Aquí el texto completo desde Knowledge@Wharton
Extracto introductorio:
"Disruptive innovation is best described as a process "by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves 'up market', eventually displacing established competitors," according to the website of Harvard Business School professor Clayton Christensen. An experienced entrepreneur, Christensen has launched three successful companies and is the author of five bestselling books, including The Innovators Dilemma and most recently The Innovator’s Prescription, which examines healthcare systems. He is the founder of the consulting firm Innosight and the investment firm Rosa Park Advisors, which both build on disruptive innovation frameworks.
Considered the world's foremost authority on the process of disruptive innovation, Christensen discusses with Arabic Knowledge@Wharton his reaction to the Arab Spring, how India and China are developing their economies, and where the next wave of disruptive innovation will come from. Corruption remains a concern for India and China, Christensen notes, but adds the greater economic stress impacting China is its rapid growth. To keep pace, he says, China will soon need to compete with the West in the innovation of products."
jueves, 30 de junio de 2011
martes, 28 de junio de 2011
La innovación médica
El optimismo de este conferencista puede ser contagioso. Suponemos que nos habla con conocimiento pleno (sin que esto borre el optimismo); nos preguntamos entonces: ¿en manos (y cabeza) de quien está ahora la práctica médica? O, ¿qué talentos hacen hoy a un médico competente, como para tenerlo de cabecera? Ya no es sólo el médico asistido por el hospital y sus dispositivos de cuidado (y por el laboratorio farmacéutico) ahora es el médico que puede moldear, figurar y dar forma al ser del paciente, que queda ASÍ SANADO, ¿qué talante se necesita para ser un médico tal?
viernes, 24 de junio de 2011
An academic innovator: Henry Chesbrough
Autor de Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era (Jossey-Bass, 2011)
La entrada es de Strategy+Business aquí, by Rob Norton
Extracto de inicio de la entrevista de S+B a H.Ch.:
"Economists debate whether a service-based economy can be truly robust — or whether prosperity depends on having enough of a manufacturing base to support service businesses. But what if this turned out to be a false dichotomy? That’s the question raised by innovation expert Henry Chesbrough. All successful manufacturers, in Chesbrough’s view, need to come to terms with a fundamental change: the accelerating flows of knowledge and information that are shortening product cycles and commoditizing their products. They can do this, he says, only by reinventing themselves, not as pure manufacturers or service providers, but as hybrid product–service companies that design their business models around creating more meaningful experiences for their customers."
Extracto de la primera pregunta y respuesta en la entrevista:
"S+B: How did your idea of open services innovation evolve?
CHESBROUGH: It began with thinking about the idea of the commodity trap. Richard D’Aveni at Dartmouth wrote an excellent book about the phenomenon [Beating the Commodity Trap: How to Maximize Your Competitive Position and Increase Your Pricing Power, Harvard Business Press, 2010]. He captures something important: the difficulty — given the globalization of manufacturing and, increasingly, the globalization of innovation itself — of sustaining a competitive advantage. If you are focused on making a better product that you drop in a box and ship, and it’s up to the customer to figure it out from there, I think you have a very, very hard time staying ahead of your competitors for very long in today’s environment. That was the motivation.
I trace the evolution of the cell phone in some detail in the book as one illustration. Commoditization is why Motorola had difficulties earlier on and Nokia is having them today. Today you have handsets coming from companies like HTC in Taiwan, and Samsung and LG in Korea, and many others, and you can imagine there will be handsets coming out of China and other places. Everybody understands how to do total quality management, enterprise resource planning, and all the methodologies of Six Sigma, so the things that let companies differentiate themselves and make better products have now become very widely distributed. It makes it harder and harder to sustain a good margin if you’re not simultaneously providing opportunities to wrap experiences around the products that you’re making. And these don’t have to be your own services, either; they can be others’."
La entrada es de Strategy+Business aquí, by Rob Norton
Extracto de inicio de la entrevista de S+B a H.Ch.:
"Economists debate whether a service-based economy can be truly robust — or whether prosperity depends on having enough of a manufacturing base to support service businesses. But what if this turned out to be a false dichotomy? That’s the question raised by innovation expert Henry Chesbrough. All successful manufacturers, in Chesbrough’s view, need to come to terms with a fundamental change: the accelerating flows of knowledge and information that are shortening product cycles and commoditizing their products. They can do this, he says, only by reinventing themselves, not as pure manufacturers or service providers, but as hybrid product–service companies that design their business models around creating more meaningful experiences for their customers."
Extracto de la primera pregunta y respuesta en la entrevista:
"S+B: How did your idea of open services innovation evolve?
CHESBROUGH: It began with thinking about the idea of the commodity trap. Richard D’Aveni at Dartmouth wrote an excellent book about the phenomenon [Beating the Commodity Trap: How to Maximize Your Competitive Position and Increase Your Pricing Power, Harvard Business Press, 2010]. He captures something important: the difficulty — given the globalization of manufacturing and, increasingly, the globalization of innovation itself — of sustaining a competitive advantage. If you are focused on making a better product that you drop in a box and ship, and it’s up to the customer to figure it out from there, I think you have a very, very hard time staying ahead of your competitors for very long in today’s environment. That was the motivation.
I trace the evolution of the cell phone in some detail in the book as one illustration. Commoditization is why Motorola had difficulties earlier on and Nokia is having them today. Today you have handsets coming from companies like HTC in Taiwan, and Samsung and LG in Korea, and many others, and you can imagine there will be handsets coming out of China and other places. Everybody understands how to do total quality management, enterprise resource planning, and all the methodologies of Six Sigma, so the things that let companies differentiate themselves and make better products have now become very widely distributed. It makes it harder and harder to sustain a good margin if you’re not simultaneously providing opportunities to wrap experiences around the products that you’re making. And these don’t have to be your own services, either; they can be others’."
miércoles, 22 de junio de 2011
viernes, 17 de junio de 2011
Gran libro de Innovación en Servicios
Aquí su página en Amazon: Service Innovation: How to Go from Customer Needs to Breakthrough Services.
Autor: Lance A. Bettencourt
Autor: Lance A. Bettencourt
jueves, 16 de junio de 2011
miércoles, 15 de junio de 2011
martes, 14 de junio de 2011
An innovator: Fred Roses
La compañía se llama Fred&friends y se dedica al diseño no convencional (innovadorsísimo :-) de accesorios varios. Abajo una muestra del catálogo de sus últimos lanzamientos.
lunes, 13 de junio de 2011
Machine-to-Machine (M2M) Communication Innovation
El artículo es de Pipeline aquí
Extracto:
"M2M as a technology has been utilized for many years.
It has even been used by various industries long before
the term “Machine-to-Machine” was created.
Today the concept as well as its maturity differs from
one country to another, and various industries are using
it for various reasons. For example smart metering,
which also uses M2M technology, is in different stages
of development in different countries.
eHealth is something that many vendors and providers
already have in their labs or even in their catalogs,
however it is still blocked by some regulations or
institutions and is not broadly used commercially.
But in some cases consumers are using M2M technology
in their everyday life and don’t even think about it (e.g.
when buying a ticket on a train or purchasing products
from a vending machine). Such machines are very often
equipped with dedicated M2M SIM cards and devices
which are part of a complex information exchange chain.
One very promising market – not yet affected by
regulators – is consumer electronics. According to a
research report from Berg Insight, The Global Wireless
M2M Market - 3rd Edition, AT&T will become the first
mobile operator to reach 10 million M2M subscribers
at the beginning of this year. Everything thanks to
customers in consumer electronics."
Extracto:
"M2M as a technology has been utilized for many years.
It has even been used by various industries long before
the term “Machine-to-Machine” was created.
Today the concept as well as its maturity differs from
one country to another, and various industries are using
it for various reasons. For example smart metering,
which also uses M2M technology, is in different stages
of development in different countries.
eHealth is something that many vendors and providers
already have in their labs or even in their catalogs,
however it is still blocked by some regulations or
institutions and is not broadly used commercially.
But in some cases consumers are using M2M technology
in their everyday life and don’t even think about it (e.g.
when buying a ticket on a train or purchasing products
from a vending machine). Such machines are very often
equipped with dedicated M2M SIM cards and devices
which are part of a complex information exchange chain.
One very promising market – not yet affected by
regulators – is consumer electronics. According to a
research report from Berg Insight, The Global Wireless
M2M Market - 3rd Edition, AT&T will become the first
mobile operator to reach 10 million M2M subscribers
at the beginning of this year. Everything thanks to
customers in consumer electronics."
viernes, 10 de junio de 2011
P&G innovation: Connect + Develop
Aquí el texto en la página de Procter & Gamble
Extracto:
"Swiffer Duster. Olay Regenerist. Pringles Stixx. Mr. Clean Eraser. The Pulsonic Toothbrush. What does such a diverse group of brands have in common? Market success, absolutely. But, also, each is a P&G product grown out of a partnership with someone outside the Company.
Seem odd? Perhaps at first. But a closer look shows an innovative strategy on how to approach innovation.
A strategy focused on delivering more superior products, faster. And with maximum chances for success and optimal use of key resources. We call it Connect+Develop. The objective is to discover key innovations outside the Company and bring them inside—to either advance, enhance or expand current projects and strategies.
It works by building the kinds of partnerships that enable good innovation to flourish."
jueves, 9 de junio de 2011
Innovation 'a la China'
La entrada es de The Economist
¿Puede la China aspirar a la innovación (en todo terreno, principalmente en sus productos y servicios) mientras al tiempo sigue bajo un régimen dictatorial? ¿Es la democracia 'a la occidental' el verdadero motor del éxito innovador?
Extracto introductorio:
"CHINA’S continued economic progress depends on mastering the art of mould-breaking innovation. President Hu Jintao intones that the “capacity for independent innovation” is the “core of our national development strategy”. Sceptics agree with his premise, but scoff that innovation and autocracy do not mix. So long as China remains a dictatorship, it will be trapped in a world of mass production and routine assembly, they say. One scholar, Cong Cao, argues that the country faces a future of “premature senility”.
China has invested heavily in homegrown innovation. The government has not only persuaded Microsoft and Google to establish research centres in China. It has also set up science parks across the country, in the hope of creating a Chinese Silicon Valley. Beijing’s Zhongguancun Science Park alone is home to thousands of high-tech enterprises. Chinese universities are joining the charge. Peking University, for example, has established “innovation and entrepreneurship” programmes."
¿Puede la China aspirar a la innovación (en todo terreno, principalmente en sus productos y servicios) mientras al tiempo sigue bajo un régimen dictatorial? ¿Es la democracia 'a la occidental' el verdadero motor del éxito innovador?
Extracto introductorio:
"CHINA’S continued economic progress depends on mastering the art of mould-breaking innovation. President Hu Jintao intones that the “capacity for independent innovation” is the “core of our national development strategy”. Sceptics agree with his premise, but scoff that innovation and autocracy do not mix. So long as China remains a dictatorship, it will be trapped in a world of mass production and routine assembly, they say. One scholar, Cong Cao, argues that the country faces a future of “premature senility”.
China has invested heavily in homegrown innovation. The government has not only persuaded Microsoft and Google to establish research centres in China. It has also set up science parks across the country, in the hope of creating a Chinese Silicon Valley. Beijing’s Zhongguancun Science Park alone is home to thousands of high-tech enterprises. Chinese universities are joining the charge. Peking University, for example, has established “innovation and entrepreneurship” programmes."
miércoles, 8 de junio de 2011
¿Innovación a medio camino?
La entrada es del blog de Nicholas Carr. Y trata de un tema que apasiona al suscrito: los formatos de libro en papel y electrónico, y el cómo impactan la lectura y el aprendizaje
Extracto clave:
"Because we've come to take printed books for granted, we tend to overlook their enormous flexibility as reading instruments. It's easy to flip through the pages of a physical book, forward and backward. It's easy to jump quickly between widely separated sections, marking your place with your thumb or a stray bit of paper or even a hair plucked from your head (yes, I believe I've done that). You can write anywhere and in any form on any page of a book, using pen or pencil or highlighter or the tip of a burnt match (ditto). You can dog-ear pages or fold them in half or rip them out. You can keep many different books open simultaneously, dipping in and out of them to gather related information. And when you just want to read, the tranquility of a printed book provides a natural shield against distraction. Despite being low-tech - or maybe because of it - printed books and other paper documents support all sorts of reading techniques, they make it easy to shift seamlessly between those techniques, and they're amenable to personal idiosyncrasies and eccentricities."
Extracto clave:
"Because we've come to take printed books for granted, we tend to overlook their enormous flexibility as reading instruments. It's easy to flip through the pages of a physical book, forward and backward. It's easy to jump quickly between widely separated sections, marking your place with your thumb or a stray bit of paper or even a hair plucked from your head (yes, I believe I've done that). You can write anywhere and in any form on any page of a book, using pen or pencil or highlighter or the tip of a burnt match (ditto). You can dog-ear pages or fold them in half or rip them out. You can keep many different books open simultaneously, dipping in and out of them to gather related information. And when you just want to read, the tranquility of a printed book provides a natural shield against distraction. Despite being low-tech - or maybe because of it - printed books and other paper documents support all sorts of reading techniques, they make it easy to shift seamlessly between those techniques, and they're amenable to personal idiosyncrasies and eccentricities."
viernes, 3 de junio de 2011
More innovation from Google: Google Wallet
Jobs-To-Be-Done
Transacciones más fáciles, más rápidas
Good bye any stressed check out!
jueves, 2 de junio de 2011
miércoles, 1 de junio de 2011
E-commerce (more) innovation
Aquí la entrada original desde Knowledge@Wharton
Extracto:
"A decade after pets.com and a string of other early Internet specialty retailers collapsed, a new wave of start-ups -- enabled by the power of cloud computing, advanced delivery systems and deep social relationships with customers -- is shaping e-commerce.
From diapers and eyeglasses to pool tables and, yes, pet products, entrepreneurs are developing specialty businesses to compete alongside one-stop shopping giants like Amazon.com and Walmart.com."
"There is a new generation -- Internet retail 2.0," says Wharton marketing professor David Bell, noting that after the 2000 dot-com bust, activity in online specialty retailers dried up as financing became difficult, or impossible, to get and industry executives struggled to evaluate failed business models. Now, engineers have dramatically reduced obstacles to creating web-based businesses, and entrepreneurs have learned more about how to capture online consumers.
Extracto:
"A decade after pets.com and a string of other early Internet specialty retailers collapsed, a new wave of start-ups -- enabled by the power of cloud computing, advanced delivery systems and deep social relationships with customers -- is shaping e-commerce.
From diapers and eyeglasses to pool tables and, yes, pet products, entrepreneurs are developing specialty businesses to compete alongside one-stop shopping giants like Amazon.com and Walmart.com."
"There is a new generation -- Internet retail 2.0," says Wharton marketing professor David Bell, noting that after the 2000 dot-com bust, activity in online specialty retailers dried up as financing became difficult, or impossible, to get and industry executives struggled to evaluate failed business models. Now, engineers have dramatically reduced obstacles to creating web-based businesses, and entrepreneurs have learned more about how to capture online consumers.
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