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5.1 - Coggle Diagram
5.1
Technology Push
When an organization begin with a developed technology and seeks commercializing it
Following science
Linear Model:
Scientific Discovery
Design and Development
Manufacturing
Marketing
Sales
Technology driven model
Core principles of technological innovations
Consider tech a core input for the innovation
Revisit strategy and technology context regularly
Update the strategy in a tech context continuously
Manage emerging opportunities
Isolate the business main activity from the organizational procedures, structures and policies
Plan to dusrupt
pay attention to the present and have a vision for the future
Limitations
:
Technology-driven innovation practice is viewed as gambling (Risk)
Financial backing is hard due to the risk associated
Over-the-wall design process
Consumer or Market Pull
(Demand Pull)
When an organization find a consumer need create a solution to meet it
Listening to customers
Market and consumer driven model
Design thinking approach, design thinkers seek inspiration from the end users
Design thinking depends on the balance between product push and user perspective
User empathy of design thinking is a vital part of any business success
Linear Model:
In-depth market understanding
Market need drives innovation
Manufacturing
Sales
Lead user method
(Von Hippel, 1986)
User co-creation
Understanding the customer is the first step
Seeking user needs from specialists within the market
Approaches to innovation in practice
Deterministic
Designers decision based on pre-existing knowledge
Little insight from the end-user required
The start, the process and the end point are all known
For minimal changes and minimal complexities
Path Dependent
Innovation develop gradually as a result pf experimental learning or trial and error
There are knowns and unknowns
Used often to introduce an existing technology to a new market
The innovator knows the start, and relies on the process to find the end
Evolutionary design in engineering
Path Creation
Similar to radical design in engineering
High degrees of unknowns
unknown solution to an ambiguous need
The innovator does not have a clear start, end or process
Depends on cycles of iterations and is high on risk and reward
The approaches reflect how individuals, teams and organizations approach problems, and make decisions
Ways to approach a specific type of innovation activity and evaluate the outcomes of each approach
Despite improved consumer analysis and production methods, the rate of failure in new products launch is 40 to 90%
(Gourville, 2006)