Sesi 3
Inovasi
Bahan Mata Kuliah Entrepreneur
Fakultas Teknik Arsitektur
Universitas Tarumanagara thn 2010
Inovasi
Keberhasilan ekonomi berkat adanya
pengenalan cara baru / kombinasi baru dari
cara-cara lama dalam mentransformasi input
menjadi output yang menghasilkan perubahan
besar atau drastis dalam perbandingan antara
nilai guna yang dipersepsikan oleh konsumen
atas manfaat suatu produk dan harga yang
ditetapkan produsen
Arnoud de Meyer & Sam Garg, 2005, Inspire to innovate
Pengertian Inovasi mengandung unsur ;
• Cara baru
• Transformasi input – output
• Perubahan besar / drastis
• Nilai guna terhadap konsumen
(Added Value to Customer),
secara ekonomi dan sosial
• Keberhasilan ekonomi
JOSEPH SCHUMPETER - THE ‘GODFATHER’ OF INNOVATION STUDIES
The ‘godfather’ of this area of economic theory was Joseph Schumpeter who wrote
extensively on the subject. He had a distinguished career as an economist and served as
Minister for Finance in the Austrian Government. His argument was simple:
entrepreneurs will seek to use technological innovation – a new product/service or a
new process for making it – to get strategic advantage. For a while this may be the only
example of the innovation so the entrepreneur can expect to make a lot of money –
what Schumpeter calls ‘monopoly profits’. But of course other entrepreneurs will see
what he has done and try to imitate it – with the result that other innovations emerge,
and the resulting ‘swarm’ of new ideas chips away at the monopoly profits until an
equilibrium is reached. At this point the cycle repeats itself – our original entrepreneur
or someone else looks for the next innovation which will rewrite the rules of the game,
and off we go again. Schumpeter talks of a process of ‘creative destruction’ where there
is a constant search to create something new which simultaneously destroys the old
rules and established new ones – all driven by the search for new sources of profits.20
In his view:
[What counts is] competition from the new
commodity, the new technology, the new source of
supply, the new type of organization . . . competition
which . . . strikes not at the margins of the profits and
the outputs of the existing firms but at their
foundations and their very lives.
ENTREPRENEUR ………….
1. Proses Transformasi, Penciptaan atau
Inovasi yg memiliki “NILAI TAMBAH”
2. Mampu mencium adanya “Peluang
Bisnis”
3. Mampu Mendayagunakan Sumber daya
secara Efektif dan Efisien
4. Menanggung risiko tertentu (keuangan,
psikologi dan sosial)
5. Imbalan/timbal balik yang berlipat
ganda (Financial, Independensi, Kepuasan
pribadi)
Keunggulan Bersaing - Competitive Advantage
• A competitive advantage is an advantage over competitors
gained by offering consumers greater value, either by means
of lower prices or by providing greater benefits and service
that justifies higher prices.
high
Low Cost Leadership Differentiation
Cost Focus Differentiation Focus
low high
Degree of Differentiation
Keunggulan Bersaing Menurut Porter
The Value Proposition/Preposisi Nilai
sesuai Blue Ocean Strategy
• Value to Customer
Harga yang dibayar Konsumen Biaya
atas Value yang kita tawarkan Erase
• Biaya Reduce
harga untuk menghasilkan value
yang kita tawarkan ke VI
konsumen
Raise
• ERRC™
Tools Blue Ocean Strategy Create
mencakup Value to Customer
Erase, Reduce, Raise dan Create VI = Value Innovation
A Cornerstone in Blue Ocean Strategy
W. Chan Kim and Rene´e Mauborgne, 2005 Framework
Keunggulan Bersaing (Competitive Advantage)
dalam konteks Entrepreneurship
Innovative Products
Innovative Architecture
A house at Tokyo Japan
Thirst Dome - Zaragoza The Aberystwyth Arts Centre in Wales
Dimensi2 Inovasi
Sumber Lensa Ilmu Target/User Creation Process Value Capture
Penciptaan Nilai of Value
INDIVIDU Psikologi, Konsumen, Penciptaan Posisi dalam jejaring
Perilaku Klien, Pengetahuan, (Network Posistion)
Organisasi, Organisasi Pencarian (Search), Pengalaman yang
Manajemen Kemampuan, unik, Pengetahuan
Manusia Karya Motivasi, Pelatihan Tasit
ORGANISASI Manajemen Konsumen, Invensi, Inovasi, R&D, Sumber daya langka,
Strategi, Teori Masyarakat Penciptaan “Core
Organisasi, Pengetahuan, Struktur Competencies”
Strategic dan Kondisi Sosial,
People Insentif, Seleksi dan
Management Pelatihan
MASYARAKAT / Sosiologi, Individu, Inovasi dan Kondisi
NEGARA Ekonomi, Organisasi pemerintah Faktor/suplai,
(SOCIETY) Ekologi menciptakan Kondisi permintaan,
perusahaan baru, infrastruktur industri
Kompetisi, Investasi yg mendukung,
Modal, Insentif, strategi dan
Hukum dan Peraturan kompetisi
MANAGING INNOVATION
Innovation process follows five stages:
(1)idea generation,
(2)initial screening,
(3)review,
(4)Seeking sponsorship, and
(5)Sponsorship and commercialization.
IDEA GENERATION.
• Idea generation requires a supportive organizational culture. Ideas,
and the people who develop them, are fragile, and if the
organization does not support them they will not develop. A
supportive culture requires that the organization allow for
experimentation and failure. In other words, not every idea will be
commercially viable, but mistakes are to be learned from and
learning should be celebrated. W.L. Gore is a company that
celebrates learning and innovation. Each plant is kept small and
everyone in the company is allowed to experiment with the
products. In addition to the familiar GoreTex polymer coating, the
company also manufactures products for the medical industry,
NASA, and industrial use. The company operates internationally
and holds hundreds of patents.
INITIAL SCREENING.
• The screening process can be made easier by assigning a facilitator
from outside the organization who can help guide the initial idea
through the organization's systems, as well as act as an advocate
for the idea. At this stage the idea is evaluated and possibly revised
before being sent on to a group to review for further development.
REVIEW.
• At this stage, the idea should be sufficiently developed to present to a group within the
organization who will make a decision about funding further development. 3M has a long-
standing process such as this. The Post-It notepads are probably the best-known illustration of
the effectiveness of the process. Although no uses for the adhesive were initially found, the
researcher was allowed to continue to spend time developing the product. The review process
did not initially continue direct funding, but by allowing the researcher time, the company
indirectly funded the development of a very successful product.
SEEKING SPONSORSHIP.
• In most organizations, an idea needs a sponsor to continue to move forward. The sponsor must
be convinced of the value of the idea to the organization. Effective champions frequently are
managers who know how to navigate the corporate structure for support and resources. In
addition, they are effective at putting together a cross-functional team to help develop all aspects
of the new idea. Both 3M and W.L. Gore have instituted systems that facilitate this process.
SPONSORSHIP AND COMMERCIALIZATION.
• At this stage the champion or sponsor takes the project forward through the final phases of
corporate approval to commercialization. Many organizations, including Dow Corning, PepsiCo,
3M, and Black & Decker, spend a great deal of time interacting with customers at this stage.
Customer input can help with final design issues, with searching out new uses for a product, and
with simplifying processes. According to N. Radjou as quoted in Industrial Management,
"Customers seek innovations that enhance their life cycle experience with a product—not the
product-centric improvements in functionality and reliability that R & D engineers focus on."
Utilizing consumer input can help companies focus their creativity on the products and
improvements that will most satisfy consumer needs and wants.
4 Dimensi Inovasi (driver factor)
Dimension 1
Innovation for Optimization
The product or service that the company develops
will stay the same, and innovation will focus on new
ways to manufacture and deliver the offering to the
market. New technologies, processes, and
organizational structures may be introduced. Clear
benchmarks for success exist, and the results can
be tangibly measured with existing metrics. The
consumer will not notice a difference in the product
or service, but may share in the benefits of the
innovation through cost savings and ease of access
to the product or service. An example would be a
new manufacturing technology that reduces
production costs by 50%.
Dimension 2
Innovation for Improvement.
The goal is to improve the existing offerings
themselves. It may be that the product becomes
easier to use, or new technologies will enable
enhanced functionality. In this dimension, success
criteria may not exist already, and can be derived
by learning directly from the market. It may involve
learning what pain points the consumer has with
existing products, or uncovering new uses that an
upgrade can deliver. An example would be the
addition of calcium to an orange juice product.
Dimension 3
Innovation for Invention.
The goal is to develop new products and services that will
provide the same benefits as existing options, but in new
and better ways. In this dimension, success criteria for
the specific product attributes does not exist, and
consumers may not be able to articulate the potential
solutions. However, the benefits are well recognized. An
example would be new products that increase the ease
of eating yogurt on the go. A yogurt company may
develop new technologies or formulations to enable
drinkable yogurt or yogurt in a tube. New internal
benchmarks for manufacturing and cost structures may
need to be created, as the company is making different
products.
Dimension 4
Innovation for Disruption.
The result of this type of innovation is that it fundamentally
changes the competitive landscape. Very often - but not
always, this type of innovation focuses more on changing
existing business models than on changing the products
themselves. We can see this type of innovation playing out in
the publishing and other media industries, as existing business
models are becoming irrelevant. New products and
technologies play a part, but they are enablers that allow
consumers to access media more easily and inexpensively
than ever before. The sources of power are shifting in the
market, and existing benchmarks become irrelevant.
Consumer research is very important here, but as a source of
information about what is valued, not as a source of solutions
as in dimension 2.
Bentuk-Bentuk Inovasi
1 Disruptive Innovation
2 Application Innovation
Aplikasi Teknologi yang sudah ada ke dalam produk lain
ie.; GPS ke dalam Handphone
3 Product Innovation
Meningkatkan produk ke tahap lebih tinggi, ie; Prosesor baru Intel
4 Process Innovation
Membuat proses lebih efisien dan efektif, ie; Sistem produksi Dell
5 Experiential Innovation
Pengalaman baru konsumen, ie; Tracking dari FedEx, Poin Cinta Bank
Niaga
6 Marketing Innovation
Contoh, Amazon.com, Klik BCA
7 Business Model Innovation
Memasuki model bisnis baru, Ekspansi Apple ke Konsumen retail
McDonald’s Innovation
INNOVATION Product Process Strategy
Breakthrough Big Mac Franchisee Global
Regulations Expansion
of Quality
Substantial Value Meals Hamburger Opening for
University Breakfast
Incremental Green New French Boston
Milkshakes Fry Cookers Markets
for St. Pat’s Acquisition
Day
Sources of Innovation - Peter Drucker
7. New technology and scientific findings
6. Changes in public perception
5. Demographic changes
4. Industry market and structures
3. Process needs
2. Incongruities
1. The unexpected
Sources of Innovation
1. UNEXPECTED EVENTS.
Unexpected events can be failures as well as successes. For example, the failure
of the technically superior Sony's Betamax VCR standard (and the success of
the industry standard VHS format) led the firm to pay more attention to
developing products in line with industry standards. Similarly, the
development of the very successful Sony Walkman was the result of the
CEO spending time in New York and noticing young people carrying
portable radios on their shoulders. Progressive Insurance saw its business
quadruple in size when it started sending claims adjusters in mobile offices
to accident scenes.
2. INCONGRUITIES.
Incongruities result from a difference between perception and reality. Federal
Express was able to capitalize on consumer dissatisfaction with the U.S.
Postal Service and demonstrate that individuals and companies were willing
to pay a premium for overnight delivery of packages and documents.
Likewise, Southwest Airlines provided a dramatically different approach to
airline service. Its low-fare, no-frills, first come-first seated approach has
garnered devoted customers. Southwest Airlines has remained profitable
for 31 straight years, even during the economic downturn following the
terrorist attacks of 2001, when many airlines struggled to remain in
business.
3. PROCESS NEEDS.
Process need innovations are those which are created to support some
other process or product. The development of the ATM (automatic
teller machine) and now web-based and Internet banking options
allow individuals to do their banking when the bank is closed and
without relying on tellers being available. This has freed tellers from
performing many routine functions such as cashing checks and has
improved both efficiency and profit margins for banks.
4. MARKET AND INDUSTRY STRUCTURE CHANGES.
Industry structures change in response to growth and changes in the
marketplace. One of the most dramatic changes can be seen in the
health care industry. The rise of HMOs (health maintenance
organizations) and the decline of the traditional fee-for-service plans
have impacted the health-care industry as a whole. The
development of the personal computer also had a far-reaching
impact on the computer industry as a whole. Until the personal
computer, manufacturers of large mainframe computers, terminals,
and software developed for specific uses within a firm dominated
the computer industry. With the adoption of the personal computer
and advent of the laptop computer, the composition of computer
sales and marketing changed dramatically.
5. DEMOGRAPHIC CHANGES.
Demographic changes are shifts in the makeup of the population. Increases in the
Hispanic and Asian populations in the United States create opportunities for new
products and services, such as cable television stations targeting these audiences.
Innovations in prepared meals and takeout food are meeting the needs of busy two-
income families and single-parent families.
6. CHANGES IN PERCEPTION.
Americans have become more health conscious and we have seen the rise in popularity
of stores such as GNC which cater to the demand for vitamins and other supplements.
Similarly, stores such as Whole Foods provide organic produce, meats, dairy, and fish
free from additives to satisfy a growing market demand for chemical-free products.
7. NEW KNOWLEDGE.
New knowledge or technology is one of the strongest forces for innovation. Many
companies, of all sizes and levels of sophistication, now have a web presence on the
Internet with the capability of connecting their products with customers nearby or on
the other side of the globe. No longer are consumers limited to the daytime hours for
their activities; online stock trading, shopping, and banking are examples of services
that are accessible at any time of day or night via the Internet. Other opportunities
are being explored in the fields of genomics and nanotechnology. These technologies
and systems will develop even further as consumers continue to demand new and
innovative products and immediate access to information, goods and services
Inovasi dan Organisasi
Inovasi akan berhasil baik dalam Organisasi inovatif
(Bryd & Brown, 2003) :
1.Adanya dorongan bagi para anggotanya untuk bekerja
secara mandiri
2.Penghargaan kepada anggota untuk mengembangkan ide-
ide
3.Kemampuan menilai keunikan dan bakat tiap kontributor
4.Menampilkan ketangguhan ketika menghadapi hambatan
5.Mengetahui bagaimana cara berkembang di lingkungan
yang ambigu/ tidak menentu
6.Menciptakan lingkungan yang setiap orang yang berada di
dalamnya dihargai dan dinilai karena menjadi dirinya sendiri
7.Adanya perilaku penerimaan yang baik
Video
• Class Mild – Architecture Maestro
• Honda Accord
Further Reading
The only thing we know about the
future is that it will be different.
Innovation is the specific instrument
of entrepreneurship. The act that
endows resources with a new
capacity to create wealth.
Peter Drucker
