Professional Documents
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innovation processes
Question 1..............................................................................................................3
Answer...................................................................................................................4
Question 2..............................................................................................................4
Answer...................................................................................................................4
Question 3..............................................................................................................4
Answer...................................................................................................................4
Question 4..............................................................................................................5
Answer...................................................................................................................5
Discussion..............................................................................................................6
Discussion..............................................................................................................9
Discussion............................................................................................................11
Discussion............................................................................................................12
Discussion............................................................................................................13
Conclusion....................................................................................................................14
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Next steps.....................................................................................................................14
References....................................................................................................................15
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Unit 1: Technology innovation and
innovation processes
This unit introduces you to what innovation is and the processes by which it happens.
It provides an interdisciplinary approach and considers innovation processes and the
way thinking about innovation processes has changed over time. You will be asked to
read five articles in this unit to underpin and extend your learning around technology
innovation.
invention
design
product champion
entrepreneur
innovation
radical innovation
incremental innovation
dominant design
progress innovation
diffusion
patent.
Activity 1
Part 1
Please read Ernest Taylor, ‘Invention and innovation,’ (1996), pp. 4-38 (using the
pages numbers at the bottom of the page).
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Make notes on the definitions of the key concepts above and answer the SAQs 1-4 on
p.39 of the reading. Please ignore references to other material in this reading which
you are not being asked to read.
Question 1
Given the definitions at the start of this page, would you classify the following as an
invention or an innovation?
Answer
End of answer
Question 2
1. Edison’s phonograph.
2. The laser.
Answer
End of answer
4
Question 3
1. Thomas Edison.
2. Battelle Memorial Institute (photocopier).
Answer
End of answer
Question 4
What are the six key components of a successful innovation process identified above?
Answer
End of answer
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The second reading, The Innovation Process, is also by Taylor and it is a good
introduction to the general field of innovation and design studies. The Innovation
Process is about understanding and analysing how invention and innovation arises.
The reading begins with two simple and opposing views of how inventions arise, the
evolutionary and the revolutionary, and makes the simple, but important point that the
best explanation is usually to be found somewhere between the two. Taylor then goes
on to use a stage model of invention based on four key steps by Usher; perception of
the problem, setting the stage, act of insight and critical revision. Simple stage
models like Usher’s are often used in innovation and design studies. They reflect an
empirical approach to studying a subject, whereby linked processes are identified.
They may be used to explain how an outcome arises or can be used as a tool to
manage a desired outcome.
Taylor also explores other models for understanding the process of innovation, such
as the technology push and market pull models, and again sees innovation as
emerging from somewhere along a spectrum with Push/Pull at polar ends.
Activity 2
Work your way from the beginning (page 40, as numbered at the bottom of the page)
of the reading ‘The Innovation Process’ to, and including, SAQ 13 on page 57.
Important: Miss out the section from SAQ5 on page 55 and start again at the final
paragraph on page 56 (“Although it is true….”). This is because it refers to a reading
you do not have.
Question 5
Question 6
Question 7
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Invention is the Mother of Necessity.
Discussion
Question 5
Perception of the problem-King Hiero II, the ruler of Syracuse, suspected that the
goldsmith who had made his new crown had cheated him, substituting a gold-silver
alloy for pure gold. But he had no way of proving it.
Setting the stage- Archimedes, a Syracusian mathematician, was asked to explore the
problem. Archimedes knew that silver is less dense than gold, and therefore that were
the crown to contain silver it would be bulkier than if made solely from gold.
Act of insight- Archimedes realised as he lowered himself into the bath that there is a
relationship between his mass and the volume of water displaced. Achimedes had
discovered a principle that allowed him to evaluate whether the crown contained
silver. By dividing the mass of the crown by the volume of water displaced, the
density of the crown could be calculated. Thus, if the crown contained silver it would
be bulkier than if made of pure gold, and therefore would displace more water.
There is no critical revision stage for the purpose of this story. However, the story in
the reading is incomplete from a narrative perspective as it doesn’t say whether King
Hierro’s suspicions about his goldsmith were correct. The story is that they were, and
that the dishonest goldsmith had indeed used some silver in making Hierro’s crown,
keeping the gold for himself.
Question 6
Question 7
These are polarised statements and I don’t know how you have answered this
question. But I would like you to reflect on whether you favoured one side of the
argument over the other, and if so, what in your experience might have influenced
you.
End of discussion
6. A good ‘after sales service’ such as the ability to provide spares or customer
service support
We now seek to look at the practice of innovation today within a particular regional
context by turning to the first of a number of East African case studies. This case
study focuses on agricultural innovation rather than industrial innovation but many of
the ideas you have been introduced to are still applicable.
Activity 3
Part 1
Read the following East African case study which is an example of successful
agricultural innovation. Using your notes on the characteristics of success from the
Rothwell reading, suggest why this technology innovation was successful.
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Mali programme started operation in 2004. Since 1996, KickStart have promoted the
Money maker series of treadle pumps through social marketing programmes within
Kenya, Tanzania and Mali, but KickStart technologies, especially the Money Maker
pumps are sold commercially to 16 African countries. KickStart’s mission is to
eradicate poverty by fostering sustainable economic growth and employment in
developing countries. It operates more like a business than a not-for-profit
organization. It accomplishes its mission by designing, manufacturing and marketing
equipment for poor farmers to enable them to establish profitable small-scale
enterprises.
The most successful product line is a series of foot-operated manual irrigation pumps.
The pumps were initially designed in India but have been adapted for sub-Saharan
Africa where farming is the main source of income. Thus, an initial investment of
between US$33 to US$95 to purchase a KickStart pump can enable farmers to
improve irrigation which can improve yield and increase income. The irrigation
pumps illustrate that economic and social sustainability are achieved when people
have the means to provide for themselves.
These entrepreneurs have the capacity and skills to manage the day to day
affairs of a small business” (Kinanga, n.d.)
In spite of the variety of innovative products, Kickstart like any organization faces
challenges when developing and marketing products. These challenges according to
Kinanga (n.d.) include:
If you want to find out more about Kickstart the following urls have been
provided:
Towards pro-poor innovation; Putting public value into science and technology
http://www.dfid.gov.uk/r4d/PDF/Articles/insights68.pdf (see page 5 , Case study
social entrepreneurship in Kenya)
KickStart’s website
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http://www.nextbillion.net/archive/activitycapsule/1192
http://www.designnews.com/article/48243-The_Power_of_Pumps.php
Discussion
It is evident from the case study that some of the characteristics of successful
innovation discussed by Rothwell are present. For example, the planning process has
been carefully managed, with steady roll out of the technology to different African
countries. Thus, while the organisation was founded in Kenya in 1991, the Tanzanian
programme did not start until 2000, the Mali programme until 2004. The pumps are
now sold in 16 African countries. This suggests that the organisation wanted to learn
from the implementation of the technology before transferring the technology to a
different context.
Thus, the first pump was able to siphon water from a well or pond to an irrigation
furrow. But farmers wanted more targeted delivery of water, and so the technology
was further adapted to be channelled through a hosepipe. Similarly, to meet the
demands of smaller farmers, a smaller capacity pump was designed which was
cheaper to produce and therefore buy. This shows a strong market push orientation,
seeking to satisfy user needs. It also demonstrates user segmentation by designing
products to meet different user requirements.
End of discussion
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In the following two readings, the focus is on design and innovation at the project
execution level. These readings contain important lessons for how innovation and
design is studied and the sorts of understanding sought in research projects. However,
they will also show the need for a consideration of the higher-level understanding for
this to be successful – for example by picking up Rothwell’s consideration of
networking between companies.
I will shortly ask you to read an excerpt from the book Winning by Design (Walsh et.
al 1992). This is from a chapter on Organising Design and Innovation. You should
note that the reference in this reading to ‘Study B’ is to a survey of the design and
development of new products in three UK sectors and successful foreign firms.
Unit 3 will introduce you to the role of organisations and institutions for policy
making and technology strategy. But this reading provides some early insight into
how the different approaches to the organisation of innovation can be conceptualised.
You will work with the Walsh reading in two parts.
Activity 4
Read the extract below from ‘Organising Design and Innovation’ (Walsh et al, 1992).
Discussion
o Some questions that might be asked to gain insight into the product
organisation structure used would be:
End of discussion
The Organising Design and Innovation (Walsh et al 1992) reading that you just
studied identified a number of problems in developing innovative products. The first
part of the 1999 ASTI article notes the even greater challenges facing innovative
‘green’ transport projects. There is great uncertainty as to what sort of technology is
most environmentally-benign, whether it will be accepted by users and who might
introduce and promote it. Strategic Niche Management was developed in response to
problems with previous approaches to Technology Forcing, whereby governments
chose a particular technology and financially supported its research and development.
Often this resulted in rather poor technologies being supported over better ones.
Strategic Niche Management takes a totally different approach. Its purpose is not to
pick technological winners, but to establish a framework in which a number of new
technologies can develop in protected ‘niches’. The framework is designed to give
each technology its best chance of success by providing good and effective design
management. When the technology emerges from its initial protected niche project,
competition with other technologies will establish winners and losers. This is thus an
evolutionary/biological approach, with no preconceived judgements or prior
assumptions as to whether any particular technology or system is to be, say, the
‘Transport of the Future’ or not.
There is an important contrast between the thinking underpinning the earlier article
‘Organising Design and Innovation’ (1992) and this ASTI article. The former
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involved an acceptance of what constituted ‘success’. Success was defined in terms of
financial results and speed to market. The approach behind Strategic Niche
Management is about how to effectively co-operate, how to develop an understanding
relationship with partners and how learning is developed through a project.
Activity 5
Read the article Managing the Design of an Innovative Green Transport Project and
answer the following question.
Discussion
The information gathered was less on project design, and more on the nature of the
relationships of the partnership network, how this was managed and what motivations
and benefits were involved for each of the partners.
End of discussion
ASTI involved a very complicated management task. There was development work
on two new vehicle designs, together with innovative trip-matching computer
software and vehicle tracking equipment. There were not only technical innovations,
but organisational innovations associated with the technical developments. The
concept of independent fleet operators pooling their resources in order to improve the
service to all their users could involve considerable friction if things went wrong (and
possible even if they did not!). This aspect appears to have worked remarkably well.
The project was led by a Social Economy organisation that had a culture of co-
operative and partnership working. This raises the interesting point that such
organisations may provide lessons to more commercially oriented organisations
where concepts of competition dominate and where success is measured purely in
financial terms. This resonates with the Kickstart pump case study you studied earlier.
A key aspect was that the ASTI project ended up with a set of partners who all had
something to gain from its success. These motivations were in terms of the strategic
concerns of the organisations and usually were not necessarily environmental. Even
Camden Community Transport’s core motivations were not environmental but linked
to its social mission and a recognition of cost effectiveness issues. The integration of
parallel accessible services provided by the IT systems developed through ASTI
addressed these. Cleaner fuels were almost a side issue, but gained in importance as
the project progressed.
This was true for other partners; ASTI was relevant to their core interests - even
though their core interests may not have been the same. One exception to this
concerned the software development where there was a problem in getting a company
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on board as nobody saw a CT minibus project as representing an important market. In
practice, accessible transport services did have real potential, which until ASTI had
been unrealised. Signal Computing have now a good competitive edge in this market.
Furthermore, to some individuals, ASTI was a project that was important to them in
terms of building their careers and expertise. ASTI was not ‘just another job to be
done’, it was a career move. Thus ASTI related well to both core organisational and
individual motivations.
Activity 6
How do you think the partners involved in ASTI would have defined ‘success’?
If you have a proposed dissertation or project topic, would different players define
‘success’ in the same or different ways?
Discussion
The meaning of ‘success’ has varied significantly between the readings in this unit,
and reflects differences in their core rationales. For ASTI, success was defined at a
number of levels, including:
Partner expectations were achieved (or in some cases grew or were changed)
End of discussion
The meaning of ‘success’ was not about the commercial success of the product,
although many partners saw ASTI as helping to build up long-term commercial
advantage.
Conclusion
This unit has built a conceptual framework around technology policy and innovation
for the course. It has looked at the recent history of technological invention and
innovation, considered the processes of innovation, and how design and innovation
are managed. Through an East African case study, Kickstart, and a green transport
project in the UK, ASTI, it has applied learning from the block and broadened
understanding of criteria to evaluate the success of technology innovations. This
consideration of the meaning of ‘success’ is an appropriate end to this unit because it
highlights the different perspectives in researching design and innovation that have
been contained in this unit’s readings. The wider meanings of success that have
featured in the latter part of this unit move towards the wider policy and societal
issues considered in the next unit.
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Next steps
After completing this unit you may wish to study another OpenLearn Study Unit or
find out more about this topic. Here are some suggestions:
If you wish to study formally at The Open University, you may wish to explore the
courses we offer in this curriculum area:
or find out about studying and developing your skills with The Open University.
OU study explained
Post a message to the unit forum, to share your thoughts about the unit or talk to other
OpenLearners
References
Taylor, Ernest (1996): T302 Innovation Design Environment and Strategy, Block 1
An Introduction to Innovation, Section 1 (pp 4-39) Invention and Innovation, Milton
Keynes, The Open University.
Taylor, Ernest (1996): T302 Innovation Design Environment and Strategy, Block 1
An Introduction to Innovation, Section 2 (pp 40-60) The Innovation Process, Milton
Keynes, The Open University.
Rothwell, Roy (1992): ‘Successful Industrial Innovation: Critical Factors for the
1990s’, Research and Development Management, Vol. 22, No 3 pp 221-239, Oxford,
Blackwall.
Organising Design and Innovation, pp 138-154 of Walsh, Vivien, Roy, Robin, Bruce,
Margaret and Potter, Stephen (1992): Winning by Design: technology, product design
and international competitiveness, Oxford, Basil Blackwell.
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Potter, Stephen (1999): ‘Managing the design of an innovative green transport
project’ The Design Journal, Volume 2, Issue 3, pp 51-60, Aldershot, Ashgate.
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