Siemens: A Case Study Using the Process Model Innovation

Innovations form the main sources of competitive advantages and are always of significance for the growth of a company. Companies or organizations put their greater efforts in improving their performance by finding new ideas and knowledge on the best way of beating their competitors and therefore give satisfaction to their customers. There are various factors involved in the innovation design system which can be either internal or external.

The Roll of a Technical Workstream Lead I have served our Country in the armed forces for more than a dozen years and when I hear the term “technical workstream leader,” a Warrant Officer is the first though that comes to my mind. The army warrant officer definition is “a self-aware and adaptive technical expert, combat leader, trainer, and advisor” (U.S. Army Human Resource Command, 2004). The roll of the warrant officer in the military is being a technical expert, well versed in new technologies, and able to integrate them in support military operations. Warrant officers are technical workstream leaders and, for the last two years, I have been a warrant officer in the US Army.

Technology Strategies for New Product Development Rationalist approaches to technology strategy, such as that of Porter,1 view technological innovation as a relatively unproblematic aspect of corporate strategy. This article will attempt to show that the development of new products by a rm is a more complex, dynamic and uncertain activity than this, dependent for success on organizational as well as technological factors. It will be argued that strategies for technological innovation are, by implication, risk management systems. Here we are referring to the introduction of some means of control over the cost and direction of new technologies,

The places that innovative ideas come from can vary. The innovation process involves creativity of the mind. The ideas that surround innovation come from employees, customers, competitors and even your suppliers. Anything that deals with innovation is challenging. The purpose of this report is to identify the sources of innovation, how it affects industries and to evaluate disruptive innovation.

Innovation can be a motivation for the development and accomplishment of business, and That Also Helps in adjust and Develop in the market. Innovating a new plan does not meant Developing a new business but Rethinking the same business in a different way to Enhance a big success and resources. For example making strategy to improve increase to customer value, increase increasing ideas, and etc. and analyzing innovation Increase the cost whether or lower the cost value and competitive advantage. As discussed in the video to get success in the business, simply to Consider 4 points; Initiation of business and analyzing who is the target customer and what are their taste. Ideation of the business; thinking big and thinking Learnt and different from other business Develop Ideas, mixing the Integration Likewise different views and ideas, other business form for consistency of business and lastly, this is the Implementation time to show the performance. Businesses make more effective That Improve work forms and Have better productivity and performance. Innovation simply Means, built> Taste> rebuilt the business (Department of industry and science; Australian Government Business model innovation.).

In the early 1970s the process of industrial innovation was commonly assumed as the “linear progression”, through development of technology in organizations, to marketplace, that became the “technology push model”. And in “mid 1960s- early 1970s period” appears 2ndgeneration of “Innovation model”, alluded to as "market pull innovation model”. In accordance with “simple sequential model”, the marketplace was new ideas as a source for controlling “R&D” that had a responsive role in innovation process. That is “demand pull” model. Individuals obtained this theory due to their restricted vision then. They considered science as the origin and cause of innovation. Consequently they believed that high investment leads to novel innovative product production (Balconi, Brusoni & Orsenigo 2010). Clearly, the one reason of innovation is scientific research. In the 20th century, several big companies, like “Ford, Philips, ICI and Western Electric”, put money on the research laboratory. They fed the quickly emerging markets for vehicles, industrial chemicals and electrical products for consumers with the “science and technology” assistance and structured efforts for “research and development” built steady innovation streams. The other main aspect is demand, where it can be easily understood. The needs of

Alexy, O., & Reitzig, M. (2012). Managing the business risks of open innovation. Mckinsey Quarterly, (1), 17-21.

Dunne, R. 2011. 8 Reasons Why Insourcing is the New Outsourcing in Innovation. [online] Available at: http://product-ivity.com/insourcing-vs-outsourcing/ [Accessed: 1

Radical innovations are technologies that allow firm to differentiate themselves from competition and become leaders in newly developed markets. As radical innovations are speculative in nature, it is essential for firms to constantly conduct numerous research and development projects to increase the likelihood a commercially viable one is discovered.

Innovation starts with an idea in mind that creates new technology, processes, and products. In order to bring that idea to fruition, a company needs to understand what it takes to innovate and how take that idea and make it into a reality. “A well-defined innovation process will encompass an entire "end to end" innovation capability, including these phases:

These R&D labs usually concentrated on bringing out new technologies for self-commercialisation. This process can be viewed in the form of a funnel, where a large number of varied ideas and concepts can be trimmed down to few of those concepts and ideas that best meet the requirements of the company. (OECD, 2008) In recent times, companies have become more open with their innovation process, leading to revolution described as “Open Innovation” by Chesbrough (2003). This ‘open innovation’ model is a more dynamic model when compared the traditional model as there is much more interaction between knowledge assets outside the company as well as inside. Henry Chesbrough (2003) in his book “Open Innovation: New Imperative for creating and profiting from technology” defines open innovation as a concept in which companies must use ideas from inside as well as outside sources and find internal and external ways to reach the market in order to advance their technological capabilities. Open innovation combines these 3

Next, the cooperation between management and employees is important which the employees can be supervising through the senior manager. The act of supervise enable the management to plan the activity of the employees by giving they task in order to help innovation process. The firms also need to pay attention to the new technology such as machine that will help the firm to produce the product. The firms need to identify the technology able for them.There are some success factors that can help this process run effectively. Alignment between NPD and strategy is important. This is because the strategy plays a big role for further actions, it must be determinant and realistic and not only that the cooperation between the projects is crucial so that we can wider the information needed. Next is an early and well-defined product definition. This is the phase where the producer knows about everything pertaining to the products. The products must be well defined to avoid negative circumstances and impacts. Furthermore, beneficial external cooperation with others

For years, companies have been working closely with external partners. For instance, through joint projects with universities; they gain access to the latest findings from pure and applied research, which can be used by their internal research and development organizations. However, when it comes to Open Innovation (OI), it goes one step further and integrates external problem-solvers into the innovation process. This methodology is also taking place at Siemens. When it comes to a company’s R&D department, it is no longer the only source of innovation. Thus customers, suppliers, companies, and online communities also play a crucial role in development process. Based on the analysis of the Harvard Business Review Article about Open Innovation at Siemens (2003), company was involved in the process of OI on the initiative of two people, Dr. Thomas Lakner, head of CT’s Open Innovation and Scouting and Dr. Norbert Luetke Entrup, head of the Technology and Innovation Management group within Siemens Corporate Technology unit (CT) (Hutter et al., 2013). The case outlined ways Siemens promoted Open Innovation within an organization and the challenges managerial board faced implementing it. The main questions of the case are whether Siemens should pursue Open Innovation or give up on it and how Siemens should overcome challenges when implementing Open Innovation Processes. The main challenges mentioned in the case were the organizations’ complex structure and top down

Nowadays, a new trend for those successful high-tech companies is to utilize open innovation instead of the traditional “vertically integrated” innovation methods(chesbrough;2006). For example, Procter & Gamble, Qualcomm Inc. and IBM all introduced open innovation and have achieved remarkable success. Consequently, Siemens also set up open innovation to advance themselves with the use of internal ideas and external ideas in 2009. Siemens was set up by Werner von Siemens and Johann Georg Halske in Berlin, Germany in 1874 and it started as a telegraph company. Until now, Siemens has developed to a globally manufacturing and electronics company, which also decentralized its operating structure into four main sectors: Energy, Healthcare,

The extensive and diverse literature on organizational innovation has received important contributions from works on organizational learning in the last decade. Darling-Hammond, L (2000). Much of this paper has observed a positive relationship between organizational performance and organizational innovation in the market limitation