Entrepreneurship & Innovation at FHNW - Fachhochschule Nordwestschweiz | Flashcards & Summaries

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TESTE DEIN WISSEN

Pay-what-you-want (PWYW) Business Model

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TESTE DEIN WISSEN

What makes such an offer attractive?
• Assortment
• Customer determines the price
• Social enterpreise (Food Waste)


Other examples
• Radiohead Album Raindows (2007)
• The Real Junk Food Project


Risks?
• Fairness / Price

Lösung ausblenden
TESTE DEIN WISSEN

Multiple resistances against innovations

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TESTE DEIN WISSEN

Resistance
• Technological (e.g. maturity, performance, system dependency, competing technologies)
• Economic (e.g. investment risk, demand, financing, cannibalisation of existing products/practices)
• Ecological and social (e.g. environmental risks, health risks, potential image damage)

Lösung ausblenden
TESTE DEIN WISSEN

Drivers and Barriers - Trus and openness

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TESTE DEIN WISSEN

“emotional safety” in interpersonal relationships
• Ideas and opinions are expressed openly
• No fear of reprisal and ridicule in case of failure
• Open and straightforward communication
• No hoarding and instrumentalisation of resources (information, material, software)


However: Too much trust “binds and blinds”
• Strong relationships lead to time and resources spent on personal issues
• Lack of questioning and criticisms, “group think”
• “Cliques” among isolated pockets of high trust

Lösung ausblenden
TESTE DEIN WISSEN

Drivers and barriers to innovation - Risk-taking

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TESTE DEIN WISSEN

bold initiatives are possible, even though outcomes are unknown
• People will state new ideas


However,
• too much risk taking leads to too many ideas, confusion,
• frustration that ideas don’t get implemented,
• little teamwork and many “lone wolves”

Lösung ausblenden
TESTE DEIN WISSEN

Innovation as «creative destruction» 

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TESTE DEIN WISSEN

Innovation as the enforcement of new combinations with which companies leave the beaten track of the static economy for profit.
Discontinuous creative destructiveness of innovation activity
Dynamic entrepreneurs:
• Thanks to their willingness to take risks and their foresight, they make use of inventions
• Profit from monopoly rents, i.e. pioneer profits through their competitive advantage
• Dynamic financiers which provide capital for innovation activity

Lösung ausblenden
TESTE DEIN WISSEN

GO/KILL/HOLD/RECYCLE

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TESTE DEIN WISSEN

1. Go: The project is ready to move to the next phase.
2. Kill: There is no reason to invest more time, so let’s shut it down.
3. Hold: The project is viable, but not ready to move to the next stage.
4. Recycle: We can develop this project further if we make some changes in scope.

Lösung ausblenden
TESTE DEIN WISSEN

Organizational climate

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TESTE DEIN WISSEN

Recurring patterns of behaviour, attitudes and feelings that characterize life in the organization
Climates represent employees’ perceptions of organizational policies, practices, and procedures, and subsequent patterns of interactions and behaviors


Examples
• Service climate, behaviours supporting services
• Climate for safety, behaviours supporting safety
• Climate for creativity


-> Better observable and more amenable to change than culture!

Lösung ausblenden
TESTE DEIN WISSEN

Location of the innovation function

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TESTE DEIN WISSEN

Basically possible in any type of structure in any position. There is no reliable information on the relationship between organizational structure and innovation success.


  • Centralized or decentralized?
  • In the line or in a staff?
  • Innovation alone or together with other functions?
  • With R&D or with marketing?
  • Performance-oriented structure - separating research, development and innovation?
  • Object-oriented structure, e.g. according to business segments? 
  • Matrix organization?
Lösung ausblenden
TESTE DEIN WISSEN

Stage-Gate Innovation Process

Lösung anzeigen
TESTE DEIN WISSEN

Every innovation project requires rough planning. Even if one deals with the future and this has its limits, rough planning is still necessary, on which one can orientate oneself.


This rough-cut planning can be based on the typical phases (stages):
• Stage 1 – Scoping Quick, inexpensive preliminary investigation and scoping of the project. It is largely desk research.
• Stage 2 – Build the Business Case Detailed investigation involving primary research (customer, market and technical) leading to a Business Case that includes product and project definition, project justification, and the proposed plan for development.
Stage 3 – Development The actual detailed design and development of the new product and the design of the operations or production process required for eventual full-scale production.
Stage 4 – Testing and Validation Tests or trials in the lab, plant, and marketplace to verify and validate the proposed new product, brand/ marketing, and production or operations plans.
Stage 5 – Launch Commercialization: the beginning of full-scale operations or production, marketing, and sales

Lösung ausblenden
TESTE DEIN WISSEN

Drivers and barriers to innovation - Challenge and involvement

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TESTE DEIN WISSEN

degree to which people are involved in daily operations, long-term visions and goals
• Motivates people intrinsically
• Dynamic, electric, inspiring quality
• People find joy and meaningfulness in their work.


However: Too high challenge and involvement may lead to “Burn outs”, inability to meet objectives, too long working hours

Lösung ausblenden
TESTE DEIN WISSEN

What happens at the gates?

Lösung anzeigen
TESTE DEIN WISSEN

Stage-gate process typically incorporates 6 proven criteria (scorecard method)

  1. Strategic fit
  2. product and competitive advantage
  3. Market attractiveness
  4. Technical Feasibility
  5. Synergies / core competencies
  6. Financial Reward/Risk

GO/KILL/HOLD/RECYCLE

Lösung ausblenden
TESTE DEIN WISSEN

Type of innovation - 2 factos

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TESTE DEIN WISSEN

1.Market – does the innovation create a new market, or address the existing market?
2.Technology – does the innovation use a new technology or an existing technology?

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Q:

Pay-what-you-want (PWYW) Business Model

A:

What makes such an offer attractive?
• Assortment
• Customer determines the price
• Social enterpreise (Food Waste)


Other examples
• Radiohead Album Raindows (2007)
• The Real Junk Food Project


Risks?
• Fairness / Price

Q:

Multiple resistances against innovations

A:

Resistance
• Technological (e.g. maturity, performance, system dependency, competing technologies)
• Economic (e.g. investment risk, demand, financing, cannibalisation of existing products/practices)
• Ecological and social (e.g. environmental risks, health risks, potential image damage)

Q:

Drivers and Barriers - Trus and openness

A:

“emotional safety” in interpersonal relationships
• Ideas and opinions are expressed openly
• No fear of reprisal and ridicule in case of failure
• Open and straightforward communication
• No hoarding and instrumentalisation of resources (information, material, software)


However: Too much trust “binds and blinds”
• Strong relationships lead to time and resources spent on personal issues
• Lack of questioning and criticisms, “group think”
• “Cliques” among isolated pockets of high trust

Q:

Drivers and barriers to innovation - Risk-taking

A:

bold initiatives are possible, even though outcomes are unknown
• People will state new ideas


However,
• too much risk taking leads to too many ideas, confusion,
• frustration that ideas don’t get implemented,
• little teamwork and many “lone wolves”

Q:

Innovation as «creative destruction» 

A:

Innovation as the enforcement of new combinations with which companies leave the beaten track of the static economy for profit.
Discontinuous creative destructiveness of innovation activity
Dynamic entrepreneurs:
• Thanks to their willingness to take risks and their foresight, they make use of inventions
• Profit from monopoly rents, i.e. pioneer profits through their competitive advantage
• Dynamic financiers which provide capital for innovation activity

Mehr Karteikarten anzeigen
Q:

GO/KILL/HOLD/RECYCLE

A:

1. Go: The project is ready to move to the next phase.
2. Kill: There is no reason to invest more time, so let’s shut it down.
3. Hold: The project is viable, but not ready to move to the next stage.
4. Recycle: We can develop this project further if we make some changes in scope.

Q:

Organizational climate

A:

Recurring patterns of behaviour, attitudes and feelings that characterize life in the organization
Climates represent employees’ perceptions of organizational policies, practices, and procedures, and subsequent patterns of interactions and behaviors


Examples
• Service climate, behaviours supporting services
• Climate for safety, behaviours supporting safety
• Climate for creativity


-> Better observable and more amenable to change than culture!

Q:

Location of the innovation function

A:

Basically possible in any type of structure in any position. There is no reliable information on the relationship between organizational structure and innovation success.


  • Centralized or decentralized?
  • In the line or in a staff?
  • Innovation alone or together with other functions?
  • With R&D or with marketing?
  • Performance-oriented structure - separating research, development and innovation?
  • Object-oriented structure, e.g. according to business segments? 
  • Matrix organization?
Q:

Stage-Gate Innovation Process

A:

Every innovation project requires rough planning. Even if one deals with the future and this has its limits, rough planning is still necessary, on which one can orientate oneself.


This rough-cut planning can be based on the typical phases (stages):
• Stage 1 – Scoping Quick, inexpensive preliminary investigation and scoping of the project. It is largely desk research.
• Stage 2 – Build the Business Case Detailed investigation involving primary research (customer, market and technical) leading to a Business Case that includes product and project definition, project justification, and the proposed plan for development.
Stage 3 – Development The actual detailed design and development of the new product and the design of the operations or production process required for eventual full-scale production.
Stage 4 – Testing and Validation Tests or trials in the lab, plant, and marketplace to verify and validate the proposed new product, brand/ marketing, and production or operations plans.
Stage 5 – Launch Commercialization: the beginning of full-scale operations or production, marketing, and sales

Q:

Drivers and barriers to innovation - Challenge and involvement

A:

degree to which people are involved in daily operations, long-term visions and goals
• Motivates people intrinsically
• Dynamic, electric, inspiring quality
• People find joy and meaningfulness in their work.


However: Too high challenge and involvement may lead to “Burn outs”, inability to meet objectives, too long working hours

Q:

What happens at the gates?

A:

Stage-gate process typically incorporates 6 proven criteria (scorecard method)

  1. Strategic fit
  2. product and competitive advantage
  3. Market attractiveness
  4. Technical Feasibility
  5. Synergies / core competencies
  6. Financial Reward/Risk

GO/KILL/HOLD/RECYCLE

Q:

Type of innovation - 2 factos

A:

1.Market – does the innovation create a new market, or address the existing market?
2.Technology – does the innovation use a new technology or an existing technology?

Entrepreneurship & Innovation

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