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Summary of the cases from CE & Innovation 2020
A short summary of the cases from Corporate Entrepreneurship and Innovation (2020).
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Voorbeeld van de inhoud
Cases Corporate Entrepreneurship & Innovation 20201. Microsoft
Microsoft had an illegal monopoly , which has led to opposition from competitors and consumers.
They had to innovate in electronic devices to keep up with other companies. They saw the
opportunity around 2010/2011 to do this, they knew about cloud computing and smart homes. At
that time it was not that important, but Microsoft had a vision for this, they had a good perspective
on the future. This can be seen from these four focus points on the long-run.
- Cloud computing and software plus services
- Natural user interfaces; it is all about interaction with the devices
- Natural language processing; reactions on the users’ needs and preferences
- New scenario innovation; this can help to put research data into a formula, but it is also
about global issues and the help with programming skills
The basis of Microsoft’s research is the transition form a graphical user interface (GUI) that we use
today in computers and phones to natural user interaction (NUI). Microsoft also considers buying
start-ups, who can use the resources of the company and inventing new ideas for Microsoft. The
most important thing, is that Microsoft thinks about the future, thinking about today means getting
left behind.
Microsoft puts 9 billion into R&D, this can mean that they are in the enabler position because
they put money into finding new resources and therefor new innovative ideas. Put they are also in
the producer position because they use centralized groups which seek for ideas, think about the
start-ups they bought. The innovation is centralized.
2. Procter and Gable
Procter & Gamble is not a start-up anymore, but they are still entrepreneurial. They innovate most of
the time in products. There are a couple of recommendations made for keeping established firms
nimble.
1. Increase one-on-one consumer research. Look for the non-traditional market and fewer
focus groups. The employee should look at the product from the consumers perspective. This
has a higher frequency than focus groups, because you will get more useful information.
2. Consider brand expansions. A vision statement and changing that statement can help the
employees to work towards a common goal, the company can structure the thinking of the
employees. A new goal, can lead to new innovations.
3. Encourage cross-division exchange of ideas. Crediting employees for giving ideas rather than
for just receiving them, collaboration across the company was fostered. An employee should
get new information from other divisions to be more innovative.
4. Be willing to consider ideas from outside sources. P&G collaborates with other companies
and so most of the time also competitors, to use each other’s resources.
5. Know when you have tested enough. If you test too much, you can be too late to the market,
or missing a market opportunity.
6. Get designers more involved. A logo designer can also help with product development or
packaging. An indication of commitment to the consumer experience is that he created a
head of design who reports directly to the CEO.
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