Presentation - ETH Zürich by Swiss Chamber of Commerce in Turkey

VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

VIII. Swiss Turkish Economic Forum 22nd November 2012

Enhancing Innovativeness? It’s Innovation Leadership That Counts … 1. Innovation: successfully coping with technology change 2. Vast governmental innovation initiatives 3. However: it’s the “Final Mile” that counts 4. “Best--in in--Class” examples of innovation competence 4 “Best 5. INNOSHARE: First step towards enhancing innovativeness Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH Zurich)

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

„Innovation is increasingly what businesses and institutions of all kinds seek seek,, in response to a ““flattening flattening”” world of ever ever--more intense and global competition. competition. That sounds simple enough enough— —but it’s not just about building a ““better better mousetrap mousetrap.” .” The kind of innovation companies need today goes beyond products or services, services, involving all aspects of the enterprise enterprise— —from business processes and models to management systems,, culture and policies. systems policies. A Accomplishing li hi this thi kind ki d off systemic t i innovation i ti requires a unique blend of business and technology,, and a deep understanding of the technology new tools, tools, techniques and capabilities that have come of age today today.“ .“ ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Samuel J. J Palmisano

Former Chairman, President and Chief Executive Officer

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

VIII. Swiss Turkish Economic Forum 22nd November 2012

Enhancing Innovativeness? It’ Innovation I ti Leadership L d hi Th t … It’s Thatt C Counts 1. Innovation: successfully coping with technology change 2. Vast governmental innovation initiatives 3. However: it’s the “Final Mile” that counts 4. “Best Best-in “Bestin--Class Class” examples of innovation competence 5. INNOSHARE: First step towards enhancing innovativeness Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH Zurich)

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Technology Change: In 2005, the world produced more transistors (and at lower cost) than grains of rice! (IBM 2006) (IBM,

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

Europa‘s Failing Innovativeness and Economic Strength World Market Shares (World Bank, 2007) 25%

(% of total world exports by value)

EU-25

20%

„Europa‘s Share of the World Market has clearly diminished.“ diminished “

Asia

15%

10% 5% 0%

2000 2001 2002 2003 2004 2005 2006

Innovativeness EU, USA & Japan USA JAPAN

Europe‘s Innovation Gap EU

„Europa‘s Innovation GAP compared to USA and Japan is increasingly significant.“

1996 1997 1998 1999 2000 2001 2002 2003

EU Innovation Performance

European Commission 2005

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Significant EU27 Innovation Gap Towards the US, Japan and South Korea EU Innovation Performance Gap

EU Innovation Performance Gap

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - Itâ&#x20AC;&#x2122;s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

EU: Enhancing Innovativeness, a Prime Overarching Target

European Commission Conference (29 May, 2012) Vice--President Antonio Tajani Vice Tajani,, Commissioner for Industry and Entrepreneurship stated that "we need to step up our efforts in making Europe more innovative in order to catch up with our main competitors and recover the path of robust and sustainable growth".

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Turkey: Similar Intensions Turkey has long been and continues to be an advocate of raising science and technology to new heights, heights, and has recently been engaged in a significant science science,, technology and innovainnovation (STI) impetus impetus,, with the vision to contribute to new knowledge and develop innovative technologies to improve the quality of life by transforming the former into products, products, pro pro-cesses and services for the benefit of the coun coun-try and humanity. humanity. Such an advocacy is rooted in the advancement of a dynamic ideal based on continuous renewal and modernization under the guidance of science science,, technology and knowledge.. Today, the actors as a whole have knowledge succeded to put forth a determination to continue to invest in R&D and innovation innovation,, which is a key driver of future sustainable growth,, and increase demand for STI. growth

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

ÂŠ Copyright Prof. Hugo Tschirky, PhD, DBA

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

VIII. Swiss Turkish Economic Forum 22nd November 2012

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Innovation Policy Example: The 7th European Framework Programme FP7 (2007 – 2013) According to the Lisbon Council (March 2000) th

following the 6 framework Programme (17 billion Euros)

“Europe is to become the world's most competitive p economic area“ area“ Sixth Framework Programme 2002-06

17 bn Euros

The Seventh Framework (2007--2013) (2007 53.2 bn Euros

7th EU Programme: Nine Key Areas: • Health • Food, Agriculture and Biotechnology • Information and Communication Technologies • Nanosciences Nanosciences,, Nanotchnologies Nanotchnologies,, Materials and new Production Technologies • Energy • Environment (including (including Climate Change) • Transport (including (including Aeronautics) Aeronautics) • Socio Socio--economic Sciences and Humanities • Security and Space

Budget: 53.2 Billion Euros ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

VIII. Swiss Turkish Economic Forum 22nd November 2012

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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How effective are such programs and initiatives?

• The „time constant constant““ of effectiveness is typically quite long: long: 88-12 years years.. • Once new knowledge has reached the company company,, more competitiveness is still far from being „produced produced“! “! • It requires next, next, that the newly available knowledge has become part of a management decision with an outcome that matches future customer decisions. decisions. • This is the cruical role of the „Final Mile“ ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

It is the Innovation Management Competence (IMC) of the „Final Mile“ that counts counts!! Knowledge Creation Research Programs

EU:

Research Programs

20 mio „final miles miles““

Research Programs

Basic Research

Applied Research

Knowledge Utilization & increased Competi-Competi tiveness

the „final final mile mile““ Technology Development

Technology Diffusion

Management Decision

Innovation Development

Customer Decision

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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“Lesson Learnt”? • Innovativeness promoting initiatives which focus primarily on new knowledge creation, are incomplete. • Complete initiatives promote new knowledge creation and Innovation Management Competence (IMC) • What does this mean?

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

What does it mean: “Promoting new knowledge creation and Innovation Management Competence (IMC)? Promoting: • basic research • applied research l t d R&D projects j t • selected •…

Promoting: • Innovation Mgmt research (universities) • Innovation Mgmt Education & company training iti ti • INNOSHARE IInitiative •…

How much to spend IMC C Promotion? • rule of thumb: 1-2% of governmental R&D spending • this amount represents an „insurance premium“ to make sure, that governmental money is spent meaningfully. ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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“Input-Thinking” – as practiced by the EU-Programs also means:

planning a three Michelin star gourmet restaurant • on a prime location on Champs d‘Elysées g g g the most famous architect • engaging • equipped with the worlds best library of recipees

• but never worry about the chefs cooking competence … ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

VIII. Swiss Turkish Economic Forum 22nd November 2012

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Examples of “Best-in-Class” Companies „Best--in „Best in--Class“ companies  concrete measures to promote innovation culture (Google, „Innovation Professionals Professionals“) “)  have high top mgmt innovation exposure (promoting new products in public public,, identification with innovation innovation//technology related company visions) visions)  Follow a „Innovation „Innovation Leadership Vision“ Vision“  have dedicated innovation innovation//technology responsibilities on upper mgmt levels (board of directors,, chief innovation (technology directors technology)) officers CIO/CTO)  standard agenda item „innovation „innovation““  explore systematically customer needs (product application process analysis analysis))  have systemically information inflow („Business Intelligence Systems“)  pursue „Open Innovation“ Innovation“ strategies  keep close collaborations with „Lead Users“ and „Lead Suppliers“ Suppliers“  follow carefully the „start start--up scene scene““ („Start(„Start-up Watch List“)  have two separated however linked processes for technology and product innovations  deploy external competencies by way of strategic alliences  take measures to preserve knowhow across divisional bounderies („Communities of Practice“)  „Turn products into services services““ (Hilti (Hilti,, new business model)

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Google‘s Nine Principles of Innovation Management 1. Innovation, not instant perfection. New products are launched early, rather than trying to perfect those ideas behind closed doors. Customer feedback and popularity prove which projects are most successful.

2. Share everything you can. Small teams that communicate openly have proved the best results for Google. Everyone knows what everyone else is working on.

3. You’re brilliant, we’re hiring. The bar for hiring new employees is set very high. Focus more on generalists rather than specialists.

4. Allow employees to pursue their dreams. Employees’ time follows a 70/20/10 model: 70% they work on Google’s search and ad flagships; 20% on new programs like Images, Desktop; 10% of the ti employees time l pursue their th i own high hi h risk/high i k/hi h reward d projects. j t Google G l Earth is a result of one of those projects.

5. Ideas come from everywhere. Sometimes Google turns to the public for new ideas. The Google mastheads, which are customized for holidays and events, are taken from non-employee submissions. One of the mastheads was designed by a 12-year-old girl. (masthead = logo)

Eric Schmidt , Google CEO

6. Don’t politic – use data. With all the ideas floating around Google, the best way to determine which may work is to use supportive data. “Data beats opinion.”

7. Creativity loves restraint. “Let people explore, explore but set clear boundaries for that exploration!”

8. Get users and usage – the money will follow. Primarily focus on creating things that are innovative and useful for people, not something you can sell.

9. Don’t kill projects, morph them. Google doesn’t waste ideas. Instead, they try to change and transform them into

something the company finds useful. ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

Example: Example: Sasol AG, Germany Chemical Specialities Company

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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“Innovation Professionals”: a Strategic “Combat Group” The group of „Innovation Professionals Professionals““ (GIP) Executive Board Meeting 1. Minutes 2. 3. 4. Innovation (CIO) 5 5.

constitutes a competence network under guidance of the CTO (CIO) promotes innovativeness across the entire company serves the CTO (CIO) to fulfill his resposibility for the agenda point „Innovation“ of the regular Executive Board Meetings • meets periodically • • • •

Executive Board CTO/CIO

Periodical Group Meetings & Workshops CTO/CIO

Corporate Staff Units

Business Division

InnoProf

Business Division

R&D Mgr

Innovation Professional

R&D Manager

Agenda GIPGIP-Meetings

• career potential • from any company function • • focused innovation training •

• responsibilities for product & process innovations • • focused innovation training •

• outlook outlook:: new technologies technologies?? new products products?? new competition competition? ? • essential literature literature? ? • product pipeline: pipeline: current situation • „startstart-up‘s watchlist“ watchlist“ • new product innovation projects? projects? •

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

„Innovation Professionals“: Examples nals“ 20 trained Innovation Professionals

15 trained Innovation Professionals

global leader in enhanced quality of life for orthopaedic patients.

In the uvex world we intend to be leaders in innovation, creating value-oriented growth on a global basis in all our areas of activities and markets. Value follows innovation!

hirky, PhD, DBA

„Innovation Profess 130 to be trained

10 trained Innovation Professionals

Innovation Professionals

With premium income amounting to over € 17bn and 50’000 employees, ERGO is one of the major insurance groups in Europe.

Sasol Germany is a leading producer of solvents and inorganic specialities such as high purity alumina, as well as surfactants and surfactant intermediates. ETH Department of Management, Technology, and Economics, - Prof. Hugo Ts

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Top Management Innovation Exposure

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

Gorenje, Slovenia

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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A Paradigm Shift: “From Technology Leadership to Innovation Leadership”

Company‘s self-concept II. Company products (technology) focused Company

• • • •

InnovationCustomer

II Customer innovation focused II. Company

Innovation Customer

A company „said said““ yesterday yesterday::

Same company „says says““ today today::

„We are a leading supplier of polishing technologies technologies!“ technologies! !!“

„We enable perfect surfaces surfaces!“ !“

technology capability driven R&D focused technology is partial solution limited innovation potential

• • • •

market need driven customer focused technology is part of a solution extended innovation potential (including service businesses businesses))

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

Business Innovation: “Infection Control”  case: washing machine producer  multiplication of washing, cleaning & drying competence into hospital and pharma industry  under innovation vision “we provide infection control”: control”: business extension: disinfection, sterilisation, packaging, detergents  new business > new culture > new organisational unit: Belimed Co.  highly profitable: Sales 2011 CHF 195.6 (+8%) ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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HP with Strong Normative Technology Management Structures Board of Directors Technology Committee

Robert Léo Meg Cathie Carly Mark Whitman Lesjak Hurd Wayman gApotheker yP. pFiorina yj Chairman & CEO

Technology Adv. Board

Executive Management CEO CFO CMO CTO CHR EVP EVP EVP EVP EVP EVP EVP

Business Segments Technology Council

Shane V. Robison Chief CTO

December 19, 2002. … HP has created a technology advisory board peopled with luminaries like Internet pioneer Vinton Cerf to give it outside perspective on its strategy.. strategy

CTO

December 19, 2002. In an unusual step for a large company company,, Hewlett Hewlett--Packard's board of directors has created a technology subsubcommittee to help ensure that the Palo Alto computer and printer giant doesn't miss any more big technology revolutions

CTO

Technology Council Shane Robison, Robison, Chief CTO, CTO, is responsible to the CEO for • chaired by the Chief CTO CTO

CTO

• shaping HP's overall corporate strategy and technology agenda, agenda, • steering the company's $4 billion annual R&D investment. investment. • leading the company's senior CTO‘s and the director of HP Labs, Labs, • leading the company's strategy and corp corp.. development efforts efforts,, • including mergers mergers,, acquisitions acquisitions,, divestitures and partnerships partnerships..

• sets the company's technology agenda agenda,, • evaluates technology standards initiatives,, initiatives • allocates technical resources, resources, • coordinates cross cross--company architecture strategies and platforms platforms,, • and conducts periodic technology audits. audits.

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

Source of Innovation: Work Analyses Example: Time Analysis of Cable Racks Installation (Hilti)

Existing Business  high-tech hi h t h  strong competition  improvement potential: 4-8%  rather depleted innovation potential

Measure

28%

Drill

17%

Place the plugs

10%

Mount the consoles

24%

 low-tech  low competition  improvement potential: 30-40% 30 40%

 new innovation potential

Mount the cable racks 21%

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Research Organization Hilti Corporate Central Research Interdisciplinary Search Teams

Work Flow Analyses

Fastening Systems

Quality Management

Demolition Systems Numerical Simulation

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Positioning & Sensor Technolgy

Materials & Engineering

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

Videoanalysis: Example Hilti Direct Fastening Technology Application

Duration of Welds, Welder 0 500

Fix Deck - Phoenix

450

Fastening Points

400 350

300

Puddle weld Skylight weld Hammer deck

250

Walk during fastening

200

Breakdown

Handle cable

Recover Refill rods

150

56%

Walk Interruption

100

Tidy/arrange

• Welding related activities amount to 86% of the time (including hammer) • Average welding rate of 334 welds per hour • Rod was changed on average once every 11 welds • Actual weld time was 2.6 seconds

communicate

11%

Safety measures

Idle Misc. carry

10.50

9.50

10.00

9.00

8.50

8.00

ETH Department of Technology, Management, and Economics - Prof. Hugo sec Tschirky

7.50

7.00

6.50

6.00

5.50

5.00

4.50

4.00

3.50

3.00

2.50

2.00

1.50

1.00

0.50

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16.01.2003 / TNc, TNn / 040116 TT prep.ppt

http://www.hilti.com

Business (Technology) Intelligence Systems

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

Straumann Pioneer for dental implant technologies 業界をリードするインプラントシステム

Financial Performance

2010

2009

737

736

131

146

20%

25%

Sales Mio CHF

Earnings Mio CHF

ROE Return on equity

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Opportunity Landscape 2004

3rd teeth Soft tissue eng.

OsseoOsseointegrat.

Growth Bone factors SubstiSubstitute

Immed. replace Immed. loading

„Today‘s y Playground“ yg

Connect. technos

Surface technos

Nano technotechnology

CeraCeramics

„Tomorrow‘s Field“

PolyPolymers

Industr. Process

Venture capital

ecommcommerce

B2B

Rapid Prototyp. Q.A. in practice

e-traitraining

P i Practice Financial support C.A.T. Mgmt. Support

„World Beyond Tomorrow“

Alternat. Prod. IT in Produc tion

Virtual training

Dental School

PolyPolymers

IT in Produc tion

„Opportunities“

Dental School

Savioz, 2001 (Dissertation)

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

Gatekeeper‘s Responsibility ゲートキーパーの責任

出版学会

ニーズ

開発プロジェクト

市場研究

Business Mission and Strategy ビジネスミッションと戦略

スピーチ研究プロジェクト特許

PERIODICAL REPORTS ﾚﾎﾟｰﾄﾎﾟ

傾向

 Science & Technology

アプリケーション

証拠コアテクノロジー公示

科学・技術

 Market 市場  Competition 競争  Conclusions 結論

製品

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

Technology Intelligence @ Zeptosens Patents Partner firm Ph.D.

Industry

Business Developer

Ph.D.

ETH

Weekly Meeting

• Agenda item

CEO

1 • „Technology Watch“ • ...

Ph.D.

• Opportunities/Threats? • Problem in search of Technology? • Technology in search of problem?

Ph.D.

Uni Ph.D.

Assi

Scientific community

Lab

CEO Ph.D.

Ph.D.

Business Strategy Meeting

Ph.D.

Strategic technology & business decisions

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Pursue „Open Innovation“ Strategies

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

Innovation Leadership: Strengthening „External Innovation“ (5)

P&G is buying technologies

P&G is Selling technologies ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Wealth of „Lead Lead User“ User and „Lead Supplier“ Collaborations

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

„Guesthouse“ Concept (Example Croon & Lucke GmbH)

Supplier Innovative Suppplier Suppplier/Customer /Customer Collaboration



 Still as a rule, suppliers are contacted at a late stage of product development. development. Also customer contacts are often restricted to rare occasions during the initial phases of orders. This way supplier competences are not fully deployed. And product development may not be in line with (changing) customer needs.  At mts GmbH suppliers and customers are included into product innovation projects systematically and early on allowing to make complete use of supplier’s p and g guarantee best integration g into competences customer business and innovation processes.

Company   Product Innovation  Projects   

Teile-Teile daten

Customer 

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

Teile-Teile daten

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Communities of Practice (CoP)

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

Communities of Practice at Chrysler Origination of CoP‘s („Tech-Clubs“): Reorganization from functional to platform structure

Minivans

Jeeps R&D Production Marketing Finance

R&D Production Marketing Finance

Finance

R&D Production Marketing Finance

Large cars Small cars

Marketing

Trucks

R&D Production Marketing Finance

Chrysler

R&D Production Marketing Finance

Chrysler

Production

Platform (Divisional) Structure

R&D

Functional Structure

Products Large cars Small cars Trucks Minivans Jeeps

Advantages & Disadvantages of Reorganization 

Reasons for creating the „Tech Clubs“: need for communication across platforms

    

iincreased d market k t and d product d t focus f reduced product development cycle time ((from from 60 to 30 months) months) duplication of parts uncoordinated relationships with suppliers lessons learned did not travel across platform bounderies therefore:: reduced organizational learning therefore

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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Communities of Practice at Daimler: “Tech Clubs” Chrysler Tech Clubs

Minivans

Jeeps

R&D R Prod duction Marrketing Fin nance



Trucks R&D R Prod duction Marrketing Fin nance



R&D R Prod duction Marrketing Fin nance

Large cars Small cars R&D R Prod duction Marrketing Fin nance

• Eight Tech Clubs across platform bounderies cover main disciplines in product development. • Objective: increase disciplinary competence across platforms • Structured at multiple levels into sub--clubs. sub • i.e. Tech Club Body consists of 14 subspecialities such as Wipers, Bumpers and Doors. • Complimentary: Engineering Books of Knowledge (EBoK) capturing relevant knowledge for engineers.

Chrysler



Advancec Vehicle Enineering

Body

Chassis

Electrical Electronics

Interior

Powertrain

Scientific Labs & Proving Grounds

Vehicle Development

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky



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VIII. Swiss Turkish Economic Forum 22nd November 2012 Enhancing Innovativeness? - It’s Innovation Leadership That Counts Prof. Hugo Tschirky, PhD, DBA Swiss Federal Institute of Technology (ETH)

VIII. Swiss Turkish Economic Forum 22nd November 2012

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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INNOSHARE: A First Step Towards Promoting Innovativeness • INNOSHARE: An organized however informal way of sharing knowledge among companies which are motivated to improve the productivity of their Innovation/Technology Management Competence. • Organizer: Organizer: e. g. GENERAL DIRECTORATE FOR SCIENCE & TECHNOLOGY • Participants: 5 – 8 technology and innovation driven companies as a pioneer group • Meetings: 2-3 /year

Directorate for Science and Technology Moderator

Representatives from innovation/technolgy driven companies

• Moderator: Technology & Innovation Management professional

INNOSHARE Meeting

• Agenda: e. g. • current innovation & technology management methods & concepts being used • positive & negative experiences using them • Intentions to extend the current repertoire Specific themes: e. g. • Business Intelligence Systems • How to promote Innovation Culture

ETH Department of Technology, Management, and Economics - Prof. Hugo Tschirky

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