Introducing

The Innovation Platform

Enabling a Dynamic Capability for Innovation

John Holmes, RathBeau Technologies Limited
IVI Autumn Summit 2013
Croke Park, Dublin

Copyright (2013) RathBeau Technologies

Limited
 Agenda
• Introducing the Innovation Platform – fit with IT-
CMF – present state of play

• Why Structured Innovation?

• Innovation as a Dynamic Capability

• The Innovator’s dilemma – how do I know what I

need to know? (and many more questions like
that)
Copyright (2013) RathBeau Technologies
Limited
Copyright (2013) RathBeau Technologies
3
Limited
 How The Innovation Platform relates to
the IT-CMF IM
IT-CMF IM Definition Definition The Innovation
addresses Platform
IT-led CBBs Focus of IT- CBBs addresses all
Innovation CMF- IM Innovation
Assessment Assessment
within the within the
enterprise POMs enterprise
Processes

Tasks/activities
Focus of
The Innovation Tools
Platform
Competencies
Body of
Knowledge

Copyright (2012) RathBeau Technologies

4
Limited
Copyright (2013) RathBeau Technologies
Limited
Why structured Innovation?

Copyright (2013) RathBeau Technologies

Limited
 Why structured Innovation?
Unstructured

Source: Larry Keeley, Doblin, (2005)

Copyright (2013) RathBeau Technologies
Limited
Copyright (2013) RathBeau Technologies
Limited
Copyright (2013) RathBeau Technologies
Limited
Innovation as a Dynamic Capability

Copyright (2013) RathBeau Technologies

Limited
“Innovation is about second-guessing evolution,
and moving somewhere else before the Grim
Reaper of Natural Selection comes calling.”
(Holmes, 2013)

Copyright (2013) RathBeau Technologies

11
Limited
 The cycle of life - evolution
In the absence of a privileged position (e.g. control of a valuable resource,
regulatory protection), organizations, like humans, civilizations, species, are
born, mature, thrive, decline and die. It is the natural order of life.

Examples:
• Mainframe computers: Burroughs, Univac NCR, CDC,
Honeywell
• Minicomputers: Wang, Digital, Nixdorf, Prime, Data General
• Personal computers: IBM
Copyright PC,
(2013) Compaq,
RathBeau FTS
Technologies
12
Limited
 The survivors – “evolution with design”
The survivors are those who mutate while they still can. The characteristics of
organizations that continually mutate in a timely manner are described in the
literature on Dynamic Capabilities and on Innovation.
Profit

Inflexion points:
• Transform
• Re-invent
• Reconfigure capabilities

Time

Examples:
• Mainframe computers: IBM
• Minicomputers: HP
• Personal computers: Apple, Dell
Copyright (2013) RathBeau Technologies
13
Limited
I posit that these two bodies of knowledge (Dynamic Capabilities and Innovation)
are often addressing the same challenges, and have much to learn from each
other. Combining insights from both delivers a superior model of Innovation and
an effective roadmap for actualising the model.
Managing
Sensing Seizing threats/Transforming

Source: David J Teece (2009) Foundations of Dynamic Capabilities and Business Performance

All elements of Teece’s model are addressed in the design of the Innovation Platform.

Copyright (2013) RathBeau Technologies

Limited 14
 The Innovator’s dilemma - with
apologies to Clayton M. Christensen

Copyright (2013) RathBeau Technologies

15
Limited
 The Innovator’s Dilemma
(with apologies to Clayton Christensen)

• How do I know what I need to know

• I don’t know where my organization’s at
• I don’t know where to start
• What methods, tools, templates will I need?
And where will I get them?
• When I get there, how will I stay there? How
will I remain ‘Innovation fit’?

Copyright (2013) RathBeau Technologies

16
Limited
 How do I know what I need to know!!
Sector
Knowledge-intensive
business services
Product life-cycle stage
Specialised suppliers New -> Product Innovation
manufacturing Mature -> Process Innovation
Old -> Market or business model
Science-based
manufacturing

Scale-intensive
manufacturing
Maturity level (ML)
ML 1 - Idea management
Network infrastructure ML 2 – Strategy-based
services ML 3 – Professional
Process model ML 4 – Infused
Physical infrastructure ML-5 - Shared
services

Supplier-dominated
goods

Supplier-dominated
Copyright (2013) RathBeau Technologies
services Limited
17
 Innov.
Sub-group within Typical
Sectoral category Technological regimes Technological trajectories Level
each category industries
(%)

Knowledge- Opportunity levels: Very high Type of Innov: New services,

Software, R&D,
Sources: Users, universities. organizational Innovation
intensive Engineering, 56.76
Advanced business services Consultancy
Approp: Know-how, copyright
Dominant firm size: SMEs
Innov. exps. & strategy: R&D,
training, co-operations
knowledge Machinery, Opportunity levels: High Type of Innov: New goods
Specialised
providers suppliers
medical, Sources: Users Innov. Exps. & strategy: R&D,
53.27
precision, optical Approp: Patents, design skills acquisition of machinery and
manufacturing equip. Dominant firm size: SMEs software
Chemicals, Opportunity levels: High Type of Innov: New goods,
Science-based pharma, oil, radio, Sources: Universities, users organizational Innovation
56.59
Mass manufacturing electronics, TV, Approp: Patents, design, copyright Innov. Exps & strategy: R&D,
computers Dominant firm size: Large co-operations
production Motor vehicles, Opportunity levels: Medium Type of Innov: Mixed goods
goods Scale-intensive other transport, Sources:Suppliers, users and process Innovation
42.71
manufacturing metal products, Approp: Design, process secrecy Innov exps & Strategy: R&D,
plastics Dominant firm size: Large acquisition of machinery
Post and Opportunity levels: Medium Type of Innov: Mixed process,
Network
telecoms, finance, Sources: Suppliers and users service and organizational
infrastructure
insurance and Approp: Standards, norms, design Immov exps & strategy: R&D,
46.49
Supporting services pensions Dominant firm size: Large software acquisition, training
infrastructure
Wholesale trade, Opportunity levels: Low Types of Innov: Process
Physical
services infrastructure
land, water and Sources: Suppliers Innovation exp, & strategy:
29.96
air transport and Approp:Standars, norms, design Acquisition of machinery and
services related activities Dominant firm size: Large software

Food, textiles, Opportunity levels: Medium

Type of Innov: Process
Supplier- leather, wood, Sources: Suppliers and end-users
Innovation exps. & strategy: 37.59
Personal dominated goods paper, publishing, Approp: Trademarks, design skills
Acquisition of machinery
furniture Dominant firm size: SMEs
goods and
Motor sales and Opportunity levels: Low Type of Innov: Process
Supplier-
services dominated
services, retail, Sources: Suppliers Innovation Exps. & strategy:
22.15
hotels and Approp: Non-technical means Acquisition of machinery, 18
services restaurants Dominant firm size: SMEs training
What maturity level are we at?

Copyright (2013) RathBeau Technologies

19
Limited
Copyright (2013) RathBeau Technologies
20
Limited
 The Innovator’s Dilemma
(with apologies to Clayton Christensen)

• How do I know what I need to know

• I don’t know where my organization’s at
• I don’t know where to start
• What methods, tools, templates will I need?
And where will I get them?
• When I get there, how will I stay there? How
will I remain ‘Innovation fit’?

Copyright (2013) RathBeau Technologies

Limited
 Some current features
• Submit and progress an idea
• Find help with a problem
• Help solve a problem
• Engage with an expert
• Contribute knowledge or market
intelligence
• Scout for external intelligence
Copyright (2013) RathBeau Technologies
Limited
 The Innovation Platform – a ‘Solutions accelerator’ for
Innovation Management

Innovation
Process
Innovation Body Model
of Knowledge Global online collaboration using
MS Live Meeting & other tools

Online and
on-site
access to
The expertise on
Online and
on-site Innovation all aspects of
Innovation
education & Platform
training
services

Software
tools (incl.
third-party
tools)

Copyright (2012) RathBeau Technologies

Limited
 End
……a parting thought…

‘In a world of temporary advantage, Innovation needs

to be a continuous, core, well-managed process, rather
than the episodic and tentative process it is in many
companies.’ - McGrath, (2013), ‘The end of competitive
advantage.’

Copyright (2013) RathBeau Technologies

Limited