Comprehensive Innovation and Creativity Concepts for Business and Social Impact

Invention

Coming up with a new idea.

Innovation

The process of translating ideas into useful and used new products, processes, or services.

Entrepreneurship

A mixture of energy, vision, passion, commitment, judgment, and risk-taking to turn innovations into value.

Who innovates

MNEs, tech firms, gadget makers, the public sector, services, and environmental innovators.

4 Ps of Innovation

Product, Process, Position, Paradigm.

Product Innovation

Changes the product or service offering.

Process Innovation

Changes how the product is created or delivered.

Position Innovation

Changes the context in which a product is promoted or used.

Paradigm Innovation

Changes the underlying mental models or creates a new way of operating.

Push Innovation

Technology or product pushed onto the market.

Pull Innovation

caused by market need or demand

Levels of Innovation

Component, System, and Architectural.

Social Entrepreneurs

Aim to generate social value rather than profit, seeking large-scale, long-term change.

Challenges for Social Entrepreneurs

Bridging gaps, securing funding, and scaling initial pilots.

Frugal Innovation

Inexpensive, robust, and simple solutions for low-income markets that still meet performance needs.

Rebound Effect

When efficiency gains lead to higher consumption and emissions.

Environmental Benefits of Innovation

cleaner production, efficient resource use, and new sustainable services.

Innovation in MNEs

R&D investment is linked to increased sales and competitiveness.

R&D Location Factors

Balancing specialisation (centres of excellence) and integration (global collaboration).

Specialisation-based structure

Each unit specializes in a specific area; deep expertise but can become isolated.

Integration-based structure

Global collaboration, knowledge sharing, increased cost and coordination.

Sources of National Innovation

differences in demand conditions, availability of natural resources, regulatory environments, and the strength of innovation networks.

Innovation Ecosystems

Networks of government, education, finance, labour, and science that shape innovation.

New Zealand Innovation

Strong idea generation but weak in commercialisation and investment.

Technology Push

Innovation as a result of technological development.

Market Pull

Innovation developed in response to customer needs 

Environmental Triggers

external factors or changes in environment e.g. competition or environment 

Bias Against the Status Quo

First step in recognizing entrepreneurial opportunities.

Four Creative Behaviours

Questioning, observing, experimenting, and networking.

Creativity Definition (Ken Robinson)

Creativity is applied imagination; innovation is applied creativity.

Creativity Definition (Teresa Amabile)

Creativity depends on skills, creative processes, and task motivation.

Small c Creativity

New and useful to you personally.

Big C Creativity

New and useful to the world.

Fluency

Producing many ideas.

Flexibility

Producing diverse ideas.

Elaboration

Adding detail and depth to ideas.

Originality

Producing novel ideas.

Divergent Thinking

Generating multiple possible solutions.

Convergent Thinking

Narrowing down to the best solution.

Traditional Logic

Works within existing rules.

Lateral Thinking

Breaks or disregards implied rules.

Adam Grant's Creativity Curve

Optimal creativity lies between finishing too early and too late; incubation helps.

Subtractive Creativity

Creativity through removing elements instead of adding more.

Organisational Creativity

Managing creative tension, communication, and resolution in diverse teams.

Tuckman's Team Stages

Forming, Storming, Norming, Performing.

Forming

Team members come together and learn goals.

Storming

Conflict as opinions clash and roles emerge.

Norming

Team develops cohesion and shared norms.

Performing

Team operates efficiently toward goals.

Open Innovation

Using internal and external ideas/resources to speed up innovation.

Benefits of Open Innovation

Faster development, lower R&D cost, access to expertise.

Challenges of Open Innovation

IP protection, trust management, aligning goals and cultures.

Business Model

Describes how an organisation creates, delivers, and captures value.

Business Model Canvas

Customer Segments, Value Proposition, Channels, Relationships, Revenue, Activities, Resources, Partners, Costs.

Epicentres of Business Model Innovation

Resource-driven, Offer-driven, Customer-driven, Finance-driven.

Resource-driven Innovation

Builds on unique resources or partnerships.

Offer-driven Innovation

driven by new value propositions that reshape the business model.

Customer-driven Innovation

Driven by customer needs, access, and convenience.

Finance-driven Innovation

Driven by new revenue or cost models.

Environmental Factors

Key trends, market, macroeconomic, and industry forces.

Connection Economy

Value created by connecting people; network effects matter.

Peer-to-Peer Model

Connects users with spare resources to those in need; takes a small fee.

Marketplace Model

Platform for buyers and sellers; earns transaction fees.

Data-as-Product Model

Free services monetized through user data.

Ecosystem Model

Interconnected products creating switching costs.

Product Development Funnel

Seven stages from idea to launch; gates filter weak projects.

Stage Gates

Decision points to continue, delay, or stop projects.

Cost vs Stage

cost increases as stages develop

Project Selection

Minimise poor projects, balance portfolio, and learn from all outcomes.

Portfolio of Innovation Projects

A mix of initiatives balancing risk, return, and learning.

Agile Project Management

Flexible, incremental, suitable when requirements evolve.

Staged Project Management

Rigid, planned, best when requirements are fixed.

Technology Strategy

Managing tech capabilities beyond individual projects.

Product Platform Concept

Common base used to create multiple product variants.

Exploration vs Exploitation

new discovery vs refining what already works.

Explore-Exploit Paradox

challenge of balancing innovation and efficiency.

Skunkworks

Dedicated innovation unit for speed and breakthroughs.

3M Approach

Encourages employees to explore ideas alongside core work.

Challenge and Involvement

High engagement fosters innovation.

Optimum Slack

Enough time for ideas without losing focus.

Healthy Conflict

Encourages diverse thinking; must resolve constructively.

Diffusion of Innovation Factors

Relative advantage, observability, trialability, compatibility, perceived risk.

Disruptive Innovation

New products that enter low-end or new markets and displace incumbents.

Four Types of Capital

Economic, Social, Cultural, Symbolic.

Economic Capital

Financial assets, IP, tangible resources.

Social Capital

Networks, relationships, alliances.

Cultural Capital

Skills, education, and cultural knowledge.

Symbolic Capital

Reputation, awards, recognition.

Business Approach

where business decisions and innovations are guided by market demand and the needs of internal stakeholders or departments.

Portfolio Approach

Manages R&D as a balanced investment portfolio.

Integrative Approach

Cross-functional teams, customer involvement.

Network Approach

Open innovation involving partners and competitors.

Network Theory

Studies how network structure and connections affect innovation.

Strong Ties

Close, frequent connections (family, friends).

Weak Ties

Professional, distant connections that expand access to new knowledge.

Three Elements of Social Capital

Structural, Relational, Cognitive.

Structural Element (social capital) 

Size, diversity, and collaboration in the network.

Relational Element (social capital)

Trust, reciprocity, and mutual expectations.

Cognitive Element (social capital)

Shared language, norms, and understanding.

Connector

Knows and connects people.