Estrategias

 Decide how your firm is to play the innovation game.
 There is no menu of generic strategies available.
 Innovation must support business strategy.
 Without a clear game plan, alignment of key players in your firm innovation will not be successful.

 Dominant companies are more aggressive innovators than non-dominant companies dominance is not a strategy, it is an outcome

 Withinthe innovation matrix firms can choose to channel its resources to a particular part of the matrix
Play-to-Win Strategy
 Goal is to produce significant competitive advantages that its competitors will not be able to easily or quickly match.
 Market-leading strategy relies on:
 semi-radical innovation to drive transformation in the firm
 create market-changing ideas and product.
 PTWfirm invests in changes in technology and business models
 A PTW Strategy is typical of high-technology startups
 Risk involved with PTW strategy:
 usually have only one or two innovation investments
 do not have the strength of a strong investment portfolio
 dot-com & Webvan
 Amazon.com
Play-Not-to-Lose Strategy
 Use PNTL strategy when:
 external competitive environmentis extremely intense or uncertain.
 if a firm has significant internal constrains.
 PNTL Strategy is of more incremental innovation than PTW
 Johnson & Johnson
 The goal is to ensure the firm stays in the game by moving quickly, taking calculated risk by matching or surpassing any moves by competitors.
 Firm using PNTL would watch for improvement in the external environment, makeimprovement in its internal capabilities, attempt to wear down the competition, and look for opportunity to shift to a PTW strategy at the appropriate time.
 Firms with PNTL are often fragmented industries where changes in technology and business models occur quite rare.
 The winner are firms that consistently beat competitors
 in making incremental improvement to technologies and businessmodels.
 Risk with PNTL:
 highly vulnerable to competitors that break from the pack and shift to a PTW that depends on semi-radical or radical innovation
 believing your PNTL is working when it does not work.

Too Much of a Good Thing
 “Innovate or Die”
 too many innovative ideas for firms to process clouds their judgment on which ideas are truly great.
 A lack of radicalinnovation can lead to failure
 “Innovate and die”
 taking the wrong kind of risk and by playing the wrong kind of strategy.

Clearly Defined Innovation Strategy Drives Change
 Success in innovation requires a clearly defined innovation strategy that matches the current realities in the firm.
 Attempting to change everything at once is not a formula for success.
Do You Select an InnovationStrategy?
 “ Over time every business model and strategy stale in our fast forward economy, strategies reach their sell-by date faster then ever.”
Hamel & Sakrzynski
Factors to consider in choosing an innovation Strategy:
Internal Factors External Factors
• Technical capabilities • Capabilities in the external network
• Organizational capabilities • Industry structure
• Success of thecurrent business model • Competition
• Funding • Rate of technological change
• Top management vision

Internal Factors
 Technical capabilities
• The current capabilities that company has internally or can access through its innovation network
 Organizational capabilities
• Shifting to a more radical innovation approach will not happen if the organizational and management capabilitiesare not present
 Success of the current business model
• The greater the success, the greater the potential resistance to change
 Funding-too much funding may be a dangerous as too little
 Top management vision
• Management talent has a very relevant role in selecting and evolving the company’s innovation strategy
External Factors
 Capabilities in the external network
 Assesses...