Innovation- and Changemanagement

1. Preliminary activity
   1. Consider functions, customers, supplliers, partners, government agencies and universities
   2. Commitment of leadership
   3. Vision
2. Development of technology
   1. Product needs and focus should be agreed
   2. Critical system requirements needs must be identified
   3. Major technologies which can contribute to the product needs to be specified
   4. Product requirements must be translated to technology
   5. Major technologies must be identified which has a potential to respond to a technology driver
   6. The most attractive technology needs to be selected
   7. Information of step 1-6 must need to be pulled together into the roadmap
3. Follow-up activity
   1. Validate the roadmap with group people which are later involved in the project
   2. Translate the developed roeadmap into  activities and reflect the roadmap frequently
   3. Keep the roadmap up to date

• Functional design (no innovation structure, conventional design!)
  • Define the RACI (Responsible, Accountable, Consulted, Informed) in order to avoid misunderstandigs
  • Find a solution  for the dilemma of the people involved in the daily business and innovation
  • Conflict management with the heads of department must be observed and considered
  • Clear rules must be defined
  • Project management structure necessary
• Matrix Design
  • Innovation is part of RACI
  • The dilemma for the people in between daily business and innovation is reduced
  • No conflicts with the heads of department must be considered because they are a part of the game
  • No barriers between the innovation and functional departments of the innovation process is implemented
• Double-sided organization (Ambidextrous Organizations)
  • RACI can be defined without conflicts
  • No dilemma for the people in between daily business and innovation
  • No conflicts with the heads of department must be considered
  • No barriers between the innovation and functional departments must be organized
  • After facing out the existing business the people get obsolete
• Process oriented
  • Project manager for the processes the RACI must be defined
  • The dilemma for the people in between the different process are available
  • Conflicts with the heads of department must be considered because they are a part of the processes
  • No barriers between the process structure and functional departments are visible
  • The success of innovations belong to the process owner
  • The organization must function according to the process
• Think Tanks (Cluster alike)
  • RACI can be defined without conflicts
  • No dilemma for the people in between daily business and innovation
  • No conflicts with the heads of department must be considered
  • The barriers between the innovation and functional departments must be organized
  • Responsibilities for innovations must be defined in the functional department

• Pathriarchi
  • Impulsive world view
  • Either you have power over the others through your authority or you do not have so muc h power and are obedient to the head who is now obliged to take care of you
  • Mafia, Street gang
• Functional
  • Traditional conformist worldview
  • Stick to the rules and you will be saved and part of the group. Break the rule and you will be rejected and ejected forever
  • Army, Church, 70% of all industrial companies
• Matrix - Performance oriented
  • Modern performance-oriented worldview
  • Deliver your service and be accepted and can convince others
  • Public companies, Global Banks, Global players as Coca-Cola or General Motors
• Project - Value based
  • Postmodern pluralist worldview
  • Employees are empowered to make decisions themselves
  • Values are not just a fig leaf
  • Corporate culture is in the foreground
  • Southwest Airline, Ben & Jerry's, Spotify
• Incentive (Anreiz) systems
  • Share results
  • Equal work, equal pay
  • Individual inventives
  • Team awards
• Integral evolutioinary
  • Postmodern pluralist worldview
  • Individual and collective development and self-management
  • Let go of your own ego and listen to the innver voice
  • Holistic thinking, pain and emptiness of modernlife feel separated from nature
  • Patagonia

No organization can be assigned to 100% of an organization form.

Accodring to Mr. Conzelmann together with the curve of change concept one of the most important concepts in management regarding understanding its employees.

• Artifacts: Visible, but interpretation necessary (e.g. form of infrastructure, rituals, stories, anecdotes, dress code)
• Values: Partly visible, partly unconscious (e.g maxims of action, retention rules, preferences, handling of overtime)
• Basic assumptions: Uncertainty, usually subconsciously taken for granted (e.g. relationships, the view of human beings, nature, the environment)

Look also at the miro board!!

• Customer satisfaction
• Customer acceptance
• relative R&D costs
• Relative market share
• sales increse
  • -> Maintianing quality guidelines
• no significant cost overrun
• No significant planning delays
• Fullfilled profit expectations
• Fullfilled sales expectations
• Market share with new services
• Expert rating <successful>

• Incorrect market analysis
• Market segment misdefined
• underestimation of competition
• Insufficient marketing support
• Product defects and technical problems
  • Product thinking instead of problem-solving thinking
• Leadership and communication problems
• Technological connection missed
• Incorrect resource assessment
• Development times underestimated
• Incorrect timing of the introduction
• Ignorance of innocation success factors

Product superiority (CIA)

The Business Model

1. Which of the technology/competence/innovation factors that our industry take for granted should be eliminated?
2. Which technology/competence/innovation factors should be reduced well below the indutry's standard?
3. Which should be raises well above the indutry's standard?
4. Which technology/competence/innovation factors should be created that the industry has never offered?

1. Strategy
2. Lucrativeness
3. Customer value
4. Profit and losses
5. Business model hurdles

• Copyright
  • Right to exploit a work of authorship
• Trademark
  • A word, phrase or symbol
  • Distinguishes a source of goods
  • service marks
• Patent
  • Right to exclusively exploit an invention

Uncertain

Unsecure

Risky

but indispensable (unumgänglich)

Innovations have led to the halving of the working time per week.

1. Generation: It deals almost exclusively with technology management, R&D resource allocatoin, research and development management
2. Generation: New drivers com efrom the market rather than from technology. Project management methods are developed and applied, and innovation projects are systemtically addressed.
3. Generation: The innovation strategy becomes an explicit part of the corporate strategy; Innovation planning is now a central corporate function. Project portfolios, integration into business processes, R&D partnerships and strategic R&D management are the tools used to manage innovation.
4. Generation: Involving customers in the innocation process becomes more important: customer needs and knowledge are used in the development of innovations.
5. Generation: The generation of innovation networks brings with it a systematic use of internal and external sources of knowledge: The integration of innovation and knowledge management, management of innovation networks and collaborations is used. This was followed by an opening up of innovation processes to involve customer, suppliers, universities, and sometimes even competitors.

1. Economics: Einen langfristigen Konjunktur-Wegweiser stellen die Kondratieffzyklen dar, sie identifizieren die Basisinnovationen und Werschöpfungskette für ein eZeitspanne von 40-60 Jahren
2. Community: Individualisierung, Umweltschutz, Globalisierung, neue Technologien, politische Veränderungen, Finanzkrisen usw. beeinflussen die Bedürfnisse der Menschen, ob Kunden, Mitarbeiter oder Geschäftspartner
3. Organisations and work: Organisationsstrukturen, Managementmethoden, Arbeitsbedingungen und Anforderungen verändern sich im Kontext der anderen Entwicklungen und können auch Innovationenen initiieren
4. Technology: Stichwort Industrie4.0, mit den grossen Themen Cloud, Big Data, Hybride Produkte etc.
5. Market: Stichworte sind; eCommerce, Erwartung an Services, Losgrösse 1, Effizienz, Digitalisierung

Without innovations their product or service gets old and people buy newer/better sutff (conveyor belt of death)

Innovation is a purposful enforcement of new

• technical (products, processes, technical knowledge)
• organizational (structure, culture, management style, change management)
• economical (Branch structure, market structure, market rules)
• social (politics, lifestyle, social trends)

solutions

Advanteages open Innovations:

• Time to Market
• Costo to market
• Fit to market
• New to market

• Product is alwys immaterial
• Changed service
• Client interaction channel
• Sevice delivery system or tehnological concept that leads to one or more (re)new(ed) servece functions
• Predictive maintenance

• Entrepreneurs
• Ideas
• Processes
• Planning 
• Vision