Samenvatting
Summary of Sustainable Innovation Management Lectures
- Instelling
- Radboud Universiteit Nijmegen (RU)
Summary/lecture notes of the Sustainable Innovation Management lectures. Including powerpoint pictures.
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Voorbeeld van de inhoud
InhoudsopgaveWeek 1................................................................................................................... 1
Lecture................................................................................................................ 1
Werkcollege......................................................................................................... 2
Week 2................................................................................................................... 3
Lecture: Innovations & sustainability..................................................................3
Lecture................................................................................................................ 7
Week 3................................................................................................................... 8
Lecture: System’s Perspective for Sustainable Innovations................................8
Lecture: Opening the System-Open Innovations for Sustainability...................12
Week 4................................................................................................................. 17
Lecture 1: guest lecture on solar-powered mosquito traps for malaria control. 17
Lecture 2: Responsible Research & Innovations for Sustainability....................17
Week 5................................................................................................................. 21
Lecture Methods for RRI.................................................................................... 21
Lecture 2: RRI: just another buzzword/ contested notion..................................24
Week 6................................................................................................................. 27
Guest lecture Computational Science...............................................................27
EXAM.................................................................................................................... 27
Week 6 Lecture 2: sustainable innovations for circularity & frugality...............28
Week 7................................................................................................................. 29
Guest Lecture: In Search of Grassroots Frugality: Capturing Bottom-up
Innovation in Everyday Life............................................................................... 29
Week 1
Lecture
Sustainability, Innovation, and Management are influenced by policies, customer
value, societal trends, company culture
Adapting to progress is necessary for success. Without it, companies can fail. It is
also about going to the market at the right time, making the project socially
acceptable. Even with good technology a bad business model can cause failure.
The reason companies fail = inertia (slowness).
Innovations are as old as civilization, innovation studies are new
Discovery is finding something that was already there
,Invention is making something new
Innovation is to improve something, add value (if e.g. tinkering is not scalable or
knowledge sharing e.g. making it a business/service/product innovation or social
innovation, it is not innovation?)
- Incremental innovations are slowly/progressive and do not disrupt (e.g.
smartphone progress)
- Disruptive innovations are immediate and have an impact (e.g. Netflix and
uber)
In sustainability (ability to sustain) we take into account:
- Environmental sustainability
- Economic sustainability
- Social sustainability
Sustainability as a business (green energy e.g.)
Or embedding sustainability in your business = process of creating and
implementing innovative solutions that address social, environmental, and
economic challenges while ensuring long-term viability and resilience.
Werkcollege
Innovation started around 1960 with linear models in the farms and private
companies. Very straightforward/1-dimensional business progress. Invest money
into R&D, invention, innovations, production, marketing, and diffusion.
Around 1980 it became more systems approach to innovations. Systems
always have boundaries with input and output, actors, and a network. Innovation
systems consist of e.g. the government, the industry, and R&D. Innovation
ecosystems also include users that collaborate. Here the impact concerns on the
environment started. 1987 the report Our Common Future was published. This
led to carbon emission cuts, biodiversity preservation, and MDGs -> SDGs.
Then came Sustainable innovation models: have stakeholders instead of/and
actors. Take into account environmental, social, and economic sustainability. You
try to engage many people (users, communities, policy-making, technology).
There is alternative knowledge. It can be open, eco-, social, responsible, or frugal
innovation.
Degree of innovations:
- Incremental innovation (e.g. Tata Steel)
- Breakthrough innovation (e.g. Microsoft)
- Radical innovation (e.g. drones)
Starting at the core area: optimizing existing products for existing customers,
then adjacent area comes expanding from existing business into new to the
company business, then transformational area: developing breakthroughs and
inventing things for markets that don’t yet exists and target new customer
needs.
,Service innovations follow a different trajectory. SIM is only for products.
Phases of innovations (happen in the core, adjacent, and transformational areas):
- Generation phase: a lot of ideas
- Filter ideas
- Prioritization phase: choice of best ideas turn into concepts
- Implementation phase: develop prototype and termination of projects
- Bring to the market a new product/service/business
Innovation management is a series of strategies you make about the
company, the series of decisions can be about the products, the future of the
company, in which segment the company is going to invest, launch, or diversify.
Time resources and energy need to be managed.
Someone who moves first in the market with no identified customers has an
advantage (first movers advantage). E.g. ChatGPT. But here a lot of time and
energy is invested and if it doesn’t stick and catch customers then a lot is lost.
But this is more with product innovations, service innovations might not have the
most advantage from first movers effect.
Embedding sustainability is best in the ….phase of innovation. Where
sustainability concerns are present. The generation/prioritization or
implementation phase.
Week 2
Lecture: Innovations & sustainability
Core = safe and secure but lot of incremental innovations. Do things more
efficiently, optimize everything. E.g. packaging or dimentions (spend 70% here)
Adjacent = breakthrough area e.g. e-scooter (spend 20% here)
Transformational = uncertain risky area e.g. investing in other new areas (spend
10% here)
, Innovation manager decides which of the 20 ideas will be send to make concepts.
People and organization is very important. Whether ideas are welcome and acted
upon or not. Build innovation culture by being open and thinking out of the box.
Recognizing people that contribute. But there are out of the system pressures
e.g. competition.
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