Virksomhedsudvikling nu og i fremtiden

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1 Virksomhedsudvikling nu og i fremtiden Jacob Høj Jørgensen Senior Consultant, Ph.D. d e l e n d o r f f. c o m Jacob.hoj@gmail.com DELENDORFF ADVISORY - Gemmavej 3 - DK-8270 Højbjerg - E: jacob.hoj@gmail.com- T: Ydelser Aktivinvolveringafbrugerei udviklingsprocessen Brugerundersøgelser der peger fremad Inspirationsforedrag og workshops

2 Forskningsbaseret rådgivning Forskningsbaseret rådgivning Vores tilgang til opgaveløsning sikrer metodisk soliditet i: Dataindsamling Databearbejdning Analyse Anbefalinger

3 Gode idéer skaber resultater Jeg tror der er et verdensmarked for måske fem computere«, Thomas Watson, Chairman for IBM, Der vil ikke være et marked for fjernsynet. Folk vil hurtigt blive trætte af at kigge ind i en trækasse hver eneste aften. Darryl F. Zanuck, direktør for 20th Century-Fox i ,5 megabite ought to be enough for anybody«, IT-guruen Bill Gates i Skype er en spændende idé, men spillerne på telemarkedet er for store og udbredelsen af højhastighedsinternet for lille Ledende medarbejder i dansk venture selskab i 2001.

4 Udfordringenerat kunnese mulighederne og handle efter dem Agenda Hvordan ser verden ud? Hvilke udfordringer står virksomhederne overfor i fremtiden? Hvordan kan vi understøtte dem i udviklingen af deres virksomheder og i at kunne se mulighederne?

5 Tendens The increasing complexity and pace of the industrial technological change are pushing firms to create new vertical and horizontal alliances and to strive for greater flexibility and efficiency in responding to rapid market changes. Tendens When adapting to these new challenges some companies moves towards greater and more strategically directed integration and networking with external agencies such as customers in R&D partnerships (Baldwin, Hienerth, & von Hippel 2006; Håkansson 1987;Rothwell 1994)

6 Udviklingen i innovationsmodeller Late1990s today: 1950s middle 1960s: Technology Push Linear model Seller markets Marketing of minor importance Middle 1960s early 1970s Market Pull Linear model Strategies of differentiation Rationalization of R&D comes to the fore Early 1970s middle 1980s: Coupling Model Phase of consolidation and rationalization Combination of TP and MP Innovation as complex net of communication paths Middle 1980er early 1990er: Integrated Model Cooperations, especially integration of suppliers Parallelized activities Focus on speed of development 5th Generation Innovation Faster cycles of innovation Increasing customer demands Individualization Cost pressure Innovation as Networking Process - Systems - Suppliers - Customers Customer not considered Customer in central role at start Market in continuous alignment with R&D Integrated Model Innovative approaches of customer integration Fremtidens virksomheder 1. håndterer aktivt deres netværk 2. involvererdereskundersomressourcei virksomhedsudviklingen

7 Hvad er et netværk? Three levels: 1. Interactions: Sporadic contact between two organisations 2. Relationships: When interactions expand in time 3. Networks: A system of relationships An inter-organisational network is defined as a number of organisations (>2), which are linked together by relationships, and which are oriented towards some sort of task

8 Det akademiske arbejde bag Sources of innovation do not reside exclusively inside firms; instead they arecommonlyfoundin theintersticesbetweenfirms, universities, research laboratories, suppliers, and customers (Powell, Koput, & Smith-Doerr 1996, p. 118) Fokus pånetværks betydning i forhold til innovation og virksomhedsudvikling: Dhanaraj & Parkhe2006; Tidd1995; Zaheer& Zaheer1997; Eisenhardt 1989; Burt 1992; Granovetter1973; McEvily& Zaheer1999, Ahuja2000; Uzzi1997; Walker, Kogut, & Shan 1997; Capaldo 2007; Gulati, Nohria, & Zaheer2000; Dyer & Nobeoka2000; Dyer & Hatch 2006; Albino, Garavelli, & Schiuma1998; Putnam 2000; Coleman 1988; Birkinshaw, Bessant, & Delbridge2007 etc. etc. Netværkets karakteristika Coleman - closure: An important form of social capital is the potential for information that inheres in social relations [...] a person who is not greatly interested in current events but who is interested in being informed about important developments can save the time required to read a newspaper if he can get the information he wants from a friend who pays attention to such matters (Coleman 1988). Burt structural holes: Emphasis is not as much on the direct ties, which an organisation has within a network, but rather on the brokerage opportunities of the organisation. Granovetter strength of weak ties: Acquaintances are more likely than close friends or family to move in different circles than the circles that you move in yourself:the friends and family can often only provide information that you already have yourself

9 Samarbejdsformen Hierarchy/ Intra-firm collaboration Network/ Inter-firm collaboration Market Normative basis Employment relationship Complementary strengths Contract, property rights Means of communication Routines Relational Prices Tone or climate Formal/bureaucratic Open-ended, mutual benefits Precision and/or suspicion Actor preferences or choices Dependent Interdependent Independent Methods of conflict resolution Fiat/supervision Reciprocity and reputation Haggling Virksomhed med ca ansatte. (Unilize.dk)

10 Illustrationen gengiver den overordnede kommunikatio n mellem tre skoler i Odense Kommune og skoleafdelinge n (blå). I alt 227 medarbejdere (Unilize.dk) Tendensen i forhold til innovation Øget fokus behov for input udefra i innovationsprocessen (Chesbrough 2002, 2003 & 2004): Netværksbaseret innovation Brugerdreven innovation Medarbejderdreven innovation Open source-teknologi...! Succesfuld innovation kan i stadig mindre grad gennemføres internt i virksomheder virksomheder skal have hjælp udefra!

11 Fremtidens virksomheder.. Gulati& Kletter 2005: Den relationscentrerede organisation Not all the smart people work inside our company (Chesbrough 2004) Shriking Core expanding periphery (Corporate Networking 2010)

12 Fra Chess til Poker Chess Must plan several moves ahead Your resources are well-defined Poker Must adapt and adjust as new information arrives Your resources emerge over time Your competitor s resources are well understood No new information arrives during game Your competitor s resources emerge over time New information arrives regularly Hvilket netværk vil I som virksomhed foretrække?

13 Boundaryspanning er en konkurrencemæssig fordel Iværksætterens netværk?

14 Charles Darwin

15 Weak ties matter

16 Hvor vigtigt er netværk? Netværket er virksomhedens vigtigste ressource, men ikke dens ejendom Forbedret forståelse af dit netværk 1. Morphological characteristics: a) Anchorage: Who initiated the network, and who are or have been member of the network. b) Reachability: How compact is the network in terms of the steps it takes to get in contact to a person from any given start point (Kevin Bacon in Hollywood) c) Density:An indicator of the rate between actual links between the persons in the network and the total number of potential links. d) Range: The degree to which the links between the participants in the network are crossing sectoral, economic etc. disparities. 2. Interactional characteristics: a) Content: What is the network aimed at? b) Directedness:The reciprocity of the relationships in the network (not all my friends see me as their friend) c) Durability: The lifetime of the network. d) Intensity: Howcommitted are the participants to comply with the decisions of the network? e) Frequency: How often are the participants in contact with one another?

17 Ledelse af netværksbaseret udvikling Ledelse af netværksbaseret udvikling

18 Metode til håndtering af netværk FFP-modelfor netværksbaseret innovation (med inspiration fra Birkinshaw, Bessant& Delbridge 2007): 1. Finding 2. Forming 3. Performing 1. Finding: a) Hvad er målet for projektet? b) Hvilke ressourcer har vi brug for forat realisere målet (knowhow, hardware, software, slutbrugerkontakt etc.)? c) I hvilket omfang har vi disse ressourcer i vores egen virksomhed? d) Har nogen af vores kunder, leverandører, konkurrenter etc. de ressourcer, som vi mangler for at realisere målet? e) Hvordan er vores links til de organisationer, som har de ressourcer, som vi mangler?

19 2. Forming: a) Hvordan kan vi komme i kontakt med de organisationer, som vi har identificeret som relevante for projektet? b) Har nogen af de relevante organisationer konkurrerende eller komplementære projekter? c) Hvilke øvrige barrierer kan identificeres i forhold til at involvere organisationerne i vores projekt? d) Hvordan kan disse barrierer fjernes/minimeres? e) Hvilke incitamenter kan vi etablere for at fåinvolveret organisationerne i vores projekt? f) Hvordan kan vi promovere og anskueliggøre disse incitamenter for mulige deltagerorganisationer (hvad er selling point)? 3. Performing: a) Hvordan skal netværket organiseres (kernegruppe eller flad struktur)? b) Skal vores organisation være i spidsen for alle processer eller skal der uddelegeres til andre partnere/eksterne leverandører? c) Hvordan skal projektet forløbe tidsmæssigt? d) Hvordan skal profilen for projektdeltagerne være (operationelle/tekniske eller strateger/forretningsudviklere)? e) Hvordan sikres forankring i vores egen virksomhed/i de andre deltagende organisationer? f) Hvor åben ønsker vores virksomhed at være i forhold til projektet og mulige nye deltagere under projektperioden?

20 Aktiv brugerinvolvering i virksomhedsudvikling

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25 Intro til brugerdreven innovation FraMAP TIL CAP Manufacturer Active Paradigm Customer Active Paradigm (Von Hippel 1978) The Customers Getting good information on customer needs for innovative products in potential markets in itself presents a challenge as customer preferences may not even be known by the customers themselves (Balachandra& Friar 1997).

26 The Customers It is a tendency that users of products are becoming more able to innovate by them selves rather than wait for the manufacturer to make the desired changes to products. This regards both fimsand individual consumers Eric von Hippel(2005) The Customers The difficulty is that fully understanding customers' needs is often a costly and inexact process. Even when customers know precisely what they want, they often cannot transfer that information to manufacturers clearly or completely (Thomke& Von Hippel 2002)

27 Brugerne skaber kreative input.. Setting the scene Howe School of Technology Management

28 Præsentation af 4 tilgange til BDI Lead User metode Communities Tool Kits Crowd Sourcing The Lead User Concept

29 The Lead User Concept Von Hippel(1986) suggests adopting concepts and prototypes already developed by users Lead Users. He defines the Lead Users as: 1. Lead users face needsthat will be general in a marketplace but face them months or years before the bulk of that marketplace encounters them, and 2. Lead users are positioned to benefit significantly by obtaining a solution to those needs. Eric von Hippel(2007)

30 The Lead User Concept Thereby Lead Users are usersof a productthat currently experience needs still unknown to the public and who also benefit greatly if they obtain a solution to these needs. Autonomously these users often develop important product-and process innovations (Harhoff, Henkel, & von Hippel2003). Finding such lead users will provide the company with insight in future market trends and knowledge of developed prototypes. However the Lead User concept is highly reliant on both the company ability to identify the true lead users, and the lead users willingness to freely reveal their innovations. Examples Mountain Bike Windsurfing (Shah 2000) ABS Anti Block System

31 Examples Parallel Industries Frank Piller(2007) Communities

32 Communities The findings of (Franke& Shah 2003) suggest that monitoring some innovative user-communities may be an efficient method for identifying commercially appealing innovations already developed. They point out two critical steps in this process: 1. selecting promising communities 2. gathering information from community members

33 Communities Franke& Shah (2003) indicate that: Central members of the community are likely to both innovate and to have an exceptionally good knowledge of user-innovations developed by other community members.

34 t PrebenLarsen : Forum-ind VIP t i r s Medlem siden: d 18. juli 2006 a Land: Denmark g Beskeder: 2 Status: Offline d. citér Hej Jacob 2 5 Jeg har selv lige købt en 910 og er ved at undersøge det samme - blot til min VW Golf V.. j u l i k l. Du skal først sikre dig, at du har en line-in indgang i din head-unit. Mit fabriksmonterede anlæg er forberedet tilslutning af CD-changer, og det er via denne indgang, at man kan tilslutte 910'eren. I mit tilfælde betyder det, at jeg skal have fat i et special-kabel, som jeg har fundet her: TA6_W0QQitemZ QQihZ018QQcategoryZ76085QQssPageNam ezwdvwqqrdz1qqcmdzviewitem Jeg vil tro, uden at kende meget til BMW, at der findes et tilsvarende kabel til din head-unit. Du skal blot sikre dig, at der er et 3.5" minijack i den ende, der skal forbindes til 910'eren. En Googlesøgning på noget i retning af "bmw e46 line-in" burde hjælpe dig på vej. Go' jagt:) 2 2 : 5 5 I P - a d r e s s e r e g i s t r e r e t

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36 d t : l ø r Medlem siden: d 12. juni 2005 a Land: Denmark g Beskeder: 660 Status: Offline d m a j k l. 2 0 : 1 6 I P - a d r e s s e citér FLOT vejledning!!!! Den skal du have tak for! Desværre har jeg nok ikke modet eller evnerne til at give mig i kast med at lave min egen holder, men det kan der jo være, andre har. Kent. r e g i s t r e r e t /hardware: Enhed: GO 910 TT: GO Kort: Mobil: Sony Ericsson W810i

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38 Examples TomTom Ideas, MapShare, Support, POI, Add-ons, etc. Apache Ideas, Development, Support, Marketing, etc. ebay Ideas, Development, Testing, etc.

39 Implementer Community tilgangen Create something worth building a community around. Identify and recruit your thunderlizards immediately! Assign one person the task of building a community. Give people something concrete to chew on (open up plug in etc.) Welcome criticism Publicize the existence of the community Crowd Sourcing

40 The Concept of Crowd-Sourcing According to Howe(2006) Crowd-Sourcing (InteractiveValueCreation) represents; theactofa companyorinstitution takinga functiononceperformedby employeesand outsourcingitto an undefined(and generallylarge) networkofpeoplein theform ofan opencall. Thiscan taketheform ofpeer-production(whenthejob is performed collaboratively), but is also often undertaken by sole individuals. (Howe 2006) The Concept of Crowd-Sourcing Using the concept of Crowd-sourcing allows the focal company to in-source competences in the innovation network on an ad-hoc basis. Thecompanymakesan opencallfor a solution to a specifiedproblem e.gideageneration, design, improvements, manufacturingetc. and the customers bid in with possible solutions.

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42 Goldcorp Challenge 3-D Map of GoldcorpMine Goldcorpis Toronto based mining firm with a 50 year-old mine in Red Lake Ontario. In 1999 CEO Rob McEwen instructed his geologists to release all geological records to the public. The GoldcorpChallenge offered $575k to anyone who could find the gold and drew 1,200 people from 50 countries. Results: 110 sites identified 50% new, 80% produced gold. 8 million ounces found. Company value up from $100 million to $9 billion. They did not encourage collaboration Goldcorp Challenge The GoldcorpChallengesuccessfully harnessed the instantaneous global reach of the Internet and tapped into the intellectual capital, creativity and insightof some of the world s best geological minds The international nature of The GoldcorpChallengewas clearly demonstrated by the nationality of the semi-finalists selected in October 2000; 13 from Canada, 6 from Australia, 3 from the United States, 2 from Russia and 1 from Spain.

43 Implement Crowd-Sourcing - From problem solving to solution seeking Define problem Broadcast search to distribute problem solving (opening the innovation process) (Jeppesen/ Lakhani 2005) Shift everything but problem specification to outside and peripheral solvers Motivate peripheral solvers to do local search their local search will be different than problem holder s local search Innovation Toolkits

44 Innovation Toolkits In the traditional new product development process, manufacturers first explore user needs and then develop responsive products. However developing an accurate understanding of a user need is not simple or fast or cheap (Franke& von Hippel 2003;Piller & Walcher 2006;von Hippel& Katz 2002). Toolkits for user innovation is an alternative approach in which manufacturers actually abandon the attempt to understand user needs in detail in favour of transferring needrelatedaspects of product and service development to users. Innovation Toolkits The toolkits approach to innovation involves transferring need-related product development tasks from manufacturers to users, and equipping the users with tools to carry out those tasks by themselves. Monitoring the customers engage in experimentation with product modifications would reveal which customers are innovation demanding and who have 1. hand knowledge of prior prototypes

45 Example Bush BoakeAllen (BBA) (International Flavors and Fragrances) Examples

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47 Muji house, Japan Mujii salgaf200 husekonfigureredeog designedeafkundernei løbendedialog med andre kunder og fagfolk.

48 Whatto do onmondaymorning? Brug prototype tankegangen: Anvend relevante elementer af brugerdreven innovation i et konkret projekt Tænk i aktive kunder fra MAP til CAP Udvælg mest attraktiv metode og implementer den i afgrænset projekt Åben døren lidt påklem for kunderne og brug dem som inspiration og udviklere References Baldwin, C., Hienerth, C., & von Hippel, E. 2006, "How user innovations become commercial products: A theoretical investigation and case study", Research Policy, vol. 35, no. 9, pp Cooper, R. G. 2005, Product Leadership: Pathways to Profitable Innovation Basic Books. Cooper, R. G. & Kleinschmidt, E. J. 1987, "Success factors in product innovation", Industrial Marketing Management, vol. 16, no. 3, pp Franke, N. & Piller, F. 2004, "Value creation by toolkits for user innovation and design: The case of the watch market", Journal of Product Innovation Management, vol. 21, no. 6, pp Franke, N. & Shah, S. 2003, "How communities support innovative activities: An exploration of assistance and sharing among end-users", Research Policy, vol. 32, no. 1, pp Franke, N. & von Hippel, E. 2003, "Satisfying heterogeneous user needs via innovation toolkits: the case of Apache security software", Research Policy, vol. 32, no. 7, pp Hagedoorn, J. 2002, "Inter-firm R&D partnerships: an overview of major trends and patterns since 1960", Research Policy, vol. 31, no. 4, pp Harhoff, D., Henkel, J., & von Hippel, E. 2003, "Profiting from voluntary information spillovers: how users benefit by freely revealing their innovations", Research Policy, vol. 32, no. 10, pp Herstatt, C. & Vonhippel, E. 1992, "From Experience -Developing New Product Concepts Via the Lead User Method -A Case-Study in A Low-Tech Field", Journal of Product Innovation Management, vol. 9, no. 3, pp Hippel, E. v., Thomke, S., & Sonnack, M. 1999, "Creating Breakthroughs at 3M", Harvard Business Review, vol. 77, no. 5, pp Jongbae, K. & David, W. 2002, "Strategic issues in managing innovation's fuzzy front-end", European Journal of Innovation Management, vol. 5, no. 1, p. 27. Kim, J. & Wilemon, D. 2002, "Focusing the fuzzy front end in new product development", R&D Management, vol. 32, no. 4, pp Piller, F. T. & Walcher, D. 2006, "Toolkits for idea competitions: a novel method to integrate users in new product development", R & D Management, vol. 36, no. 3, pp Piller, F., Schubert, P., Koch, M., & Moslein, K. 2005, "Overcoming Mass Confusion: Collaborative Customer Co-Design in Online Communities", Journal of Computer-Mediated Communication, vol. 10, no. 4, p. 00.

49 Qingyu, Z. & William, J. D. 2001, "The fuzzy front end and success of new product development: A causal model", European Journal of Innovation Management, vol. 4, no. 2, p. 95. Reid, S. E. & de Brentani, U. 2004, "The Fuzzy Front End of New Product Development for Discontinuous Innovations: A Theoretical Model", Journal of Product Innovation Management, vol. 21, no. 3, pp Thomke, S. & von Hippel, E. 2002, "Customers as Innovators: A New Way to Create Value",Harvard Business Review, vol. 80, no. 4, pp Urban, G. L. & von Hippel, E. 1988, "Lead User Analyses for the Development of New Industrial-Products", Management Science, vol. 34, no. 5, pp von Hippel, E. 1986, "LEAD USERS: A SOURCE OF NOVEL PRODUCT CONCEPTS", Management Science, vol. 32, no. 7, pp von Hippel, E. 1987, "Cooperation between rivals: Informal know-how trading", Research Policy, vol. 16, no. 6, pp von Hippel, E. 2005, Democratizing Innovation,. MA: MIT Press (April), Cambridge. von Hippel, E. & Katz, R. 2002, "Shifting innovation to users via toolkits", Management Science, vol. 48, no. 7, pp von Hippel, E. & von Krogh, G. 2006, "Free revealing and the private-collective model for innovation incentives", R & D Management, vol. 36, no. 3, pp