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Kaa corporate innovation_services_en



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Our experience helping companies launch their innovation strategy has led us to believe that, to a great extent, one of the most important challenges facing companies that have started out on this journey is without doubt intelligent risk management.

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Kaa corporate innovation_services_en

  1. 1. Services for Innovation Appraise. Learn. Make. KAA Innovation & Consultancy Office
  2. 2. Learning and Innovating “Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow.” William Pollard
  3. 3. Do we manage risk in innovation? FinanceCulture Product TechnologyStrategy People Our experience helping companies launch their innovation strategy has led us to believe that, to a great extent, one of the most important challenges facing companies that have started out on this journey is without doubt intelligent risk management. In our company we have six key areas that must be taken into account for this kind of risk management: Culture, Strategy, People, Products, Technology and Finance. Focusing on these six core areas allows us to build highly competitive innovation models that are sustainable in the medium and long term. This document outlines the tools that KIM uses to respond to needs in any of the above areas in order to help you build an INNOVATIVE organisation, from its most anthropological aspect to its most advanced solution. Below are a set of questions we would like you to ask yourself, which we hope will inspire you to take the next step towards innovation in your company. Are we prepared to adapt to and/or pre- empt the market? What new businesses should we enter in order to maintain sustainable growth? Do we have the right people to develop all of the initiatives we should launch? Are we designing the products and services that best meet the requirements of our customers? Do we have technology that lets us provide the value our customers demand? Are we optimising the use of financial resources to develop all of the initiatives we should launch?
  4. 4. Three service areas Make Learn Appraise Appraise It is clear that before making any decision about our company we need to systematically and thoroughly assess the initial situation, in order to identify the areas that require action. Learn Innovation requires that the company be continually learning. The sources of new knowledge are diverse. We believe there are four key areas for reducing the risk of our investment: People, Markets, Opportunities and Methods. Make One of the most common barriers to innovation is inertia, the inertia of continuing to do the same thing we did yesterday. It can be tremendously difficult to break this dynamic. In order to overcome this barrier we work with innovation teams to carry out high-impact projects that make it possible to launch an innovative culture.
  5. 5. Three service areas Make Learn Appraise
  6. 6. Three service areas 12 solutions Make Learn Appraise
  7. 7. Three service areas 12 solutions 5. People 6. Markets 7. Opportunities 8. Methods 1. Culture 2. Systems 3. Processes 4. Results 12. Commercialization 11. Communication 10. Events 9. Projects Make Learn Appraise
  8. 8. Evaluate to improve Culture of Innovation By measuring a company’s culture of innovation we can identify the strengths where future initiatives may be leveraged, as well as the weakness to be corrected. We use the InnoQuotient methodology developed by Jay Rao and Joe Weintraub from Babson College. 1 Innovation system We analyse the company’s current innovation system through interviews with the people involved in its processes and in-depth analysis of the company’s finished projects. This analysis allows us to identify areas of the system to improve and plan suitable improvements. 2 Processes and Tools Any innovation system is a set of processes and tools that define a common methodology among different users. By measuring their performance we can quickly and efficiently improve the system. 3 A good innovation system must pursue specific and measurable results. By identifying and measuring these results we can determine if our innovation system is “healthy” and if we are heading in the direction intended. Results 4 A
  9. 9. Evaluate to improve Culture of Innovation  Culture of innovation survey  Strategic thinking workshop  Culture of innovation results report  Benchmarking 1 Innovation system  Innovation system analysis (including processes, tools and results)  Innovation system design  Innovation system improvement 2 Processes and Tools  Innovation processes  Tools for innovation  Systematising innovation  Innovation management software 3  Innovation metrics: - Participants - Ideas - Challenges - Projects - Resources used - ROI - Payback - Time to market - Qualitative…  Innovation dashboard Results 4 A
  10. 10. Evaluate to improve Culture of Innovation 1 Innovation system 2 Processes and Tools 3 Results 4 A
  11. 11. Learning from… People Whether our company targets the final consumer or not, its success will always depend on the people involved in its value chain. Having a thorough understanding of how people act in our business allows us to improve and prevent barriers that are often not visible at first glance. Markets Getting access to relevant information about new markets that we want to target is no easy task. The field needs to be thoroughly explored and an understanding of the drivers and the rules of the game is required. If it is a known market, we help you design a study plan and to collect quality information. Opportunities They say that there are seven kinds of opportunities. Knowing how to correctly understand and define these opportunities is key to starting to innovate in the right direction. We can help you explore and define the challenges your company faces. Having the best innovation tools and methods is key. We develop customised training plans for innovation teams, product development, marketing, etc. Design thinking, Lean start- up, Customer development and Agile PM are just a few of the skills on the KIM team. Methods L 5 6 7 8
  12. 12. Learning from… People  Ethnography  Co-creation workshops  In-depth interviews  Customer journey  Engagement  Consumer trends  Desk research Markets  Market studies by sector  Technological studies  Viability  Interviews with experts  Value chain analysis  Market readiness Opportunities  Orthodoxies  Needs  Markets  Megatrends  New knowledge  New technologies  New perceptions  Innovation management  Lean start-up  Customer development  New business models  Ethnography  Design thinking  Creativity Methods L 5 6 7 8
  13. 13. Learning from… People 5 Markets 6 Opportunities 7 Methods 8 L
  14. 14. Make it happen Projects Innovation often involves an extra workload that companies must learn to assimilate. To overcome this first hurdle, we work hand in hand with the company to carry out highly complex projects and ensure results in a reasonable timeframe. Events Sharing innovation with the rest of the company is extremely important both because of its infectiousness and because it acknowledges internal discipline. We help with the design, planning and execution of innovation-related events. Communication One of the most important tasks when dealing with innovation is how it is communicated (idea campaigns, knowledge management, innovation day, defining challenges, open innovation, mailings, intranet, etc.). We are experts in promoting innovation projects in highly technological environments. The perfect execution of the innovation process does not always mean success: we know that commercializing innovation is one of the most widespread difficulties among businesses. KIM is an expert in knowledge transfer and can help make your company’s innovation more profitable. Commercialization M 9 10 11 12
  15. 15. Make it happen Projects  New products  Service design  New business models  Implementation of innovation systems  Innovation campaigns  Product development Events  Knowledge management  Industry events  Innovation awards  Challenge launch  Innovation hackathons  Presentation of new services  Online/offline events Communication  Technology portfolio design  Innovation brochures  Innovation newsletter  Call for ideas campaigns  Invitations to events  Technology commercialization networks  Contracts and licenses  Negotiation  Sale or session of operation Commercialization M 9 10 11 12
  16. 16. Make it happen Projects Events Communication Commercialization M 9 10 11 12
  17. 17. Team
  18. 18. Rol: Rol: Ferran Sesplugues, Innovation Manager, manages KIM’s Innovation & Consultancy Office. He is an Industrial Designer and has a postgraduate degree in Project Management from the UPC. Specialising in Design Thinking and User-Centred Innovation, he has worked as a Design Management Consultant since 2009. Ferran has over 12 years of experience in design and innovation. He has worked for some of the biggest Spanish design firms (Santa & Cole, Vilagrasa, Escofet, Estiluz, etc.) as a creator and a product developer. Team (I) Carlos Álvarez, Marketing Director. Carlos has a Bachelor’s degree in Business Administration from Georgetown University and a Master’s degree in Market Research and Strategic Marketing from the Institut d'Etudes Politiques de Paris, Sciences Po. He is a senior Technology Transfer consultant, specialised in ventures based on science and technology. Carlos gained his experience in the fields of strategic consulting and technology management and since 2003 has been collaborating with companies, research centres, public authorities and investors on improving the return on R&D investments. • Technical management and development of methodologies and deliverables • Analysis of research results • Senior consultant • Business model advisor
  19. 19. Rol: Rol: Miquel Angel Perez, Marketing Manager, is a Telecommunications Engineer and has an MBA from the UPC. He has over 15 years of experience in Marketing and Trade Marketing in industrial and technology-based B2B markets. He is an expert in Spanish research and innovation networks and has conducted research on innovation methodologies and systems in order to ensure market acceptance and financial viability of the operation. His experience includes leadership of the innovation unit at the Leitat Technological Center, participation in European projects and conducting presentations and studies on innovation management. Team (II) Andrea Marí, an Industrial Organization Engineer specialised in Industrial Management, has participated in a range of creation and management programmes for technology- based companies. She is also an Industrial Design Technical Engineer with a Master’s degree in Graphic Design for Advertising. She has worked as an independent consultant on seeking financing for companies, business development and innovation. Andrea manages the KAA Knowledge Agents Alliance services from the Chamber of Commerce of Madrid. • Expert consultant on process analysis • Qualitative research • Methodology validation • Project Manager • Technical research on primary and secondary sources
  20. 20. Rol: Rol: Francisco Velasco is Director of KIM-Madrid. Francisco is an Industrial Engineer with a Master’s degree in Aerospace Materials Science from the University of Central Lancashire (UK) and an MBA from the Open University Business School. Francisco began his career in R&D project management in the UK, coordinating various technological projects, establishing partnerships between companies and universities, leading the management of a research laboratory and coordinating various technology transfer initiatives. Team (III) Antoni Paz is the Executive Director of KIM, Director of KIMinvest and Member of the Design Research Innovation Board. He studied Agricultural and Food Industries Engineering at the Polytechnic University of Catalonia and has a degree in Science and Food Technology from the University of Barcelona as well as a MBA from EADA Business School. Antoni has extensive professional experience in innovation and scientific management for organisations in the private sector (companies, technology centres and business associations) and the public sector (administrations and universities), providing services in auditing, consulting and preparation, and coordination and management of R&D&i projects. • Account Manager • Overall coordination of resources • Supervisor • Support in the strategic design of the innovation system.
  21. 21. References
  22. 22. Main references
  23. 23. Success Story (I) Challenge Improve innovation transfer and knowledge management indicators by 100%. Solution  Reposition the Innovation Office and knowledge management within the organisation.  Identify new intangible assets.  Optimise and improve existing processes. Method 1. Innovation system and knowledge management diagnosis. 2. Ethnographic research (interview). 3. Identification of areas for improvement. 4. Improvement plan. 5. Design and implementation of new tools. The client Large Spanish resources and services management company with international reach. 11,000 employees. Operating in 10 countries: Spain, Chile, United Kingdom, Mexico, Colombia, Algeria, Peru, Brazil, Turkey and United States. €1.956 billion in turnover. €15 million annual investment in innovation. €60 million return on tech products.
  24. 24. Success Story (II) Challenge Crosscutting consolidation of a company’s internal innovation culture with a strong orientation to the market and results. Solution  Mapping of global knowledge in the strategic lines of the company.  Design, development and implementation of new competitive intelligence tools based on information technologies.  Implementation of 10 good practices in innovation processes over the next two years. Method 1. Innovation system and knowledge management diagnosis. 2. Workshops by business division. 3. Identification of areas for improvement. 4. Improvement plan. 5. Design and implementation of new tools. The client Large energy services company. 17,000 employees. Operating in 20 countries: Spain, Colombia, Argentina, Mexico, Brazil, among others. €5 billion EBITDA. €45 billion asset portfolio. €4 million annual return on non-tech innovation.
  25. 25. Success Story (III) Challenge Identify and evaluate intangible assets for marketing in new sectors. Solution  Prioritising technology and innovation with the greatest transfer potential. Method 1. Analysis of the company’s technology portfolio. 2. Search for new applications. 3. Comparative study of target markets. 4. Expert assessment of priority technologies. The client Large manufacturer in the automotive sector. 11,500 employees. €6.5 billion turnover in 2013. €2.6 billion in R&D&i investment and spending.
  26. 26. Methods
  27. 27. Tools (I) Ethnographic observation is a research method based on fieldwork, in which a large volume of information is collected through interviews or conversations with people involved in a process or environment. The result of the qualitative interviews is a broad and thorough understanding of the motivations, gear shifters and desires of a group of individuals who share a culture and a way of doing things. This information can be used to design services, processes and products that are highly “meaningful” for people who will be involved in its deployment, be it as users, recipients or implementers.
  28. 28. Tools (II) The Profile segmentation map is a tool that makes it possible to visually classify different company profiles depending on their attitude at work and their attitude towards innovation. The Profile segmentation map identifies the actors who will be involved in promoting the culture of innovation within the company.
  29. 29. Co-Creation recognises the power of people and makes it possible to extract innovative concepts in the process. It also expands the company’s ability to take a close look at its offer and capabilities, thereby enabling it to take advantage of opportunities for business and for operational improvement that might not be visible at first glance. Tools (III) Co-creation is a technique that gets people involved in generating ideas together. Co-creating means that the company and its stakeholders come together to design the experiential environment at every point of interaction in order to create mutual value.
  30. 30. • Meet the user’s real needs (Consumer Centric Innovation), which are difficult to detect and translate objectively. • Align new products/services with consumer trends. Find new business opportunities with different business models. • Set the company apart from the competition. Add value in a different way. • Add value through technology. Become difficult to copy and be competitive on the basis of knowledge management and innovation. • Match new products/services with the capabilities of the company and its supplier networks. Tools (IV) With the ConceptLab® we can generate innovative concepts for new products, services and strategies through an exhaustive study of people and how they interact with the market and its environment. The research of emergent behaviours, the analysis of specific contexts and the detection of new market trends become core strategies for identifying innovative concepts, that is, those concepts that manage to sustainably generate greater value and socioeconomic impact for the company.
  31. 31. • Display ideas for business models in an effective and agile way. • Build and test viable business model options. • Evaluate opportunities and relationships and select the best option with the different stakeholders. Tools (V) The Business Model Canvas is a strategic management and venture methodology. It makes it possible to describe, design, test, invent and improve the business model. It can also be used to design and generate business models collaboratively.
  32. 32. KIM Global©2015 Barcelona-Vigo-Madrid Ferran Sesplugues Area Manager. Innovation fsesplugues@kimglobal.com Tel. 0034 93 266 71 38 Venezuela, 103, 1ª planta - 08019 Barcelona www.kimglobal.com @KIM_global Contact us