.
You can start identifying opportunities from either market or technology views. In the end, it is about pin-pointing challenges can be addressed by the company’s own capabilities, as well as identifying and developing the critical set of the capabilities required for delivering true value.
By expanding the focus of the scouting effort from well-defined core needs to a systematic understanding of the related technology space for strategic purposes, the Technology Landscape TM mapping process identifies strategic technologies that can open new growth opportunities for the company.
Core and Adjacency
The Innovator’s Solution, C.M. Christensen and M. E. Raynor, Harvard Business School Press, 2009
Open Innovation: Researching a New Paradigm, H. Chesbrough, W. Vanhaverbeke, J. West, J., Oxford, UK: Oxford University Press, 2006.
Grabbing Lightning: Building a Capability for Breakthrough Innovation, G.C. O’Connor, A.S. Paulson, and R. Leifer, NJ. John Wiley & Sons, Inc., 2008
The Innovator’s Guide to Growth, S.D. Anthony, M. W. Johnson, J. V.Sinfield, E. J.Altman, 2008
The First Mile, S. D. Anthony, Harvard Business Review Press, 2014
Business Model Generation, A. Osterwalder, Y. Pigneur, John Wiley &Sons, 2010
Ten Types of Innovation, L. Keeley, R.Pikkel, B. Quinn, H.Walters, John Wiley & Sons, 2013
Lean Start-up, Eric Reis, Crown Business, 2011
Jugaad Innovation, N. Radjou, J.Prabhu, S. Ahnuja, Josseryy-Ross, 2012
by W. Chan Kim Renée Mauborgne, Harvard Business Review, March 2015 issue
Authors of the book Blue Ocean Strategy, share their view on “six red ocean traps … that effectively anchor managers in red oceans—crowded market spaces where companies engage in bloody competition for market share—and prevent them from entering blue oceans, previously unknown and uncontested market spaces with ample potential. The first two traps stem from assumptions about marketing, in particular an emphasis on customer orientation and niches; the next two from economic lessons on technology innovation and creative destruction; and the final two from principles of competitive strategy that regard differentiation and low cost as mutually exclusive choices”.