P4G Masterclass - Hoe innovatief ben je eigenlijk v07sm

Transcription

Port4Growth
Masterclass Philips Innovation Services:
Hoe innovatief ben je eigenlijk?
Simon Minderhoud
Philips Innovation Services, Industry Consulting
2013-09-25
Take aways
• Consistently balance your innovation efforts from the
strategic level down to the hands-on level
• Equally divide your innovation attention between innovation
effectiveness and innovation efficiency , and manage it
• Start improving your innovation process today, because the
world is changing rapidly
Innovation
Effectiveness
Innovation
Efficiency
Management of
Innovation
Strategic
Level
Do you have an
Innovation
Strategy?
Is your Innovation
contributing to
Business
Growth?
Have you
organized your
company around
Innovation?
Tactical
Level
Do you know
your Innovation
Playing Field?
Are you
innovating fast
enough?
Do you leverage
Innovation
Collaborations?
Hands-on
Level
Do you know
what your
customers really
want?
Do you manage
your Innovation
Risks?
Do you get the
most out of your
Innovation
Teams?
Philips Innovation Services, Simon Minderhoud, P4G masterclass Innovation, 2013-09-25
1
Innovation Excellence
Industry
Consulting
• Introduction
• Innovation Context
• Innovation Excellence Made Simple
– Nine Power Questions
• Innovation Effectiveness
• Innovation Efficiency
• Managing Innovation
• Concluding Remarks
Where consulting
gets hands-on
INNOVATION ?
Innovation ≠ Invention
2
Your Innovation Challenges?
Innovation Challenges (1)
– When was the last time your company brought a successful product
to the market?
– Are you trying to reduce the throughput time of your innovation
process? And is your company not achieving that 25% reduction?
– Are you desperately in need of a 25% cost reduction?
– Are you unsuccessful in reaching that 25% quality improvement
year after year?
– What does your company need in order to be a successful
innovator?
– Do you understand what is needed in innovation, but the rest of the
company is lagging behind?
– What is your vision on innovation?
– How well is my company doing in innovation?
3
Innovation Challenges (2)
7
Changing markets
… Open
Faster
Innovation
Flexibility
Quality
Efficiency
’60’s
’70’s
’80’s
’90’s
’00’s ’10’s
Based on Bolwijn & Kumpe, 1990
4
Het traditionele innovatie dilemma
9
Industry
Consulting
• Introduction
Where consulting
gets hands-on
5
Innovation
Market
Need
Product/Service
g
NEED
Delivery
(Based on Andreasen & Hein, 1987)
11
Innovation Excellence Perspectives: Framework
• Strategic level
• Tactical level
• Hands-on level
(Andreasen & Hein, 1987)
6
Effectiveness – Efficiency - Management
Effectiveness
Need
Product
Definition
Efficiency
Concept
Product
Realization
Production
Managing the process
• Effectiveness: Are we making the right product?
• Efficiency: Are we making the product right?
Groeiversneller Module Innovatie
• Management: Are we managing the process?
13
Innovation Excellence Nine Power Questions
Innovation
Effectiveness
Innovation
Efficiency
Management of
Innovation
Strategic
Level
Do you have an
Innovation
Strategy?
Is your Innovation
contributing to
Business Growth?
Have you organized
your company
around Innovation?
Tactical
Level
Do you know your
Innovation Playing
Field?
Are you innovating
fast enough?
Do you leverage
Innovation
Collaborations?
Hands-on
Level
Do you know what
your customers
really want?
Do you manage
your Innovation
Risks?
Do you get the most
out of your
Innovation Teams?
7
Industry
Consulting
• Introduction
Where consulting
gets hands-on
Innovation Excellence Made Simple: Innovation
Effectiveness
• Do you have an Innovation Strategy?
• Do you know your Innovation Playing Field?
• Do you know what your customers really want?
Effectiveness
Product
Definition
Concept
Product
Realization
Production
8
Philips: “Creating meaningful innovations”
Improving lives in new ways
Gain deep insights into people’s
needs and aspirations
by following a process requiring
end-user input at every stage
Transform insights into innovations
by combining the diverse perspectives of
different disciplines
“Learn fast, fail cheap”
by applying a rigorous process to assess value
potential early
Lead in open innovation
by working closely together with partners in a
spirit of open innovation
17
We innovate in areas beyond product technologies
Product
Customer experience
Solar-powered
LED road lighting
for rural areas that
are off-grid. Most
reliable, efficient
and cost effective
per km of road.
Installed in
Morocco,
Philippines, China
Philips Retail Solutions
immersive, multisensory
shopping experiences using
light, sound, video, touch, smell
and interactivity; to bring joy for
consumers and success for
retailers
Business model
Process
Male grooming in China
increasing local relevance with local
development team. Speeding up
time to market by 30-50%.
New innovation process
builds on
existing
platforms
Service
Ambient experience
pay-per-use for private
clinic in Austria.
Complete technology and
service solution, reduced
risks around upfront
capital investment, and
differentiation from
competitors
eICU provides
continuous monitoring
and intervention
technology to enable
remote care teams to
provide focused clinical
oversight to ICU
patients day and night
18
9
Innovation across industries: Tunnel Safety
Innovation Paying Field
Market
Innovation
Break Away
Innovation
Cost
Innovation
Feature
Innovation
existing
Market
new
Will it be bought ?
Can it be made ?
new
existing
Product
15
10
Innovation Paying Field
Market
Innovation
Break Away
Innovation
Cost
Innovation
Feature
Innovation
existing
Market
new
Will it be bought ?
Can it be made ?
new
existing
Product
15
Van product naar experience
22
11
End User Driven Innovation
Test:
Fast feedback
• Direct feedback on concept level
• Fast ‘prototyping’
• Continuous customer involvement
Create:
Ideation
• Specific techniques
• Multi sourcing
• Enrichment
Discover:
Wall of Insights
• Lead Customers
• Observe and be part
• Mulitfunctional
23
The Value Proposition House brings it all together
Discriminator
Inside-Out
Benefits
How can we translate our
insights into attractive,
relevant, credible and
distinctive propositions?
Reasons to Believe
Consumer Insight
Comp.
Environment
Outside-In
Target
Concept Signature
Brand Positioning
How can we understand what
people are looking for and
whom we want to serve?
Brand Positioning
How can we make it Designed Around You,
Easy to Experience and Advanced ?
What is your company’s slogan
24
12
Innoveren om te kunnen concurreren….?
25
Concurreren met meer features….?
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
EDGE class 8, Bluetooth v2.0, GPRS class 10
MP3, ACC, 64-polyfone MIDI-beltonen
MS, HSCSD/CSD.
2 Megapixel (1600 x 1200) camera met flash
CIF video, 4 maal digitale zoom
TFT 65K kleuren 104 x 208 pixels
Behuizing van leder, stof, metaal en keramiek
Spiegelscherm met lichteffecten
Afm. 114 x 30 x 20 mm, 63cc
Gewicht 80 gram
Li-on accu 700mAh
Standby: tot 240 uur
Spreektijd: tot 3 uur
Wap 2.0 xHTML/HTML multi-modus browser
FM-radio
Geïntegreerde handenvrije luidspreker
Telefoonboek: 1000 x 10 velden
Muziekspeler voor MP3/ACC/M4A indelingen
Nokia Navi™ Spinner user interface
52MB ingebouwd memory
Trilfunctie
USB via Pop-Port
Lokale synchronisatie met PC via PC suite
Tijd, datum, alarm
Tripleband
26
13
Behoefte of specificatie?
“Wij zoeken
een auto
met
minimaal
300pk”
27
Behoefte vs. specificaties
Laat je niet misleiden door specificaties. Je MOET altijd de behoefte van een
klant begrijpen die ten grondslag ligt aan de specificatie!
Een effectieve manier om de behoefte van een klant te begrijpen is om vijf keer
waarom (5 times Why) te vragen:
• Waarom heb je een auto met 300pk nodig?
– Omdat ik een snelle auto nodig heb
• Waarom heb je een snelle auto nodig?
•
– Omdat ik vaak moet invoegen op overvolle snelwegen
Waarom…
Indien je de behoefte begrijpt, dan begrijp je ook de bedoeling van de klant.
Op het moment dat je de bedoeling begrjipt, dan ben je ook in staat om betere
oplossingen te bieden!
28
Groeiversneller
Innovatie
Philips Innovation
Services, Simon Module
Minderhoud,
P4G masterclass Innovation, 2013-09-25
14
Waarde propositie voor klanten of gebruikers
Wat bieden wij aan aan de doelgroep? (=Waardepropositie)
Belangrijke deelvragen om te beantwoorden:
1. Wie koopt of gebruikt en in welke situatie?
2. Welk inzicht of probleem heeft de eindgebruiker?
3. Welke alternatieven heeft de eindgebruiker op dit moment?
4. Wat is het voordeel voor de eindgebruiker als we dit oplossen?
5. Waarom zou de eindgebruiker ons geloven?
6. Waarom maken wij het verschil om dit op te lossen voor de
eindgebruiker?
7. Omschrijving van de waardepropositie voor de eindgebruiker
8. Hoe past dit bij ons bedrijf?
29
Werkblad waardepropositie
1. Doelgroep
2. Eindgebruiker inzicht
Wie koopt of
gebruikt ons
product in welke
situatie?
4. Eindgebruiker voordeel
Welk inzicht of
probleem heeft de
eindgebruiker?
5. Geloofwaardigheid
Wat is het voordeel
voor eindgebruiker
als we dit
oplossen?
Waarom zou de
eindgebruiker ons
geloven?
7. Waarde propositie
3. Alternatieven
Welke alternatieven
heeft de
eindgebruiker op dit
moment?
6. Onderscheider
Waarom maken wij
het verschil om dit
op te lossen voor de
eindgebruiker?
8. Ondersteuning bedrijfsimago
Omschrijving van onze
waardepropositie voor de
eindgebruiker
Hoe past dit bij ons
bedrijf?
30
15
Industry
Consulting
• Introduction
Where consulting
gets hands-on
Innovation Excellence Made Simple: Innovation
Efficiency
• Is your Innovation contributing to Business Growth?
• Are you innovating fast enough?
• Do you manage your Innovation Risks?
Efficiency
Product
Definition
Concept
Product
Realization
Production
16
Two major pressures on New Product Development
[Minderhoud&Fraser, 2005]
1.
Quest for cycle time reduction to reduce the time-to-market
2.
Increasing ‘disintegration’ of the NPD process
33
Consumer Electronic Product: NPD Improvement Results
Traditional
Approach
20 ECN’s
Cost = 1
34 weeks
Concurrent
Engineering
time
design changes
FMEA
Product
Release
design changes
50 weeks
Cost = 0.60
FMEA 3
FMEA 1
FMEA 4
FMEA 2
Product
Release
2 ECN’s
time
17
Managing Risk
Market
Risks
• Risk
Planning
Specification
– Market Risk
– Technical Risk
Technical
Project
– Project Risk
Risks
Risks
• Risk Management Structure
– Structured approach
Know-how,
• Risk Matrix
capacity
– Risk Assessment
– Risk Handling
35
Industry
Consulting
• Introduction
Where consulting
gets hands-on
18
Innovation Excellence Made Simple:
Managing of innovation
• Have you organized your company around Innovation?
• Do you leverage Innovation Collaborations?
• Do you get the most out of your Innovation Teams?
Product
Definition
Concept
Product
Realization
Production
Managing the process
Technology Forecasting
A 1954 ”vision” on the home computer of 2004
Scientists from RAND
Corporation have created
this model to illustrate how
a “home computer” could
like in the year 2004.
However the needed
technology will not be
economically feasible
for the average home.
Also the scientists readily
admit that the computer will
require not yet invented
technology to actually
work, but 50 years from
now scientific progress is
expected to solve these
problems.
With teletype interface and
the Fortran language, the
computer will be easy to
use.
39
19
Innovation Challenge
Marketing & R&D share their focus
Marketing
Can it be sold?
R&D
Can we create
an end-user
experience?
Can it be made?
11
Strategic framework for product innovation
Product/Market Strategy
Market
Assesment
and
Forecasting
Roadmapping
Development
Goals and
Objective
Aggregate
Project Plan
Project
Management
and Execution
Post-Project
Learning and
Improvement
Technology
Assesment
and
Forecasting
Technology Strategy
(Wheelwright en Clark,1992)
20
Roadmapping principes
Tijd
Verleden
Markt
Business
Korte termijn
Midden termijn
<datum>
Markt trends &
drivers
Business
<datum>
Lange termijn
<datum>
VISIE
<datum>
Macro-niveau: sociaal,
technologie, econonisch,
politiek (met inbegrip van
wetgeving en
standaarden)
Micro-niv eau:
eindgebruikers, klanten,
concurrentie
Waarom?
Strategie, doelstellingen
Commerciele
enablers &
barrieres
Product
Service
Systeem
Pull
Producten / Diensten
Businesses / Faciliteiten
Value Streams
Technologie /
Intellectueel Eigendom
Wat?
Kosten / Risicoverlaging
Strategische marktpositie
Technologie
enablers &
barrieres
Push
Producten
Processen
Technologie
Technologie
Diensten
Externe / aanv ullende
technolgie
Partnerships
Hoe?
Toeleveranciers
Resources
Financieen
Resources
Competencies/
Varrdigheden
Infrastructuur
Hoofdvragen: 2. Waar staan we nu? 3. Hoe komen we daar? 1. Waar willen wij heen?
Strategic innovation at Philips
Gemini
Time-of-Flight
PET/CT
Vision, Mission &
Corporate Strategy
PD Vision, Mission &
Business Strategy
Marketing Strategy
Technology Strategy
VOIP
phone
Living
Colors
Aluminum
Juicer
Product plans
Innovation project
portfolio management
Wake
up light
Pipeline and
project management
21
Strategic innovation
Do market and technology
insight deliver new stimulants
to the strategy?
Vision, Mission &
Corporate Strategy
PD Vision, Mission &
Business Strategy
Marketing Strategy
Technology Strategy
What if the strategy
is to secret to
deploy?
To what extent are
we autonomous /
independent
Product plans
Are our product plans
adequately tested in the
market?
Innovation project
portfolio management
How often should we consider
to reassign resources?
How adequate is our
monitoring system?
Pipeline and
project management
43
Innovation Collaboration
Innovation in company A
Innovation in Company B
22
Philips – Douwe Egberts: Senseo
Boeing 787 Dreamliner Partners
•
•
Airplane development, integration, final assembly Boeing
Seattle, Washington
Fuselage, Alenia/Vought, Italy, Texas
•
•
Vertical tail assembly, Boeing, Canada, Australia
Flight deck + forward fuselage, Spirit, Kansas, Oklahoma
•
•
Centre wingbox, Fuji Heavy Industries, Japan
Forward fuselage, Kawasaki Heavy Industries, Japan
•
•
Wingbox, Mitsubishi Heavy Industries, Japan
Landing gear structure, Mesier-Dowty, France
•
•
Engines, Rolls Royce, United Kingdom
Engines, General Electric, Ohio
46
23
Industry
Consulting
• Introduction
Where consulting
gets hands-on
Innovation Excellence Nine Power Questions
Innovation
Effectiveness
Innovation
Efficiency
Management of
Innovation
Strategic
Level
Do you have an
Innovation
Strategy?
Is your Innovation
contributing to
Business Growth?
Have you organized
your company
around Innovation?
Tactical
Level
Do you know your
Innovation Playing
Field?
Are you innovating
fast enough?
Do you leverage
Innovation
Collaborations?
Hands-on
Level
Do you know what
your customers
really want?
Do you manage
your Innovation
Risks?
Do you get the most
out of your
Innovation Teams?
24
Balancing Nine Questions – Nine Answers
• NO
• YES
49
Innovatie
50
25
Take aways
• Consistently balance your innovation efforts from the
strategic level down to the hands-on level
• Equally divide your innovation attention between innovation
effectiveness and innovation efficiency , and manage it
• Start improving your innovation process today, because the
world is changing rapidly
Innovation
Effectiveness
Innovation
Efficiency
Management of
Innovation
Strategic
Level
Do you have an
Innovation
Strategy?
Is your Innovation
contributing to
Business
Growth?
Have you
organized your
company around
Innovation?
Tactical
Level
Do you know
your Innovation
Playing Field?
Are you
innovating fast
enough?
Do you leverage
Innovation
Collaborations?
Hands-on
Level
Do you know
what your
customers really
want?
Do you manage
your Innovation
Risks?
Do you get the
most out of your
Innovation
Teams?
Better business performance
52
26
Philips Innovation Services
Accelerate your innovation
Equipment
Development
Philips
Innovation
Services
Concept Creation
Support
Product & Process
Development
Industry
Consulting
Prototyping & Small
Series Production
A service organization
Quality &
Reliability
Sustainability,
Safety & Health
54
27
Support in each phase of the process
Philips Innovation Services
User Experience Research Support - e-Science Support - Ideation - Lean innovation - Proof of
concept - Design - Systems Creation - Laboratory Equipment & Infrastructure Support – Materials
Analysis - Modeling & simulation - Test Measurement & Analysis - Quality & Reliability - Electro
Magnetic Compatibility - Prototyping - Equipment (production systems)
- Small series
manufacturing - Life Cycle Management - Approbation - Safety & Health - Environment/Liabilities Lean operations - Supply chain management - Operations transfers ……
55
Philips Industry Consulting
Partner in Creation and Realization
Innovation
excellence
• End User Driven Innovation
Business
excellence
• Financial Engineering
• Roadmapping & Architectures • Supply chain management
Operational
excellence
• Manufacturing excellence
• Development Productivity
• Outsourcing
• Supplier assessment &
development
• Open Innovation
• Allocation / Re-allocation
• Chronic problem solving
56
28
Philips Industry Consulting
• Experienced professionals having worked in innovation and development
• Leveraging Philips innovation knowledge and best practices
• Part of Philips Innovation Services:
– access to over 700 technology experts and their networks, developing
products for Philips and ‘external’ companies
– Integral Solutions from Insight to New Product Introductions
Lighting
Lifestyle
Healthcare
– Access to Philips resources
• Being company consultants implementation is our strength, we make it work
• Innovation and Operations Management consulting
57
At the heart of leading innovations
256-slice CT
58
29
Three levers to turn
End-user driven
innovation
Smart choices
Development
productivity
Lean
development
59
30

P4G Masterclass - Hoe innovatief ben je eigenlijk v07sm

Transcription

Similar documents

Water Innovation - North Sea Region Programme

Iedereen heeft een coach nodig

Exponential Conference Series

4 Disney dvd`s cadeau twv €60

SCD501 - Philips Parts and Accessories

memorie met verantwoording d.d. 3 oktober 2012 van NCF/EKC aan

Kerncentrale Borssele na 2013-Gevolgen van Beëindiging of