TO WHAT EXTENT CAN DIGITALIZATION CHANGE COLLABORATIVE INNOVATION? Odd Myklebust, SINTEF

TO WHAT EXTENT CAN DIGITALIZATION CHANGE COLLABORATIVE INNOVATION? Odd Myklebust, SINTEF

Aspects covered in presentation Basic principles for innovation collaboration still valid to succeed Innovation both in products, process and organisations To share information and knowledge Personal relations versus a digital working set Management of digitalized collaborative models for Innovation 2

Product-, Process- and Organisational Innovations PRODUCT Functional dependencies Functional Realised solution Desired solution Communication Sequence ORGANISATION ORGANIZATION Actor Actor dependencies Control PROCESS Activity Activity dependencies

Interrelations between Product- and Process models and mapping to organisation Organisational business units Particular Products and Parts Products or parts Product Model P1 P2 P3 PN Process Model p1 p2 pn Available Processes Product lifecycle P1, p1 P1, pn Organisation PN, p1 Instantiated organisation to execute processes on parts PN, pn

Horizontal and vertical value chain Source: PwC/Fraunhofer

Collaborative innovation I Collaborative innovation is based on combined knowledge of use and production of the product often a process where two organizations, for example in a supplier-customer relationships, interact throughout most of the innovation process To succeed in collaborative innovation, there is a broad agreement that social interaction and common understanding is necessary for success The difficulty with collaborative innovation lies in the design synthesis, which means the combining of separate things, ideas, etc., into a complete whole"

Collaborative innovation II Theoretically it is therefore difficult to share ideas and visions necessary to achieve collaborative innovation. To succeed in collaborative innovation the participants must therefore achieve a common understanding and this requires to some degree sharing cultural issues. Innovation culture combines; description of the formal organization of innovation processes and the perception of the individual participant of the processes 7 We connect the physical and virtual worlds, thus shaping the process of digitalization. That means we tap digital technologies for our industrial base, thus enhancing customer benefit and securing our long-term success

Collaborative product innovation Innovation can be seen as intentional change to develop something new. Product innovation should result in a new tangible solution. The process moves from a vague idea to a launched solution Various experts bring forward field specific models only the final result is a manifestation of the complete product (moment of truth) For ideas and concepts there are large possibilities for misunderstandings and uncertainties with regard to the final solution.

10 Schulte (2009)

Market versus Technology improvemnets 11

Two Different Innovation/Market Metaphors The Jungle Metaphor The idea of that the market consists of autonomy units that compete to survive Competition (fights) between competitors or between the market and the customer Rainforest Metaphor Mutual dependency and interaction between the actors, both collaborators and competitors Market Innovation; A jungle or a rainforest? From: classbb.wordpress.com/2012/01/21/what-is-a-rainforest/ Source: Håkanson, Ford et.al. Business in networks (2009)

The network model, showing actors, resources and activities 15 Håkansson 1987:17.

The professional Innovation role 16 Define your own interest Define your role and identity in the collaborative network Define needed skills Define your best preferences for collaboration, discussion and exposition Integration of customers in the innovation processes

Collaborative innovation culture Simple and visual communication to inspire creativity, involvement and engagement Communicate your knowledge without information overload Communication based on trust and facts

Digitalization in Organizational Innovations Integration between humans, processes and technology to achieve better and more secure decisions Utilize big data and real time data cross disciplinary (branches, lifecycles, geographical locations) Service and circular oriented economy issues 19

20 The Norwegian/Nordic Model: Organized labor market Labor policy, firmly based on a tripartite co-operation between the government, trade unions and enterprise federations Low hierarchical system between employers and employees Management methods for LEAN INNOVATION DIGITALIZATON

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