Camels, Tigers & Unicorns: Re-thinking Science And Technology-enabled Innovation

by Uday Phadke, Shailendra Vyakarnam

Overview

The commercialisation of science and technology enabled innovation is a serious topic of interest for a wide range of global audiences who share one common objective: to understand how science and technology based ideas can be turned into commercial value more effectively. Despite the vast number of publications addressing entrepreneurship, innovation and strategy there is relatively little in the literature which systematically addresses the structures, processes and mechanisms involved in turning ideas into commercially valuable propositions: this book is intended to directly address this gap.The approach in Camels, Tigers & Unicorns consists of three fundamental strands:The contents of this book should be of interest to a wide range of audiences including entrepreneurs; leaders and managers in technology firms; scientists and technologists engaged in innovation in academic institutions and corporate environments; lone inventors; groups of scientific entrepreneurs operating outside recognised structures; business and strategy consultants; managers of public and private 'intervention agencies' such as incubators and accelerators; investors; and, policy makers.

Product Details

ISBN-13:	9781786343222
Publisher:	World Scientific Publishing Europe Ltd
Publication date:	04/19/2017
Pages:	344
Product dimensions:	5.90(w) x 8.90(h) x 0.60(d)

Table of Contents

Reviews of the Book v

Foreword xiii

About the Authors xvii

Acknowledgements xix

List of Figures xxix

List of Tables xxxiii

Introduction xxxv

Part I Models, Chasms, and Vectors 1

Chapter 1 Science and Technology-enabled Innovation 3

1.1 Defining Science. Technology, and Innovation 3

1.2 Science and Technology-enabled Innovation 6

1.3 Base vs Application Technologies 7

1.4 Measuring Technology Maturity: Modified Technology Readiness Levels (mTRLs) 8

Chapter 2 Economic Paradigms and the Meso-economic Environment 11

2.1 Why Economic Paradigms Matter 11

2.2 The Evolution of Economic Paradigms 13

2.3 Unpacking the Meso-economic Environment 17

2.4 Dominant Paradigms 21

2.5 Translating Meso-economic Components into Vectors 22

Chapter 3 The Triple Chasm Model 25

3.1 Theories of the Firm and Growth Metrics 25

3.2 Putting the Customer at the Heart of Our Analysis 26

3.3 The Three Chasms 27

3.4 Empirical Generalisations and Diffusion Theory 30

3.5 Our Approach to Data Modelling 31

3.6 The Triple Chasm Model 34

3.7 The Triple Chasm Model vs Rogers and Bass 37

Chapter 4 Chasm-crossing and Commercialisation Vectors 41

4.1 Defining Vectors 41

4.2 Relative Importance of Vectors when Crossing Chasms 46

4.3 Diffusion Modelling and Vectors 48

4.4 Crossing Chasm I 50

4.5 Crossing Chasm II 51

4.6 Crossing Chasm III 52

Part II Customers, Propositions, and Synthesis 53

Chapter 5 Market Spaces 55

5.1 Limitations of Conventional Market Segmentation 55

5.2 Defining Market Spaces 56

5.3 Market Space-centric Value Chains 57

5.4 Key Market Spaces 60

5.5 Chasm Behaviour Across Market Spaces 64

5.6 Comparing Timescales for Different Market Spaces 65

Chapter 6 Proposition Framing and the Competitive Environment 67

6.1 Proposition Framing 67

6.2 The Competitive Landscape 69

6.3 Sources of Competitive Differentiation 71

6.4 Partners, Suppliers, and Collaboration 73

Chapter 7 Customer Definition 77

7.1 Typology-based Customer Targeting 77

7.2 Consumers 80

7.3 Business Customers 82

7.4 Affinity and Knowledge-centric Groups 86

7.5 Estimating Market Potential 87

Chapter 8 Technology Development and Deployment 89

8.1 Characterising Technologies 89

8.2 Base vs Application Technologies 92

8.3 Technology Platforms 92

8.4 Applications and Tools 95

8.5 Products and Services 95

8.6 Technology Deployment Strategies 97

Chapter 9 Synthesising New Products and Services 101

9.1 The Synthesis Challenge 101

9.2 Ideation: Approaches to Concept Generation 102

9.3 Approaches Based on Technology Mapping 105

9.4 Creative Synthesis 105

9.5 The Proposition Framework 109

Chapter 10 Manufacturing and Assembly 113

10.1 Generic Challenges 113

10.2 Manufacturing Unpacked 113

10.3 Scaling for Manufacture 115

10.4 Manufacturing Process Innovation 116

10.5 Integrated Design, Simulation, and Manufacturing 117

Part III Strategy, Funding, and Go-to-Market 119

Chapter 11 Distribution, Marketing, and Sales 121

11.1 Generic Go-to-Market Challenges 121

11.2 Channels-to-Market 122

11.3 Positioning, Branding, and Promotion 125

11.4 Key Issues for Science and Technology-enabled Firms 127

11.5 Integrated Service Delivery 129

Chapter 12 Commercialisation Strategy 131

12.1 Strategic Ecology and Drivers 131

12.2 Approaches to Strategy Formulation and Development 133

12.3 Dynamic Vector-based Approach to Commercialisation Strategy 135

12.4 Changing Strategic Priorities as Finns Grow 138

12.5 Strategic Responses to the Competitive Environment 140

Chapter 13 Business Models 141

13.1 Why Business Models Matter 141

13.2 Defining Business Models 141

13.3 Business Model Components 143

13.4 Business Model Narratives and Revenue Generation 147

13.5 Business Models and Market Spaces 150

13.6 Business Model Metrics 152

Chapter 14 Intellectual Property Management 155

14.1 Generic IP Challenges 155

14.2 IP Typology for Science and Technology-enabled Innovation 157

14.3 Changing IP Priorities along Commercialisation Journey 161

14.4 Market Spaces and IP Priorities 163

Chapter 15 Funding and Investment 167

15.1 Sources of Funding 167

15.2 Investment in Science and Technology-enabled Innovation 170

15.3 Private Equity and Venture Capital in Perspective 173

15.4 Customer Revenues as a Source of Funding 176

15.5 Equity Funding and Valuation 179

Chapter 16 Human Capital: Talent, Leadership, and Culture 183

16.1 The Challenge for Technology Firms 183

16.2 Talent 185

16.3 Teams 187

16.4 Organisational Structure and Management 188

16.5 Leadership 190

16.6 Culture in Technology Finns 195

Part IV The Commercialisation Canvas, Actors, and Interventions 199

Chapter 17 The Commercialisation Canvas for Single-product Firms 201

17.1 The Commercialisation Canvas 201

17.2 Commercialisation Trajectories 205

17.3 Maturity Assessment based on the Triple Chasm Framework 208

17.4 Camels, Tigers, and Unicorns 209

17.5 Using the Commercialisation Canvas 211

Chapter 18 Commercialising Across Borders 215

18.1 Why Does This Matter? 215

18.2 Characterising the Different Types of Interaction 217

18.3 Managing IP Across Borders 219

18.4 Managing Business Model Discontinuities 221

Chapter 19 Actors, Roles, and Interventions 225

19.1 Interventions in Context 225

19.2 Mentors, 'Burst' Interventions and Seed-camps 229

19.3 Tech Transfer Offices and Innovation Agencies 231

19.4 Makerspaces, Incubators, and Accelerators 233

19.5 Addressing the Chasm II Challenge: The Reactor 239

Chapter 20 Innovation in Mature Firms: The Corporate Challenge 241

20.1 The Corporate Challenge 241

20.2 Multi-product Finns and the Commercialisation Framework 243

20.3 Organisational Structures and Commercialisation 246

20.4 Corporate Research and Development 248

20.5 Product Portfolio Management 251

20.6 Build, Buy, or Partner? 253

Chapter 21 Orchestrating the Journey: The Workbench 259

21.1 Our Approach 259

21.2 Overview of the Workbench 260

21.3 Core Data and Metadata Underpinning the Workbench 263

21.4 Case Studies 263

21.5 Using the Workbench 265

Chapter 22 The Commercialisation Manifesto 267

Notes 271

Index 287