Summary of the theory of the course "Change and Innovation Management". It summarizes all the lectures and all of its topics (only topic 6 is missing). Furthermore, at the end of the document, there is a summary with all the important things you have to know for the final exam (final lecture). I go...
Summary Managing Innovation ALL LECTURES + GUESTLECTURE + LITERATURE
Managing Innovation assignments plus answers for chapter 1,2,3,4,9 &10
Managing Innovation
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Universitat de València
International Business
Change and innovation management (35906)
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CHANGE & INNOVATION MANAGEMENT
TOPIC 1 – INNOVATION: THE ROLE OF INNOVATION IN AN INTERNATIONAL CONTEXT
1.1. Why innovation matters
1.2. What is innovation?
1.3. A process view of innovation
1.4. The role of innovation in an international context
TOPIC 2 – MANAGING INNOVATION
2.1. Can we manage innovation?
2.2. Developing an innovation strategy
2.3. Developing firm specific competences
2.4. Meeting the challenge of uncertainty
TOPIC 3 – INNOVATION, KNOWLEDGE AND LEARNING
3.1. Sources of innovation, how to search.
3.2. Innovation and learning
3.3. Balancing exploitation and exploration
3.4. Absorptive capacity.
3.5. Innovation networks and learning networks
TOPIC 4 – BUILDING THE INNOVATIVE ORGANIZATION: INDIVIDUAL AND TEAM ISSUES
4.1. Shared vision and leadership
4.2. The role of facilitators
4.3. Team work
4.4. Participation
TOPIC 5 – ORGANIZATIONAL CONTEXT FOR INNOVATION
5.1. Building the appropriate structure for innovation
5.2. Creative climate
5.3. Organizational culture for innovation
5.4. Customer orientation
,TOPIC 7 – IMPLEMENTING INNOVATIONS
7.1 Processes for new product development
7.2. Influence of technology and markets on commercialization
7.3. Service innovation
7.4. Exploiting new ventures
TOPIC 8 – NEW PERSPECTIVES ON INNOVATION
8.1. Open innovation.
8.2. Social innovation
8.3. Innovation for sustainability
TOPIC 9 – CAPTURING THE BENEFITS OF INNOVATION
9.1. Creating value through innovation
9.2. Exploiting knowledge and intellectual property. Technological protection.
9.3. Capturing learning from innovation.
, Topic 1: Innovation: what it is & why it matters
1.1 WHAT IS INNOVATION
1.1.1 - The process of turning ideas into reality and capture value from them.
Innovation - To make new changes to an already existing product to distinguish it from.
- The successful exploitation of new ideas.
- It is a specific tool for entrepreneurs, the means by which they exploit change as an
opportunity for a different business, or service. It is capable of being presented as a
discipline, capable of being learned, capable of being practiced.
- Innovation is always a change and more specific → (change is more general)
1.2 WHY INNOVATION MATTERS
1.2.1 - Companies achieve competitive advantage through acts of innovation. They
Why innovation approach innovation in its broadest sense, including both new technologies & new
matters ways of doing things
1.2.2 - Innovation has to be actively managed
Importance of - Rate of success can be improved through better & different management:
management of o 85% of new ideas never reach a market
innovation
o 40% of consumer products & services fail
→ “lack of technological knowledge is rarely the cause of innovation failures…the
main problems arise in organization and, more specifically, in co-ordination and
control… four mechanisms identified by earlier analysts of the innovating firms:
competition, cognition, co-ordination and control”
1.3 MODELS AND MODES OF INNOVATION
1.3.1 1. Product
Dimensions of What we offer the world
‘innovation changes in the things (products/services) which an organization offers,
space’ → e.g. new design of a car
2. Process
How we create and deliver that offering
changes in the ways in which they are created and delivered
→ e.g. change in the manufacturing methods used to produce the car
3. Position
Where we target that offering and the story we tell about it
changes in the context in which the products/services are introduced
→ e.g. Levi’s started as manual workers’ clothing, but rebranded as fashion item.
4. Paradigm
How we frame what we do (why)
changes in the underlying mental & business models which frame what the
organization does
→ e.g. redefining circus experience by Cirque du Soleil
They are interrelated, not isolated. If you introduce a new product in the market it is very rare
that you can use the same processes. It goes hand in hand.
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