2024年1月9日发(作者：买华为手机哪款好哪款实用)

1. The difference between the invention and innovation

Invent comes from the Latin innovate means “to make something new”.

Invention means creation of something new.

Innovation is the specific tool of entrepreneurs, the means by which they exploit

change as an opportunity for a different business or service. It is capable of being

presented as a discipline, capable of being learned, capable of being practise.

Innovation does not necessarily imply the commercialization of only a major

advance in the technological state of the art, but it includes also the utilization of

even small scale changes in technological know how (an improvement or

incremental innovation).

2. The difference between the product innovation and process innovation.

Product innovation is defined as the development of new products, changing in

design of established products, or use of new materials or components in the

manufacture of established products.A product innovation is the introduction of a

good or service that is new or significantly improved with respect to its characteristics

or intended uses. This includes significant improvements in technical specifications,

components and materials, incorporated software, user friendliness or other functional

s innovation means the implementation of a new or significantly

improved production or delivery method. This includes significant changes in

techniques, equipment and/or software.

3. The interrelationship between the people, the business and technology aspects

Innovation is driven by three forces: business, technology and people. Business

investigates the viability of new products or services, technology explores the

feasibility of new products or services, people judge the desirability and usability

of new product or service. New innovation occurs at the interactions. For example,

process innovation might occur at the intersection of business and technological

innovation. Functional innovation between technology and people creates the

interface we use to the interaction with technology. Marketing innovation occurs

between businesses and people, enabling branding and emotional connections.

Design innovation occurs in the sweet spot in the middle. Design innovation only

occurs by understanding the anticipating the needs of your users and creating

successful products or services that fulfil their desires. This is turn creates

competitive advantage for your organization.

4. How does organization apply the innovation space to construct an innovation

agenda?

Product innovation: changes in the things that an organization offers

Process innovation: changes in the ways that in which they are created and

delivered. The change in the manufacturing methods and equipment used to produce

the product would be examples of process innovation.

Position innovation: changes in the context in which the product/services are

introduced. It means reposition the perception of an established product or process in

a particular user context.

Paradigm innovation: changes in the underlying mental models which frame

what the organization does.

5. The innovation lifecycle

Initially, under the discontinuous conditions, which arise when completely new

technology and/or markets emerge, there is what they term a fluid phase where there

is high uncertainty along two dimensions: the target-what will the new configuration

be and who will want it? The technical-how will we harness new technological

knowledge to create and deliver this? No one knows what the right configuration of

technological means and market needs will be and so there is extensive

experimentation and fast learning by arrange of players including many new

entrepreneurial business

Gradually these experiments begin to coverage around what they call a dominant

design: something which begins to set up the rules of the game. This represents a

convergence around the most popular solution to the emerging configuration. At the

points a bandwagon begins to roll and innovation options become increasingly

channelled around a core set of possibilities. It becomes increasingly difficult to

explore outside this space because entrepreneurial interest and the resources which

that brings increasingly focus on possibilities within the dominant design corridor.

After the concept matures still further so incremental innovation becomes more

significant and emphasis shift to factors such as cost, which means efforts within the

industries that grow up around these product areas tend to focus increasingly on

rationalization, on scale economies and on process innovation to drive out cost and

improve productivity. Product innovation is increasingly about differentiation through

customization to meet the particular needs of specific users. This is specific phase.

Finally the stage is set for change, the scope for innovation becomes smaller and

smaller whilst outside, new possibilities are emerging. Eventually a new technology

emerges, which has the potential to challenge all the by now well-establish rules, and

game is disrupted.

6. The core abilities in managing innovation

Table 2.6

7. What is an innovative organisation? (explain the organisation has supportive

processes, tools and resources, the type of strategies to manage innovation

and also the climate)

8. The organisational routines and the phases of innovation process

1) Searching. Scanning the environment for, and processing relevant signals

about, threats opportunities for change.

2) Selecting. Deciding which of these signal to respond to

3) Implementation. Translating the potential in the trigger idea into something

new and launching it in an internal or external market. Making this happen

is not a single event but needs attention to acquiring the knowledge

resources to enable the innovation, executing the project under conditions

of uncertainty, both of which require extensive problem solving, and

launching the innovation into relevant internal or external markets.

4) Capturing value from the innovation. Both in terms of sustaining adoption

and diffusion and also in learning from progressing through this cycle so

that the organization can build its knowledge base and improve the ways in

which the process is managed.

9. Five generation innovation model

10. What is the value of the innovation to ICT, to the industry itself, not just to

the organisation?

11. The steps in the innovation process.

Persuasion occurs when an individual forms a favourable or unfavourable attitude

toward or opinion of the innovation based upon perceived characteristics of the

innovation, such as relative advantage, complexity, and so on. Persuasion is also

influenced by information sought from near-peers whose subjective opinion of the

innovation is most convincing.

Decision occurs when an individual engages in activities that lead to a choice to adopt

or reject the innovation. Adoption is a decision to make use of an innovation as the

best course of action available. Active rejection means considering and trying the

innovation out on a limited basis, and deciding not to adopt. Passive rejection, also

called non-adoption, consists of never really considering the use of the innovation.

Implementation occurs when an individual puts the innovation into use. Until this

stage, the process has been a mental exercise. Implementation involves an overt

behaviour change as the new idea is actually put into practice. This stage may

continue for a lengthy period of time until the innovation finally loses its distinctive

and noticeable quality as a new idea. Re-invention, the degree to which an innovation

is changed or modified by the user, can also occur in this stage.

Confirmation occurs when an individual seeks reinforcement of an

innovation-decision already made, or reverses a previous decision to adopt or reject

the innovation if exposed to conflicting messages about the innovation

12. The difference between the different categories of adopter.

Early adopter (respectable people) is an individual or business who uses a new

product or technology before others. The early adopter tends to be 13.5% of the

population. An early adopter is likely to pay more for the product than later adopters,

but accepts this premium if using the product improves efficiency, reduces cost,

increase market penetration or simply raises the early adopter social status.

Early majority (thoughtful people) means the first sizable segment of a population to

adopt an innovative technology. The early majority tends to be roughly 34% of the

population, and will adopt a new product after seeing it used successfully by either

innovators or early adopter that they know personally.

Late majority (sceptical people) means the last sizable segment of a population to

adopt an innovative technology. The late majority accounts for roughly 34% of the

population, and will adopt a new product only after seeing that the majority of the

population already has.

Laggards: traditional people who are caring for the old ways. They are critical

towards new ideas and will only accept it if the new idea has become mainstream or

even tradition.

13. Five perceived characteristics of innovation

1) Relative advantage. It is the degree to which an innovation is perceived as better

than the product is supersedes, or competing products. It is typically measured in

narrow economic terms, for example cost or financial payback, but non-economic

factors such as convenience, satisfaction and social prestige may be equally

important. In theory, the greater the perceived advantage, the faster the rate of

adoption.

2) Compatibility. It is the degree to which an innovation is perceived to be consistent

with the existing values, experience and needs of potential adopters. There are two

distinct aspects of compatibility: existing skills and practise; and values and norms.

The extent to which the innovation fits the existing skills, equipment, procedures

and performance criteria of the potential adopter is important, and relatively easy

to assess.

3) Complexity. It is the degree to which an innovation is perceived as being difficult

to understand or use. In general, innovations which are simpler for potential users

to understand will be adopted more rapidly than those which require the adopter to

develop new skills and knowledge.

4) Trial ability. It is the degree to which an innovation can be experimented with on a

limited basis. An innovation that is trialable represents less uncertainty to potential

adopters, and allows learning by doing innovation which can be trialled will

generally be adopted more quickly than those which cannot.

5) Observability. It is the degree to which the results of an innovation are visible to

others. The easier it is for others to see the benefits of an innovation, the more

likely it will be adopted. The simple epidemic model of diffusion assumes that

innovations spread as potential adopters come into contact with existing users of

an innovation.

14. The tools help with high uncertain decision making.

1) Building alternative futures

2) Prototyping as a way of building bridges in the selection process

3) Probe and learn

4) Using alternative measurement and evaluation criteria

5) Mobilizing network of support

6) Using alternative decision-making pathways

7) Deploying alternative funding structures

8) Using alternative/dedicated implementation structures

9) Mobilizing entrepreneurship

15. Selection and reframing in making decisions for radical innovation

Reframing is the viewing the world in different ways and changing the ways they

make selection decision as a result. The problem with discontinuous innovation is that

it present challenges which do not fit the existing model and require a reframing.

Organisations often selectively perceive and interpret the new situation to match or fit

their established world views. When decisions are taken within a framework, these

decisions are effective. But when they facing the challenge from the outside the

framework, they break down. Much of the difficulty in radical or discontinuous

innovation arises from this framing problem. Reframing provides some clues as to

where and howalternative routines might be developed to support decisionmaking

around selection under high uncertainty.

16. Three classification of innovation

1) Differentiated. Both the technologies and markets are mature, and most

innovations consist of the improved use of existing technologies to meet a known

customer need. Products and services are differentiated on the basis of packaging,

pricing and support.

2) Architectural. Existing technologies are applied or combined to create novel

products or services, or new applications. Competition is based on serving specific

market niches and on close relations with customers. Innovation typically

originates or is in collaboration with potential users.

3) Technological. Novel technologies are developed which satisfy known customer

needs. Such products and services compete on the basis of performance, rather

than price or quality, innovation is mainly driven by developers.

4) Complex. Both technologies and markets are novel and co-evolve. In this case

there is no clearly defined use of a new technology, but over time developers work

with lead users to create new applications. The development of multimedia

products and services is a recent example of such a co-evolution of technologies

and markets.

17. What is the technology forecasting? Define the different methods of

forecasting technologies

Technology forecasting is assessing the likely development and characteristics of

useful inventions. It is the central role in business planning for innovation. The most

common methods are customer or market surveys, internal analysis, Delphi or export

opinion and scenario development.

1) Customer or market surveys. In industrial markets, customers tend to be better

equipped to communicate their future requirements, and consequently, business

–to-business innovations often originate from customers. This is not the best way

to identify novel niches. Market research is of little use for very novel and

complex new products and service.

2) Internal analysis. It includes structured idea generation, or brainstorming, aims to

solve specific problems or to identify new products or services. The aim is to

identify, but not evaluate, as many opportunities or solutions as possible.

Brainstorming does not produce a forecast as such, but can provide useful input to

other types of forecasting.

3) External assessment. It is useful where there is a great deal of uncertainty or for

long time horizons. Delphi is used where a consensus of expert opinion is required

on the timing, probability and identification of future technological goals or

consumer needs and the factors likely to affect their achievement. It is best used in

making long-term forecasts and revealing how new technologies and other factors

could trigger discontinuities in technological trajectories. (p347)

4) Scenario development. Scenarios are internally consistent descriptions of

alternative possible futures, based upon different assumptions and interpretations

of the driving force of change.

18. two important organizational characteristics

19. What is an internal corporate venture? Why do organizations choose to

establish internal corporate venture?

It is the creation of distinct organizational unit withina firm. It is separated from

routine structure, processesand evaluation criteria. Internal corporate ventures are

likely to be most appropriate where the organisation needs to exploit some internal

competencies and retain a high degree of control over the business.

Joint ventures are defined as legal arrangements whereownership and management of

an organization are shared bymore than one organization. In the current highly

competitive business environment, the r&d functions, like all other aspect of business,

is forced to achieve greater financial efficiency, and to examine critically whether

in-house development is the most efficient approach. Few organizations can now

afford to maintain in house expertise in every potentially relevant technical area.

20. three stages of organizational learning