Innovation & Green

Solutions
GSSE
Is the ability to make new
things or think of new ideas &
Linda Naiman, founder of
turning them into reality.
It involves 2 processes:
thinking then producing.
If you have ideas, but don´t
act on them you are
imaginative, not creative.
◦ Is the implementation of a ◦ The minimum
new or significantly requirement for an
improved product (good innovation is that the
or service), or process, a product, process,
new marketing method, or marketing method or
a new organizational organizational method
method in business must be new (or
practices, workplace significantly improved) to
organization or external the firm. (Oslo Manual, 3rd
edition, 2005)
relations that creates
value for business,
government or society.
 Incremental or Sustaining Breakthrough or Breakout Disruptive or Radical New Market

Products and services that They deliver an improvement They dramatically "disrupt current Introducing an existing
deliver an incremental in a key product feature/ market behavior by transforming product to a market where it
improvement over currently attribute that significantly value propositions, rendering wasn´t available and anew
available solutions within an changes the market's current products/ services population of people begin
existing category. They offer a obsolete, and drawing new
expectations of what companies and previously owning and using the
better, bigger, faster or wider products/services in that product, and to do so in a
marginalized customer segments
range of solutions within the existing category should offer. to the center of attention in the convenient setting.
category. They are critical "stay Breakout innovations cause marketplace. They don't just - ATM in cities without banks
in the game“, providing other companies in an change the product/service
marginal improvements along people use but these innovations
current feature set. Examples: existing category to "up their
game" to match. Breakout dramatically change how people
- Car manufacturers offering a behave as well as who uses it,
new model or trim line Innovations may cause a how often they use it, where they
- Electronics company offering a bump in spending/ use it, how much of it they use, in
top-of-the-line model with consumption as some existing what setting it is used, even the
more features customers upgrade. way the customer feels when
- Household products company Examples: they use it. Examples:
launching a dishwasher - Drip coffee makers vs - Email vs Fax & traditional mail
detergent in pods percolators vs serving pods - Ipad vs. Lap top & Notebook

Innovation Categories
◦ The condition of no
longer being used
or useful which
means, logically
enough, "to fall into
disuse or become
out of date.
Planned obsolescence Perceived obsolescence
Or built-in obsolescence is a policy in The part of planned obsolescence that refers
industrial design and economics of planning to “desirability”. In other words, an object
or designing a product with an artificially may continue to be functional, but it is no
limited useful life, so it will become obsolete, longer perceived to be stylish, in fashion or
that is, unfashionable or no longer functional appropriate, so it is rendered obsolete by
after a certain period of time. perception, rather than by function.
It means companies make
products that are designed to be useless as
quickly as possible so we will dispose them
and go buy a new one.
Is another word for “designed for the dump”
It’s obvious with plastic bags and coffee cups,
but now it’s even big things: mops, DVDs,
cameras, computers. etc
◦ Coined by Joseph
Schumpeter (also known as
Schumpeter's gale), is a
concept in economics to
denote a "process of
industrial mutation that
incessantly revolutionizes
the economic structure
from within, incessantly
destroying the old one,
incessantly creating a new
one."
◦ In other words, it occurs
when something new kills
something older.
◦ John Howkins developed the ◦ What unifies these activities is
concept in 2001 to describe the fact that they all trade with
economic systems where value is creative assets in the form of
based on novel imaginative intellectual property (IP); the
qualities rather than the framework through which
traditional resources of land, creativity translates into
labor and capital. Compared to economic value.
creative industries, which are
limited to specific sectors, the
term is used to describe creativity
throughout a whole economy.
The term refers to the socio-
economic potential of activities
that trade with creativity,
knowledge and information.
A person who rejects consumerism and seeks to
help the environment by reducing waste,
especially by retrieving and using discarded food
and other goods.
Freegans are people who employ alternative
strategies for living based on limited participation
in the conventional economy and minimal
consumption of resources.
The simplest way to define
ecological or carbon footprint would
be to call it the impact of human
activities measured in terms of the
area of biologically productive land
and water required to produce the
goods consumed and to assimilate
the wastes generated. More simply,
it is the amount of the environment
necessary to produce the goods and
services necessary to support a
particular lifestyle.
Reduce, reuse, recycle are
the originals, now we have
several other R´s:
• Rethink
• Repair
• Rot
• Rehome 3 R´s
• Replant
• Recover
• Re-gift
• Regulate waste
A phrase invented by Walter R. Stahel in
the 1970s and popularized by William
McDonough and Michael Braungart in
their 2002 book of the same name. This
framework seeks to create production
techniques that are not just efficient but
are essentially waste free. In cradle to
cradle production all material inputs and
outputs are seen either as technical or Also referred as:
biological nutrients. Technical nutrients C2C, cradle 2 cradle,
can be recycled or reused with no loss of or regenerative
quality and biological nutrients composted design)
or consumed.
 Guilt Management
We must strive
for a total
solution not only
little things that
heal our
conscience.
Being less bad is
not being good.
Going from Eco
Efficiency to Eco
Effectiveness.
 HERMAN MILLER MIRRA CHAIR: TECHNICAL NUTRIENT

Strategy 1:

The leasing system

How to re-use a chair

• 3 year lease
• take back system
• repolymerize materials making endless lifecycles a

reality
 ROHNER CLIMATEX® LIFECYCLE™: TECHNICAL NUTRIENT

Strategy 2:

The additional revenue

How previous waste transfers into a new
product

• Felt generates
cash value
 SHAW CARPETS: TECHNICAL NUTRIENT

Strategy 3:

The redemption system

How to make it easy for the customer

• 800 Phone Number on

the back of the carpet

• Take Back Warranty

• Network Business to
Customer reinforced
 FORD MODEL U: TECHNICAL NUTRIENT

Strategy 4:

The framework system

How to improve

product quality every

100 000 kilometers

• Leasing Concept
• Business benefits
• Cycles
• Value of Rawmaterials
• Concept Endless Material
 TRIGEMA BIODEGRADABLE T-SHIRT: BIOLOGICAL NUTRIENT

Strategy 5:

The refund system

How to reward the customer

• 1 € for a used T-Shirt

• Business to Customer
Relation Network

NEW DIMENSION

OF QUALITY FOR

APPAREL PRODUCTS

- User´s Health

- Safe for the Environment

 TEXTILE INNOVATIONS CASE STUDIES: BIODEGRADABLE UNDERWEAR

Strategy 6:

The emotional issue

Reasons to rather decide for biological cycles?

• Safe for biological cycles

• Safe for humans health
• Take back to store?
• Establish Business
to Consumer Relation
The Medici effect refers to a phenomenon that occurs when a number
of talented, creative and productive people from different fields are
brought together and are able to collaborate to create something
innovative and new. The idea comes from a book by Frans Johansson
by the same name.

Medici Effect
A place where ideas and concepts
from diverse industries, cultures,
departments, and disciplines
collide, ultimately igniting an
explosion of ideas leading to
extraordinary innovations.
Breakthrough ideas are most often
“intersectional” and occur when
we bring concepts from one field
into a new, unfamiliar territory.
◦ The natural, cognitive barriers, developed in the human brain over
millennia, that search for order in things, group concepts together
and provide the structure of our thinking. They are prized by many as
problem-solving skills, including intuition and logic, allowing a
talented problem-solver to quickly arrive at a solution that will work.
They are the result of our experience, education and mentorship.
◦ Innovation, however, requires low associative barriers -- thinking that
doesn't follow the prior directional line. Sometimes referred to as
"outside the box".
 “Large Numbers Law”
◦ The larger the number of sources of ideas available to an
individual, the more likely one is to encounter, combine and
further develop new ideas.
◦ More ideas generated gives us larger probabilities to have a
successful one.
 Meme
or
Mem
◦ A cultural element or behavioral trait whose transmission and
consequent persistence in a population, although occurring by
non-genetic means (esp. imitation), is considered as analogous to
the inheritance of a gene.”
◦ A unit of cultural transmission, or a unit of imitation.
Attribute listing Lotus Blossom Enhancement
Tec
Technique checklist hni
Biomimicry
Brainwriting 6-3-5 More Inspiration Force-field analysis qu
Challenge assuptions Personal Analogy Hundred Euro test es
Osborn checklist Random Input Idea advocate
Classical Redefinition Negative Selection
brainstorming Reverse NUF (New Useful
Excursion technique Brainstorming Feasible) test
Harvey Cards SIT (Systematic PINC filter
Inventice Thinking) Six thinking hats
Imaginary Wishing
brainstorming Weighted selection
COCD-Box
Biomimicry or Biomimetic is an
approach to innovation that seeks
sustainable solutions to human
challenges by emulating nature's
time-tested patterns and
strategies. The goal is to create
products, processes, and policies
—new ways of living—that are
well-adapted to life on earth over
the long haul. The term was
popularized by Janine Benyus in
1997.
◦ Destructive production model

◦ Regenerative production model

Change (management) means implementing
finite initiatives, which may or may not cut
across the organization. The focus is on
executing a well-defined shift in the way
things work.
.
The overall goal of transformation is not just to execute
a defined change — but to reinvent the organization
and discover a new or revised business model based
on a vision for the future. It’s much more
unpredictable, iterative, and experimental. It entails
much higher risk.
Is a value-oriented methodology to calculate
the sustainability performance of companies. It
allows an integrated appraisal of the use of
economic, environmental, and social resources
in monetary terms. It is way to analyze, monitor
and manage the sustainability performance of
companies similar to the way capital is
managed today. It makes use of exactly the
same opportunity cost thinking that dominates
the financial markets and is inline with
managerial thinking.
“Win-win" approach
that shows how the
global challenges
associated with
sustainability can
help identify
strategies and
practices that
contribute to a more
sustainable world
while simultaneously
driving shareholder
value.
Core dimensions of sustainability strategy
There are four core dimensions of sustainability strategy with
different linkages to firm performance and value creation:
Pollution Prevention:  minimizing waste and emissions from current
facilities and operations;
Product Stewardship:  engaging stakeholders and managing the full
life cycle of today’s products;
Clean Technology:  developing and deploying “next-generation”
clean technologies; and
Base of the Pyramid:  co-creating new businesses to serve the
unmet needs of the poor and underserved.  
Stewardship is an ethic that
embodies the responsible planning
and management of resources.
The concepts of stewardship can
be applied to the environment and
nature, economics, health,
property, information, theology,
etc.
 Sustainable Value Portfolio.
Is a diagnostic tool, based on the core dimension of sustainability value, that
can help any company or business determine whether its strategy has the
potential to truly create sustainable value. The challenge for the firm is to
decide which actions and initiatives to pursue, and how best to manage
them. 
Potential achievements
 reduce cost and risk (pollution prevention);
 enhance reputation and legitimacy (product stewardship);
 accelerate innovation and repositioning (clean technology); and
 crystallize growth path and trajectory (base of the pyramid)
 Radical Transactiveness (RT)
RT is a dynamic capability which seeks to systematically identify, explore, and
integrate the views of stakeholders on the “fringe/periphery”—the poor,
weak, isolated, non-legitimate, and even non-human—for the express
purpose of managing disruptive change and building imagination about future
competitive business models. RT consists of two complementary skills. First,
by reversing the logic of traditional approaches focused on managing
powerful stakeholders, firms fan out to identify voices at the edge of their
networks to both preempt their concerns and generate imaginative new
business ideas. Second, by creating mechanisms for complex interaction and
empathy with those on the fringe, firms fan in to integrate and reconcile this
knowledge with existing know-how to design and execute disruptive new
business strategies.
Strategies come from “out side”. Strategies are developed in
They are implanted from collaboration with society and
companies previous experiences. stakeholders. They come from inside.