Hurry slowly! Give innovation time, if possible. Manu De Bruyn, Gerrit Jan van de Pol, Arjen ter Velde (ECCI, oct. 28-30 2009, Brussels) A. Introduction: hurry slowly! We don‟t like to hear that „slowing down‟ or „rest‟ can sometimes be more efficient than „speed‟ and „haste‟. We prefer identifying with words as dynamic, vital and energetic. We associate „slow‟ with boring and „slowing down‟ with going backwards. Yet we were already warned centuries ago: the Roman historian Suetonius (70-130) posited the winged words „Festina Lente!‟ This Latin proverb means „Hurry slowly‟ or „Hurry carefully‟ and it carries a powerful double meaning for each innovator. On the one hand, as an innovator, you have to speed up numerous innovation processes. You shouldn‟t let anyone steal your thunder. On the other hand this has to be carried out in a cautious manner, active and involved, but cautiously. Both facets are important, but in this story we want to point to the importance of the „thoughtful‟ side of Suetonius‟ proverb. We all know that wine has to „mature‟, dough has to „rise and meat has to „marinate‟ or „dry‟. Nature shows us the facts every year: in winter plants and animals recuperate in silence. Speeding up, slowing down and rest have a distinct function in nature. We know all this, but we are often blind to it when managing innovation. Through this narrative we want to illustrate on the one hand, why an entrepreneur sometimes instinctively wants to accelerate, while slowing down is sometimes appropriate. On the other hand, we will take the reader through the different phases of the innovation process and point to moments when rest or slowing down can be beneficial, ranging from inserting incubation time, processing feedback to the creation of acceptance. B. The reminiscence effect Does this situation apply to yourself or one of your colleagues?
„You‟re an idea person. You always see possibilities, you like to nose in books and surf the Internet. You talk to clients, you‟re enthusiastic, you see advantages rather than disadvantages and you bounce ideas off your colleagues. Then you receive a good-natured smile (That‟s how we know you!) and everyone gets on with his or her daily business. You ask yourself desperately: why don‟t they go along with it?‟ People sometimes „experience‟ the same „absolute‟ time in a completely different manner. When our brain has to process a lot of stimuli, it seems as if time speeds up. It also works the other way around: if our brain only has to process a small amount of stimuli, time seems to move more slowly. This is time as we experience it in the moment. However, if our memory looks back on time as we experience it afterwards when we recall he moment, something peculiar happens: exciting times, that left a lot of recognition marks in the memory, take up a lot of memory space in the brain. In retrospect it seems as if the period lasted a long time. Periods with little variation are compressed in the brain: the days are so much alike that they are interchangeable. Looking back you have the impression that the period of time flew by. This phenomenon is called the „reminiscence effect‟ and it is important for anyone who wants to stimulate innovation in an organization to take this into account. A nice example is „the week of vacation‟. Every day your brain processes new information (a new house, an unknown supermarket, interesting sights, new roads,...). The days seem to fly by, but if you return to your work after a week, it is as if you‟ve been gone a long time. The colleagues
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who staid at home, who received the same people, procedures and messages have the opposite reaction: „Back already?‟ They have the impression that time flew by. Strong innovators enjoy being involved with new information. In the moment itself, their brain thinks that the days go by very quickly. However, when looking back on a given period, it seems as if they‟ve been occupied with the innovation for a while. Days fly by and you have the impression you‟ve been busy for a long time... Your emotion says: get on with it! And your whole system wants to shift to a higher gear. More often than not „deadlines‟ are set based on that emotion. The environment acts surprised and annoyed: what‟s the hurry? The project hasn‟t been going on for that long? We don‟t have time for that right now! Days are flying by as it is! Especially in a work context with a lot of technical study work and a certain focus on the realization of things (don‟t talk, do!), the will to change is often „rather low‟. These employees can be brought on board with thorough analyses and a thorough step-by-step approach (Research, Cools, Van den Broeck, et al. (2007)). In this case, precipitation often has an opposite effect. Message: 1. As an innovator, act less fast than your emotion tells you (Message from Suetonius: hurry slowly!) 2. Avoid deadlines, if possible! Who „thinks‟ he has plenty of time performs better. (Research, Western Reserve University (U.S.)). C. The function of thoughtfulness in the innovation process Innovation literally means: „introducing something new. In an organization, the innovation process refers to „the managing of a (creative) idea into a product, process, service or model with a distinct added value for the organization and its environment. This always involves an interaction between the business configuration and the social system around (or within) the organization (clients, suppliers, own employees, government, research centers, universities,...). The innovation process has a couple phases, that do not always proceed sequentially but that are distinct. You‟ll find it in this scheme:
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1. ABSORPTION PHASE Society and more in particular the social system around (or within) the organization continually transmits signals that can be received as question, chance, fact or problem. e.g. Discharging effluent from pleasure boats causes contamination and pollution (GMB, Yoss, 2008). e.g. Umbrella‟s don‟t hold out in stormy weather (Senz Umbrella, 2006). e.g. One-parent families are becoming more and more common (Ikea, Boklok, 2008). e.g. In the near future, the Netherlands will have to increase their efforts in the battle in the battle against the rise of the water level, Minister C.P. Veerman (Integrale Dijkontwikkeling (concept), Ballast Nedam, 2008). e.g. As of the 2007-2008 school year, schools are obliged to organize after school day care (BSO Box, De Meeuw, 2007). Organizations able to pick up this information quickly and professionally, both externally and internally, and that can transform it into a chance or a challenge for the organization establish a good basis for innovation. The have a high capacity for absorption. There are many possibilities to encourage this potential in an organization: - the network manager or innovation manager stays in touch on a regular basis with fellow-workers, clients, suppliers, research centers, universities, government,... - employees can „post‟ ideas on an innovation website or in an idea box. - a trend spotter is sent out or the company contacts a trend watcher. - employees receive „dabble time‟. - the R&D department sends out signals and makes proposals. - informal gatherings
2. ATTENTION PHASE It is important that the mix of signaled ideas, chances and problems doesn‟t keep floating around, but instead has a clear gathering point. The appropriate function to provide guidance to the idea policy is the innovation manager, backed up directly by the management, who is sufficiently ambitious in terms of creativity, and who stimulates and motivates and provides the needed financial leeway. The innovation manager is familiar with the different steps in the innovation process. He can put together teams attuned to the different phases, communicates about the proceedings and coaches project leaders and teams throughout the innovation trajectory. In large companies, where scores of innovation projects run parallel to each other, the responsibility will be divided among three functions: top innovator, project innovator and project facilitator (David Tanner). Deciding which ideas, chances or problems receive extra attention and which do not, implies a certain thoughtfulness. Financial gain certainly is important, but other motives can be important as well: - image building (specialist, sustainable enterpriser,...) - culture change (flexibility, transparency,...) - compelling technical issues - medical urgency - societal urgency Message: Use a sufficient amount of time to weigh different motives against each other. If necessary, have a Council of Sages or an Opportunity Panel assist you (Message from Suetonius: hurry slowly!).
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3. CONCEPT PHASE Depending on the nature of the problem or the request, the innovation manager can decide to organize the concept phase in an elaborate or simplified manner. There‟s no need for a „brainstorm‟ for example if a good and tangible idea is already on the table. If the problem hasn‟t been solved yet or if the ideas are too vague or too obvious then an ideas session is appropriate. The steps needed to have an ideas session are well known: 1. Focusing the problem or the question. 2. Creating ideas: invent, enrich, document. „Incubation time‟ plays an extremely important role in the creation of ideas. Make sure that plenty of time is made free for this. Without an incubation time the chance is real that ideas stay too obvious and that patterns aren‟t being broken fundamentally. (Message from Suetonius: hurry slowly!) Put together a heterogeneous team in this phase with specialists, generalists and „odd men out‟ and have someone guide the process who can facilitate creativity processes. They will make the incubation time profitable and active. 3. Selection and evaluation. 4. Presentation. 5. Time for reflection/feedback/playtime/improvement time. The importance of this phase cannot be stressed sufficiently. Listeners, management, potential clients and employees should have enough time to let the „fullness‟ of a new concept penetrate. To make the concept alive in their heads, to see it work in the future. Help to visualize as much as possible (3D drawings, a scale model, a video,...) Provide time to weigh the pros and the cons with others. Be open to questions and provide clear and correct information. Organize an „innovation brunch‟ for example, a corner for browsing where one can quietly „taste‟ the new concept with a guest book. Give time! Listen! Activate and adapt the concept. (Message from Suetonius: hurry slowly!) The following letter by Frank Lloyd Wright (1929) shows the great importance of this time for reflection and the possibility to provide feedback. Between 1928 and 1929, this by then already world-famous architect, made a couple of vases for the glass factory in Leerdam. He reacts to one of the first prototypes that were sent to him in April of 1929. Letter F.L. Wright, one month later, May 1929:
The glass vase has just arrived... It is a magnificent piece of glass design. However, in my eyes the polished surface and the irregular blown interior are very much in conflict. This has brought me to an idea that could lead us further. It consists of the following: an internal pattern contrasts and works together with the surface of the shape. Take this vase with its narrow neck and wide bottom, leave it open from below and design for the inner sides a core that creates a pattern of contrasting straight lines. This patter could provide a very decorative effect on the inside when the refraction of the light in the vase works harmoniously with the reflection of the light on the outside. The famous vase was developed only after this feedback was taken into account.
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6. Deciding (GO-NO GO moment) Only after the team members and the management have listened and discussed, and after feedback has been integrated, a decision can and should be taken by the management whether or not to proceed with the innovation. 4. PROJECT PHASE If the board and management decide to work out a concept, the innovation process arrives at the project phase. A project leader becomes responsible for the progress and further communication regarding the project. He puts together a multifunctional team (+/- 6 people from the different involved departments) that will shape the project from here on. In large companies this function can consist of three sub functions: project innovator, project leader and project facilitator. Research has shown that in this case it is also better to spend sufficient time to the professional drafting and working out of a project contract (+/- 1 month). (Message from Suetonius: hurry slowly!) With respect to content, a project contract usually consists of the following steps: 1. 2. 3. 4.
Drawing up a project definition Working out and structuring partial aspects Inserting decision-making moments (go, no go) Controlling (time, money, quality, organization, information, communication)
5. IMPLEMENTATION PHASE The implementation phase could be considered as being a part of the project, but clearly distinguishes itself through the direct interaction the organization enters with the social system within which the innovation has to gain acceptance (clients, government, employees,...). Prototypes originate, a pilot is being set up, a first experiment for a selected group, a market test,... The acceptance with regards to innovation will rise if: - the organization itself provides the development of correct information with regard to the new product, service or process. Show own experiments. - The organization provides a clear and easy to understand way of knowledge transfer. Point to the direct (money) and relative (convenience, status, saving expenses) benefit of the innovation and to the „compatibility‟ with the existing environment. Make clear where innovation becomes „visible‟. - Provide the client with time and space to „try out‟ on small scale. Listen to feedback and integrate suggestions for improvement. - Draw out a future scenario with the innovation and provide guidance as a service. - Make sure there are sufficient financial means in this phase. Time is an important factor in this phase as well. Listen to feedback from clients and integrate suggestions where possible. Find out whether tailored work is possible and consult. (Message from Suetonius: hurry slowly!) The final launch of the innovation is the icing on the innovation cake.
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6. APPLAUDING AND LEARNING A successful innovation may (should) be rewarded. The client will reward the organization by accepting the innovation, investing in it and by contributing to the proliferation of the innovation. Internally, it is important to emphasize the „complete‟ innovation process and to involve „all‟ the participants in the reward. Reward the success, but the cooperation as well: publishing a photo reportage about the process, an interview with some of the key figures, giving out an „Award‟ with a drink for everyone, a T-shirt for everyone that says „We did it‟, having a cartoonist make an impression, involving an artist in the reward,... And learn... learn as an organization what went well, and learn from unwanted effects or failed projects. Don‟t linger on negative points, but turn them into a point for improvement for a new innovation trajectory. The time, in absolute numbers, for a complete innovation process varies from very short (e.g. in the media and fashion sector) to very long (e.g. for the innovation of a business model or writing a book). The comparison of various innovation trajectories quickly points to a „usual‟ duration of 1 to 4 years, with the process until the end concept phase lasting on average 3 to 9 months and the project and implementation phase 1 to 3 years (depending on sector, sort of product, legislation,...) D. When ‘time’ is a part of your ‘distinguishing’ capability. In companies where „speed‟ is a part of the production process (e.g. media, fashion, horeca, logistics,...) it is important to distinguish between short-term adaptations and long-term innovations. It is almost impossible for example for a news service to suddenly carry out an innovation within the hectic situation of current affairs. Especially in these kinds of sectors, time has to be created „deliberately‟ for long-term innovation. Extreme innovation is best carried out „in the shelter‟ of the daily rush. An innovation trajectory can then be implemented in this shelter around a broader theme, overarching the rush of the day. Failing to do this will cause the urgent to always take over the important. This doesn‟t mean that other sectors can‟t learn from their skills to cope with „speed‟: being able to delegate often and fast, improvisation, limited hierarchy,... Speed also has benefits entrepreneurs can learn from. E. YOSS, a story of speeding up and slowing down, falling and getting back up and most of all... persevering. 1. Introduction: YOSS and GMB YOSS is a personal and environmental friendly marine service concept for personal wastewater collection from pleasure craft. Discharges of wastewater from pleasure crafts with wastewater tanks have a direct impact on the surrounding area. Particularly where concentrations of pleasure craft are concerned, the contamination at any given time can be well above average, whereby swimmers run an increased risk of disease (estimated at 100.000 swimmers per year in the Netherlands alone). Reason enough for the Dutch government to forbid discharge of toilet water from pleasure craft as of January 2009, creating increased demand for wastewater collection solutions. GMB developed therefore YOSS, an innovative service concept for yacht harbours and an efficient cleaning tool for yacht charters. YOSS is subsidized by the European Fund for regional development and the province Fryslân.
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GMB is a medium-sized family company with around 450 employees, specialized in water, energy and soil. The company‟s strategy is focused on providing solutions in the area of water, energy and soil for both public and private parties. The most important customers are public institutions such as Rijkswaterstaat, the Waterschappen and local communities. The projects involve among other things road construction, concrete and industrial construction, wastewater treatment, sewage techniques, dyke reinforcement and ecological activities. Apart from that GMB is active for the waterworks and the industry with respectively activities concerning drinking water services and solutions for wastewater and remnant streams. The company also has two large locations where rest streams are being employed for the production of green energy through state of the art composting and fermentation techniques. Innovation in a typical project organization, with specialized people driven by technical projects carried out in the field of soil, road and water construction is by no means a sinecure. Especially when it concerns an innovation in the unknown world of water recreation. This is obvious from the still ongoing innovation project YOSS: the Yacht Own Sanitary System for recreational marinas and yacht charterers. 2. Legal framework When the general ban on discharge came into effect in 1974 (Wet Verontreiniging Oppervlaktewater) it did not include recreational navigation. A lot of ships discharge their wastewater directly onto the surface waters. The problem concerning the obligation to capture wastewater in recreational navigation has always been the impossibility to fully empty the wastewater tanks. Meanwhile, a base network of gathering stations had been realized with the help of government subsidies. This base network consists of around 350 gathering points for the Netherlands. As soon as 2006 it was announced that a ban on the discharge of toilet water was going to come into effect for new pleasure craft. As of 2009 this ban on discharge applies to all boats with a toilet on board. This transitional period is needed to give boat owners the opportunity to either have a wastewater tank installed or to replace the underwater toilet with a chemical toilet. 3. Ajzen‟s theory of planned behaviour As of January 1, 2009, owners or renters of pleasure craft can‟t discharge their toilet water anymore and are obliged to capture it. This is a form of planned behaviour coming from the government. A model that provides insight into planned behaviour is Icek Ajzen‟s (Ajzen, 1991). In this theory, Icek Ajzen posits that behaviour is largely determined by one‟s intentions. According to the model, there are three determinants of this intention. Firstly, there is the attitude towards the behaviour. This applies to the question whether someone is favourable or not towards the behaviour. The second determining factor is the social factor. This subjective norm refers to social pressure to act on the behaviour or not. The third determinant is the personal effectiveness, which refers to the personal assessment of how easy or difficult it is to put the behaviour into effect. Generally, the greater the favourability and the subjective norm towards a specific behaviour are and the greater the personal effectiveness is, the greater the intention will be of an individual to act on that behaviour. The degree to which attitude, subjective norm and personal intention matter to determine an intention varies in different situations and for different kinds of behaviour. The personal effectiveness has a direct influence on the behaviour as well. Someone who is convinced he or she will fail and accordingly has a low estimate of the personal effectiveness, tends to fulfill this expectation. A football player who has to take a penalty and thinks he‟s going to miss, will most likely do so. Consequently, it is important to know how people feel about the capturing of toilet water and to ask what would convince them to take the step of using a system to capture the toilet water.
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This enables statements on the possibility of influencing behaviour. If it is known what people think about a certain innovation (a receptacle for toilet water), then it becomes possible to influence the target group (pleasure craft owners) with the right public relations.
ATTITUDE SOCIAL FACTOR
INTENTION
BEHAVIOUR
PERSONAL EFFECTIVENESS Figure: Theory of planned behaviour (communicatie en innovatie: een inleiding, van Woerkum). The arrows indicate the connections.
4. February 1, 2008: A former water authority employee and GMB relation has an interesting question... As a retired head of water treatment with the water authority and an active yachtsman with an executive function in the Yachting Association of the Netherlands he came to GMB with the announcement that in the near future pleasure craft in the Netherlands would not be allowed to discharge wastewater, i.e. toilet water on the surface water. Consequently, pleasure craft would have to be equipped with a toilet facility to capture the wastewater through a wastewater tank or a chemical toilet. These capturing facilities would then have to be emptied with the help of passers-by or facilities in the home marina. Marinas with more than 50 mooring spaces are obliged by the government to provide such a draining facility for wastewater. The active yachter arrived at the conclusion that these facilities were available in few marinas and if they were, they had bad accessibility, poor hygiene and did not function properly. On top of that, the ban on the discharge of wastewater couldn‟t be enforced on open water by the authorities. Ample reason to just keep discharging on the surface water. There had to be another, better way? Recreation in and on clean surface water! The dialogue with the GMB management was engaged enthusiastically. The enthusiasm of the yachter resulted in the formation of a project team which included, apart from him, a technical developer and a project leader. Energetically, the innovation team went to work... 5. YOSS innovationproces in “Time” External relation/ Watersporter signals problem/ opportunity Question Internal discussion management GMB “what to do” Forming technical innovation team with external relation as chairman Adding marketing discipline to innovation team: Technical concept – phase 1 Governmental Allowance- Request for financial support First live test mobile YOSS unit at Enjoy Sailing yacht charter Marketing plan concept ready
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01-2008 02-2008 03-2008 04-2008 05-2008 07-2008 07-2008 08-2008
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Signing Pilot project agreement with yacht charter Enjoy Sailing Technical concept – phase 2 Market introduction of concept to Marinas via brochures, advertisement First commercial offer to Yacht charter company Dutch government forbid discharge of toilet water form pleasure craft Governmental YOSS Allowance - Granted Installing pilot-configuration at Enjoy Sailing-launching customer : Setting up Account Management – front office Technical concept – phase 3 Governmental presentation work visit representative province Friesland Discussion distribution policy KRW Governmental scaling up Allowance Request 3 marinas
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08-2008 08-2008 11-2008 11-2008 01-2009 01-2009 03-2009 04-2009 06-2009 06-2009 08-2009 10-2009
6. The process of falling and getting back up and the factor time The realization of an opportunity (an innovation) requires time to discuss A good network has been the absolute condition to see this potential market opportunity. Between the first talks addressing the theme and the actual start of the absorption phase a number of contact moments were needed. Over a period of several weeks, several contact moments were required before the opportunity was absorbed. Going from the absorption to the concept phase requires sound management The period between the idea that a possible opportunity for innovation had arisen within the organization and the formation of an innovation project team was (too) short. The belief in the possibility proved sufficient to form a project team. No project planning was made in this intermediate phase: further research, enriching of thoughts, alternative ideas, overseeing the financial consequences, applying deepening by making time for reflection,... The deadline was set on „the starting date of the ban on the discharge on the surface water‟. Supposedly the deadline was known and become the most important motive. „Hurry slowly‟ would have been appropriate here. The time factor in the attention phase is crucial. The objective in the absorption phase should have been to enrich the thoughts with external stimulants: is it an opportunity? For who? When? At what time? Enriching the thoughts developed in the absorption phase proved very useful (in hindsight). A good market survey for instance. Making enquiries with both marinas and yacht owners. The innovational thinking arose in the first place from the objective norm; the legal obligation for marinas to provide a wastewater facility and the discharge ban for yacht owners automatically leads to market demand. The subjective norm, namely the social pressure to act on the corresponding behaviour, was mainly ignored in this phase because of lack of time and a blind spot with the innovation team. If, in this phase, more time had been applied to the psychology of the behaviour that could be expected with regards to the legislation put forth by the government, crucial decisions in a later stage in the process would have made differently. January 1, 2009: the discharge ban takes effect for pleasure yachting Internal assumption: that is the absolute deadline to have an operational product ready. The development was fully managed with this in mind. Theoretically, this was correct. But the acceptance process and the behavioural change of both marinas and yacht owners was not taken into account. What turned out to be the case: marinas
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were disinterested. And neither were yacht owners. The theme only became relevant in the springtime of 2009. December 2008: first seminar with wastewater as its theme Internal assumption: that‟s where we have to profile ourselves or we will „miss the boat‟ as a potential supplier of an innovative solution. That‟s why the presentation of our not yet workedout solution was presented as a concept anyway. The question from the room “At what price?” couldn‟t be answered at all because even a cost calculation couldn‟t be made yet. What turned out to be the case: was this the appropriate time to release the innovation? The project team was convinced they had to present it because to them it was a hot topic. The target group on the other hand was way behind in the thinking process. They were still in the resistance phase against the obligation by law. A product presentation was way too early. On top of that, the competition was woken up needlessly early. Innovating (latent) needs with the target group versus innovation ‘cause’ by legal obligations Internal assumptions: the obligation to capture wastewater and to discharge it centrally is there, so there is an immediate market demand. What turned out to be the case: behavioural change take a lot of time and a lot more time if the ground for it is legal decision-making. The process of denial, resistance, acceptance, involvement takes a lot more time as one would assume. With the consequence of needless hurrying with regard to both technological development and interaction with the market. The target group was confronted too early in the development phase with technical flaws and a concept that was far from worked out. The competition was signaled too early about the YOSS concept development and gets the chance to arm itself against competition from an unexpected party. February 2009: Pilot installation at Enjoy Sailing In August of 2008, it‟s agreed to supply a working system by the middle of October 2008. Eventually, the pilot system is installed in March 2009 and put into use officially on the 19 th of June by the deputy of the Province of Friesland. The technical production of a first working version requires more time compared to regular productions. In the concept phase the end user/target group is most of all looked at Internal assumption: Product development with regards to time allocation is done primarily with the end user in mind and by putting oneself in the place of the clients and spending energy on this. As it turned out, insufficient time was taken in the concept phase to work „influencers‟ like occupational groups and authorities so they would stimulate behavioural change with end users. Generating (more) subsidy money should have been looked at better as well. The implementation phase and choosing the right ‘time to market’ GMB feared that the competition might market a product faster. Being the first in the market with a new innovative product provides a head start in terms of PR and image, but it also provides the competition with the opportunity to ride the waves of the „rumor around the brand‟ of the competitor and to anticipate it. So when are you going to communicate with the market? If the concept is fully developed, or in the concept phase if there is still uncertainty about technicalities, price setting, logistics and so on. As it turns out, innovation is falling and getting back up again, and an ongoing weighing of interests through time. But you never know what you will encounter. The learning curve is hard to plan beforehand.
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Because of a supposed shortage of time, we have continued to think and act according to the subjective norm from Ajzen’s model The innovative process surrounding YOSS is still going on. The first installation has yet to be sold. Technologically, the concept is finished. Making it really available to the market still has to happen. The image we had of realizing an innovation on an expected market demand based on legislation has proven to be far more time-consuming than expected. The importance of the knowledge and experience concerning behavioural change with both marina operators and yacht owners during new legislation was heavily underestimated. Until not long ago we totally focused on the subjective norm but meanwhile we know that behavioural change is a time-consuming factor in the innovation process, which in turn is a crucial factor for success or failure. Time will tell! 7. The YOSS innovation process in phases Absorption phase Dutch government forbids discharge of toilet water from pleasure craft as of January 2009, creating increased demand for wastewater collection solutions. Installed base of existing wastewater collection solutions is very low The quality of existing wastewater collection solutions is very low Watersporters are looking for more convenience en hygiene Attention phase Defining a clear purpose definition Contributing to the preferred image of GMB as an innovative player in (waste)water, energy and land Innovation as an instrument for more market orientation within the organisation Creating a product concept as a Trojan horse for the new market segment “marinas� enabling to sell core business products and services Contributing to environmental issues in the water recreation branch Concept phase Creation of a multidiscipline team of; an end user (owner of a boat), a marina (a yacht charter company), innovator in technical solutions, marketing and service disciplines Creating a mobile test version of YOSS for 2 purposes: o Internal testing techniques o A demonstration vehicle on site at marinas and other stakeholders Creating different moments of presentation to stakeholders: o Internal: kick off of project o External: kick off of first demo unit demonstration on site of yacht charter o Work visit of governmental representative as time marker for next step from concept to project phase. Project phase Timing marketing communication How to get grip on needed budget How to create governmental allowances How to find launching customers willing to participate in innovative product concept Implementation phase When is the innovation process ended What is the innovation budget How to deal with purchase components
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How to organize back office How to deal with business model: direct selling versus distribution, dealerships etc Applause/learning phase Commitment from senior management in referring to YOSS innovation on several internal and external occasions Room to show the innovation at road shows, internal meetings etc. Creating leaflets and content on the internet in an early stage that we company finds it important
F. References Tanner D., (1997), Total Creativity in Business & Industry, Advanced Practical Thinking Training, New York. De Bruyn R., (2009),Innovaties consolideren en verzilveren, CAW, Antwerpen (Rumst). Bos J., Harting E., (1999), Projectmatig creĂŤren, Lannoo Scriptum Books, Schiedam. Ajzen I.,(1991),The theory of planned behavior. Organizational behaviour and human decision processes. Duits te Th., (2003), Het ontstaan der dingen. Schetsen, modellen en prototypes, NAi Uitgevers, Rotterdam. Klein S.,(2007), Tijd: een gebruiksaanwijzing, Ambo. Zevenbergen L.,(2006), En nu laat ik mijn baard staan, Business Contact, Amsterdam/Antwerpen. Debruyne M.,(2009), Innoveren met creativiteit, LannooCampus, Leuven. Warmoes V., Van den Broeck H.,(2009), Leidinggeven met creativiteit,LannooCampus, Leuven. The Bridge business innovators, (2008), Van Aannemen naar Ondernemen: 18 nieuwe businessmodellen voor bouwbedrijven, De Gans, Amersfoort.
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