Innographics

Innographics
A Visual Guide to Innovation Management
Jan Spruijt
INNOGRAPHICS:
A VISUAL GUIDE TO INNOVATION MANAGEMENT
Colophon
Copyright © 2023 by Jan Spruijt
All rights reserved
Publication Title: Innographics

Publication Subtitle: A Visual Guide to Innovation Management
Author: Jan Spruijt
Published by: Innovative Dutch
Nijmegen, The Netherlands
https://innovativedutch.com
Cover design: Mr. Designer
Book design: Hamza Hazeem
Background photos: Freepik.com
Press: Pumbo.nl
First printing: June, 2023
No part of this book may be reproduced in any form or by any electronic or mechanical
means including information storage and retrieval systems, without permission in writing
from the author. The only exception is by a reviewer who may quote short excerpts of the
text or infographics in a review.
ISBN: 978-94-6481-271-8
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INNOGRAPHICS:
Contents
Chapter - 01 Chapter - 05
Introduction 5 Innovation Research 137
Innovation Systems 9 Entrepreneurship & Creativity 187
Innovation Typologies 37 Innovation Skills 203
Innovation Theory 75 Innovation Tools 229
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4
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CHAPTER - 01
Introduction
5
INNOGRAPHICS:
Introduction to this book
I am thrilled to present to you my latest work, a typologies, theory, research, entrepreneurship,

book on innovation management that I have creativity, skills, and tools. Each chapter presents
worked on for slightly over a decade. It has been a wealth of information on the topic, with a focus
a long and exciting journey, filled with challenges on practical insights that can be applied in a
and discoveries. I am deeply grateful to everyone real-world setting.
who has supported me along the way.
Throughout the book, we use storytelling
Innovation is a critical aspect of modern business, techniques and provide real-world examples
and companies that fail to innovate risk falling to illustrate the concepts and make them more
behind their competitors. Today, businesses relatable to readers. We also provide historical
operate in a rapidly changing environment references to provide context and support
that is characterized by disruption, technology our arguments, showing how innovation has
advancements, and shifting customer evolved over time and why it is crucial in today’s
preferences. As a result, the need to continually business landscape.
innovate has become increasingly urgent. To
remain competitive and relevant, companies The book begins with an exploration of innovation
need to foster a culture of innovation and systems, which are critical for creating a culture
embrace the latest innovation management of innovation within organizations. We then delve
tools and techniques. into innovation typologies, which are essential for
understanding the different types of innovation
This book is a comprehensive guide to innovation and their impact on business. We also discuss
management, featuring highly detailed innovation theory, which provides a framework
infographics on a range of topics related to for understanding how innovation works.
innovation. The book covers various aspects
of innovation, including innovation systems,
6 CHAPTER - 01
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Throughout the book, we engage readers with my thinking and approach to the subject of
rhetorical questions to prompt them to think innovation management.
critically about the topic and come to their
own conclusions. We also ensure flow and I would also like to thank all the universities
organization by organizing our ideas in a logical where I have had the pleasure to teach and
manner with clear transitions between ideas interact with students, as they have provided
and sections to ensure that our writing has a me with the inspiration and insights that have
cohesive flow. been invaluable in shaping this book.
In short, this book is an indispensable guide to Lastly, I want to thank all of you, the readers, for
innovation management that provides a wealth taking an interest in my work and for considering
of information and insights for anyone seeking my ideas on innovation management. I hope
to innovate successfully. Whether you are an that this book will inspire and challenge you to
entrepreneur, a manager, or an innovator, this think differently about innovation, and that it
book will provide you with the knowledge, tools, will provide practical insights that will help you
and techniques you need to succeed in today’s navigate the complex landscape of innovation
fast-paced business environment. in today’s rapidly changing world.
Firstly, I would like to express my heartfelt With warm regards,

appreciation to my wife Vera for her unwavering
support and encouragement throughout the Jan
years. Her patience, understanding, and belief in

me have been my constant source of strength
and inspiration.
I also extend my gratitude to my colleagues at

Avans University for their critical feedback and
insightful contributions that have helped shape
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8 CHAPTER - 01
INNOGRAPHICS:
CHAPTER - 02
Innovation Systems
9
INNOGRAPHICS:
Introduction to Chapter 2: Innovation Systems
Innovation is the lifeblood of any successful create a resilient and adaptable ecosystem.
business or organization. But how do innovative
ideas come about, and how can they be brought Throughout this chapter, we will take a close
to fruition in a way that maximizes their impact? look at the various stakeholders in innovation
In this chapter, we will explore the concept of ecosystems, from entrepreneurs and investors
innovation ecosystems and how they can help to government agencies and academic
to create the conditions for innovation to thrive. institutions. By understanding the complex
interplay between these different actors, we can
We will begin by examining the economics of begin to build more effective and sustainable
innovation, looking at the various factors that innovation networks that benefit everyone
influence innovation in a given context, from involved.
government policies and industry regulations
to market conditions and cultural norms. We will So join us as we explore the fascinating and
then turn our attention to disruption, exploring ever-evolving world of innovation ecosystems,
how new technologies and business models and discover how they are shaping the future of
can upend established industries and create business and society.
new opportunities for innovation.
The COVID-19 pandemic has also had a profound

impact on innovation ecosystems, with many
businesses and organizations being forced to
adapt and innovate in order to survive. We will
examine the ways in which innovation can thrive
even in the midst of crisis, and how stakeholders
in innovation networks can work together to
10 CHAPTER - 02
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Ecosystems of Technology & Innovation
Innovation is the key driver of economic growth those technologies can be developed, tested,
and prosperity. It is the process of creating new and scaled up.
or improved products, services, or processes
that meet the needs of customers and solve their One of the key theories in the study of innovation
problems in better ways. However, innovation is is the diffusion of innovations. It explains how
not a solitary process that can be accomplished new ideas, products, or technologies spread
by a single individual or organization. Instead, it throughout society. According to this theory,
requires a collaborative effort, involving multiple the diffusion process can be divided into
actors and stakeholders from different fields five stages: knowledge, persuasion, decision,
and disciplines. This is where ecosystems of implementation, and confirmation. Each stage
innovation come in. involves different actors and factors that
influence the speed and extent of diffusion. For
Î Ecosystems of Innovation: example, early adopters are more likely to try
new products or technologies than late adopters
An ecosystem of innovation is a network of who wait for more information before making a
interconnected entities that work together decision.
to create, diffuse, and exploit new ideas and
technologies. It includes individuals, firms, However, the diffusion of innovations theory
universities, research institutes, government also highlights the existence of two significant
agencies, and other organizations that challenges that entrepreneurs face when
collaborate to bring innovative products and bringing new technologies to market: the
services to market. The concept of innovation ‘chasm’ and the ‘valley of death.’ The chasm
ecosystems is based on the idea that innovation refers to the gap between early adopters and
is not just about creating new technologies, but mainstream customers. Crossing the chasm
also about creating an environment in which requires significant resources and efforts to
20 CHAPTER - 02
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convince the mainstream customers of the aim of creating a more competitive and efficient
value of the new technology. The valley of marketplace. Bilateral collaboration involves
death refers to the period between the proof of partnerships between two or more organizations,
concept and commercialization, where many with the aim of sharing resources and expertise
startups fail due to lack of funding, resources, or to develop new technologies.
market acceptance.
One important concept in entrepreneurship
To overcome these challenges, entrepreneurs is the difference between effectuation and
need to adopt new strategies and approaches causation. Effectuation is the process of creating
that allow them to leverage external sources of a new venture using existing resources, whereas
knowledge and resources. This is where open causation involves planning and prediction
innovation comes in. Open innovation refers to to achieve a specific outcome. Effectuation is
the process of involving external stakeholders more suited to the creation of new technologies,
in the innovation process, such as customers, as it emphasizes experimentation and discovery
suppliers, partners, or even competitors. There rather than planning and prediction.
are three types of open innovation: knowledge
ecosystems, business ecosystems, and bilateral Another important concept is technology
collaboration. readiness levels (TRLs). TRLs are a measure of
the maturity of a technology, with higher levels
Open innovation takes many forms, but can indicating a greater level of development and
generally be classified into three categories: commercial readiness. By understanding the TRL
knowledge ecosystems, business ecosystems, of a technology, entrepreneurs can determine
and bilateral collaboration. Knowledge the resources required to bring it to market and
ecosystems involve sharing knowledge and make informed decisions about its commercial
resources across industries, with the aim of viability.
generating new ideas and innovation. Business
ecosystems involve collaboration between Finally, the 6 D’s of disruption describe the stages
companies within the same industry, with the of disruptive innovation: digitalization, deception,
21
INNOGRAPHICS:
Creating New Technologies
Ope
Knowledge Ecosystems Busin
Diffusion
Academia
Inflated
expectations (hype) Inn
Innovation
trigger
Technology Re
1 2 3 4 5 6 7 8
Basic principles Technology concept Experimental proof Technology validated Technology validated Technology demonstrated System prototype System com
observed formulated of concept in lab in relevant environment in relevant environment demonstration and qualifi
in operational environment
Scientific research begins Invention begins – Once basic Active R&D is initiated - Active Basic technological components Fidelity of breadboard technology Model/prototype is tested in Prototype near or at planned Technology is proven
translation to applied R&D – principles are observed, practical research and development is are integrated - Basic technological improves significantly - relevant environment - operational system - Represents a Actual technol
Lowest level of technology applications can be invented. initiated. This includes analytical components are integrated The basic technological components Representative model or prototype major step up from TRL 6, completed and qualifi
readiness. Scientific research Applications are speculative and studies and laboratory studies to establish that the pieces are integrated with reasonably system is tested in a relevant requiring demonstration of an test and demons
begins to be translated into there may be no proof or detailed to physically validate analytical will work together. realistic supporting elements environment. Represents a major actual system prototype in
applied research &development. analysis to support the assumptions. predictions of separate elements so it can be tested in a simulated step up in a technology’s an operational environment.
Examples might include paper Examples are limited to analytic of the technology. environment. Examples include demonstrated readiness. Examples
studies of a technology's basic studies. Examples include components “high fidelity” laboratory include testing a prototype in a
properties. that are not yet integrated or integration of components. high-fidelity laboratory environment
representative. or in simulated operational
environment.
Anthropological Observing
Lead User Engagement
Weighted-criteria matrix
Social Media Research
Mapping & Clustering

user Journey Mapping
Psychographic Analysis
Longitudinal Analysis
Competitive Testing
Systematic Analysis
Indirect Observation
Direct Observation
Rapid Prototyping
Conjoint Analysis
Usability Testing
Live experiments
Contextual Inquiry
In-built Tracking
Crowdsourcing
Literature Review
Brainstorming
Focus groups
Scenario Planning
Market Research
Alpha Testing
Web Analytics
Burrito Lunch
Expert Interview
Opinion Polls
Questionnaires
Graffitti Walls
Case studies
Triangulation
SWOT-matrix
Eyetracking
Role Playing
Media Scanning
Shadowing
Trend Tracking
Simulations
Fake Door
Buzz Mining
22 CHAPTER - 02
s, Innovation & Ecosystems INNOGRAPHICS:
an infographic by Jan Spruijt
Laggards
en Innovation Plateau
ness Ecosystems Bilateral Collaboration
Late
Majority Ca
us
at
io
n
En- Business
light-
en-
ment
novators Early
Majority
Eff
ec
Early tu
at
Adaptors Chasm io
n
“Valley of Death”
Disillusionment
eadiness Level
9 D1 D2 D3 D4 D5 D6
mplete Actual system proven System digitalized Market decepted Market disrupted Technology demonetized Technology dematerialized Technology democratized
fied in operational environment
n to work - Actual application of technology The transition of a technology We’re now at the heart of the The technology starts to scale and Money starts to no longer be As the digitization process goes When the consumer base grows,
logy is in its final form - into zeros and ones. Once ‘valley of death’ in technology. existing markets for products an important part of the equation. into the next stage, almost any and the technology itself is freely
fied through Technology proven through a technology is digitized it is While expectations are high, actual and services get disrupted with Technology becomes cheaper, physical element of the product or accessible and digitized, more
stration. successful operations. easy to access, share and exponential growth takes a while the new technology, because oftenly (almost) free. service will be digitalized. Hardware and more people will have access
distribute. It becomes an and the technology is not yet the new technology outperforms becomes software. to it and ownership of technology
information-based technology ready for larger crowds - while also them in terms of impact and costs. starts to fade. Technology is no
and enters exponential growth. lacking traction from investors. The longer controled by governments,
technology seems a disillusionment. large organizations or the wealthy.
Sectoral Ecosystem Maps
National Ecosystem Maps
Triple-Layered Scaling
Ecosystem Pie Modeling
Open Business Models

Collaborative Innovation
Stakeholder mapping
Community Building
Collective Intelligence
Competitive Analysis
Business Ecosystems
Evaluative Research
Co-working spaces
Smart City Creation
Reconfiguration
Co-Creation Labs
Open Innovation
Sharing Facilities
Review Analysis
E-participation
Co-production
Open Business
Open Source
User Research
Co-marketing
Co-engineering
Open Science
Crowdfunding
Elite-sourcing
Co-branding
Co-patenting
Beta Testing
Out-licensing
Spinning-out
A/B-Testing
Co-Creation
In-licensing
Spinning-off
Co-learning
Open Data
Co-design
Fieldlabs
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INNOGRAPHICS:
disruption, demonetization, dematerialization,

and democratization. These stages describe the
process by which a new technology disrupts an
existing market and eventually becomes widely
adopted.
In conclusion, ecosystems of innovation play a

critical role in creating new technologies. Open
innovation provides entrepreneurs with access
to external ideas, resources, and expertise,
which can increase competitiveness and
overcome the challenges of the chasm and
valley of death. By understanding the concepts
of effectuation, TRLs, and the 6 D’s of disruption,
entrepreneurs can create and commercialize
new technologies with greater success.
24 CHAPTER - 02
INNOGRAPHICS:
CHAPTER - 03
Innovation Typologies
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Introduction to Chapter 3: Innovation Typologies
Innovation is not a one-size-fits-all concept. It by understanding the different typologies,

can take on many different forms and occur at processes, and roles involved, organizations can
different stages in the business process. In this better navigate the complexities of innovation
chapter, we will explore the various typologies of and drive sustainable growth. Whether you
innovation, including product innovation, process are an innovation leader, team member, or
innovation, and organizational innovation. individual contributor, this chapter will provide
We will also delve into the innovation process, valuable insights and guidance to help you
discussing the key stages and components that succeed in the innovation process.
contribute to successful innovation. Additionally,
we will examine the roles and characteristics of
effective innovation teams and individuals.
Innovation is a complex process that requires a

clear understanding of the types of innovation
and their associated processes. This chapter will
help readers gain a deeper understanding of
innovation typologies and processes, providing
a foundation for successful innovation in
any organization. We will also explore the key
roles and competencies needed for effective
innovation teams and individuals, highlighting
the importance of diverse skill sets and
perspectives.
Innovation can be a daunting process, but
38 CHAPTER - 03
INNOGRAPHICS:
39
INNOGRAPHICS:
8 Types of Innovation Processes
As part of a simulation game on innovation Based on a visionary criteria – radical or

management that has been run at universities incremental? product leadership or operational
and in corporate training programs for over 10 excellence? – approximately 2 or 3 types of
years, an integrative model has been developed processes that should be of interest to a company
for dealing with innovation management on can be selected. The adjacent tactics can be
a daily basis. Innovation Management is a found and implemented into organizations.
strategic activity that isn’t necessarily needed to
implement thoroughly for every company. Mostly
8 Types of Innovation Processes
large companies have included structured
processes that include administrative stages
Î Marketing & Branding: innovating the
to follow the (large number of) project that
customer experience.
are in progress and to be able to follow-up on
Î Ideation: innovating the product idea &
them and calculate the effect of innovation
concept.
management in general. For smaller companies
however, having such a formal process in place Î Technology: innovating the product
simply doesn’t weigh up to cost efficiencies functionality.
that will be generated. But for them, innovation Î Co-creation: innovating the customer
management is just as important – but they involvement.
rather use a toolkit than a formal process. The Î Social Innovation: innovating the corporate
8 Types of Innovation Processes model is a culture.
simple design that makes it easy to bridge the
Î Entrepreneurship: innovating through
gap between a formal process and the tools
entrepreneurial thinking.
available.
Î Open Innovation: innovating with
stakeholders.
40 CHAPTER - 03
INNOGRAPHICS:
Î Business Model Innovation: innovating the company’s offerings and business. A strong
purpose and strategy. brand creates extra value for a product
or service, as exemplified by Virgin. The
Type 1 Marketing & Branding personalization of the Virgin brand in the form
of Richard Branson is an excellent example of
Marketing strategies typically encompass four this. Branson’s use of social media and blogging
categories, which are customer engagement, has made him synonymous with Virgin brands.
branding, service, and distribution. Customer The Virgin website has a timeline that tells the
engagement refers to creating a memorable story of Richard’s business interests that quickly
experience for customers through effective became the sprawling Virgin brand, beautifully
marketing and communication. In 1999, Pine illustrated and replete with nostalgia.
and Gilmore introduced the concept of the
Experience Economy, which suggests that goods Service is about supporting and amplifying
and services alone are insufficient for consumers. the value of offerings through guarantees,
Therefore, businesses must create events and leases, loans, loyalty programs, self-service
experiences that capture their audience and opportunities, and try-before-you-buy offers.
transform their brand’s value proposition to Some companies focus solely on creating
create memorable experiences that customers value through services for other companies. For
desire. Total experience marketing involves instance, Dutch-based company BrandLoyalty
a 360-degree platform that is digital, mobile, provides loyalty campaigns as a service to
experiential, social, and through word of mouth. the most important customers. Their unique
Brands should continue the conversation that value proposition lies in their “full-service”
begins with TV campaigns digitally and create approach that takes away all potential worries
a two-way conversation, ultimately serving as and complexities that a retailer might face.
a customer springboard that the brand can This includes providing initial strategic advice,
curate and amplify on social media platforms. developing a tailored program, implementing
and managing the program, logistics, and
Branding entails the representation of a analysis.
41
of a viable new offering matter and movin
INNOGRAPHICS:
(Keeley et al, 2013)
A VISUAL GUIDE TO INNOVATION MANAGEMENT to deliver elega
Marketing Ideation Technology Co-creation Social
& Innovation
Branding
EXPERIENCE OFFERING
These types of innovation are focused on more customer-facing These types of innovations are focused on an
elements of an enterprise and its business system enterprises’s core product or service, or a collection of its products and service
Innovation of the Innovation of the Innovation of the Innovation of the Innovation of th

customer product idea product design and corporate
experience and concept funtionality production process culture
Guerilla & Viral Marketing Idea Banks Exploring in scientific research Customization General Management
External Branding Creative Techniques Experimenting & Prototyping Co-creation Battles Leadership
Internal Branding Market & Consumer Research Research & Development Online Co-creation Platforms Community & Team Developm
Promotions Networking Process Innovation Crowdfunding Corporate Governance
Online marketing Trend research Intellectual Property Research Co-creation Labs Talent Development Programs
Loyalty & Retention Crowdsourcing Engineer & Product Innovation Lead User Methodology Corporate Social Resonsibility
Market analytics & Business Intelligence Creative thinking Industrial Design Flexible Working Hours
Customer Relationship Management Scenario Planning TQM & Lean Six Sigma Secondary Benefits
Flexible working environment Lean Management & Process Optimization Primary Benefits
Ideation Free Time
Tactical
Exploitation Exploration
Product Leadership Cus
Incremental Radical Radical Increment
42 CHAPTER - 03
matter and moving through them systematically
INNOGRAPHICS:
to deliver elegant solutions (KeeleyA VISUAL
et al,GUIDE
2013)TO INNOVATION MANAGEMENT
o-creation Social Entrepre- Open Business
8 Types
Innovation neurship Innovation Model
Innovation
(Keeley) Definitions
FFERING CONFIGURATION
pes of innovations are focused on an These types of innovation are focused on the innermost workings
or service, or a collection of its products and services of an enterprise and its business system
novation of the Innovation of the Innovation of the Innovation of the Innovation of the
esign and corporate attitude towards network organizational
roduction process culture venturing model and
structures
tomization General Management Corporate Venture Capital Collaboration with Universities Mission, Vision, Strategy
creation Battles Leadership Culture of Intrapreneurship Collaboration with Higher Education Business Model Redesign
ne Co-creation Platforms Community & Team Development New Business Development Collaboration with Strategic Partners Dynamic/Virtual Teams
wdfunding Corporate Governance Spin-offs Open Innovation Campus or Region New Value Propositions
creation Labs Talent Development Programs Business Incubation Programs Insourcing External Knowledge Flexible Organization Structures
Tactics
d User Methodology Corporate Social Resonsibility Entrepreneurship skills Outsourcing Technologies Strategic Management
Flexible Working Hours In-licensing IP Exploring Blue Oceans
Secondary Benefits Licensing out IP Exploring New Revenue Models
Primary Benefits Corporate Transparancy
Joint Ventures
Collaboration with start-ups
Collaboration with SME
Strategical
Customer Intimacy Operational Excellence
Incremental Radical Incremental
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INNOGRAPHICS:
Distribution is one of the most expensive been extensively researched, leading to the
elements of the production process. Companies development of valuable models. One such
are continuously seeking more efficient ways to model is the five-step front-end innovation
bring products or services to their customers. activity proposed by Peter Koen., which includes
The internet has revolutionized distribution opportunity identification, opportunity analysis,
channels, and physical distribution channels are idea genesis, idea selection, and idea and
continually evolving. A popular example of a new technology development. Koen also introduces
channel is the pop-up store, where producers an engine in the middle of the five front-end
can create temporary stores within larger stores stages and potential external barriers that
to sell their products and create brand value, can influence the outcome of the process. The
particularly when combined with a “go direct” engine represents the management that drives
approach. This form of channel innovation has the activities described. However, the front end
recently been adopted by many department of innovation remains a weak area in the New
stores. Product Development (NPD) process due to its
chaotic, unpredictable, and unstructured nature.
Type 2 Ideation
Engineering design is an iterative process that
Ideation refers to the creative process of aims to develop a technical solution to solve a
generating, developing, and communicating new given problem. The design stage is particularly
ideas. An idea is considered as a basic element crucial since most of the product life cycle
of thought that can be either visual, concrete, costs are engaged during this phase. Previous
or abstract. The ideation process encompasses research suggests that 70% - 80% of the final
all stages of the thought cycle, from innovation, product quality and 70% of the product’s entire
to development, to actualization, making it a life-cycle cost are determined in the product
crucial component of the design process in both design phase, highlighting the importance of
educational and practical settings. the design-manufacturing interface in reducing
costs. Design projects typically last from a
The front-end marketing phases have few weeks to three years, with an average of
44 CHAPTER - 03
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one year. The design and commercialization service. This type of innovation encompasses
phases usually involve early collaboration. aspects such as styling, exceptional quality,
Once the concept design is completed, it is new technology, and safety features. A prime
sent to the manufacturing plant for prototyping, example of this is Dyson, whose products are
where a Concurrent Engineering approach is known for their superior technology and design.
implemented by using practices such as QFD Customization is another form of product
and DFM/DFA. The output of the design process innovation, as seen with Mars’ M&M’s that can
is a set of product and process specifications, be fully personalized with individual logos and
usually in the form of drawings, while the output messages, and Nike’s option for users to design
of manufacturing is the final product ready for their own shoes. Additionally, Corning Gorilla
sale. Glass is a technology that has radically improved
the quality of smartphone displays by creating a
Solving product/process fit problems is of high very thin, scratch-resistant glass.
priority in information communication design
Another form of innovation is the creation of a
because any changes made after the release to
product system, which involves creating value
manufacturing could result in scrapping 90% of
from complementary products and services.
the development effort. Therefore, it is critical to
This can include complements, extensions, plug-
ensure that the design team develops technical
ins, and modular services. IKEA has been a leader
specifications and drawings that accurately
in this area, allowing users to select bundles
represent the future product before sending
of products and customize them with different
them to the manufacturing plant for execution.
extensions, colors, and materials. This approach
was a major shift in the furniture industry.
Type 3 Technology
Process innovation is also an important type
Innovation takes many forms, and one of of innovation, which involves creating superior
the most well-known types is technological methods for doing work more effectively and
product innovation, which involves developing efficiently. Examples of process innovation
distinguishing features for a product or include lean production and on-demand
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INNOGRAPHICS:
production. Uber is an example of a company their tasks done throughout the lifetime of its
that has innovated the process of getting a ride, use, which allows the firm to derive greater value
with a highly automated and lean system that from its product-service investment in the form
has disrupted the traditional taxi industry. While of new knowledge, higher revenues/profitability,
operational processes can reduce ambiguity and/or superior brand value/loyalty.
and create more predictable results, they can
also create barriers to creativity, bureaucracy, The concept of co-creation was popularized by
and less coordination across the organization. scholars C.K. Prahalad and Venkat Ramaswamy
It is therefore important to strike a balance in their 2000 Harvard Business Review article,
between formal operational processes and “Co-Opting Customer Competence.” In their
flexibility for creativity and innovation. book, “The Future of Competition,” published
by the Harvard Business School Press, they
Type 4 Co-Creation further developed their arguments and offered
examples, including Napster and Netflix, to
Co-creation is a management initiative and illustrate that customers would no longer be
economic strategy that involves collaboration satisfied with simply making “yes or no” decisions
between different parties, such as a company on what a company offers.
and a group of customers, to jointly produce a
mutually valued outcome. The value that is co- Type 5 Social Innovation
created takes the form of personalized, unique
experiences for the customer, known as value- This type of innovation is about innovating the
in-use, and ongoing revenue, learning, and structure of an organization in the broadest
enhanced market performance drivers for the sense. It involves building a scalable and flexible
firm, such as loyalty, relationships, and customer organization, aligning talents and assets within
word of mouth. Co-created value with customers that structure, and creating a culture of innovation.
occurs when a customer is able to personalize Examples include competency centers,
their experience using a firm’s product-service corporate universities, talent development
proposition to a level that is best suited to get programs, and knowledge management.
46 CHAPTER - 03
INNOGRAPHICS:
Physical structure can also be considered, such the popular use of the term “intrapreneur” to
as decentralizing management, rethinking mean “a person within a large corporation who
incentive structures, redesigning organizational takes direct responsibility for turning an idea into
processes, and outsourcing. One specific a profitable finished product through assertive
article that is often referenced in this context is risk-taking and innovation”. Koch, in 2014, goes
Quinn and Cameron’s article on organizational further, claiming that intrapreneurs are the
cultures. It categorizes organizations into four “secret weapon” of the business world. Based
different cultural types: on these definitions, being an intrapreneur is
considered beneficial for both the individual
Î Adhocracy cultures and the organization. Companies support
Î Clan cultures intrapreneurs with financing and access to
Î Hierarchy cultures corporate resources, while intrapreneurs create
innovation for companies.
Î Market cultures
Type 7 Open Innovation

Type 6 Entrepreneurship
Open Innovation is a type of innovation

Intrapreneurship is the practice of behaving
that involves combining both internal and
like an entrepreneur while working within a
external ideas and resources to advance the
large organization. It involves integrating risk-
development of new technologies and solutions.
taking and innovative approaches, as well as
This can involve partnering with other companies,
reward and motivational techniques that are
building strategic alliances, and collaborating
typically associated with entrepreneurship, with customers or users to co-create value. The
into a corporate management style. In 1984, concept of Open Innovation was first popularized
Pinchot defined intrapreneurs as “dreamers by Henry Chesbrough in his 2003 book, “Open
who do”, who take hands-on responsibility for Innovation: The New Imperative for Creating
creating innovation within a business. In 1992, and Profiting from Technology.”One example
The American Heritage Dictionary recognized of Open Innovation is GSK’s Open Innovation
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INNOGRAPHICS:
platform, where researchers, scientists, medical

professionals, and users can collaborate and
co-create new solutions. Other examples
include Samsung’s Samsung Accelerator and
Samsung Open Innovation Center, Telefonica’s
Wayra program, Shell’s GameChanger program,
and Google’s Startup program. By leveraging
the expertise and resources of external partners,
companies can accelerate innovation and
create more value for their customers and
stakeholders.
Type 8 Business Model Innovation
This type of innovation is about the way in which

your company creates and delivers its products
or services. It could be about introducing a
new production process, a new distribution
channel or a new way of delivering your service.
Examples of process innovation include Toyota’s
lean production system, which revolutionized
the automobile manufacturing industry, or Dell’s
direct-to-consumer model, which transformed
the computer industry. Another example is
Amazon’s use of drones for delivery. By innovating
the way it delivers its products, Amazon has
created a competitive advantage in terms of
speed and convenience.
48 CHAPTER - 03
INNOGRAPHICS:
Schematic overview of Innovation Ecosystems
by Innovative Dutch
Institutional Environment
Level 4: Research, Innovation &
Education Innovation System
Failures
Research Innovation Educational
Level 1: high-level policy Level 2: Ministry co-ordination Level 3: Detailed policy development Institutes Facilitators Institutes
Short-term orientation of
politicians (4-year-term)
Inter- Develop-
Advisory Innovation Scientific ment Universities
Government Ministries Agencies mediary
Boards Platforms Boards Agencies
Services
Short-term orientation of
managers (career-focused)
Science Applied
Parks Sciences
Democracy: less
investments in long-term
Incubators TTOs innovation, education and
subsidies
Science not focusing on

innovation policy
development
Bureaucracy
12 20 26 30
Regional Innovation Capacity
Lack of natural sources
Crisis-triggered Innovation Systems Stakeholder Collaboration in Innovation Ecosystems
Regional Innovation Knowledge
Infra- Policy & Quality of
Corruption The Inneagram
Systems
Amenities (Absorptive
Capacity)
Networks Culture Branding
structure Regulations Life
*1
Scaling &
Pre-crisis Crisis Observatory Laboratory Prototyping
Diffusion Collaboration Patterns
*2
Creative Destruction Cycle *3 Structure 9

Hierarchy 1 Self-organization
This type takes the form of NGO’s,
Forms successful
When challenged
In a thriving collaboration, they behave like strong
they are
Type 6s: fostering cooperation, charity and vision.
2 Ad hoc meetings only
Has problematic
they want
Coordination through meetings
Strengths: mediating,resolutuion and are trusting.

8 1
weak Type 3s: competitive

Complex programs and projects 3 Self-staffed and organic projects
take a rational
bring conflict
Enneagram:
to leave their
social entrepreneurs, thought leaders.
Central staff for HR, IT, purchasing, etc. 4 Done in self-organizing teams, only advisory staff Innovation Ecosystem
from Type 9s oftenly

from Type
Wing:
partnerships
Wing:
in collaborations, they
partnerships
Corners of Intelligence
Type
Type 9s collaborative
apporach Type 2s because

National Innovation HR
calm, looking
this type
mark on the 8s because

2
1s in
7
8s in
The corners of intelligence are the most prevalent
with Type
oftenly
and image-focused.
Post-Disruptive 5
with
collaborativ
Has
Systems Exogenuous Trigger Interviews by trained HR personnel Interviews by future colleagues
in finding
social innovators,
Corners of collaboration patterns that we can recognize. They
is originally
‘The Peacemaker’.
probl
Intelligence
Wing:Type
from
(discontinuity/crisis) Hype Valley of 6 reflect, clockwise, the body, heart and mind. Types
innov th’
‘borrow
Form
environment.
ation.
Focus on fit with job description Focus on fit with organization and purpose
for meaning,
‘borrow
Plateau
behave like
streng
emat they
within the same corner have very similar behavioral
Type9s in
em
s succe
e innovation.
solutions.
r,
7
lems e orde
d
s Ecosyst
Administrative onboarding process Onboarding trainings and rotation programs
ic partn
innovation.
Growth
Seizing opportuni
named
name
patterns and organizational structures.
Disillusionment
strength’
orative w
Whe
8s collab
strength’
_
‘borro
utionsuch
ssful
8
are
.
oftenl orative
prob, creat
s.
Busines
ties Skill & mgmt training designed by HR Critical team-training & personal freedom
n challweak
? # @ +
ally
ershipof touch
Post-disruptive Upper Equilibrium
instit es,
out
partnthey
in collaby
is origin
6 3
and r parti
9s oftenl
cacy
y ‘borro innova
9 < >
enge Type
In
Job titles No job titles & fluid roles
s with with
ershi are
a thriv
focu , advo
real
re. g
secto
self- stron
d in 2s:
Type 1s
mer’.this type
10
w strengtion.
ps
s on
Type them
No focus on personal purpose Fit between organizational and personal purpose
ing 5s:
from Type
awa
cies
to riven
ic
colla man
This
like
with ware
Type
publ
self-a
colla inno
like
n agen
ave
3s selve
type
ableion-d
bora ipula
11
Wing:
Chasm
Type and
Refor :
Standardized contract hours Work-life balance
(Disequilibrium)
ave
‘The agram
vatio of
Stre
bora vativ
and
Teal
becau s.
th’
beh
take ernm
inno form
5
tions tive
d. beh
4
Organizational
and miss
>
ngth
<
tion, e,
tive
4s uniqu
te, they
gov
12
s the
Organizations
Enne
tere they
Endogenuous Trigger Standardized working times Flexible working hours
, theyand
se
s:
nt, the
beca
ause
crea
mora gths:
+
theyinve
reso
iona tion,
form ,
bec
scat s,
takes
?
tion
lity
use
13
urce
beha esive
Stren
pass bora
5s
ents
beha
(disruption/destruction) Focused on individual performance Focused on team performance
Latitude
rnme
of
e bora
poss
e.
ful,
as type
ntive
Type l.
com colla
loca ents
ve
Pluralistic
resid
#
ve
and
use
Innovation Climate Subsidies
ulsiv colla
strai
gove
14 with ytica
like .
Hierarchy-based feedback Peer-based feedback and appraisal Enne
like curio
This
l com and
and
4s: ing
ght- beca .
imp in
Organizations anal
stron us.
Typea thriv
agra 8s tric
@
hips
7s: ed
the talki
mun emp
Individual bonuses and salaries 15 Peer-calibrated salaries and equal profit sharing ners and
leng
m: Type -cen
g
hea ng,
ities loye
In
this
s
+ _
with ego
k Typechal
t and willi part calm
9
, locaes.
ul
16
type
nitie
9
Achievement Promotion politics Fluid rearrangement of roles Wing ng tive, ips and
wea n
al
Whe
from is prot to essf
l
ersh
@
: orig erva
Organizations TypeType ectiv take s succobs
ation gth’ n.
Silos 17 Open cross-disciplinary discussions
‘The inall partnront
Adoption level
Pre-disruptive 7s 8s often tic stren vatio
Cha y e. are 8 1
#
nam Form conf ow inno
rtu
in
18
lleng they lemabe
Conformist
Hierarchical dismissal decisions Fluid conflict-resolution and learning processes colla ly
bora‘borr er’.
ed Challengers prob
t
ly
‘borr tive
Plateau Has migh bora

tive ow
?
often
po
1s in colla
Organizations innostren they
Work Environment vatiogth’ : Type 2s Wings
op
Wing Type
<
n.
Pre-disruptive Equilibrium Soulless office buildings 19 Warm places open to children and nature. > from
The wings indicate how organizations blend into
1
2
8
7
ing
each other. Most organization don’t fit right into
Reactive / Abundancy of status markers 20 No status markers one specific box, but act as a combination of 2,
_
Wings
Impulsive
ek
Chaotic meeting practices 21 Equal, systematical meeting practises + most commonly there left or right wing. That’s
Taxes Budgets Organizations Communities Public Sector
why some companies might characterize them-
Se
Hierarchical decision-making 22 Decentralized, holacratic decision-making Wing:
from Type
Innovation
h’
selves as a “1w2” organization: an organization
Hype No conflict-resolution practices 23 Peer-based, small-scale, conflict resolution culture Type 8s in7s oftenly strengt ion. that mostly identifies as a type 1 but with
Venture Capital s 24
Has collabo ‘borrow
_ _ ‘borrow innovat
6 3 significant strength borrowed from type 2s.
Valley of Information is need-to-know only All information available to all, real-time problem
rative strengt 2s oftenly
rative
nitie
*4 atic
partners innova h’ Type 1s in collabo
Secrecy to outside world is default 25 Transparency invites outsides to join purpose
> <
tion. Wing: Type
Disillusionment
they hips named
rtu Seizing opportuni Values only a poster on the wall 26 Continuous debate about values and behavuour
Forms
are
too
with
Type
anxious 6s + +
from
is originally
ties
successf type
and because this
po
they
Post-disruptive Lower Equilibrium
ul partnersh am: s
are integer cautious 5 4
No reflective spaces 27 Quiet rooms, meditation, coaching ips .
?
Enneagr friendlines
ms.
op
and Helper’.
have with Type ‘The generous,
tors/proble
the desire 1s
ing
28
selfless,
No mood management Sensibility to mood’s impact on team When challenged to do
because
helpful, related issues/fac
in
#
good. Strengths: such
in collaboratio
29
parties,
ek Chasm Post-Disruptive No community building Storytelling for self-disclose and communityweak feeling and prioritizing
Market Volatility
Type ns, they
5s: close-mind of intermediate
_
consultants.
behave the form innovation
Se In a thriving
ed and like takes
This type agencies
and
@
intense.
Plateau Major Organizational Processes
collaboration,
Type 1s: they
orderly, behave like
as regional like strong
they behave driven. 9
+
advocative strong collaboration,
Valley of
and wise.
+ In a thriving and environmentally-
30
2
assertive
7
Type 8s:
No purpose, only self-preservation Purpose-driven, “competitors” seen as Thispartners
type takes
accelerators, the form of investors, 8 1
_
like
Strategy defined by C-level 31 venture

Organic strategy emerges from self-organization capital investors, angels.
incubators,
+ + they behave
@
in collaborations,
Disruption When challenged
weak Type 4s:
self-absorbed
and interfering.
Outside in innovation 32 Inside-out, purpose-driven innovationStrengths:andadventurous, daring to take Scalers Innovation Postive Outlook
Harmonic Alliances
Alliance
risks, playful,
#
always experimenting brokers with Type 4s because 2-7-9
Supplied selected on price & quality 33 Suppliers chosen by fit with purpose with dilemmas. Forms successful partnerships
they are self-aware and
unique.
The harmonic triads are 3 different types of
Budget and spending top-controlled 34 Freedom to spend if team is consulted Enneagram: this type is originally named
Brands are positioned to segments 35 Marketing simplified: this is our offer
‘The Enthousiast’.
? _ Inneagram _
Has problematic partnerships with Type 9s because
they are too stubborn.
7 2 alliances that find each other easily in their level
of energy. These alliances tend to be very strong,
GDP Growth GRP Growth Industry Growth Sales teams driven by targets 36 No targets
Harmonic
Alliances as they built upon inner trust and energetic
37
Wing: Type 7s oftenly ‘borrow strength’ < > Wing: Type 2s oftenly
‘borrow relationships. We distinguish between the Positive
Entrepr
from Type 3s in collaborative strength’
Planning based on predict & control Planning based on sense & respond from Type 6s in collaborative innovation. Outlook Alliance, the Competency Alliance and the
Allianceency
Alliance
innovation.
eneuria
4-6-8
Compet
38 Entrepreneurial Alliance. These alliances are excellent
1-3-5
Painful annual & monthly cycles No or radically simplified budgets
l
collaborations in the starting phase of building an
6 3
Stick to the plan is the rule 39 Fast iterations and workable plans innovation ecosystem.
Top-down initiatives 40 Bottom-up initiatives
Ripple Change managers 41 Organizations change/adapt from within
Effect Dealing with crisis C-level only 42 Crisis solutions emerge from collective intelligence _ +
5 4
> + _ < Wing:
6
strength’n.
3
*5 ‘borrow from Type 3s
oftenly tive innovatio Type oftenly
6s 2s in
+
‘borrow
Time
Type in collabora collabora
Wing:
from
Type
7s
7s becaused.
Type distracte
Early Innovation ? Enneag
‘The ram:
Achieve this
tive strength
innovatio ’
n.
9
Innovation
Adaptors
#
with suppliers
hips and easily
e e r’. type is 8 1
original
_
partners Streng
atic
are
impulsiv 2s becausiated. and ths: ly named
problemthey Type able ambiti
Has with be apprec
to + _ _ + @ to develoous,
ships e like This compe
Communicative Alliances
Ecosystems
partnerthe desire nt. meso type p an
+
behav ecologtent,
+
sful have takes
-
indole
Complia
s, they and system
Assertiv
result-
Alliance
Alliance
succes they the y of
3-7-8
knowleoriente The communicative triads are 3 different types of
Academia
oration orn
1-2-6
In , i.e. form
_
Forms
ncy
Private stubb a suppl all
strong d. Type thrivin dge. d, 2
7
Business @
in collab 9s: e like ssure 9s: g collab iers, busin alliances that find each other easily in their
Imitation Profits nged Type
challe weak
behav self-a n Whe
supp comp ess
partne preferred styles of communication. These alliances
& Institutions
ortiveoratio
R&D s and etitors Communicative
eatio .
#
n, they weak n rs tend to be effective and result-driven, which is
Knowledge Ecosystems Business Ecosystems Bilateral Collaboration When other users challe , stablen, and in the Alliances
they
oratio ing s, co-cr Type clients
lead
Form
nged , beha
influe beneficiary in the exploitation phase of a
g collab inspir clientand t andork 6s: .
?
3s: of indecin collab ve
they s particular innovation system. We distinguish between
5
nceab like
4
thrivinType form labs, elian
In a netw tendsucc isive, oratio le. stron
the and self-r d essfu The compliancy alliance, the introspective alliance, and
Productivity ers ed Has to cauti g
king,a truste
<
takespartn focu l partn ns,
the assertive alliance.
>
nam list’. they prob ous they
type -wor &
This hard ance nally Loya are lema
s on
ersh and beha 6 3
origi ‘The Innovation Innopreneurs Win too real ips defe Introspective
gths: guid ve
is gth’ n. egotic partn prob with
An infographic by Jan Spruijt

for Research from g: nsive like Alliance
4-5-9
Strenng type strenvatio Type -cen lems Type .
this Type ersh
looki row inno 3s tric . 1s
m: 4s ofte and ips beca
agra ‘bor tive in with
nly colla nly emo use
Enne bora Type 5 4
ofte bora‘bor tiona
6s colla
in tive
row l. 8s beca
References : Type 5s inno
stren
use
1. Bessant, J., Rush, H., & Trifilova, A. (2015). Crisis-driven innovation: The case of
International Journal of Innovation Management, 19(06), 1540014.
humanitarian innovation. Wing Type
from > < vatiogth’
n.
?
- +
gth’
2. Laloux, F. (2014). Reinventing organizations: A guide to creating organizations inspired by the next stage
Wing Type
.
from
ation
_ #
stren
in human consciousness. Nelson Parker.
: Type 3s
Cluster Development
e innov
olled.se
EnneaIndivid
_ +@
3. Schumpeter, J. (1942). Creative destruction. Capitalism, socialism and democracy, 825, 82-85. 9
‘The
be becau
+ @
‘borro
4s collab
4. Laloux, F. (2016). Reinventing organizations: An illustrated invitation to join the
in controse
Streng e and
orativ
gram: ualist’
l.
often
contr
initiativ
and becau
in
conversation on next-stage organizations. Nelson Parker.
8s
collab ly
like
# ?
This
6s often
.
1
eering
8
startup
fear Type
ly ‘borro
ths:
5. Rogers, E. M. (2010). Diffusion of innovations. Simon and Schuster.
this .
and behave
< >
1s
In a 2s: encoura
Cluster Cluster
strong
type special
Other new (disruptive)
Type
tic.
orativ
to
5s
creativ to
type
they with
princip Type
in
When Type 1s:

domin
es, research
optimis
weak
thriving
s,
Type
ncies.
w
Renewal Emergence
takes ized
able
e innov
Pragmatic
and
Forms
led
they natural
Ecosystems of Techno ogy Crisis-triggered Innovation Stakeholder Collaboration in
is origin
stren ation
ating, , they
and strategies.
like
Type
with
Alliances
ership
e, expres
named
Has problematic
Idealis
from :
they might
technologies
Wing
challengeperfection
‘The Investigator’.
t
m consulta
Wing: Type
Allianc
ideas
onalis
from Type
4s in collaborative strength’
innovation.
the SMEs,
behave
gth’ .
and
Goal-oriented Alliances
collabor
tic
rships
intimid rations
ces
develo
successful
+
ic partn
Relati
es
Allian
ally
form
universiti
atic
wise,
macro have big
is originally
sive,
name
they partne
ging,
Type in collabo
they
leaders,
p framew
tic, charism
d in collaborat
ation,
of entrepr
emat
from Type 5s oftenly ‘borrow

The goal-oriented triads are 3 different types of
be preoccupied
boardroo
2
empat orks.
are
7
5s in collaborative
4s oftenly ‘borrowinnovation.
plans
d
generou
and
energe ration,
ssful
partnership and
probl
boards,form of
alliances that have a shared goal in mind. These
they s and drawn

to designcollected,
partnershipswith thoughts.
8s:
get results
hetic,
tech
weak ged
this type
succe
istic,
Goal-oriented type of alliances find each other easily before the
eneurs es.
collabo
Has
behave
Alliances
challen
the
agenci
kick-off the creation of an innovation ecosystem
ions, and impatient

critical
Forms
s with
Cluster Cluster
are ableanalytical,
, invento
takes
thriving
Enneagram:
and towards the end of an ecosystem lifetime. We
7s:
like to theory.
Theof
Innovation Ecosystem
they
scientific
When
with Type
Wing: Type
Maturity Growth
Type
8 Types Innovation Processes
strength’
distinguish between the relationalistc alliance, the
New Firms
centers, type
Type
strong
are responsible
behave .
rs,
In a
pragmatic alliance and the idealistic alliance.
Strengths:
This
8s because.
6 3
5s because
like
Spin-offs Startups
Human Capital / 5 4
& nnovat on Systems Innovation Ecosystems

Geographical Cognitive Communicative Organizational
Labour Market
+
Ten Faces of Innovation

Proximity Proximity Proximity Proximity
Formation
Corpora- Functional Cultural Social
SMEs
tions Proximity Proximity Proximity
- Typology for Innovative Organizations

+
Legenda
+ +
by
New
Techno-
logies
Innovation
Research
Kelley & Littman (2016)

Ten Types of Innovation An Infographic by Jan Spruijt - janspruijt.nl
40 50 58 62
Labour Market Depletion Ecosystems Structuring for innovation An Infographic by Jan Spruijt - janspruijt.nl Keeley, Pikkel, Quinn, Walters (2013)
Innovation is the creation Managing innovation requires identifying the problems that
Proof of
Patents
concepts
A tool to map the strength and weaknesses of ecosystems A tool for showing different approaches of organizational structures
Sectoral National Regional
of a viable new offering matter and moving through them systematically

Innovation Innovation Innovation
System (SIS) System (NIS) System (RSI)
Emergent or Informal Traditional structures Agile structures Profit Network Structure Process Product Product Service Channel Brand Customer
(Keeley et al, 2013) to deliver elegant solutions (Keeley et al, 2013)
- Model Performance System Engagement
Circular ecosystem
Ten Faces
Sm
+ +
Education
Sources
all
an
s
rise
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Marketing IdeationMacro- Technology Educational Co-creation
Cooke et al. (2011), Handbook of Regional Innovation and Growth, p559
Social Entrepre-
rp
Open Business
ed
nte
Niosi (2010), Building National and Regional Innovation Systems, p38-39, p102
s
er
iu
Discontinuities OECD (2005), Governance of Innovation Systems, p122
lE
m
ng
8 Types
& Innovation neurship

cia
economy System Arnold (2004), Evaluating research and innovation policy
St
En
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So
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Spruijt (2007), Open Innovation in High-Tech Regions
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l In
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These types of innovation are focused on the innermost These types of innovations are focused on an enterprises’s core These types of innovation are focused on more
So
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be
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These types of innovation are focused on more customer-facing These types of innovations are focused on an These types of innovation are focused on the innermost workings Does the company make Does the company work Does the company have a What is the company Does the company produce Does the company make Do customers rave about Does the company deliver Does the company have an Do the offerings confer a
Public or Product Business Model System Private or money in ways that are with other firms or unique or unusual uniquely skilled at doing or a notably superior offering multiple products that their interactions with the its offerings to customers unusually distinct or vivid unique identity, status, or
elements of an enterprise and its business system enterprises’s core product or service, or a collection of its products and services of an enterprise and its business system Brokers
Not-for-profit Innovation Innovation Innovation For-profit
The next three personas are ‘organizing roles’, Individuals and organizations need to constantly gather different from competitors
or industry norms?
surprising collaborators
to develop new offerings
The remaining personas are ‘building roles’ that apply
organizational structure and delivering across products,
approach to attrachting services, and platforms?
that dominates market connect with one another
share or earns a substantial in unique ways?
company - particularly those and users in ways that identity, particularly
instances where things went challenge or cofound what compared to its rivals?
sense of recognition to users
and do they become a part of
played by individuals who are savvy about the often new sources of information in order to expand that drive a shift from insights from the learning roles and channel
the best assets? premium? wrong and the company is usual within the industry? their lives?
In vern
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Go
Innovation of the Innovation of the Innovation of the Innovation of the Innovation of the Innovation of the Innovation of the Innovation of the business as usual? somehow made everything
Fir mb
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m
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be en
cu
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customer product idea product design and corporate attitude towards network organizational Analysis
nt t
In
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A tool to analyse your strategy, dynamic capabilities and business model
experience and concept funtionality production process culture venturing model and
tio
Fir gile
Re
Ad-Supported Alliances Competency Center User Generated Customization Extensions Guarantee Cross-Selling Brand Extension Community and Belonging
s
A
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ar Ins
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They overcome They work well with others They plan and organize They observe what people They are obstinate about They bring
Flexible together
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Intellectual Property They appeal
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Integrated offerings Personalized Service Flagship Store Co-Branding Experience Simplification
Descriptions
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Corporate Venture Capital difficulties. and they generate do without judging them. solving problems. Freemium things.
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rn
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m
St
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ar
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rg
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ter
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tu
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to
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an
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Business Incubation Programs
ses
Gr
no
Online marketing Trend research Intellectual Property Research Co-creation Labs Talent Development Programs Insourcing External Knowledge Flexible Organization Structures Tireless Problem Solver Create Shared Journeys Big Picture Thinking Observe Hard Work, Curious Mind Draw Associations Human-powered Innovation Liven up the workspace Capture Imagination Fend off the ordinary
t
Tactics
l In
Entrepreneurship skills
cia
Loyalty & Retention Crowdsourcing Engineer & Product Innovation Lead User Methodology Corporate Social Resonsibility Outsourcing Technologies Strategic Management
Ag
So
Optimist Work Multidisciplinary Accelerate team members Interact Fail Often; Succeed Sooner Make Connections Empathy for Individuals Promote energetic culture Spark Emotion and Action Facilitate positive encounters
ile
SM
Market analytics & Business Intelligence Creative thinking Industrial Design Flexible Working Hours In-licensing IP Exploring Blue Oceans
E
O
NG
Quiete Determination More coach than boss Shoot for the moon Look Around Prototype Everything Wide sets of interests Create relationships Video, Narrative, Animation
“Innovation is the creation of a viable new offering”
Customer Relationship Management Scenario Planning TQM & Lean Six Sigma Secondary Benefits Licensing out IP Exploring New Revenue Models
Flexible working environment Lean Management & Process Optimization Primary Benefits Corporate Transparancy Established or Institutionalized
Ideation Free Time Joint Ventures
Public or
Not-for-profit
Brokers Existing Incremental New Private or
For-profit
Perseverance Wield a large toolbox Bucket List & Idea Wallet Avid Curiosity
Don’t “just do the job” Spirit of Curiosity
Emergent or Informal
Collaboration with start-ups
Go
Sma
nt
ver
“Innovating requires identifying the problems that matter and moving
ll and
Collaboration with SME

Look beyond failures
be
Inn
nm
um
Med
ms
.Ag
Re
en
s
ger
Inc
ium
Fir
s&
t
en
llen
Sta
Ente
Ed
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Ambidextrous Ecosystem
Cha
rtu
rpri
Ins
ms
tors
ps
ses
ses
Go
nd
Tactical Strategical
titu
rpri
Fir
Agi
ova
Gra
ve
s
Ente
ile
le
tes
ter
Inn
rnm
through them systematically to deliver elegant solutions.”
SM
Ag
ialial
rup
ms
E
Soc
Soc
en
Incu SME
Dis
Fir
t
O
mbe
rge
NG
nt
La
Public or Brokers Existing Incremental New
Private or
Not-for-profit For-profit
Established or Institutionalized
Exploitation Exploration Keeley, Pikkel, Quinn, Walters (2013)

Incu ernm
s nt
Gov
Firmmbe
mbe
Incu
Inn
nt
ovaGov
ent
tionernm
Firm le
Res
Agi
s
Ageent
ear Ins
Customer Intimacy
ncie
ch titu
s
ter
or tes
rup
Edu
Product Leadership Operational Excellence

Dis
s
Firm
cat
ion
e
Larg
Established or Institutionalized
Incremental Radical
8 Types of Innovation
Radical Incremental Radical Incremental
Typology for Innovative
Ten Faces of Innovation Ten Types of Innovation
Processes Organizations
Ten Types of Innovation Teams An Infographic by Jan Spruijt - janspruijt.nl
Kelley & Littman (2016), Keeley et al. (2013)
The Ambidextruous Organization

66 78A Visual History of Innovation Theory 84 92
Profit Network Structure Process Product Product Service Channel Brand Customer
Ten Types
Model Performance System Engagement

When design meets business modeling meets management meets strategy.
Jan Spruĳt - Innovative Dutch

CONFIGURATION OFFERING EXPERIENCE
Technology Incubaotrs & Accelerators
Corporate venturing, innovation labs
94%
Sustainable Development Goals
Democratization of Innovation
These types of innovation are focused on the innermost These types of innovations are focused on an enterprises’s core These types of innovation are focused on more
Innovation-driven Enterprises
Innovation Thinking Methods
Regional Innovation Systems

National Innovation Systems
Sectoral Innovation Systems
Alliances & Structural Holes
Breakthrough Technologies
Business Model Innovation
Technology & Science Parks

Innovation Methodologies
Revolutionary Innovation
Research & Development
of members of innovation
workings of an enterprise and its business system product or service or a collection of its products and services customer-facing elements of an enterprise and its business system
Innovation Performance
Social Entrepreneurship
Angel & Venture Capital
Responsible Innovation
Dealing with ambiguity
Knowledge Ecosystems
Sustainable Innovation
teams are males.

Portfolio Management
Corporate Governance
Innovation Leadership
Marketing Innovation
Disruptive Innovation
Dynamic Capabilities
Structural Innovation
Business Ecosystems
35 9.2 7.3
Business Innovation
Blue Ocean Strategy
Platform Innovation
Agile Organizations
Creative Leadership
Innovation Strategy
Startup Ecosystems
Innovation Brokers
Process Innovation
Innovation Culture
Radical Innovation
Prosperity Paradox
Innovation Funnel
Rapid Prototyping
Digital innovation
Purpose Economy
Frugal Innovation
Innovation Teams
Wicked Problems
Intrapreneurship
Futures Research
Open Innovation
Design Thinking
Blue Innovation
User Innovation
SME Innovation
Network Theory
Definitions Tactics
Value Creation
Crowdfunding
Does the company make Does the company work Does the company have a What is the company Does the company produce Does the company make Do customers rave about Does the company deliver Does the company have an Do the offerings confer a
Engineering Entrepreneurship Economy Management Marketing Design Science Leadership IT Anyone else
Lean Startup
Accelerators
Effectuation
Co-creation
Using
Risk-taking
money in ways that are with other firms or unique or unusual uniquely skilled at doing or a notably superior offering multiple products that their interactions with the its offerings to customers unusually distinct or vivid unique identity, status, or years is the average age ofyears is the average they hadyears is the average number
Ideation
Trending Topics
Startups
members of innovation teamsbeen working in their fieldof years they are working for the
different from competitors surprising collaborators organizational structure and delivering across products, that dominates market connect with one another company - particularly those and users in ways that identity, particularly sense of recognition to users of specialization same employer.
Sharing non-conform Hiring
in Innovation
or industry norms? to develop new offerings approach to attrachting services, and platforms? share or earns a substantial in unique ways? instances where things went challenge or cofound what compared to its rivals? and do they become a part of
Key Theories ideas and structures and
methods to
non-conform
in Innovation
that drive a shift from the best assets? premium? wrong and the company is usual within the industry? their lives? experiences people
Innovation is...
86%
business as usual? somehow made everything with other create. to foster creative A new product A new business System Change A process A commercial The future Complex A growth The next update Technology
right? Circular Economy (Korhonen et al., 2018; Kircherr et al., 2017; Geissdoerfer, 2017) Working firms talent. model success strategy
of members of innovation
with universities Collaborating
Dougnut Economics (Raworth, 2017)
teams have a Bachelors (44%),
Masters (30%) or Doctorate (12%)
degree
and research with other firms
Ad-Supported Alliances Competency Center User Generated Customization Extensions Guarantee Cross-Selling Brand Extension Community and Belonging Business Model Generation (Osterwalder; 2010; Chesbrough, 2014) to learn from
groups
Bundled Pricing Collaboration Corporate University Flexible Manufacturing Ease of Use Plug-ins Loyalty Programs Experience Center Certification Curation Reinventing Organizations / Teal Organizations (Laloux, 2014) them. We call an idea The prototype is tested There is a product-market It’s a trend, disruption The innovation project It reaches ROI within It can be created Well, that depends It increases stakeholders’ It’s scalable and It has value.
Flexible Pricing Franchising Decentralized Management Intellectual Property Engaging Functionality Integrated offerings Personalized Service Flagship Store Co-Branding Experience Simplification fit or structurally impacts went through all stages a pre-set time span. on the definition value. has been A/B-tested
Science Parks (Massey & Wield, 2003;Phan, Siegel & Wright, 2005)
innovation if...
52%
Freemium Open Innovation Incentive Systems Lean Production Environmental Sensitivity Modular Systems Self-Service Go Direct Component Branding Mastery society of the innovation
Membership Secondary Markets Knowledge Management On-Demand Production Safety Product Bundling Supplementary Service On-Demand Private Label Personalization Innovation-driven Enterprises (Murray, 2017) High
Continuously funnel
Premium Merger/Acquisition Organizational Design Processs Automation Styling Product/Service Platforms Try Before You Buy Pop-up Presence Transparency Status and Recognition commitment
of innovation teams come Open Innovation (Chesbrough, 2004; 2006) evaluates
up with radical innovations to employee
Technological Ecosystems (Hughes, 1987; Carlsson, 1991; 2012; Douglas, 2012) innovation
training
performance.
Wicked Problems (Buchanan, 1992; Head, 2015)
Innovation Clusters (i.e. Muro & Katz, 2011) Creating opportunities Dominant Mechanical engineering Entrepreneurship Economy Business administration Marketing Design studies As long as it’s a PhD Business Studies Informatics All other
63%
Physics Business Innovation Political studies Industrial Engineering Sales Arts Leadership Software Engineering
Design Thinking (Plattner, Meiner & Leifel; 2011) backgrounds Chemistry New Business Geography Innovation Management Accounting Architecture Strategic Management Multi-media Design
of innovation teams focus Managing innovation processes (i.e. Tidd & Bessant) Philosophy Media Graphical Design
on the conceptualization phase -
Startup Ecosystems (Freeman, 2007; Spender, 2017) Communication

business managerial
so only 37% focuses on commercialization.
2010
Value Proposition Design (Osterwalder, 2014; Ulrich 2005)

Factors that increase ‘ innovation performance of teams’ : Innovator’s Dilemma, Prosperity Paradox (Christensen, 2013; 2019)
creation causation
100%
Interesting, stimulating work.
Disruptive Innovation (Schmidt, 2006; Christensen, 1995; 2013)
Leading for Innovation (Kotter, 1995; 00s)
Design-oriented Dominant
theories
New product development
research and development
Business models
agile
Schumpeterian economics
geographical economics
Innovation funnel
Stage-gate model
Radical innovation
co-creation
Design thinking
science-based
Types of innovation
Meta-models of
Blue ocean strategy
value disciplines
competitive values
Scrum
agile
Kanban
Popular media
New Market Creation (Sarasvathy & Dew, 2005; Seelos & Mair, 2007) technology management value creation national innovation PDCA marketing design innovation
Ten Teams
Innovation disruptive innovation systems fuzzy front-end innovation metrics organisation innovation theories responsible innovation software engineering
Fuzzy Front-end of Innovation (Koen et al, 2001; Gassman, 2014;) Employee
projects and innovators DNA regional innovation of innovation exploitation design history of innovation creative leadership open source
Innovation Policy (i.e. Edquist, 1999; 2013) Sta
95%
innovation
ath
portfolio innovation-driven systems process management crossing the chasm organizational innovation three horizons lean startup
Causation vs. Effectuation (Sarasvathy, 2001)
rt-u engagement
pP
in line with enterprises open innovation project management adoption curve ambidexterity BCG-matrix
strategy Sharing growth matrix
pP
Accomplishment & Recognition Innovation Management (Schilling, 2019; Tidd, 2001; Adams, Bessant & Phelps, 2006) Employing customer discovery diffusion of innovation reinventing organizations positioning
methods for
ath -u innovation causation and effectuation lean management
ale
Incremental vs. Radical Innovation (McDermott & O’Connor; 2000; 2002; 2005)
mission & vision
Spun-off Tiger Formal Strategy Product Accelerator Startup Informal Community Window designing,
Sc
Scenario Planning (Schoemaker, 1995; Lindgren, 2003) with employees
developing &
2000
Teams Teams Innovation Teams Teams Innovation Teams Teams Teams InnovationTeams Teams Teams
90%
Problem Solving Culture
Regional Innovation Systems (Cooke, 1992; 1997; 1998; 2008)
Value Chain & Competitive Advantage (Porter, 1985; 2001)
launch
Innovation / NPD Funnel (Wheelwright & Clark, 1992; McGrath, 1992; MIT, 2005) Professional Deliberate
Culture & Climate for Innovation (i.e. Ahmed, 1999; Ekval, 1996) project research in Influencers Melissa Schilling Alexander Osterwalder Joseph Schumpeter Robert Cooper CK Prahalad David Kelley Larry Keeley Peter Diamandis Eric Ries Elon Musk
Ecosystems & Triple Helix (Leydesdorff & Etzowitz, 1998; 2000) management market trends & Tendayi Viki Israel Kirzner Frederic Laloux Vitoria Chiesa Tom Kelley Georges Romme Steven Kotler David Rogers Bill Gates
(focus on time discontinuities Steve Blank Christopher Freeman Geoffrey Moore Larry Greiner Mary Crossan John Kotter Venkat Venkatraman Mark Zuckerberg
88% Innovation Networks & Knowledge Sharing (i.e Ahuja, 2000; Swan et al, 1999)
& budget) Clayton Christensen Bjorn Asheim Everett Rogers Henry Mintzberg Roy Rothwell Michael Porter Klaus Schwab Richard Branson
1990
Stage-Gate Processes (Cooper, 1986; 1992; 2001) Fiona Murray Bengt-Åke Lundvall Guy Kawasaki Tim Brown Julian Birkinshaw Bansi Nagji
Clear Organizational Objectives
Ambidexterity (Gibson & Birkinshaw, 2004; O’Reilly & Tushman; 2004) Richard Nelson Ash Maurya Vijay Kumar Michael Tushman
business
Ambidextruous
Absorptive Capacity & Knowledge Management (i.e. Liebowitz, 1999) Henry Chesbrough Philip Kotler Gerard Puccio
Continuously
strategy Senior Everett Rogers John Bessant
Exploitation Exploration
Organizational Learning (i.e. Levitt, 1988; Fyol & Lyles, 1985) tracking
model management
87% Innovation Systems (i.e. Cooke, Lundvall, Poole, Andersen, Rickards & Richard, Nelson, Mansfield (80s, 90s) consumer
organization orientation
invests (time) in
1980
needs
orientation
Organizational Growth & Organizational Design (i.e. Greiner, 1989) innovation
Training Opportunities
Innovation Literature Explosion
New Product Development Process (Urban & Hauser, 1980) Comfort Zone Entrepreneurship Management Management Engineering
Ten Faces
Design Marketing Science Entrepr

Organizational Innovation (Nelson & Winter, 1979; 1982; Tushman Processes
80%
Leadership Leadership
Resource-based View (Wernerfelt, 1984; 1991; Kamien & Schwarz, 1975; Downs, 1976)
and structures Firm
leave room to structurally
Inspirational Leadership Patterns of Industrial Innovation (Abernathy & Utherback, 1978) tailor for reconfigures
Bounded Rationality (Simon, 1972) innovation strategy Alien Zone
1970
The The The The The The The The The The Experience Marketing of Innovation (i.e. Levitt, 1960; Robertson, 1967; Mahajn & Muller, 1979)
Co
Hurdler Collaborator Director Anthropologist Experimenter Cross-Polinator Caregiver Set Designer Storyteller Architect Innovation in SMEs (Freeman 1971; 1974)
rp
ath ora
Employing Innovation
Innovation Management (Bruns & Stalker, 1961; Thompson, 1965)
EP
methods for
32% te Job Persona

projects run at
Difussion of innovation (Rogers, 1962) testing and
Pa
strategic levels
ORGANIZING ROLES LEARNING ROLES BUILDING ROLES SM

selecting
Exploration vs. Exploitation (Kuznets, 60s) as well.
Categories
Salary increases and bonuses
Organizational Creativity (i.e. Cummings, 1965)

projects Teams
are collaborating
th Innovation
Mindset
culture fosters
Entrepreneurial Society (Drucker, 1958; Drucker 60s)
The next three personas are ‘organizing roles’, Individuals and organizations need to constantly gather The remaining personas are ‘building roles’ that apply across disciplines
creativity and
and
25%
Applied Imagination (Osborn, 1953; 60s)
played by individuals who are savvy about the often new sources of information in order to expand insights from the learning roles and channel effectively
entrepre-
Endogenous innovation (Mansfield, 1962; North, 1970; Grossman, 1994) neurship
1940 1950 1960
counterintuintive process of how organizations their knowledge and grow, so the first three the empowerment from the organization roles to
business-oriented
stable organizational structures Technological innovation (Levitt, 1963, 1966)
move ideas forward. personas are ‘ learning roles’. make innovation happen. have a negative effect on performance
Kirznerian economics (Kirzner, 1960, 1962)
Technological Commercialized Innovation Creativity
Entrepreneurship
Creativity in the innovation process (Steiner, 1965)
entrepreneurial business
innovation innovation dynamics
Typology for Innovative A Visual History of The Ambidextruous

They overcome They work well with others They plan and organize They observe what people They are obstinate about They bring together They put people at eas They focus on making They forge emotional They appeal to the senses Dynamics of technological change (Schumpeter, 1954; Mansfield, 1961)
Descriptions
difficulties. and they generate do without judging them. solving problems. unrelated things. and provide service. workspace practical and connections between story
connections inspiring and audience
Commercialized innovation (MacLaurin, 1953)
effectuation innovation
50 Research Methods
Business cycles (Schumpeter, 1951, Goodwin, 1951)
Tireless Problem Solver Create Shared Journeys Big Picture Thinking Observe Hard Work, Curious Mind Draw Associations Human-powered Innovation Liven up the workspace Capture Imagination Fend off the ordinary Entrepreneurship (Schumpeter, 1949; Cole, 1949)
Perspect ves on nnovat on

Seizing opportunities
Optimist Work Multidisciplinary Accelerate team members Interact Fail Often; Succeed Sooner Make Connections Empathy for Individuals Promote energetic culture Spark Emotion and Action Facilitate positive encounters
Quiete Determination More coach than boss Shoot for the moon Look Around Prototype Everything Wide sets of interests Create relationships Video, Narrative, Animation
Perseverance Wield a large toolbox Bucket List & Idea Wallet Avid Curiosity Creative Destruction
Don’t “just do the job” Spirit of Curiosity Creative Destruction (Schumpeter, 1939, 1942) Open Fostering
Look beyond failures innovation new methods
treindi
projects for interacting
Organizations Innovation Theory Organization

General Theory of Employment, Interest and Money (Keynes, 1936) Activities that with
customers
an infographic designed by Jan Spruijt - Innovative Dutch

Mass Production / Fordism / Consumerism (20s, 30s)
increase capabilities
1930
Invention as ‘social’ process (Gilfillan, 1935)

Organized research in industrial laboratories (Hart, 1931) Co-creation Works closely
with users with education
Review analysis
Buzz Mining
User
Innovation as noveltty (Kallen, 1930)

Scanning
Evaluat h
researc
ios
to attract talent
ing
A/B
Scenar
interview
Social change (Stern, 1928) Maintaining

Track
Stak Ana tive

Beta
ive
testin
lysis
Media
Commitment
peti
Invention as ‘linear’ process (Ogburn, 1922) close relation-

ppi lder
test
Life
Trend
g
ng
Com
Cross-sectoral
s
We
to corporate
eho
ships with
ing
exp
crit igh
Social experiments & social invention (i.e. Chapin, 1917; Bernard,
eria ted1923)
ma
iew
e Expl networking
erim
Evaluat ore
rev stakeholders venturing
a futuring technique for public organizations

1900
SWO ma re
ent
t (triple helix).
Functions of Management / Fayolism (Fayol, 1916) trix ratu arch
s
T-m Tes
2 Decades o Open nnova on

atrix Lite rese
Trian s
ket
Scientific Management / Taylorism (Taylor, 1911) gulat Mar
Inter
view
ion rt
Simula
Des
ires
Evolutionary Economics (Veblen, 1898) tions Expe
tionna
Ques
crib
yse
&
Invention and Imitation (Tarde, 1890) Case
studies
aphics
Sociogr raphics
e
Anal
Psychog
Economic Sociology (Jevons, 1879; Weber, 1905; Simmel, 1900)
Systematic
an innographic by Jan Spruijt

content inquiry
analysis Contextual
Classical economists (Adam Smith; Karl Marx)Mapping & Anthropological

clustering observation
1800
Origin of species (Darwin, 1859) Indirect

observation
Web analytics
er
18th/19th-century Philosophy (Hegel; Herder; Schopenhauer; Sombart; Nietzsche) User

Gath
journey
onator mapping
Economic Equilibrium (Pareto) Impers
engag
Lead
user
door emen
Ex
Com
98 140 166 172

Fake ng t
pe
testi petit
rim
ility testi ive

Role
ing ng
en
Usab play
test Gra
t
g
ha ing
kin
rate ffit
Cro
Alp
trac
i wa
Elabo
wds
uilt
lls
In-b
Soc rese
our
lunc rito
ing
Opin
cing
ial
h
Bur
rack
Zone of impact
Focus
vation
Brainstormi
Bodystorming
med
al
ion
wing
Eyet
arch
prototyping
Longitudin
obser t
ia
Direc
group
polls
Shado
analysis
Review analysis
Buzz Mining
Rapid
User
ng
s
g
Evalu rch
Scannin
resea
arios
ring
Gathe wn
the unkno
king
A/B
intervie
ative
Scen
lysi ve
ng
Be
ac
test
heri Tran
s
s sfo
ion
total investment needed

Gat ons
Anaetiti
vat rm
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visi no ati
ta
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In on
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pin er
ws
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g
ap ld
m
st
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Ev re
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s n
SW m re h
en
st
Review analysis
atr
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tu arc
User
Scanning
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O
Evaluat h
Te
researc
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in
ts
era
er us
T-m
ing
ix
A/B
Scenar
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se th vio Plot your results:

Track
Ana tive
inn graphics
Beta
ive
testin
lysis
Lit re
Media
Ga ob
peti
rate them by time to impact

at

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Innographics

A Visual Guide to Innovation Management

Copyright © 2023 by Jan Spruijt

All rights reserved

Publication Title: Innographics

First printing: June, 2023

Introduction 5 Innovation Research 137

Innovation Systems 9 Entrepreneurship & Creativity 187

Innovation Typologies 37 Innovation Skills 203

Innovation Theory 75 Innovation Tools 229

Introduction to this book

I am thrilled to present to you my latest work, a typologies, theory, research, entrepreneurship,

Firstly, I would like to express my heartfelt With warm regards,

years. Her patience, understanding, and belief in

I also extend my gratitude to my colleagues at

Introduction to Chapter 2: Innovation Systems

The COVID-19 pandemic has also had a profound

Ecosystems of Technology & Innovation

Lead User Engagement

Mapping & Clustering

ness Ecosystems Bilateral Collaboration

National Ecosystem Maps

Open Business Models

Smart City Creation

disruption, demonetization, dematerialization,

In conclusion, ecosystems of innovation play a

Introduction to Chapter 3: Innovation Typologies

Innovation is not a one-size-fits-all concept. It by understanding the different typologies,

Innovation is a complex process that requires a

Innovation can be a daunting process, but

8 Types of Innovation Processes

As part of a simulation game on innovation Based on a visionary criteria – radical or

Innovation of the Innovation of the Innovation of the Innovation of the Innovation of th

Incremental Radical Radical Increment

o-creation Social Entrepre- Open Business

Customer Intimacy Operational Excellence

Incremental Radical Incremental

Type 7 Open Innovation

Open Innovation is a type of innovation

platform, where researchers, scientists, medical

Type 8 Business Model Innovation

This type of innovation is about the way in which

Science not focusing on

Creative Destruction Cycle *3 Structure 9

This type takes the form of NGO’s,

Strengths: mediating,resolutuion and are trusting.

weak Type 3s: competitive

from Type 9s oftenly

apporach Type 2s because

mark on the 8s because

Plateau Has migh bora

Work Environment vatiogth’ : Type 2s Wings

Strategy defined by C-level 31 venture

> + _ < Wing:

An infographic by Jan Spruijt

When Type 1s:

macro have big

from Type 5s oftenly ‘borrow

they s and drawn

ions, and impatient

& nnovat on Systems Innovation Ecosystems

Ten Faces of Innovation

- Typology for Innovative Organizations

Kelley & Littman (2016)