INNOVATION MANAGEMENT
Ines and Lila's notes
Building a strategy and measuring the results
START
Duration : 15 minutes
Before we get into the heart of the matter, what do you think of this quote that Ines highlighted in her inspiration notebook?
"A good innovation strategy is based mainly on good intuition and a lot of inspiration."
Well said!
I disagree!
This course will adress this topic throught different distinct parts:
- Understanding what innovation (really) is
- How to innovate?
- Why an innovation strategy is essential
- Building a solid and realistic strategy
- Measuring and managing innovation over time
Nope, you shoud disagree!
An innovation strategy is not just a series of ideas or a creative impulse. It is a structured reflection: we define a direction, set objectives, choose priorities, mobilize the right resources. What matters is the alignment between what we want to do, why we do it, and how we go about it. In summary, an innovation strategy is not established on inspiration. It is built, arbitrated, and adjusted to create value over time.
LET'S GET STARTED!
This course will adress this topic throught different distinct parts:
- Understanding what innovation (really) is
- How to innovate?
- Why an innovation strategy is essential
- Building a solid and realistic strategy
- Measuring and managing innovation over time
You did well not to agree!
An innovation strategy is not just a series of ideas or a creative impulse. It is a structured reflection: we define a direction, set objectives, choose priorities, mobilize the right resources. What matters is the alignment between what we want to do, why we do it, and how we go about it. In summary, an innovation strategy is not established on inspiration. It is built, arbitrated, and adjusted to create value over time.
LET'S GET STARTED!
1.
Understanding what innovation (really) is
JAMES DYSON
Innovation or invention? Innovation and invention are often confused, but the two concepts are different.
Discover his story
An invention is a new idea, often technical, that has not yet been used on a large scale.
An innovation is an idea that has been implemented and adopted by users. It creates concrete value: economic, social, or environmental.
A true inspiration!
The Oslo Manual specifies that innovation is both a process and the result of this activity.
Start with the need, not the solution!
Ines' advice
Learn more about this publication
You can listen to it by clicking here!
1.
Understanding what innovation (really) is
Innovation is not limited to inventing a new object. Here are its four main forms:
Product
Process
More about the rise of electric cars
Click on the different types of innovation to learn more.
Innovation is a system! It never arises alone: it is based on a coordinated set of factors. Strategic vision, internal culture, external partners, regulatory framework... Everything interacts.
Never forget!
Commercialization
Work
2.
How to innovate
Innovation does not come from a simple idea or isolated technology. It emerges by combining several levers:
- understanding usages,
- designing solutions,
- mobilizing technologies,
- activating skills, and aiming for transformation.
These levers form 4 innovation spaces whose interaction makes innovation possible and sustainable.
It is often in the crossing zones between these spaces that innovation truly becomes transformative.
Click on the diffrent zones to learn more!
3.
Why an innovation strategy is essential
According to Tom Kuczmarski, many companies claim to innovate... but in reality, they stack projects without a global vision or clear priorities. As a result, efforts are scattered, resources are misused, and results are hardly visible.
An innovation strategy allows to:- align internal efforts around shared objectives,
- clarify the role of innovation in the company's growth,
- prioritize investments based on their transformation potential or profitability,
- reduce risks by establishing rigorous evaluation criteria.
To your pencils!
Conversely, the lack of strategy may lead to improvisation, duplication of efforts, or team exhaustion
My biggest fear !!
List all the reasons that justify the implementation of a strategy and then flip the card to check your answers!
4.
Build a solid and realistic strategy
Building a strategy means positioning oneself and adopting a stand. Several models allow to qualify the approaches:
The 3 innovation approaches
The Vistage Innovation Framework
Click on the approach that seems most effective to you.
Click on each approach to discover its objectives and risks.
Proactive
Need seekers: These companies anticipate future customer needs to propose innovations.
High risk, high reward
Low risk, high reward
The Need Seekers are the most effective as they anticipate customer needs and innovate before others. Starting from the ground, they develop relevant solutions and often take a lead over their competitors.
Indeed!
Lila's favourite!
Market readers: These companies observe the market and improve existing products.
Incremental
Disruptive
Low risk, low reward
High risk, low reward
Technology drivers: These companies rely on their technological capabilities.
Reactive
4.
Build a solid and realistic strategy
Time management
Proactive
Innovation is not just about betting on the future. A solid strategy spreads efforts over time. This is the principle of McKinsey's Three Horizons. This model helps companies distribute their innovation efforts taking into account the duration over time and the expected level of profitability. It is based on three "horizons", or complementary timeframes.
Horizon 3
Horizon 2
Horizon 1
Improving existing products, optimizing processes
Betting on disruptions: new models, new technologies, new uses.
Time
Exploring logical extensions of current activities (new markets, new offerings).
Drag and drop the stickers onto the corresponding binoculars, then click on the button to check your answer!
Check your answer →
Check your answer →
Check your answer →
Check your answer →
4.
Build a solid and realistic strategy
Good job !
This model helps avoid what is called strategic myopia: the tendency to focus only on short-term performance, at the expense of exploring new opportunities. This is what happened to Kodak, which actually owned the patents for digital photography but did not want to challenge its film-based model. Click, clack, and the brand's growth came to an end!
Proactive
Betting on disruptions: new models, new technologies, new uses.
Creating the future
Exploring logical extensions of current activities (new markets, new offerings).
Preparing the future
Improving existing products, optimizing processes
Managing the present
Goodbye Kodak!
Time
4.
Build a solid and realistic strategy
Not exactly...
This model helps avoid what is called strategic myopia: the tendency to focus only on short-term performance, at the expense of exploring new opportunities. This is what happened to Kodak, which actually owned the patents for digital photography but did not want to challenge its film-based model. Click, clack, and the brand's growth came to an end!
Proactive
Betting on disruptions: new models, new technologies, new uses.
Creating the future
Exploring logical extensions of current activities (new markets, new offerings).
Preparing the future
Improving existing products, optimizing processes
Managing the present
Goodbye Kodak!
Time
5.
Measure and drive innovation over time
Learn
Why measure innovation?
Acquire
Measuring innovation is not about reporting to justify past actions: it is a strategic steering lever. Among the following terms, which one has nothing to do with measuring innovation?
Adjust
Arbitrate
5.
Measure and drive innovation over time
Learn
Learn
Measuring helps to understand what works, what hinders, what surprises. Lessons are drawn on uses, obstacles, unexpected effects.
Why measure innovation?
Acquire
Acquire
Measuring innovation is not about reporting to justify past actions: it is a strategic steering lever. Among the following terms, which one has nothing to do with measuring innovation?
Adjust
Adjust
With data, we can redirect efforts, adapt resources, modify the initial framework.
Measurement helps to prioritize projects, make clear choices, and accept renunciations. It allows investing in the right place, based on the real potential for transformation or value creation.
Arbitrate
Arbitrate
5.
Measure and drive innovation over time
Driving innovation through indicators
Measurement is a tool for management, not for sanction. It is part of a long-term approach and serves to anchor innovation in the daily life of the company.
In action
Monitor project dynamics
- What is the concrete progress (idea, prototype, testing, market launch)?
- What is the level of team involvement?
- How many and what is the quality of tests, iterations, adjustments?
Upstream
Assess the resources mobilized
- What budget is allocated to innovation?
- How much time can teams dedicate to it?
- Is there a dedicated structure (incubator, innovation team, internal lab)?
Downstream
Evaluate the actual impact
- How much revenue has innovation generated?
- Has it improved brand image or customer experience?
- Has it strengthened the culture of innovation in the company?
5.
Measure and drive innovation over time
In 2022, Amazon invested over 70 billion dollars in R&D, notably to develop Alexa and its recommendation capabilities.
The launch of the iPhone represented over 50% of Apple's revenue in just a few years.
At Google, there is a permanent "innovation portfolio": some ideas make it to the market (Gmail), others are abandoned (like Google Glass).
A company like LEGO tracks the number of concepts that go from prototype to child/user testing validation.
It took Netflix several years to see its investments in original production (with the series House of Cards, for example) actually impact its results, but it then strengthened its profitability and differentiation against its competitors.
At 3M, employees can dedicate 15% of their time to personal projects. This is how... the Post-it was born!
Which indicators to follow?
Revenue generated by new products
Click on the indicators to discover an anecdote!
R&D expenses
Number of projects in the innovation pipeline
Number of generated ideas
Impact on the income statement
Specific measurement at different stages of a project
And finally, an activity.
The hunt fot indicators
Find in the following strategic notes the 6 indicators that allow measuring innovation.
START
Congratulations! You have identified the 6 indicators.
Click on the areas of the text when you identify an indicator.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Click on the areas of the text when you identify an indicator.
Click on the areas of the text when you identify an indicator.
Click on the areas of the text when you identify an indicator.
Click on the areas of the text when you identify an indicator.
Final activity.
The hunt for indicators
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Click on the approach that seems most effective to you.
Indicators
In 2023, we allocated 10% of our turnover to research and development. Our innovation platform recorded 200 pitches, of which 50 progressed to the project stage. 12 launches were carried out this year, with a success rate of 70%. Our new products now account for 25% of our turnover. This momentum has led to a significant improvement in our net result. Finally, the conversion rate between idea and market launch has accelerated, demonstrating a smoother process flow.
R&D expenditure Number of ideas generated Innovation pipeline Specific measurement at stages
Revenue generated by new products Impact on the income statement
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
In this second text, the indicators are hidden in a more subtle way... Click on the areas of the text when you identify an indicator.
In this second text, the indicators are hidden in a more subtle way... Click on the areas of the text when you identify an indicator.
In this second text, the indicators are hidden in a more subtle way... Click on the areas of the text when you identify an indicator.
In this second text, the indicators are hidden in a more subtle way... Click on the areas of the text when you identify an indicator.
In this second text, the indicators are hidden in a more subtle way... Click on the areas of the text when you identify an indicator.
Final activity.
The hunt for indicators
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Click on the approach that seems most effective to you.
Indicators
This year, significant effort has been devoted to strengthening our innovation capacity, both financially and organizationally. Numerous proposals have emerged from our teams, some of which are already in development. Several initiatives have passed the market test stage, with very encouraging results on the commercial side. We observe a noticeable progression in several product lines resulting from our latest innovation plan. The finance department is closely monitoring the effects of this dynamic on our margins. Finally, the fluidity of transitioning from idea to prototype has significantly improved thanks to the implementation of new agile methods.
R&D expenditure Number of ideas generated Innovation pipeline Specific measurement at stages
Revenue generated by new products Impact on the income statement
END OF THE MODULE
You have now reached the end of this third chapter. You can close the page or start again if you wish.
START AGAIN
It is the most visible form: it consists of creating a new good or service, or improving an existing product.
EXAMPLE: The Kindle bringing a transition from paper books to a portable digital library.
Number of books read: x 3!
Approach: continuous improvement Example: Toyota, a pioneer in lean management, Toyota has been focusing for decades on continuous optimization: waste reduction, process improvement, ongoing training. → Modest but constant innovations that enhance overall performance.
It changes the way the company operates internally: its teams, its processes, etc..
EXAMPLE: The widespread adoption of telecommuting in some companies.
Thanks, Covid!
Foresight: imagining different possible futures based on major trends.
Example: A company anticipates the evolution of urban lifestyles to adapt its transportation offerings.
The intelligence space brings together methods that allow for a detailed understanding of reality: needs, uses, context evolutions.
Ethnographic research: observing behaviors in their real context.
Example: Researchers follow bicycle couriers to improve a navigation application.
Approach: problem-solving Example: Faced with the rise of touch smartphones, BlackBerry reacted by adjusting only a few features, without questioning its system centered on the physical keyboard and secure messaging. → Reactive and overly cautious innovation was not enough to avoid decline.
Design thinking: user-centered, iterative, and collaborative approach.
Example: A bank co-creates a new app with senior clients to make it intuitive.
The solution space focuses on design, experimentation, and rapid testing of ideas. It shapes concrete and adjustable solutions.
MVP (Minimum Viable Product): simple version of a product designed for quick testing.
Example: A startup launches a very basic version of its app to validate interest before investing.
The rise of electric cars relies on several interdependent actors:
- the manufacturers, who develop the models,
- the battery suppliers, who improve autonomy,
- the government authorities, who subsidize and regulate,
- the energy companies, who install charging stations,
- the consumers, sensitive to environmental issues.
James Dyson is a British engineer known for inventing the bagless vacuum cleaner. Before this success, he designed several ingenious objects (amphibious boat, ballbarrow), but without real adoption: they were inventions, not innovations. It was by observing that vacuum cleaners were losing power that Dyson had the idea of a cyclonic system. He made 5127 prototypes before finding the right one. Dyson embodies thus perseverance, iteration, and the importance of implementation in the transition from invention to innovation.
At the intersection of intelligence and solution spaces, for example, we find living labs. This is a space (physical or virtual) where users, professionals, researchers, and innovators co-design, test, and evaluate solutions in a real usage context.
This is where we belong! <3
Approach: combatting threat Example: Despite having patents on digital photography, Kodak only reacted in emergency when the market had already shifted. → Attempting disruption in panic, without preparation, often has little effect.
It invents new ways to sell a product or service: new channel, new business model.
EXAMPLE: Monthly subscription boxes.
Like boxes with samples of beauty products!
Approach: radical Innovation Example: Tesla has redefined the automotive market with a new value chain: 100% electric vehicles, direct online sales, supercharger network. → A risky but rewarding bet.
It involves production or delivery methods. The goal is often to gain efficiency, cost, or speed.
EXAMPLE: The automation of order preparation by Amazon.
The next day in your mailbox!
The Oslo Manual is published by the OECD (Organization for Economic Cooperation and Development). It serves as a global reference for defining, classifying, and measuring innovation in companies and institutions.
Ines' notes
Start with the need, not the solution! Many inventions fail to become innovations because they are designed in a laboratory, without real connection to users. For an invention to become an innovation, it must meet a clear, expressed or latent need from a real user.
Experimental culture: employees have the right to experiment, without fear of failure.
Example: At Google, part of the salaried time is dedicated to exploratory projects.
The talent space refers to everything that enables an organization to mobilize its collective intelligence: recruiting the right profiles, encouraging initiative, promoting experimentation, but also supporting changes.
Change management: it involves supporting teams facing a change to facilitate adoption.
Example: During the deployment of a new internal tool, workshops are organized to reassure and involve teams.
Artificial intelligence: automating tasks or personalizing the user experience.
Example: A streaming app recommends content based on real-time analyzed preferences.
The technological space brings together the tools and infrastructures that make innovation feasible. These are the technical means that allow testing, producing, automating, or disseminating a solution.
Blockchain: securing exchanges without going through an intermediary.
Example: A food company uses blockchain to ensure the traceability of its products.
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Transcript
INNOVATION MANAGEMENT
Ines and Lila's notes
Building a strategy and measuring the results
START
Duration : 15 minutes
Before we get into the heart of the matter, what do you think of this quote that Ines highlighted in her inspiration notebook?
"A good innovation strategy is based mainly on good intuition and a lot of inspiration."
Well said!
I disagree!
This course will adress this topic throught different distinct parts:
Nope, you shoud disagree!
An innovation strategy is not just a series of ideas or a creative impulse. It is a structured reflection: we define a direction, set objectives, choose priorities, mobilize the right resources. What matters is the alignment between what we want to do, why we do it, and how we go about it. In summary, an innovation strategy is not established on inspiration. It is built, arbitrated, and adjusted to create value over time.
LET'S GET STARTED!
This course will adress this topic throught different distinct parts:
You did well not to agree!
An innovation strategy is not just a series of ideas or a creative impulse. It is a structured reflection: we define a direction, set objectives, choose priorities, mobilize the right resources. What matters is the alignment between what we want to do, why we do it, and how we go about it. In summary, an innovation strategy is not established on inspiration. It is built, arbitrated, and adjusted to create value over time.
LET'S GET STARTED!
1.
Understanding what innovation (really) is
JAMES DYSON
Innovation or invention? Innovation and invention are often confused, but the two concepts are different.
Discover his story
An invention is a new idea, often technical, that has not yet been used on a large scale.
An innovation is an idea that has been implemented and adopted by users. It creates concrete value: economic, social, or environmental.
A true inspiration!
The Oslo Manual specifies that innovation is both a process and the result of this activity.
Start with the need, not the solution!
Ines' advice
Learn more about this publication
You can listen to it by clicking here!
1.
Understanding what innovation (really) is
Innovation is not limited to inventing a new object. Here are its four main forms:
Product
Process
More about the rise of electric cars
Click on the different types of innovation to learn more.
Innovation is a system! It never arises alone: it is based on a coordinated set of factors. Strategic vision, internal culture, external partners, regulatory framework... Everything interacts.
Never forget!
Commercialization
Work
2.
How to innovate
Innovation does not come from a simple idea or isolated technology. It emerges by combining several levers:
- understanding usages,
- designing solutions,
- mobilizing technologies,
- activating skills, and aiming for transformation.
These levers form 4 innovation spaces whose interaction makes innovation possible and sustainable.It is often in the crossing zones between these spaces that innovation truly becomes transformative.
Click on the diffrent zones to learn more!
3.
Why an innovation strategy is essential
According to Tom Kuczmarski, many companies claim to innovate... but in reality, they stack projects without a global vision or clear priorities. As a result, efforts are scattered, resources are misused, and results are hardly visible.
An innovation strategy allows to:- align internal efforts around shared objectives,
- clarify the role of innovation in the company's growth,
- prioritize investments based on their transformation potential or profitability,
- reduce risks by establishing rigorous evaluation criteria.
To your pencils!
Conversely, the lack of strategy may lead to improvisation, duplication of efforts, or team exhaustion
My biggest fear !!
List all the reasons that justify the implementation of a strategy and then flip the card to check your answers!
4.
Build a solid and realistic strategy
Building a strategy means positioning oneself and adopting a stand. Several models allow to qualify the approaches:
The 3 innovation approaches
The Vistage Innovation Framework
Click on the approach that seems most effective to you.
Click on each approach to discover its objectives and risks.
Proactive
Need seekers: These companies anticipate future customer needs to propose innovations.
High risk, high reward
Low risk, high reward
The Need Seekers are the most effective as they anticipate customer needs and innovate before others. Starting from the ground, they develop relevant solutions and often take a lead over their competitors.
Indeed!
Lila's favourite!
Market readers: These companies observe the market and improve existing products.
Incremental
Disruptive
Low risk, low reward
High risk, low reward
Technology drivers: These companies rely on their technological capabilities.
Reactive
4.
Build a solid and realistic strategy
Time management
Proactive
Innovation is not just about betting on the future. A solid strategy spreads efforts over time. This is the principle of McKinsey's Three Horizons. This model helps companies distribute their innovation efforts taking into account the duration over time and the expected level of profitability. It is based on three "horizons", or complementary timeframes.
Horizon 3
Horizon 2
Horizon 1
Improving existing products, optimizing processes
Betting on disruptions: new models, new technologies, new uses.
Time
Exploring logical extensions of current activities (new markets, new offerings).
Drag and drop the stickers onto the corresponding binoculars, then click on the button to check your answer!
Check your answer →
Check your answer →
Check your answer →
Check your answer →
4.
Build a solid and realistic strategy
Good job !
This model helps avoid what is called strategic myopia: the tendency to focus only on short-term performance, at the expense of exploring new opportunities. This is what happened to Kodak, which actually owned the patents for digital photography but did not want to challenge its film-based model. Click, clack, and the brand's growth came to an end!
Proactive
Betting on disruptions: new models, new technologies, new uses.
Creating the future
Exploring logical extensions of current activities (new markets, new offerings).
Preparing the future
Improving existing products, optimizing processes
Managing the present
Goodbye Kodak!
Time
4.
Build a solid and realistic strategy
Not exactly...
This model helps avoid what is called strategic myopia: the tendency to focus only on short-term performance, at the expense of exploring new opportunities. This is what happened to Kodak, which actually owned the patents for digital photography but did not want to challenge its film-based model. Click, clack, and the brand's growth came to an end!
Proactive
Betting on disruptions: new models, new technologies, new uses.
Creating the future
Exploring logical extensions of current activities (new markets, new offerings).
Preparing the future
Improving existing products, optimizing processes
Managing the present
Goodbye Kodak!
Time
5.
Measure and drive innovation over time
Learn
Why measure innovation?
Acquire
Measuring innovation is not about reporting to justify past actions: it is a strategic steering lever. Among the following terms, which one has nothing to do with measuring innovation?
Adjust
Arbitrate
5.
Measure and drive innovation over time
Learn
Learn
Measuring helps to understand what works, what hinders, what surprises. Lessons are drawn on uses, obstacles, unexpected effects.
Why measure innovation?
Acquire
Acquire
Measuring innovation is not about reporting to justify past actions: it is a strategic steering lever. Among the following terms, which one has nothing to do with measuring innovation?
Adjust
Adjust
With data, we can redirect efforts, adapt resources, modify the initial framework.
Measurement helps to prioritize projects, make clear choices, and accept renunciations. It allows investing in the right place, based on the real potential for transformation or value creation.
Arbitrate
Arbitrate
5.
Measure and drive innovation over time
Driving innovation through indicators
Measurement is a tool for management, not for sanction. It is part of a long-term approach and serves to anchor innovation in the daily life of the company.
In action
Monitor project dynamics
Upstream
Assess the resources mobilized
Downstream
Evaluate the actual impact
5.
Measure and drive innovation over time
In 2022, Amazon invested over 70 billion dollars in R&D, notably to develop Alexa and its recommendation capabilities.
The launch of the iPhone represented over 50% of Apple's revenue in just a few years.
At Google, there is a permanent "innovation portfolio": some ideas make it to the market (Gmail), others are abandoned (like Google Glass).
A company like LEGO tracks the number of concepts that go from prototype to child/user testing validation.
It took Netflix several years to see its investments in original production (with the series House of Cards, for example) actually impact its results, but it then strengthened its profitability and differentiation against its competitors.
At 3M, employees can dedicate 15% of their time to personal projects. This is how... the Post-it was born!
Which indicators to follow?
Revenue generated by new products
Click on the indicators to discover an anecdote!
R&D expenses
Number of projects in the innovation pipeline
Number of generated ideas
Impact on the income statement
Specific measurement at different stages of a project
And finally, an activity.
The hunt fot indicators
Find in the following strategic notes the 6 indicators that allow measuring innovation.
START
Congratulations! You have identified the 6 indicators.
Click on the areas of the text when you identify an indicator.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Click on the areas of the text when you identify an indicator.
Click on the areas of the text when you identify an indicator.
Click on the areas of the text when you identify an indicator.
Click on the areas of the text when you identify an indicator.
Final activity.
The hunt for indicators
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Click on the approach that seems most effective to you.
Indicators
In 2023, we allocated 10% of our turnover to research and development. Our innovation platform recorded 200 pitches, of which 50 progressed to the project stage. 12 launches were carried out this year, with a success rate of 70%. Our new products now account for 25% of our turnover. This momentum has led to a significant improvement in our net result. Finally, the conversion rate between idea and market launch has accelerated, demonstrating a smoother process flow.
R&D expenditure Number of ideas generated Innovation pipeline Specific measurement at stages
Revenue generated by new products Impact on the income statement
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
In this second text, the indicators are hidden in a more subtle way... Click on the areas of the text when you identify an indicator.
In this second text, the indicators are hidden in a more subtle way... Click on the areas of the text when you identify an indicator.
In this second text, the indicators are hidden in a more subtle way... Click on the areas of the text when you identify an indicator.
In this second text, the indicators are hidden in a more subtle way... Click on the areas of the text when you identify an indicator.
In this second text, the indicators are hidden in a more subtle way... Click on the areas of the text when you identify an indicator.
Final activity.
The hunt for indicators
Congratulations! You have identified the 6 indicators.
Congratulations! You have identified the 6 indicators.
Click on the approach that seems most effective to you.
Indicators
This year, significant effort has been devoted to strengthening our innovation capacity, both financially and organizationally. Numerous proposals have emerged from our teams, some of which are already in development. Several initiatives have passed the market test stage, with very encouraging results on the commercial side. We observe a noticeable progression in several product lines resulting from our latest innovation plan. The finance department is closely monitoring the effects of this dynamic on our margins. Finally, the fluidity of transitioning from idea to prototype has significantly improved thanks to the implementation of new agile methods.
R&D expenditure Number of ideas generated Innovation pipeline Specific measurement at stages
Revenue generated by new products Impact on the income statement
END OF THE MODULE
You have now reached the end of this third chapter. You can close the page or start again if you wish.
START AGAIN
It is the most visible form: it consists of creating a new good or service, or improving an existing product.
EXAMPLE: The Kindle bringing a transition from paper books to a portable digital library.
Number of books read: x 3!
Approach: continuous improvement Example: Toyota, a pioneer in lean management, Toyota has been focusing for decades on continuous optimization: waste reduction, process improvement, ongoing training. → Modest but constant innovations that enhance overall performance.
It changes the way the company operates internally: its teams, its processes, etc..
EXAMPLE: The widespread adoption of telecommuting in some companies.
Thanks, Covid!
Foresight: imagining different possible futures based on major trends.
Example: A company anticipates the evolution of urban lifestyles to adapt its transportation offerings.
The intelligence space brings together methods that allow for a detailed understanding of reality: needs, uses, context evolutions.
Ethnographic research: observing behaviors in their real context.
Example: Researchers follow bicycle couriers to improve a navigation application.
Approach: problem-solving Example: Faced with the rise of touch smartphones, BlackBerry reacted by adjusting only a few features, without questioning its system centered on the physical keyboard and secure messaging. → Reactive and overly cautious innovation was not enough to avoid decline.
Design thinking: user-centered, iterative, and collaborative approach.
Example: A bank co-creates a new app with senior clients to make it intuitive.
The solution space focuses on design, experimentation, and rapid testing of ideas. It shapes concrete and adjustable solutions.
MVP (Minimum Viable Product): simple version of a product designed for quick testing.
Example: A startup launches a very basic version of its app to validate interest before investing.
The rise of electric cars relies on several interdependent actors:
James Dyson is a British engineer known for inventing the bagless vacuum cleaner. Before this success, he designed several ingenious objects (amphibious boat, ballbarrow), but without real adoption: they were inventions, not innovations. It was by observing that vacuum cleaners were losing power that Dyson had the idea of a cyclonic system. He made 5127 prototypes before finding the right one. Dyson embodies thus perseverance, iteration, and the importance of implementation in the transition from invention to innovation.
At the intersection of intelligence and solution spaces, for example, we find living labs. This is a space (physical or virtual) where users, professionals, researchers, and innovators co-design, test, and evaluate solutions in a real usage context.
This is where we belong! <3
Approach: combatting threat Example: Despite having patents on digital photography, Kodak only reacted in emergency when the market had already shifted. → Attempting disruption in panic, without preparation, often has little effect.
It invents new ways to sell a product or service: new channel, new business model.
EXAMPLE: Monthly subscription boxes.
Like boxes with samples of beauty products!
Approach: radical Innovation Example: Tesla has redefined the automotive market with a new value chain: 100% electric vehicles, direct online sales, supercharger network. → A risky but rewarding bet.
It involves production or delivery methods. The goal is often to gain efficiency, cost, or speed.
EXAMPLE: The automation of order preparation by Amazon.
The next day in your mailbox!
The Oslo Manual is published by the OECD (Organization for Economic Cooperation and Development). It serves as a global reference for defining, classifying, and measuring innovation in companies and institutions.
Ines' notes
Start with the need, not the solution! Many inventions fail to become innovations because they are designed in a laboratory, without real connection to users. For an invention to become an innovation, it must meet a clear, expressed or latent need from a real user.
Experimental culture: employees have the right to experiment, without fear of failure.
Example: At Google, part of the salaried time is dedicated to exploratory projects.
The talent space refers to everything that enables an organization to mobilize its collective intelligence: recruiting the right profiles, encouraging initiative, promoting experimentation, but also supporting changes.
Change management: it involves supporting teams facing a change to facilitate adoption.
Example: During the deployment of a new internal tool, workshops are organized to reassure and involve teams.
Artificial intelligence: automating tasks or personalizing the user experience.
Example: A streaming app recommends content based on real-time analyzed preferences.
The technological space brings together the tools and infrastructures that make innovation feasible. These are the technical means that allow testing, producing, automating, or disseminating a solution.
Blockchain: securing exchanges without going through an intermediary.
Example: A food company uses blockchain to ensure the traceability of its products.