1、,Managing Your Innovation Portfolio,About the author,Bansi Nagji,Geoff Tuff,President at Monitor Group CEO of Monitor Innovation at Monitor Group Board of Directors at Market Force Information Venture Partner at Monitor Ventures,A leaders of the firms global innovation practice at Monitor Group,Cont
2、ents,About Innovation and Entrepreneurship,Article Overview,Three aspects are described,conclusion,Innovation and Entrepreneurship,The Practice of Innovation :The sevensources for innovative opportunityThe Practice of Entrepreneurship :The challenges of existing business, thepublic-service instituti
3、on and the newventureEntrepreneurial Strategies: Introduce four kinds strategies,Article Overview,innovation is a sprawling collection of energetic but uncoordinated activities.Firms that strike a balance of core, adjacent, and transformational initiativesapplying the tools and skills appropriate to
4、 each and treating them as parts of a carefully integrated whole.,Type of company innovation,optimizing existing products for existing customers,expanding from existing business into “new to the company” business,Developing breakthroughs and inventing things for markets that dont yet exist,Innovatio
5、n activity,core Innovation,Adjacent Innovation,Transformational Innovation,ambition,balance,Manage,Be Clear about your innovation ambition,Strike and Maintain the right Balance,organize and Manage the total innovation System,Described separately,如何成功,现有产品和资本,新增产品和资本,发明新产品和资本,市 场 范 围,服务现有市场和顾客,进入临近市场
6、,服务临近顾客,开发新市场，挖掘新的客户需求,创新愿景矩阵,核心的,为现有顾客优化现有产品,邻近的,从现有业务扩展到“新公司”的业务,变革的,突破性的发展或者发明市场上不存在的事物,Example of different innovative forms,new packaging; slight reformulations; added service convenience,Procter & Gamble, fresh, proprietary insight,Core initiatives,Adjacent innovations,Transformational initiat
7、ives,back,iTunes, the Tata Nano, and the Starbucks in-store experience,Is There a golden ratio?,How innovation pays the bills,70%,core,20% adjacent,10% transformational,10% core,20% adjacent,70% transformational,industrialManufacturersTechnologycompaniesConsumerpackaged goods manufacturers,Lagging c
8、ompany Focus shift,Early-stage enterprises More established company.,Industry,stage of development,competitive position,70-20-10 is not a golden ratio, there are many factors will breakdown the balance.,back,the managerial toolbox required to keep innovation on track varies greatly according to the
9、type of innovation in question.there are five key areas of management that serve the three levels of innovation ambition,Five key areas,conclusion,Effective manage total innovation, the manager should:Firstly, manager should develop a shared senseof the role innovation plays in driving the organizat
10、ions growth and competitiveness. Secondly, managers should agree on an appropriate ambition level for innovation andfind common language to describe it.Thirdly, it makes sense to survey the companyscurrent innovation landscape.Finally, manager should choose the appropriatekinds of innovation, achiev
11、e the goals.,Personal insights,Innovation is the important way forIntrapreneurship and enterprises growthCompanies need rational innovation, do not getlost in the many creative, along with its own characteristics to find suitable innovative waysreasonably allocate their own resources according to the balance mode, then effective management of the innovation portfolio, to improve the efficiency of innovation,,Thank You !,
