Presentations Page |
Haas School of Business, University of California, Berkeley |
|
|
|
|
| |
|
| |
|
click image to view video |
Panel Session 2: Discovering and Launching New Product Blockbusters
Successful new product launches – “home runs” – are based on a number of factors that represent a variety of organizational imperatives. The papers presented in this panel offer novel perspectives along several key dimensions that guide the behaviors of innovation leaders: a focus not just on technology but on capturing economic value from innovation; the importance of design – with respect to products and services as well as to business models and even the spaces in which work takes place; the ability to forecast and predict marketplace response to innovations; and the importance of a brand strategy as part of the overall innovation strategy.
|
| |
|
| |
|
| |
|
click image to view video |
Panel Session 3: Breaking Tradition -- Driving Growth
As we move deeper into the information age, the principles and tools associated with interactivity, community, and networks are the key drivers of growth and are integral to successful innovation. This panel highlights a number of issues influencing innovation in the knowledge economy: the need for “open innovation strategy” to take advantage of an organization’s expanded ecosystem; the emergence of “small worlds” (social networks of inventors that span across firms) in both fostering widespread creativity while representing a threat to individual firm intellectual property; and, using pricing in the online retailing environment as an example, the role of the internet in fostering innovative dynamic business strategies. |
| |
|
| |
|
| |
|
click image to view video |
Panel Session 4: Creating Value in a Global Marketplace
The emergence of “innovation” as a primary objective of organizational strategy has coincided with the simultaneous focus on globalization at the top of the corporate agenda. This panel presents a number of provocative viewpoints surrounding the intersection of innovation and globalization: the challenges posed by product “quality” (using examples from Japanese manufacturing) as a potential obstacle to innovation; the degree to which US leadership in innovation can be sustained in the absence of the application of principles of leadership in innovation-based economic competitiveness; using the semiconductor industry as an example, the extent to which innovation in a global industry has in fact been globalized; and the general issue of when and how to outsource as part of an innovation strategy. |
| |
|
| |
|
| |
|
All Presentations are PDFs. |
|
| |
|
|
David Aaker
E.T. Grether Professor of Marketing and Public Policy
Haas Marketing Group
|
Title: Innovation: Brand it or Lose it
|
Abstract: A brand strategy can be critical to the success of an innovation, particularly in the long-term. There are times when a firm literally needs to brand it or lose it.
|
Panel Session 2: Discovering
and Launching New Product Blockbusters |
|
| |
|
| |
|
 |
Sara L. Beckman (with Michael Barry)
Senior Lecturer with Security of Employment
Haas Operations and Information Technology Management Group |
Title: Innovation as a Learning Process: Embedding Design Thinking |
Abstract: There is a generic innovation process, grounded in models of how people learn, that can be applied to various aspects of design: to the design and development of both hardware and software products; to the design of business models and services; to the design of organizations and how they work; and to the design of the buildings and spaces in which work takes place. |
Panel Session 2: Discovering
and Launching New Product Blockbusters |
| |
|
| |
|
 |
Kay-Yut
Chen (and Professor Teck-Hua Ho)
Principal
Scientist, Hewlett-Packard Laboratories
|
Title: The Magic and Science of Prediction Markets |
Abstract:
Most new product launches fail because existing methods are unable
to forecast their commercial successes accurately. A market-based method
to address this gap involves capitalizing on the power of the "wisdom
of crowds" by allowing people to interact in organized markets
governed by well-defined rules. These prediction markets seek information
aggregation from a large group of diverse individuals by encouraging
active participation. |
Panel Session 2: Discovering
and Launching New Product Blockbusters |
| |
|
| |
|
 |
John Freeman
Helzel Professor of Entrepreneurship and Innovation
Haas Organizational Behavior and Industrial Relations Group
Faculty Director, Lester Center for Entrepreneurship and Innovation
Jerome S. Engel
Adjunct Professor
Executive Director, Lester Center for Entrepreneurship and Innovation
Director, Entrepreneurship Program
|
Title: Models of Innovation: Start-Ups and Mature Corporations |
Abstract: The innovation process occurs in two ways—the Corporate Model (mature corporations) and the Entrepreneurship Model (start-ups). Under certain circumstances, entrepreneurs can start companies, develop the capabilities of those companies, and bring new products to market relatively quickly, while their larger but slower corporate competitors lag behind. When startups succeed, however, they transform themselves into corporations. Ironically, this robs them of the very properties that allowed them to innovate rapidly and seize opportunities engendered by innovation. |
Panel Session 1: The Innovation Process: From Idea to
Commercialization |
| |
|
| |
|
 |
Rashi Glazer
Professor
Haas Marketing Group
Co-Chair, The Management of Technology Program
Interim Director, Center for Executive Development |
Title: Meta-Technologies and Innovation Leadership: Why There May Be Nothing New Under the Sun |
Abstract: As firms strive to lead through innovation, they face the twin challenges of trying to bring genuinely new products to market through a "market-driven" approach and avoiding the "innovator's dilemma" of becoming the prisoner of a once-but-no-longer successful technology due to the emergence of an apparently "disruptive" newer technology. By focusing its efforts on meta-technologies, a firm can be innovative while remaining sensitive to customer needs and can simultaneously be market-driven and "market-driving." |
Panel Session 1: The Innovation Process: From Idea to
Commercialization |
| |
|
| |
|
 |
David C. Mowery (with Jeffrey T. Macher and Alberto Di Minin)
William A. & Betty H. Hasler Professor of New Enterprise Development |
Title: The "Non-Globalization" of Innovation in the Semiconductor Industry |
Abstract: In the face of such far-reaching structural change in the global semiconductor industry, it is surprising that most indicators of "globalization" of innovation-related activities in the U.S. semiconductor industry indicate only modest offshore movement in key innovation-related activities. To a surprising extent, this evidence suggests that much of the innovation process in this global industry remains "non-globalized." |
Panel Session 4: Creating
Value in a Global Marketplace |
| |
|
| |
|
 |
Pablo T. Spiller (with Ricard Gil)
Jeffrey A. Jacobs Distinguished Professorship in Business and Technology
Professor, Haas School of Business
|
Title: The Organizational Dimensions of Creativity: Motion Picture Production |
Abstract: In procuring creative products in the marketplace, distributors face the unavoidable winner's curse risk. Since this risk is, to a large extent, independent of the creative nature of the product, the higher the creative content, the higher the relative hazards associated with internal or contractual production. Thus, internal/contractual production of creative goods will tend to be less prevalent the higher the creative content associated with its production. The evolution of the U.S. film industry in the mid-20th century provides examples and implications for managing highly creative activities and ventures. |
Panel Session 3: Breaking
Tradition -- Driving Growth |
| |
|
| |
|
|
Steven Tadelis
Associate Professor
Associate Dean for Strategic Planning
Business and Public Policy
|
Title: The Innovative Organization: Creating Value Through Outsourcing |
Abstract: Few recent business trends have received as much attention as the practices of outsourcing and offshoring. Many cases of failed outsourcing contracts suggest that the strategic use of outsourcing may not be as beneficial as some believed, and hidden costs are often cited as a main source of failure. A business leader can successfully innovate the sourcing practices of his organization by employing strategic frameworks that will anticipate the hidden costs of outsourcing. This article offers such a framework, and argues for its wide use. |
Panel Session 4: Creating
Value in a Global Marketplace |
| |
|
| |
|
David J. Teece (with Gary P. Pisano)
Thomas W. Tusher Chair in Global Business
Director, Institute of Management, Innovation, and Organization
Haas Business and Public Policy Group
Economic Analysis and Policy Group
|
Title: How to Capture Value from Innovation: Shaping Intellectual Property and Industry Architecture |
Abstract: The challenge is not just creating value from innovation, but capturing that value as well. In making strategic decisions about how to capture value from innovation, managers often look at two critical domains—the intellectual property environment and the architecture of the industry—as beyond their control. Yet, these two domains can have profound influences on who wins and who does not in capturing value from innovation. |
Panel Session 4: Creating
Value in a Global Marketplace |
|
| |
| |
| |
