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Commercialization Process of Disruptive Innovations in Corporate Ventures…

- - - - Definition of transition time
        
        Refined&tested business&operating model ready to scale, a reliable team, & a sales road map
        
        Build customer loyalty after R&D project reached first sales with a customer
        
        Prepare a technology platform&complementary services to run innovation
      - Transfer R&D team to receiving business unit
    - - Early-relation with potential receiving business unit
      - Search for champions&project support network
      - Achievement of first sales&running of pilot projects
    - - Performance metrics:KPI
    - - Importance of identifying&incorporating different profiles from business units
      - Locating middle management champions at intermediate levels
      - Promote cross-movements of teams
  - - - Establishing of technology-business team
      - Defining a clear target market
      - Professional protection of Intellectual Property
      - Gathering sufficient market information
      - Identification of innovation application
      - Staying with parent company
      - Identification of different business models
    - - Having direct contact with end-users
      - Testing&defining flexible business models
      - Subcontracting/outsourcing
      - International awareness
      - Product simplification
      - Reference sales
      - Starting early internationalization
    - - Getting feedback from initial buyers
      - Managing the supply chain
- - - - Innovation unit managers
      - Corporate innovation managers
- - - - Strategic
      - Marketing
      - Skills
    - - Commercialization
        
        All transformation efforts
      - Post-commercialization
        
        Any attempt to make new product/service sustain market share
      - Pre-commercialization
        
        Any activity aiming at transforming new technology to product/service
    - - Planned spinoff: Plan of parent organization
      - Spontaneous spinoff: New business venture created unexpectedly
  - - - Technology readiness
        
        Assessment tool to convert technology invention into profitable business
      - Ambidexterity
        
        Construct separated units for exploration&commercialization
        
        Exploration activities preserved
        
        Cultural of exploitation
        
        Managerial routines
        
        Bureaucracies
      - Uncertainties
        
        Market-concerned
        
        New customer value in existing competition
        
        Resources-based
        
        All issues acquisition to resources for successful exploitation of disruptive innovation
        
        Technical
        
        Technical feasibility
        
        Manufacturing process
        
        Knowledge base
        
        Organizational
        
        Organizational&managerial difficulties
        
        Caused by
        
        Misfit among corporate business unit&innovation team
        
        Unsupportive top management
      - Championship
        
        Having support of a champion
    - - Transition
        
        Hand-over moments
        
        Venture transferred to corporate organization
      - Post-transition
        
        Venture incorporated in established organization
      - Pre-transition
        
        Develop connection&learning activities between CV&parent business
- - - - Innovation project readiness
      - Resources
      - Knowledge transference
      - Awareness&networks
    - - Process of refinement of product is crucial,requiring feedback from initial buyers
      - Size&lack of resources of spinoff pushes organizations to focus parts on their specific activities
      - keeping some anatomy of criteria&mindset to optimize scalling up innovation in corporate parent
    - - Commitment of organizational leaders&stakeholders to commercialize innovation
      - Team formation
      - Team skills
      - Innovation project readiness
      - IP Property
      - Collaboration/industrial networks
- - - - Network development
      - Early relations with potential commercializers&stakeholders
      - Team formation
    - - Innovation readiness
      - Post transition phase
      - Knowledge management