{"id":3465,"date":"2017-01-10T11:56:43","date_gmt":"2017-01-10T10:56:43","guid":{"rendered":"http:\/\/open-organization.com\/?p=3465"},"modified":"2017-01-10T11:56:43","modified_gmt":"2017-01-10T10:56:43","slug":"knowledge-for-innovation-trends-and-environment-for-innovation-deployment-horizon","status":"publish","type":"post","link":"https:\/\/open-organization.com\/fr\/2017\/01\/10\/knowledge-for-innovation-trends-and-environment-for-innovation-deployment-horizon\/","title":{"rendered":"(English) Knowledge for Innovation: Trends and Environment for Innovation Deployment Horizon"},"content":{"rendered":"<p class=\"qtranxs-available-languages-message qtranxs-available-languages-message-fr\">D\u00e9sol\u00e9, cet article est seulement disponible en <a href=\"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/3465\" class=\"qtranxs-available-language-link qtranxs-available-language-link-en\" title=\"English\">English<\/a>. Pour le confort de l\u2019utilisateur, le contenu est affich\u00e9 ci-dessous dans une autre langue. Vous pouvez cliquer le lien pour changer de langue active.<\/p><p>[et_pb_section bb_built=\u00a0\u00bb1&Prime;][et_pb_row][et_pb_column type=\u00a0\u00bb4_4&Prime;][et_pb_text _builder_version=\u00a0\u00bb3.2.1&Prime;]<\/p>\n<p>Knowledge is at the source of the rationale for the key decisions that shape and drive an innovation project. Relevant knowledge can come from a wide variety of sources. Winners at the innovation game are the best at rapidly seeking, filtering, digesting, and interpreting the appropriate knowledge.\u00a0In the previous article we wrote about <a href=\"\/2017\/01\/03\/knowledge-for-innovation-internal-knowledge-flow\/\">Internal Knowledge<\/a>.<\/p>\n<p><img decoding=\"async\" class=\" wp-image-3462 alignleft\" src=\"\/wp-content\/uploads\/2017\/01\/origin_of_knowledge-for-innovation-presans.jpg\" alt=\"origin_of_knowledge-for-innovation-presans\" width=\"355\" height=\"286\" srcset=\"\/wp-content\/uploads\/2017\/01\/origin_of_knowledge-for-innovation-presans.jpg 793w, \/wp-content\/uploads\/2017\/01\/origin_of_knowledge-for-innovation-presans-300x242.jpg 300w, \/wp-content\/uploads\/2017\/01\/origin_of_knowledge-for-innovation-presans-768x619.jpg 768w, \/wp-content\/uploads\/2017\/01\/origin_of_knowledge-for-innovation-presans-480x387.jpg 480w, \/wp-content\/uploads\/2017\/01\/origin_of_knowledge-for-innovation-presans-560x451.jpg 560w\" sizes=\"(max-width: 355px) 100vw, 355px\" \/>We have positioned on the left side of the figure all knowledge related to the industrial and social environment in which a potential innovation project should be considered. This knowledge is typically acquired by a company when defining its strategy. However, when an innovative concept is proposed, it is very important to revisit the environment for the proposed project. By environment, we mean the broad, slowly changing landscape in which the innovation will exist. This environment includes the following:<\/p>\n<ul>\n<li>Socioeconomic factors and fashion trends<\/li>\n<li>Availability and cost of raw materials<\/li>\n<li>Standards, regulations, and export taxes<\/li>\n<li>Emergence of competing solutions<\/li>\n<li>Megatrends such as urbanization, climate change, and so on<\/li>\n<\/ul>\n<p>Trends may be easy to discern in the foggy contour of the future, but what is difficult to grasp with a reasonable level of accuracy is the time scale for the establishment of a new equilibrium and the turbulence that may accompany the transition. Deeper and wider knowledge is required to assess the most probable environment that a new product will encounter.<\/p>\n<p>Let\u2019s consider an example: a company is planning to create an innovative version of an electric car. Please feel free to imagine your own version of this innovation\u2014there is still room today for creativity because the electric-car market is not yet mature. For now, however, let\u2019s consider a foldable car. Such innovation shall project in a business environment. Let us focus on only two important elements of the environment.<\/p>\n<h3>First: urban life<\/h3>\n<p>Urban life will change rapidly during the coming decades. The increasing population in cities that will grow larger and larger will need to cope with more traffic congestion and atmospheric pollution. This will result in more severe regulations and constraints. Will cities become wild, permanent traffic jams? Or perhaps cab-only zones or high-toll zones? The answer will probably vary based on the average wealth of the specific city\u2019s population. Positioning a new product in its future market and shaping its design accordingly requires valuable expertise on the socioeconomic trends of the individual cities around the world.<\/p>\n<h3>Second: batteries<\/h3>\n<p>A key element for this electric foldable car is lithium-battery reliability. It will have a significant effect on the car\u2019s business model. So far, lithium batteries have a reliability horizon which is significantly below both car-industry standards and consumer expectations. Today, many companies that sell electric cars are leasing the battery in order to lower the risk perceived by consumers. A key question is how fast the electrochemistry industry will progress along the experience curve for high-powered lithium batteries. Theoretical analysis of reliability growth in general was initiated in the 1960s somewhat in parallel with the famous theory relating production cost and cumulative volume via a learning curve. Predicting the reliability improvement for the modern lithium battery is a challenge requiring a combination of knowledge in progress modeling, production engineering, and electrochemistry. It is a difficult task, but an experienced expert in the field can narrow the window of uncertainty.<\/p>\n<p>Deep and thorough analysis of the environment is highly recommended when any innovation project is expected to grow to require a significant budget. A deficiency in this area may lead to poor positioning of the product and therefore disappointing business results. For example, when Roussel Uclaf, a French pharmaceutical company, developed RU-486, a version of the morning-after pill, it underestimated the power of the antiabortion organizations in the United States. Although the product was effective, it was not successful in the United States, the largest potential market. The obstacle posed by the antiabortion organizations was not well estimated when predicting the environment for the product, and that led to disappointment for Roussel Uclaf\u2019s shareholders.<\/p>\n<p>Conversely, when the Swiss watchmakers realized that the trends for wristwatches were being increasingly driven more by fashion than by the need for keeping time, they shaped the future Swatch accordingly. Environment-related knowledge is bread and butter for a company; indeed shaping its strategy requires that a company have a permanent in-house intelligence activity. However, in many cases, specific complementary knowledge is needed for each innovation project, particularly when the project aims further into the future or targets market segments that are new to the company. With regard to this environment-related knowledge, companies are often blinded by self-confidence.<\/p>\n<p>&nbsp;<\/p>\n<p><a href=\"https:\/\/www.amazon.fr\/Innovation-Intelligence-Commoditization-Digitalization-Acceleration\/dp\/1326125826\"><img decoding=\"async\" class=\"wp-image-2612 alignright\" src=\"\/wp-content\/uploads\/2015\/10\/innovation-intelligence-amazon.png\" alt=\"innovation-intelligence-amazon\" width=\"203\" height=\"169\" \/><\/a> <em>This article was initially\u00a0published in the book <a href=\"https:\/\/www.amazon.fr\/Innovation-Intelligence-Commoditization-Digitalization-Acceleration\/dp\/1326125826\">Innovation Intelligence<\/a>\u00a0(2015). It is the second\u00a0section of the third\u00a0chapter.<\/em><\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>[\/et_pb_text][et_pb_post_nav _builder_version=\u00a0\u00bb3.14&Prime; prev_text=\u00a0\u00bbPrevious article\u00a0\u00bb next_text=\u00a0\u00bbNext article\u00a0\u00bb in_same_term=\u00a0\u00bbon\u00a0\u00bb background_color=\u00a0\u00bb#3d59a1&Prime; title_font=\u00a0\u00bb|800|||||||\u00a0\u00bb title_text_color=\u00a0\u00bb#ffffff\u00a0\u00bb title_font_size=\u00a0\u00bb15px\u00a0\u00bb custom_padding=\u00a0\u00bb10px|10px|10px|10px\u00a0\u00bb border_radii=\u00a0\u00bbon|5px|5px|5px|5px\u00a0\u00bb border_width_all=\u00a0\u00bb1px\u00a0\u00bb border_color_all=\u00a0\u00bb#3d59a1&Prime; saved_tabs=\u00a0\u00bball\u00a0\u00bb custom_margin=\u00a0\u00bb30px|||\u00a0\u00bb global_module=\u00a0\u00bb8506&Prime; \/][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>","protected":false},"excerpt":{"rendered":"<p>D\u00e9sol\u00e9, cet article est seulement disponible en English. Pour le confort de l\u2019utilisateur, le contenu est affich\u00e9 ci-dessous dans une autre langue. Vous pouvez cliquer le lien pour changer de langue active.<div class=\"et_pb_row et_pb_row_0 et_pb_row_empty\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div> Knowledge is at the source of the rationale for the key decisions that shape and drive an innovation project. Relevant knowledge can come [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":3638,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"<p>Knowledge is at the source of the rationale for the key decisions that shape and drive an innovation project. Relevant knowledge can come from a wide variety of sources. Winners at the innovation game are the best at rapidly seeking, filtering, digesting, and interpreting the appropriate knowledge.\u00a0In the previous article we wrote about <a href=\"http:\/\/int.open-organization.com\/2017\/01\/03\/knowledge-for-innovation-internal-knowledge-flow\/\">Internal Knowledge<\/a>.<\/p><p><img class=\" wp-image-3462 alignleft\" src=\"http:\/\/int.open-organization.com\/wp-content\/uploads\/2017\/01\/origin_of_knowledge-for-innovation-presans.jpg\" alt=\"origin_of_knowledge-for-innovation-presans\" width=\"355\" height=\"286\" \/>We have positioned on the left side of the figure all knowledge related to the industrial and social environment in which a potential innovation project should be considered. This knowledge is typically acquired by a company when defining its strategy. However, when an innovative concept is proposed, it is very important to revisit the environment for the proposed project. By environment, we mean the broad, slowly changing landscape in which the innovation will exist. This environment includes the following:<\/p><ul><li>Socioeconomic factors and fashion trends<\/li><li>Availability and cost of raw materials<\/li><li>Standards, regulations, and export taxes<\/li><li>Emergence of competing solutions<\/li><li>Megatrends such as urbanization, climate change, and so on<\/li><\/ul><p>Trends may be easy to discern in the foggy contour of the future, but what is difficult to grasp with a reasonable level of accuracy is the time scale for the establishment of a new equilibrium and the turbulence that may accompany the transition. Deeper and wider knowledge is required to assess the most probable environment that a new product will encounter.<\/p><p>Let\u2019s consider an example: a company is planning to create an innovative version of an electric car. Please feel free to imagine your own version of this innovation\u2014there is still room today for creativity because the electric-car market is not yet mature. For now, however, let\u2019s consider a foldable car. Such innovation shall project in a business environment. Let us focus on only two important elements of the environment.<\/p><h3>First: urban life<\/h3><p>Urban life will change rapidly during the coming decades. The increasing population in cities that will grow larger and larger will need to cope with more traffic congestion and atmospheric pollution. This will result in more severe regulations and constraints. Will cities become wild, permanent traffic jams? Or perhaps cab-only zones or high-toll zones? The answer will probably vary based on the average wealth of the specific city\u2019s population. Positioning a new product in its future market and shaping its design accordingly requires valuable expertise on the socioeconomic trends of the individual cities around the world.<\/p><h3>Second: batteries<\/h3><p>A key element for this electric foldable car is lithium-battery reliability. It will have a significant effect on the car\u2019s business model. So far, lithium batteries have a reliability horizon which is significantly below both car-industry standards and consumer expectations. Today, many companies that sell electric cars are leasing the battery in order to lower the risk perceived by consumers. A key question is how fast the electrochemistry industry will progress along the experience curve for high-powered lithium batteries. Theoretical analysis of reliability growth in general was initiated in the 1960s somewhat in parallel with the famous theory relating production cost and cumulative volume via a learning curve. Predicting the reliability improvement for the modern lithium battery is a challenge requiring a combination of knowledge in progress modeling, production engineering, and electrochemistry. It is a difficult task, but an experienced expert in the field can narrow the window of uncertainty.<\/p><p>Deep and thorough analysis of the environment is highly recommended when any innovation project is expected to grow to require a significant budget. A deficiency in this area may lead to poor positioning of the product and therefore disappointing business results. For example, when Roussel Uclaf, a French pharmaceutical company, developed RU-486, a version of the morning-after pill, it underestimated the power of the antiabortion organizations in the United States. Although the product was effective, it was not successful in the United States, the largest potential market. The obstacle posed by the antiabortion organizations was not well estimated when predicting the environment for the product, and that led to disappointment for Roussel Uclaf\u2019s shareholders.<\/p><p>Conversely, when the Swiss watchmakers realized that the trends for wristwatches were being increasingly driven more by fashion than by the need for keeping time, they shaped the future Swatch accordingly. Environment-related knowledge is bread and butter for a company; indeed shaping its strategy requires that a company have a permanent in-house intelligence activity. However, in many cases, specific complementary knowledge is needed for each innovation project, particularly when the project aims further into the future or targets market segments that are new to the company. With regard to this environment-related knowledge, companies are often blinded by self-confidence.<\/p><p>\u00a0<\/p><p>\u00a0<\/p><p><a href=\"https:\/\/www.amazon.fr\/Innovation-Intelligence-Commoditization-Digitalization-Acceleration\/dp\/1326125826\"><img class=\"wp-image-2612 alignright\" src=\"http:\/\/int.open-organization.com\/wp-content\/uploads\/2015\/10\/innovation-intelligence-amazon.png\" alt=\"innovation-intelligence-amazon\" width=\"203\" height=\"169\" \/><\/a> <em>This article was initially\u00a0published in the book <a href=\"https:\/\/www.amazon.fr\/Innovation-Intelligence-Commoditization-Digitalization-Acceleration\/dp\/1326125826\">Innovation Intelligence<\/a>\u00a0(2015). It is the second\u00a0section of the third\u00a0chapter.<\/em><\/p>","_et_gb_content_width":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[4],"tags":[658,861,1644],"_links":{"self":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts\/3465"}],"collection":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/comments?post=3465"}],"version-history":[{"count":0,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts\/3465\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/media\/3638"}],"wp:attachment":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/media?parent=3465"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/categories?post=3465"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/tags?post=3465"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}