Innovation lec notes, Lecture notes of Innovation

Lecture notes for Innovation course including a lot of summaries

Typology: Lecture notes

2025/2026

Uploaded on 05/12/2026

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Simple Decision Tree for the Exam
Start reading the case and ask:
1. What is the problem?
→ Innovation type (Pisano, Christensen)
2. What customer need exists?
→ JTBD, Design Thinking
3. What uncertainty exists?
→ De Meyer
4. How should the innovation be developed?
→ Lean Startup, experimentation
5. How should it be implemented?
→ Agile, culture, business model.
Table of Contents
1. Short Framing (≈80–100 words)
...........................................................................................2
2. Framework Logic (≈80–120 words)
........................................................................................2
3. Main Analysis (≈450–500 words)
..........................................................................................2
4. Conclusion (≈50–70 words)
................................................................................................ 3
How to Approach Any Case (Decision Tree)
..................................................................................4
1. Innovation Strategy & Types of Innovation
................................................................................5
Core idea.................................................................................................................................................................................................5
Key frameworks.......................................................................................................................................................................................5
Use when.................................................................................................................................................................................................5
Example case application...........................................................................................................................................................................5
Look at...................................................................................................................................................................................................5
2. Customer Insight & Problem Identification
................................................................................5
Core idea.................................................................................................................................................................................................5
Key frameworks.......................................................................................................................................................................................5
Use when.................................................................................................................................................................................................6
Example case application...........................................................................................................................................................................6
Look at...................................................................................................................................................................................................6
3. Hypothesis-Driven Innovation & Experimentation
........................................................................6
Core idea.................................................................................................................................................................................................6
Key frameworks.......................................................................................................................................................................................6
Use when.................................................................................................................................................................................................7
Example case application...........................................................................................................................................................................7
Look at...................................................................................................................................................................................................7
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Simple Decision Tree for the Exam Start reading the case and ask:

  1. What is the problem? → Innovation type (Pisano, Christensen)
  2. What customer need exists? → JTBD, Design Thinking
  3. What uncertainty exists? → De Meyer
  4. How should the innovation be developed? → Lean Startup, experimentation
  5. How should it be implemented? → Agile, culture, business model. Table of Contents 1. Short Framing (≈80–100 words) ........................................................................................... 2 2. Framework Logic (≈80–120 words) ........................................................................................ 2 3. Main Analysis (≈450–500 words) .......................................................................................... 2 4. Conclusion (≈50–70 words) ................................................................................................ 3 How to Approach Any Case (Decision Tree) .................................................................................. 4 1. Innovation Strategy & Types of Innovation ................................................................................ 5 Core idea ................................................................................................................................................................................................. 5 Key frameworks ....................................................................................................................................................................................... 5 Use when ................................................................................................................................................................................................. 5 Example case application ........................................................................................................................................................................... 5 Look at ................................................................................................................................................................................................... 5 2. Customer Insight & Problem Identification ................................................................................ 5 Core idea ................................................................................................................................................................................................. 5 Key frameworks ....................................................................................................................................................................................... 5 Use when ................................................................................................................................................................................................. 6 Example case application ........................................................................................................................................................................... 6 Look at ................................................................................................................................................................................................... 6 3. Hypothesis-Driven Innovation & Experimentation ........................................................................ 6 Core idea ................................................................................................................................................................................................. 6 Key frameworks ....................................................................................................................................................................................... 6 Use when ................................................................................................................................................................................................. 7 Example case application ........................................................................................................................................................................... 7 Look at ................................................................................................................................................................................................... 7
    1. Prototyping & Solution Development
      • Core idea
      • Key prototype types
      • Principle
      • Use when
      • Example case application
      • Look at
    1. Innovation Processes & Project Management
      • Core idea
      • Stage-Gate
      • Agile – Rigby
      • Scrum
      • Kanban
      • Use when
      • Example case application
      • Look at
    1. Managing Uncertainty
      • Core idea
      • De Meyer et al.
      • Lenfle & Loch
      • Use when
      • Example case application
      • Look at
    1. Business Model Innovation
      • Core idea
      • Key frameworks
      • Use when
      • Example case application
      • Look at
    1. Startups vs Incumbents
      • Startups
      • Incumbents
      • Use when
      • Example case application
    1. Innovation Culture & Leadership
      • Core idea
      • Key frameworks
      • Use when
      • Example case application
      • Look at
    1. Idea Generation & Creativity
      • Core idea
      • Key frameworks
      • Use when
      • Example case application
      • Look at
    1. Ecosystems & Platforms
      • Core idea
      • Key framework
      • Use when
      • Example case application
  • Quick “Framework Selection” Guide
    • Session 1:.............................................................................................................................
    • Session 2 Vasa:.....................................................................................................................
    • Session 3&4: Design Thinking................................................................................................
    • Session 5: Electrolux.............................................................................................................
    • Session 6: Pearson case (innovation output and processes)....................................................
    • Session 7: coaching..............................................................................................................
    • Session 8: Beretta case.........................................................................................................
    • Session 9: ING case...............................................................................................................
    • Case Beretta.........................................................................................................................
    • CASE ING..............................................................................................................................
    • PISANO SUMMARY.................................................................................................................
    • Design thinking videos..........................................................................................................

Conduct interviews or observational research to confirm the job-to-be- done.

  • Metric Measure frequency and intensity of the problem.
  • Learning If customers do not perceive the problem as important, the concept must be reframed. Experiment 2 – Solution feasibility
  • Assumption The proposed solution can effectively address the problem.
  • Experiment Develop a prototype or MVP and test it with early users.
  • Metric User satisfaction or willingness to continue using the product. Experiment 3 – Business model validation
  • Assumption Customers are willing to pay for the solution.
  • Experiment Run a pricing test or pilot program.
  • Metric Actual purchasing behavior rather than stated intentions. B. If the case is about innovation capability Use Pisano’s creative construction framework. Structure:
  • Strategy Analyze the innovation strategy and portfolio balance.
  • Example insight: The firm overinvests in routine innovation while neglecting disruptive opportunities.
  • Systems Evaluate innovation processes.
  • Possible issues: o rigid stage-gate systems o limited experimentation o lack of cross-functional collaboration.
  • Culture o Assess cultural barriers to innovation. o Examples: o risk aversion o lack of psychological safety o excessive hierarchy. C. If the case is about business models or ecosystems Use platform or business model frameworks.
  • Structure: - Value creation
  • How does the innovation create value? - Value delivery
  • How is the product or service delivered? - Value capture
  • How does the company generate revenue? 4. Conclusion (≈50–70 words) Deliver one clear managerial insight. Structure:
  • Summary recommendation
  • Strategic implication Example: By applying a hypothesis-driven experimentation approach, the firm can validate customer demand before committing major investments. This reduces uncertainty while identifying the most promising market applications for the technology. Over time, successful experiments can be scaled into a sustainable business model. How to Approach Any Case (Decision Tree) Step 1 – Diagnose the situation What is the main challenge?  New technology opportunity → Innovation strategy frameworks  Customer problem unclear → Customer insight tools  High uncertainty / early stage idea → Hypothesis-driven experimentation  Development process challenge → Agile / Stage-Gate  Revenue or industry structure issue → Business model innovation  Organizational barrier → Culture and leadership Step 2 – Identify uncertainty  predictable → structured planning  uncertain → experimentation Use uncertainty frameworks. Step 3 – Recommend process  radical innovation → lean startup / experimentation  incremental innovation → stage-gate  digital product → agile Step 4 – Suggest implementation

At the start of a case to diagnose the innovation challenge. Example case application A company developing a new technology but selling to the same customers likely faces radical innovation. Look at  Pisano (innovation strategy)  Christensen (disruption)

2. Customer Insight & Problem Identification Core idea Innovation begins with understanding customer problems. Key frameworks Jobs to Be Done – Christensen Customers hire products to perform jobs. Three dimensions functional, emotional, social. Example People buy drills to make holes. Design Thinking – Liedtka Human-centered innovation process. Steps empathize → ideate → prototype → test. Insight generation – Innovator’s Method Sources of insight observing, questioning, experimenting. Use when The case asks:  what problem the innovation should solve  why customers adopt products.

Example case application If customers struggle to use an existing product, analyze the job they are trying to accomplish. Look at  Christensen article  Liedtka design thinking  Innovator’s Method (Insight chapter)

3. Hypothesis-Driven Innovation & Experimentation Core idea Ideas should be tested through experiments. Key frameworks Hypothesis-driven entrepreneurship – Eisenmann Identify key assumptions and test them. Typical assumptions  customer demand  technical feasibility  revenue model. Experiment cycle 1 assumption 2 prototype 3 test 4 learn. Lean Startup / Innovator’s Method Innovation loop Insight → Problem → Solution → Business Model. Focus on rapid learning. Experimentation in product development – Thomke & Reinertsen Key insight innovation requires slack resources and multiple experiments.

Look at  Innovator’s Method chapter on prototyping  Liedtka design thinking

5. Innovation Processes & Project Management

Core idea

Innovation projects require structured processes. Stage-Gate Sequential development stages. Works best for  incremental innovation. Pros clear decision points. Cons slow and inflexible. Agile – Rigby Iterative development with rapid feedback. Pros flexibility and learning. Cons less predictable planning. Scrum Agile method with roles: product owner scrum master team. Uses sprints and backlog. Kanban

Visual workflow system. Limits work in progress to improve efficiency.

Use when

Choosing development processes.

Example case application

Use agile when requirements are uncertain.

Look at

 Rigby article  Thomke & Reinertsen

6. Managing Uncertainty

Core idea

Different types of uncertainty require different management approaches. De Meyer et al. Four uncertainty types Variation small deviations. Foreseen uncertainty known unknowns. Unforeseen uncertainty unexpected events. Chaos unclear goals. Management approach increases from planning → experimentation. Lenfle & Loch Traditional project management fails in highly innovative environments. Recommendation use iterative exploration.

Switch from product sales to subscription model.

Look at

 Kavadias article  Innovator’s Method business model chapter

8. Startups vs Incumbents Startups Characteristics high uncertainty limited resources rapid experimentation. Approach lean startup MVP testing pivoting. Sources Eisenmann Innovator’s Method. Incumbents Challenges organizational inertia existing business models. Response to disruption – Gans attack acquire cooperate ignore.

Use when

Analyzing how established firms respond to new technologies.

Example case application

Create a separate innovation unit to avoid internal conflicts.

9. Innovation Culture & Leadership

Core idea

Innovation requires supportive organizational culture.

Key frameworks

Creativity under time pressure – Amabile Creativity requires intrinsic motivation autonomy time to think. Learning from experience – Darling Organizations should perform after-action reviews. Questions what happened why how to improve.

Use when

Diagnosing why innovation efforts fail.

Example case application

Encourage experimentation and reduce fear of failure.

Look at

 Amabile article  Darling article

10. Idea Generation & Creativity

Core idea

The case involves marketplaces digital ecosystems multi-sided markets.

Example case application

Example case application

Build partnerships to attract both supply and demand sides of a platform. Quick “Framework Selection” Guide If the case mentions: Customer problems → Jobs-to-be-Done, Design Thinking Testing ideas → Hypothesis-driven entrepreneurship New technology opportunity → Innovation landscape Changing revenue model → Business model innovation Digital ecosystem → Platform strategy Organizational barriers → Innovation culture Project uncertainty → Uncertainty management frameworks 1)

Session 1:

Innovate means operating effectively, with a view to saving money and respecting the environment. What innovation means for business? Survival, prosperity, competitive advantage, efficiency, value creation, customer engagement For startups? Investor attraction, scalability and growth, compete with the giants For established firms? Adapt to change, avoid stagnation/inertia, stary at the top of the market Innovation is not optional, it is essential for survival, growth and long- term success.

Session 2 Vasa:

  • Psychological safety, management and open mindset
  • Innovation takes time, environment and leadership important
  • Expertise, knowledge
  • Burden of proof
  • Communication internal and external
  • Planning
  • Project Management
  • Project evaluation complex
  • Responsibility
  • Room for errors
  • Culture
  • Vision vs customer needs

Session 3&4: Design Thinking

Session 5: Electrolux

Session 6: Pearson case (innovation output and

processes)

  • STUDY Pisano innovation map Innovation as the process (how)

Linear vs flexible innovation process models: key principles Agile project management – R apid L earning cycles method

  • Framework for planning and controlling projects consistently with agile principles, widely applicable to diff contexts
  • Planning is short term, based on knowledge gaps, and tentative o Project plan is initial hypothesis constantly tested and revised, based on new evidence
  • Definition RLC: A synchronized set of systematic problem-solving activities to close knowledge gaps and remove uncertainty before key decisions need to be made
  • Core hypothesis: Short description of the vision for a new product/service/BM that summarizes specific customer (value), technical (how it works and benefits) and business objectives (economic value created for org) it would achieve

o Example “Cleanix is an innovative detergent that delivers optimal performance in cold water to help consumers save energy and allow us to charge a premium price” o AI tasteassist empowers users worldwide to become more confident cookers by leveraging AI and optimization models to analyze your recipes and tailor them to the capabilities of your specific appliance Arguments for moving to Kanban

  • Better flow and reduced bottlenecks
  • Continuous delivery allows flexibility for urgent tasks.
  • Reduces constraints caused by rigid sprint structures.
  • More adaptability for mature products
  • SuccessMaker's declining productivity suggests a need for workflow optimization.
  • Kanban suits maintenance and support tasks better than Scrum.
  • Less stress and better employee buy-in
  • Developers were already pushing for Kanban, making the transition easier.
  • Kanban eliminates strict roles and meeting requirements, which some employees found restrictive. Arguments against Kanban
  • Scrum is already established
  • Teams had invested in Scrum training and structure.
  • Switching again could cause disruption and skepticism.
  • Root problems are not methodology-based
  • The issue is poor Agile implementation, not Scrum itself.
  • Teams need better estimation and sprint planning, not a methodology change.
  • Scrum ensures regular feedback and predictability
  • Sprint planning and retrospectives keep teams aligned.
  • Without sprints, some teams may struggle with prioritization. Hybrid approach
  1. Use Scrum for major feature development: keeps structure and customer feedback loops.
  2. Use Kanban for bug fixes and maintenance: allows continuous delivery without sprint constraints.
  3. Test Kanban with a small team first, before a full switch. Note: Scrum and Kanban are methods that are often applied in different ways. The key is to fit the method to your needs, not necessarily apply the method completely. Innovation as a new match between a need and a solution New Need Old Need New Solution Web search engine Drugs Old solution iPod