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
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
“Capitalizing on Emerging technologies – a Path to Creating Opportunities in New Markets”, Irene Spitsberg, Michael J. Verti, Sudhir Brahmandam, and George W. CoulstonRead more
“Technology Landscape Mapping – At the Heart of Open Innovation”, Irene Spitsberg, Sudhir Brahmandam, Michael J. Verti, and George W. CoulstonRead more
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
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”.