The Harvard Business Review case study article dated March 2003: Finding Your Innovation Sweet Spot by Jacob Goldenberg, Roni Horowitz, Amnov Levav, and David Mazursky details five innovation patterns so-called "templates of innovation" consisting of subtraction, multiplication, division, task unification, and attribute dependency change. On the contrary, why can't marketers vision innovations from "points of view" rather than just through patterns.
For example, let's assume business models are not just created in regards to how the potential business portrays itself from their perspective. Hans-Dieter Zimmerman at the MCM Institute for Media and Communication at the University of St. Gallen in Switzerland does an excellent task of presenting elements of a new approach to develop innovative business models for electronic markets. Han's design model framework consists of four view perspectives taking into account and consideration "Views" such as: the business, the process, the transaction, and the infrastructure.
The business view defines the relevant business community and its underlying, basic business model on a normative and strategic level. The process view defines the inter-organizational business procedures and processes along the value creation process of the respective business community. The transaction view is where generic services have to be defined that enable the realization of the defined business processes. The infrastructure view defines the necessary network services and other technical components to realize the settlement of the transaction from a technical point of view.
The methodology of applying the concept of innovation towards a business model and other futuristic endeavors then leads us to raise the question of "Why just innovation for products and nothing else?" Han's innovative business model design strategy can lead to perhaps more innovative manufacturing methods with ease and feasible packaging for products and also innovative agricultural methods for livestock grazing and feeding on farms.
This idea and design of innovation is not just limited to the above mentioned but it also can create improved and much better innovative brainstormers/brainstorming and innovative organizations/corporations. The outcomes shall be fascinating.
1 comment:
You raise a good point that innovation need not be confined to products but also to business models, processes, etc. Rather than just briefly listing a business like cattle grazing, you should go into detail about how one of these other types of innovation could have helped an example company, like Williams Pinball. They focused on product innovation but could innovation in another area have helped more?
Going forward, the grading rubric will reward you more if you bringing in some connections to the class readings to explain a phenomenon, arguing against a reading or making a well supported prediction.
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