MOOC Future-Driven Business Innovation
A massive open online collaboration for a collective e-book
Duration : 4 weeks
Abstract: Short and interactive introduction to the latest research insights on how to generate continuous opportunities for future business value.
Programme of the MOOC
Define the strategic scope of innovation, innovation ambition, and future business
How does one move from a strong position in a mature market which has become a commodity business? Where and how to make a radical leap into the future whilst maintaining the current business? Be able to build an innovation ambition in accordance with the ambition and balancing incremental and radical innovation. Create new possibilities and select new innovation themes for business creation.
Exploring beyond frontiers – building an innovation portfolio to reach the ambition
Define and design the innovation processes (exploration stage), launch activities to feed the pipeline of ideas, projects, and business concepts, select ideas, measure the efficiency of the processes. Ever wonder whether to get the customer involved and how to do so? What are the activities of an exploratory nature and processes of knowledge sharing? Are you using old methods of innovation?
Make it happen, prepare/enable the organization, mobilize the people, change the culture
Manage the tensions between different approaches (through a business-model based approach), prepare for project landings, enhance corporate venturing, spin out… change the culture (is it possible to renew from within)? Build proactive external linkages, access new knowledge and competencies, team-up, network, and support internal entrepreneurs.
Introduction : The imperative to innovate : should I innovate, why, how much and when ?
1.1. Setting the scene
A short introduction to this MOOC. Understanding the dynamics of innovation and industry, especially in the face of the “smartification” of the world, evidenced by the proliferation of connected objects in different fields such as health sports and wellness, energy, buildings, living, transportation…
1.2. Why firms must innovate
[Video 1] We hear much about the imperative for firms to innovate more and more, taking for granted the “innovate or die” rule. Being clear about the strategic ambition, the potential economic value for firms, the way it might add to sustainable customer satisfaction is a major step toward convincing top executives of the reason why, the nature and the level of investment required to succeed. However, most practitioners are not clear about this. Discussions hardly go beyond R&D budgets and the rate of new product launching.
The innovation space : WHERE TO INNOVATE
2.1. Delineating the innovation space…
[Video 2] We address the question of how a firm can generate opportunities for innovation. Does being oriented toward the market improve a firm’s ability to find such opportunities?
2.2 … to formulate the innovation ambition for future business value
[Video 3] How can the customer help a firm to generate opportunities for innovation? What is customer involvement in the innovation process, and how does it help a firm in its innovation? The target is to be able to draft a portfolio of projects leading from where we are (business as usual) to where the firm’s ambition lies, the distance being possibly a total recombination of their own business.
Opportunity Recognition : HOW TO GENERATE & SELECT IDEAS FOR NEW PRODUCTS OR SERVICES
3.1 Internal opportunity recognition: Creativity
3.1.1 Creativity methods
[Video 5] There are hundreds of creativity methods. What are they and how can a firm choose which ones to implement in order to generate opportunities for innovation? A framework is a key understanding to optimize the approach keeping in mind the objective and the profile of the participants to creativity sessions .
3.1.2 Analogical thinking
[Video 4] Two categories of creativity methods can be differentiated: the methods that follow a freedom approach of creativity and the methods that follow a structured approach of creativity. Analogical thinking is an effective method to generate opportunities for innovation that falls in the freedom family of creativity methods.
3.1.3 Ideation templates
[Video 6] Ideation templates is a creativity method that falls in the structured category of creativity methods. Is it helpful in generating opportunities for innovation? Can a firm use such a structured method to create new value for the market?
3.2 External opportunity recognition: Generating opportunities from the customers
3.2.1 Who are lead users?
[Video 7] Who are lead users and what do they bring to innovation and opportunity recognition that is so specific and valuable?
3.2.2 How do lead users help a firm in its innovation?
[Video 8] Does involving lead users increase new product commercial attractiveness and do they increase product innovativeness? There are some counterintuitive results which are worth discussing.
3.2.3 How can a firm identify lead users effectively?
[Video 9] How can a firm effectively identify lead users? Are there numerous lead users in the market? Can innovation contests help in identifying lead users?
SELECTING OPPORTUNITIES FOR FUTURE BUSINESS VALUE
4.1. Why is it important to screen ideas for new products or services?
[Video 10] Why is it important to evaluate ideas for new products or new services? Which errors must be avoided at this stage of the innovation process? Omission versus commission errors.
4.2. How can a firm screen ideas for new products or services effectively?
[Video 11] Innovate implies to generate new ideas for products or services. However, all of those new ideas cannot be transformed into new products. What is the best way to screen the best ideas? Is it only a matter of go/no-go ?
4.3. How can a firm estimate the market potential of ideas for new products or services effectively?
[Video 12] Which approaches can be used to estimate the market potential of ideas for new products or new services? What are idea markets and what is adaptive idea screening?
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- Professor of Management of Technology
Doctorat , UPMF
Areas of expertise : Business Intelligence, Innovation
Sylvie Blanco holds a PhD in business administration. Her thesis deals with business and technological intelligence systems. She is senior professor at Grenoble Ecole de Management, specializing in anticipation and entrepreneurial innovation. She was previously responsible of the Management, Technology and Strategy department for research and education and she developed the Center for Innovation and Techno-Entrepreneurship. Since 2008, she has founded and developed the Joint Research Activities within the institution with the aim to produce and disseminate. She is responsible for the Center for Innovation and Techno-Entrepreneurship, a knowledge center developing applied research activities.
- Professor of Marketing
Areas of expertise: Innovation Strategies, Strategic Orientations
David Gotteland, EM Lyon, Ph.D. in Marketing, HDR, is Professor of Marketing at Grenoble Ecole de Management and Visiting Scholar at INSEAD (2010). His research focuses on innovation strategies. He is the author or coauthor of three books on these topics. His research has been published in journals like International Journal of Research in Marketing, Marketing Letters, and M@n@gement. He is a regular reviewer for Journal of Product Innovation Management.