Innovation- and Changemanagement

• 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