The innovation process includes all stages from generating the idea to developing and selling the idea as a fully fledged product innovation to the market. In your company’s innovation processes, make sure that you stay at the junction where YOU flourish, based on your own personal prerequisites. Don’t waste your energy by assuming you are someone else and end up at a junction that doesn’t suit you.
Posts by Martin Gunnarsson
Product Director & ERP Evangelist
Martin is Product Director and ERP Evangelist at IFS R&D, with two decades experience of working with ERP software, and a passion for product strategies, innovations, marketing and sales. Martin has gained a broad experience of global business thanks to years spent abroad in Germany and Japan, involvement in company acquisitions, and customer and partner activities all over the world. Martin is also a frequent speaker at conferences and events. Martin is Product Director for Manufacturing, Supply Chain and Global Extensions, and a member of the IFS R&D Management Team.
As individuals and companies, we need to protect ourselves against distractions so as not to lose our focus and commitment to bringing ideas all the way to new innovations. Today, distraction can include the possibilities and opportunities we see around us but also our self-perceived limited skills and experience when we compare ourselves with other people or companies.
Many times I have asked myself why some people and companies seem to be more creative and innovative than others. Do some people have superior DNA or are they blessed with a bigger brain? I read a book during my summer vacation that shed some light on my question. I would like to share it with you here.
In a study of companies in the industrial, technology, and consumer goods sectors, a correlation can been seen between investment ratios and the distribution of innovation returns reflected in the share price. Among high performers that invest in all three levels of innovation, surveys reveal that the return ratio is the inverse of resource allocation. Companies that allocated according to the above investment ratios outperformed their peers, typically realizing a P/E premium of 10% to 20%.
Targeting a healthy balance of core, adjacent, and transformational innovation is a vital step toward managing a complete innovation portfolio. The challenge is that a company must be able to execute at all three levels of ambition. However, few companies are good at all three, and not entirely surprising, companies struggle the most with transformational innovation.
Many times I have asked myself what the best-in-class innovation portfolio would look like. How should you balance the different innovation ambition levels such as incremental innovations with transformational (breaking news) innovations? Are there any numbers you can benchmark against and what ratio will have the most impact on your financial results and share price? What areas of management will boost the different levels of ambition?
Now, IFS takes another leap forward by acquiring Metrix. With Metrix’s portfolio of mobile solutions for field service management on smartphones and tablets, IFS can now boast one of the world’s broadest solutions for the mobile workforce, including….
My advice is to always have your copycat glasses on and think how you can refine and evolve existing solutions on the market. Please bear in mind that many profitable innovations that have evolved from an existing technology or user behavior.
In my role at IFS, formulating and communicating product visions and strategies for IFS Applications, I am constantly on the lookout for new ideas. I seek inspiration from other industries that at first glance might seem unrelated to the business software industry. I want to understand their challenges and opportunities, the type of products and…
We discussed whether your fear of failure is due to the fear of losing your job or damaging your career. I asked if anyone has really lost their job due to that kind of failure, but the answer was ‘no’. So maybe the fear is just a perception? …. and they nodded in agreement.