Demystifying Disruptive Innovation: The Fosbury Flop

Session 12: Change Agents & Diffusion of Innovation in Higher Education ...

Leadership From A Dancing Guy

this link  is from the end of a paper about " a summary of diffusion of innovations", which is the Professor a little assignment. i feel so suitable for ours IM course talk about first follower,  later entrance. The keywords leadership is all over-glorified, and must easy to following.

IM-Jamming-in class

Reading 5: Group Workshop

 Group 1, 2: FlyingV (https://www.flyingv.cc/)
 Group 3, 4: 故宮博物院 National Palace Museum (http://www.npm.gov.tw/)

 Issues
• Draw a business model canvas.
• Is it sustainable or vulnerable ?
Our Team Speaker is Grace:

the other team briefing same issue

10/24 Q4 Answer

What is the first step of drawing the strategy canvas (the first step in visual awakening) ?

How to draw a Strategy Canvas in 4 steps from strategicoffee

There are 4 relatively simple steps to preparing your own Strategy Canvas.

1. Identify the competition

The first step to drawing a Strategy Canvas is to know who your competition is. In fact, this is essential to any strategic thinking process. Depending on the nature of your industry, you could identify individual competitors by name, or, as in the example above, you might find it easier to cluster them into a smaller number of semi-homogeneous groups. Don't forget to include your own business, if you are already in the market.

When identifying competitors, it is always important to look at the problem from the customer's perspective - who or what else could satisfy your customer needs? Had Southwest Airlines not done this, they would simply have listed the other airlines, and not realised that, in many cases, customers are choosing between flying and other modes of transport. It is unlikely they would have had the insight that led to their very successful strategy if they had not taken this broader view.

2. Identify the factors of competition

The second step is to identify the factors that your customers value when choosing the product or service you are offering. In the above example, these include the price, meals, lounges, seating choices, etc.

The simplest way to do this is to actually get out and speak to your target customers, but there are many research approaches you could adopt. Remember, it is important to speak to people who already buy your product and service, people who buy it but from your competitor, and people who don't yet buy your product and service but might in the future (especially if your strategy is successful). And don't forget that people don't always know what they want so you may need to get a little creative in order to find out.

3. Evaluate the competition

The third step is to draw the actual chart - draw a line for each competitor/type of competitor showing how well they perform in terms of each of the factors that your customers value.

It is often interesting to do steps 1 to 3 with a team in a closed room, just to see how different peoples strategy maps look in terms of the competitors/groups they select, the factors they consider important, and how they rate the competition. Strategy Canvases prepared on this basis can be significantly different, and the ensuing debate can be a valuable team building and strategising exercise if managed well.

However, once again, you can also ask your customers directly, just by talking to them or using a variety of research techniques, to get a more accurate and objective picture.

See also: 7 straight-forward steps to master competitor analysis

4. Chart your competitive differentiation

Now you are ready to map your new strategy onto the Canvas. The objective is to chart a line which is substantially different to the lines of any of your competitors/groups. That difference, that unique blend of competitive factors, is your competitive differentiation.

Of course, not just any differentiation will do. You must pick a combination that a sufficient number of your target customers will find compelling, in order to sustain your commercial objectives. You will undoubtedly have to dig deep into your box of other strategy tools to do so.

There is an art to drawing a really useful Strategy Canvas, but with a little practice, you can learn to draw really insightful diagrams. When you do, they are a great tool for communicating simple but powerful strategic ideas.

Why not share your own experiences with Strategy Canvases in the comments below?

The Four Steps of Visualizing Strategy

Visual Awakening 

• Compare your business with your competitors’ by drawing your “as is” strategy picture.

 • See where your strategy needs to change. 

Visual Exploration 

Go into the field to: 

• discover the adoption hurdles for noncustomers. 

• observe the distinctive advantages of alternative products and services. 

• see which factors you should eliminate, create, or change. Visual Strategy Fair 

• Draw your “to be” strategy canvases based on insights from field observations. 

• Get feedback on alternative strategy pictures from customers, lost customers, competitors’ customers, and noncustomers. 

• Use feedback to build the best “to be” strategy. 

Visual Communication 

• Distribute your before-and-after strategic profiles on one page for easy comparison.

 • Support only those projects and operational moves that allow your company to close the gaps to actualize the new strategy.

case study: 

Short-Haul Airline- Southwest airline

10/3Question-Answer

Q2    For late entrants, what is their advantage and disadvantage ?
What factors influence the optimal entry of timing ?
What is entry Barrier and how to lower it?

919 Question-Answer

1Q.What is the advantage of categorizing the innovation type ?

Ans.
Scientific classification and many disciplines of the reasons is more easy to the research area and narrow down the scope.

Innovation also is the same, what kind of view to classifying
innovation is depend on what classify is that we need.
Nomaly, here are four types of innovation on the business, 

Innovation types by strategy

Marketing innovation is aimed at better addressing customer needs, opening up new markets, or newly positioning a firm’s product on the market, with the objective of increasing the firm’s sales. 20The distinguishing feature of a marketing innovation compared to other changes in a firm’s marketing instruments is the implementation of a marketing method not previously used by the firm. It must be part of a new marketing concept or strategy that represents a significant departure from the firm’s existing marketing methods. New marketing methods can be implemented for both new and existing 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 characteristics.

A process innovation is the implementation of a new or significantly improved production or delivery method. This includes significant changes in techniques,technology, equipment and/or software

Organisational innovation can be intended to increase a firm’s performance by reducing

administrative costs or transaction costs, improving workplace satisfaction (and thus

labour productivity), gaining access to non-tradable assets (such as non-codified external

knowledge) or reducing costs of supplies.

The distinguishing features of an organisational innovation compared to other

organisational changes in a firm is the implementation of an organisational method that

has not been used before in the firm.

Another issues with the incremental-Radical Dichotomy

Radical innovation involves introducing new products or services that develop

into major new businesses or spawn new industries, or that cause significant

change in a whole industry and tend to create new values.

Incremental innovation includes the modification, refinement, simplification, consolidation, and enhancement of existing products, processes, services, and production and distribution activitie Innovation types by innovation source

R&D & non-R&D

Systematised innovation types by dividing the source of innovation into two groups: R&D and non-R&D:

The main idea of this systematization is to show that not all innovation processes in firms

have to be developed or/and implemented in co-operation with R&D institutions (universities, research institutes, etc.).

Moreover, the majority of innovative SMEs are not linked to any R&D institution. Few of

them have their own R&D departments (in-house R&D), while others are innovating due to

their skilled personnel.

Open & Close

Open innovation consists of strategies by which firms can acquire technologies they need and exploit technologies they have developed. In open innovation firms get their technology from multiple sources. Open strategies for innovation seek efficiency through effective partnering.28 Nobody ever created a breakthrough with open innovation.

Closed innovation employs strategy of hiring the smartest technical people in an industry. It assumes that a firm must itself develop its own new products andservices and be the first company to get them to market. It assumes that the firm that leads the industry in R&D spending will eventually lead the market. Finally, it assumes that a company should hold on to its intellectual property tightly to keep the competition from benefiting from the ideas.

 Component & Architectural 

changes the nature of interactions between core components, while reinforcing the core design concepts.

There are 10 types innovation

many researchers all said we must practice "innovation camera" to judge any about innovation experience when we face case study, competition, workshop etc. Used camera must proficient know the structure and component of innovation.