Towards new challenges for innovative management ... - Erima - Estia

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Figure 6. A case of the positioning a new business in Telemedicine in the Value Chain. Figure 7. Economical and Finantial Spreadsheets and Risk Analysis Simulation FIles. V. Main conclusions As a result of research experiences up to now these are the conclusions to be highlighted: • Searching for potential technology-product-market paradigms and clarifying new opportunities for potential customers are the main challenges of any action in innovation. It is the key concept, usually lacking in R&D collaborative projects, that is performed in this framework. • From the research experience, it has been noticed that the use of the VRM method gives the opportunity to match technology-product and product-market interfaces. • It is necessary to remember that although excellence in management is important, value has to be materialized in the market. There is not enough investment in “strategic clarity” to know what to do with technological achievements in R&D Innovative projects. Potential innovation is not efficiently exploited. • It is highly recommended that entrepreneurs join the project team very early: in step 2 creating the Value Roadmap and, of course, in step 3 defining the strategic position in the “Extended Value Chain” targeted. Having entrepreneurs so early opens minds and allows “marketing myopia” to be overcome. • We recommend collaboration on R&D Innovative projects with educational centres on entrepreneurship techniques. You can see this idea explained in Solé 2006. • It has been widely noticed that to be a champion in innovation on disruptive technologies the enterprise organization must have a high level of evolutionary capabilities, which is lacking in corporations with a traditional management paradigm. ERIMA07’ Proceedings 321
Final reflection: We would like to finish by saying that disruptive technologies (like Microsystems, Nanotechnologies or Energy) need a technology push, but also a market pull because these technologies create emergent markets (like in medicine, telemedicine, food and health, where opportunities are opaque not only for technologists or entrepreneurs but also for customers. Acknowledgements We would like to thank our industrial partners and public institutions for the financial and technical support they provided in the building of the research background. We would like to thank, also, our colleagues of the knowledge area of Microsystems of Ikerlan for permitting the use of the framework in a practical way. We would remark specially the contribution of Jesus Ruano, leader of the European project OPTOLABCAR (6 th F - STREP FP6-2004-IST- NMP-2) and all partners. Finally we would thank Borja Barredo, entrepreneur and member of SAIOLAN (Centre of Entrepreneurship) for testing the framework in their difficult work to put innovation into practice. References Abernathy, W. J. and Utterback, J.M. (1978) “Patterns of Innovation in Industry,” Technology Review, Vol. 80, No. 7, June-July 1978, pp. 40-47. Berasategi L., Goenaga JM, Zugasti, I. (2005) Innovation as Knowledge Materialization Process. In ISPIM 2005 Conferences Proceedings PORTO-Portugal. Bower, J. L., & Christensen, C. M. (1995). Disruptive technologies: Catching the wave. Harvard Business Review, January/February: 43-53. Christensen, C.M. (1997) The Innovator’s Dilemma . Harvard Business School Press. Boston, MA. Goenaga JM, Zugasti I, Ganzarain J (2004) A process towards an innovative company. In ISPIM 2004 Conferences Proceedings. Oslo-Norway. MANCEF Micro and Nanotechnology Commercialization Education Foundation (2004). International MEMS, Microsystems Top Down Nano Roadmap Chap.12 “Commercialization Model”. MANCEF Inc. Publisher. Naples, FLORIDA. Muñoz-Seca B, Riverola J.(2003) Del buen pensar y mejor hacer. Mc Graw Hill ; p.31-75. Oslo Manual 3 rd Ed (2005) The Measurement of Scientific and Technological Activities – Proposed Guidelines for Collecting and Interpreting Technological Innovation Data. OCDE. Schumpeter, J (1934). The Theory of Economic Development. Harvard University Press, Cambridge, MA. Solé F, Del Palacio I, Olivella J (2006) Metodología docente basada en problemas (PBL) aplicadas a la evaluación y comercialización de oportunidades tecnológicas. CIO 2006, VALENCIA. Zugasti I, Berasategi L & Murua M. (2003) Organisation of Dynamic Knowledge Forums Oriented Towards Vigilance on Technology. KMSummer School in 2003, San Sebastian. ERIMA07’ Proceedings 322
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Selected papers from proceedings of
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ERIMA07’ Proceedings Table of Con
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ERIMA07’ Proceedings Preface The
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Supporting the Systemization of the
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elated to ideation processes becaus
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Example Idea Generation Routine Gro
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companies ability to generate succe
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models: the “science push” mode
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We propose to build “PTC Trihedro
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different solution concepts startin
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this, ID² tool provides a collabor
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Figure 8. An extract of the design
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Figure 11: Crowdspirit screen-shot
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Using information technologies to i
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care and cost containment”. Impro
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France is unique in its Healthcare
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Kaiser Foundation : www.kaiserperma
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modeling; a concrete illustration i
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models on which the factory of the
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user, to who it is dedicated, to se
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Figure 5. Example of common work su
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institutions. They thank also Emman
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ERIMA07’ Proceedings Intput Needs
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difficulties to know how to influen
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IV. Case study: from collaboration
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system using their workflow functio
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Using Organizational Intangible Ass
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Where: ∑ tpi.qi tpi = time of pie
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knowledge and know-how constitute e
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Having the possibility of a categor
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Pandolfi, M. Sistemas de medição
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analysis of those areas, leaded to
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Figure 1. Fragment of the Contradic
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Figure 2. The True Moving Bed The 4
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Solving contradictions How can the
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Pais L.S., Loureiro J.M., Rodrigues
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department and follows the procedur
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and/or international Patent Convent
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thus concentrating the inventive ef
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Table 1. Most relevant IPC classes
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Ikovenko S. (2000) Knowledge-based
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The relative weight of Small and Me
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OHSAS 18001 - OHSMS Industrial comp
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• ISO 9001 certification: 23% •
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and disadvantages unveiled by the s
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An SDSS for the Space Process Contr
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• The punctual management problem
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hypothesis is seldom checked. In th
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VI. The Model Description In this w
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Territorial and urban decision-maki
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Hamdadou D., Ghalem R., Bouamrane K
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The DFA is an exercise of simulatio
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Figure 2. The four main graphs givi
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• converging and diverging factor
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4- Putting values into coherence. T
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A Knowledge Management Approach to
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Learning by Doing is based on well
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• The description of a new case c
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Figure 5. A sketch of the problem a
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about who are the people to contact
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So, developing employability among
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ADAPTABILITY Versatility Flexibilit
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Source initialization Figure 3. Tra
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A Framework for the Potential Role
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III. Summary of Findings The questi
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judge the effectiveness of the BPR
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Creating Cultural Change with Emplo
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III. Determining the starting point
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Each of the steps in the model are
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The lighter (orange) points show th
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environment” (Kaplan and Tripsas,
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In terms of R&D management within f
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Cohen, W., & Levinthal, D. (1990) A
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Plateaux have been an efficient ans
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A Constraint Satisfaction Problem m
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each scenario likelihood is defined
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The manager of design team X announ
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Fostering SMEs networking through B
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SMEs whose rank overpasses a thresh
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transportation capacity that obstac
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CB (pk ) g ( p ) ij = ∑∑ i j >
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References Cuccia, L., La Commare,
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Master Data Management (MDM) The Ma
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Figure 3. EBX.Manager web-based too
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and Lamolle, 2005), we propose some
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Figure 6. Part of the definition of
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A general framework for new product
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III. Towards a model for the NPD pr
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We would notice that these macro ph
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options and forms). Feed-Forward st
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[19] Rak I., Teixido C. La démarch
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OL is an increasingly important are
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Finally, OL seldom occurs without a
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Figure 1. Part of the domain ontolo
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Figure 3. Forum Access (in French)
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Managing collaborative E-business a
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• An open-architecture Internet b
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Figure 2. Overview of System Archit
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incorporate the manufacturing rules
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This file residing in the central s
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Use for a creative and innovative a
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The work has to generate added valu
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document production easier. This so
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colour codes in order to materializ
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Innovation encounters: ecosystems a
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company focused on R & D for a spec
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Iyer, Bala, Chi-Hyon Lee, and N Ven
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process: design methodology and bus
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III. The case “Water treatment”
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Once the profiles are found and des
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II. Innovating to compete in the el
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Innovation system Based on the prev
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• Technical advice on company acq
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traditional business units strive t
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such as the engine or power train,
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The CPM method aims at identifying
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Figure 2. The combined risk plot (l
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of links. Thus, adding the DFP migh
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Economic and environmental performa
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adaptations in it. Operations manag
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IV. Modelling and scenario analysis
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The main objective of a simulation
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Bood R., Postma T. (1997), Strategi
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dimensions of innovation can be bas
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grouped around the assumption, that
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In addition, significant difference
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• The medium changeover time for
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Schumpeter, J.A. (1931): Theorie de
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manufacturing sector. The presented
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III. Effects of product related ser
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University Technology Business Incu
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III. Comparison between Chinese and
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different organizations may partici
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company "nursery") that will provid
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system for funding new ventures tha
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Page 279 and 280: 2. Organisational functions concern
Page 281 and 282: Gadrey J.; “Des facteurs de crois
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Page 285 and 286: non-European case study test sites
Page 287 and 288: in the following section, the leade
Page 289 and 290: Releasing of control - gaining of i
Page 291 and 292: • Leaders should check if there a
Page 293 and 294: The FP-M project, which appears mor
Page 295 and 296: Schein, E.H. (1987) Process Consult
Page 297 and 298: critical parts and provide secure e
Page 299 and 300: The descriptions of these phases de
Page 301 and 302: V. Potential change maturity model
Page 303 and 304: VII. Impacted process mapping When
Page 305 and 306: Lillian T. Eby et al. (2000) Percep
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Page 311 and 312: Fifth Step: Advance Development The
Page 313 and 314: Other ratios are: � Floating and
Page 315 and 316: A practical framework to apply inno
Page 317 and 318: • Reconfigurable. This means adap
Page 319 and 320: The proposed method to develop the
Page 321: Main contribution of the innovation
Page 325 and 326: (1998) adds the project concept. On
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Page 329 and 330: Skills Strategy Structure TYPE FACT
Page 331 and 332: (OR) literature asked: "Why are so
Page 333 and 334: A Case Study of Organizational Inno
Page 335 and 336: structure innovation for AI. We use
Page 337 and 338: feature puppets that stand 90 centi
Page 339 and 340: Entrepreneurial attitudes The Huang
Page 341 and 342: References Barley, S. (1983) Semiot
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Page 353 and 354: At first sight, these “paired-con
Page 355 and 356: Disorder - Order “dialogy” Anot
Page 357 and 358: Corcuff P. (2002) Les nouvelles soc
Page 359 and 360: • The technological factor that c
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Page 365 and 366: Design framework Summary Structure
Page 367 and 368: An empirical model of resource-base
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X. Conclusion ERIMA07’ Proceeding
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ERIMA07’ Proceedings Proceedings
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A ERIMA07’ Proceedings Index of a
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Proceedings of ERIMA07’ 15-16th M
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ERIMA07’ Proceedings ERIMA Public
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