Creating Innovation Spaces: Impulses for Start-ups and Established Companies in Global Competition (Management for Professionals)

This book offers fresh impulses from different industries on how to deal with innovation processes. Authors from different backgrounds, such as artificial intelligence, mechanical engineering, medical technology and law, share their experiences with enabling and managing innovation. The ability of companies to innovate functions as a benchmark to attract investors long-term. While each company has different preconditions and environments to adapt to, the authors give guidance in the fields of digitalization, workspaces and business model innovation. Foreword Preface About the Book Contents About the Editors 1 Innovation Management for Artificial Intelligence 1.1 Introduction 1.2 Innovation Ecosystems 1.3 Artificial Intelligence 1.3.1 History 1.3.2 Machine Learning 1.4 Example AI Innovation Ecosystem: Detection of Electricity Theft in Emerging Markets 1.4.1 Non-technical Losses 1.4.2 Stakeholders 1.4.3 Collaboration 1.5 Recent Advances in AI 1.6 Contemporary Challenges in AI 1.6.1 Interpretability of Models 1.6.2 Biased Data Sets 1.7 AI Innovation in China 1.8 Conclusions References 2 Extracorporate Innovation Environments: An Example Lead User Approach Applied to the Medical Engineering Industry 2.1 Introduction 2.2 Domestic Situation in the Innovation Field: A Ten-Year Analysis 2.3 Innovation Process Models 2.4 Definition and Concept of “lead user” 2.4.1 Market Vicinity and Future Orientation of Lead Users 2.4.2 Detecting Lead Users: Research in Literature 2.4.3 Interaction between Lead User and Company: Research in Literature 2.5 SCIENTIFIC STUDY: Integrating the Innovation Process of Lead Users in Germany's Medical Engineering SMEs 2.5.1 Exploratory Preliminary Examination 2.5.2 Material and Method 2.5.3 Questionnaire 2.5.4 Findings 2.5.5 Discussion and Summary of the Study 2.6 User Driven Case Examples 2.6.1 Patient Innovation: Sharing Solutions, Improving Life 2.6.2 Cardiac Self Catheterisation 2.7 Own Experiences as a Lead User References 3 Innovation Management and Digitization: Will Everything Remain Different? 3.1 Introduction 3.2 Innovation Management in the Course of Time 3.2.1 Rothwell's 5G 3.2.2 First Generation (1950 to mid-1960s): Technology Push 3.2.3 Second Generation (mid-1960s to mid-1970s): Market Pull 3.2.4 Third Generation (mid-1970s to mid-1980s): Coupling of R&D and Marketing 3.2.5 Fourth Generation (1980s to mid-1990s): Integrated Business Processes 3.2.6 Fifth Generation (from 1990): System Integration and Networking 3.3 A Little Bit of Theory Never Hurts ... 3.4 Innovation Management and Ambidexterity 3.5 How to Master Ambidexterity? 3.5.1 Accept Ambidexterity and Learn to Live With It, Without Concretely Planned Activities 3.5.2 Countering Ambidexterity Through Spatial Separation 3.5.3 Countering Ambidexterity Through Temporal Separation 3.5.4 Balancing and Resolving Ambidexterity 3.6 Accompanying Cultural Change 3.7 New Processes for New Products 3.8 Innovation and Communication 3.9 Conclusion: Ambidextrous Innovation Management References 4 Raising Innovation Potential Through a Well Indoor Climate 4.1 The Office as Space for Innovation 4.2 Aspects on the Impact of Climate Change on the Design of Buildings and Workspaces 4.2.1 Indoor Climate and the Enhancement of Productivity 4.2.2 Temperature, Humidity and Ventilation as Influencing Factors on Productivity 4.2.3 Circadian Rhythms and Biologically Effective Lighting and Control Concepts 4.2.4 Influence on Company Success 4.3 Conclusion References 5 “It's not about the Room, it's about the Mind-Set!”: How to Create an Integrated Newsroom with Digital Workflows and Cross Border Collaboration 5.1 The Third Pedagogue 5.2 Digital Eats the World 5.3 Immersive Technology 5.4 User Journey Into The Story 5.5 Stories Travel Across Platforms 5.6 The Flipped Classroom 5.7 The Integrated Newsroom 5.8 Conclusion/Learnings References 6 The Role of a Leader: Transformational Efforts in Innovation and Change 6.1 Introduction 6.2 Innovative Changes in Sales 6.2.1 Practical Approaches to Establishing a more Downstream-Oriented Sales Approach 6.3 Innovative Changes in the Culture of a Company 6.3.1 Practical Approaches to Establish an Innovation-Friendly Company Culture 6.4 Innovation in Leadership Style and the Understanding of Leadership 6.4.1 How Leaders Can Foster a More Transformational Leadership Style 6.5 Conclusion References 7 On Corporate Innovation 7.1 A Better Definition 7.1.1 The Ultimate Objective 7.1.2 Who is Your Customer 7.1.3 Innovation is One 7.1.4 Monopolies 7.2 Becoming Innovative 7.2.1 Call Me Change 7.2.2 Culture of Change 7.2.3 The Critical Path or Where to Innovate 7.2.4 The Practice of Change 7.2.5 Innovation is About Your Product 7.2.6 The Amazon Approach 7.2.7 Imported Innovation 7.2.8 The Perception of Innovation 7.3 Conclusion References 8 Designing Innovative Ecosystems and Introducing Digital Smart Services Using Examples of the Value Chain from Building Investor to Facility Management 8.1 What is a Digital Ecosystem? 8.2 What are the Success Factors for the Creation of Future Innovations? 8.3 Which Industries or Sectors are Part of the Construction Value Chain? 8.4 What are Digital and Smart Services and What Benefits Do They Have in the Value Chain? 8.5 Current Examples of Digital Smart Services 8.5.1 Cross-linked Networking of the Value Chain Through Building Information Modeling (BIM) 8.5.2 Examples from the Heating, Air Conditioning and Ventilation Industry 8.5.3 Examples from the Field of Energy Usage 8.5.4 Examples from the Field of Building Security and Supervision (Monitoring) 8.5.5 Examples of Digital and Smart Services in the Elevator Industry 8.5.6 Digital and Smart Services from the Sanitary Industry 8.5.7 Digital Services as Smart Lighting 8.6 Which Digital and Smart Services Can We Expect and Count On in the Future? 8.7 Conclusions References 9 How to Radically Innovate While Utilizing a Firms' Capabilities: Practical Aspects of Corporate Entrepreneurship 9.1 Introduction—Theoretical Background 9.1.1 Inertia 9.1.2 Incremental and Radical Innovation 9.1.3 Corporate Entrepreneurship—Structure and Strategy 9.1.4 Corporate Entrepreneurship as a Dynamic Capability 9.2 Practical Implementation of Corporate Entrepreneurship 9.2.1 Sensing Opportunities—Finding Ideas for New Business 9.2.2 Seizing Opportunities: How to Design an Internal Corporate Venturing Program 9.2.3 Reconfiguration—Internal Corporate Venturing between Relatedness and Autonomy 9.3 Conclusion References 10 Experience as an Architect in an Agile Environment 10.1 Introduction 10.1.1 Waterfall 10.1.2 Agile 10.2 What Is Architecture? 10.2.1 Enterprise Architecture 10.2.2 System Architecture 10.2.3 Solution Architecture 10.3 Organizational Challenges 10.3.1 Tactical Design 10.3.2 Strategic Design 10.4 Architectural Work 10.4.1 Community of Practice 10.4.2 Organizational Preconditions for a Community of Practice 10.4.3 Work of an Architect 10.5 Conclusion References 11 Why Emotional Intelligence Is the Key to Survival in an Ever-Changing Digital World 11.1 Emotional Intelligence: Why These Life-Changing Abilities Should Not Simply Be Soft Skills 11.1.1 What Is Emotional Intelligence Really? 11.1.2 The Four Core Skills of Emotional Intelligence 11.1.3 Can Emotional Intelligence Be Trained or Learned? 11.1.4 Why Does Gender and Diversity Matter for Emotional Intelligence? 11.1.5 Is Emotional Intelligence Really a Soft Skill? 11.2 Digital Emotional Intelligence 11.2.1 What Is Digital Emotional Intelligence Exactly (DEQ)? 11.2.2 Change Capacity and Change Management 11.2.3 Should Companies Use DEQ More? 11.3 Conclusion References 12 Professional Social Media and Innovation:How You Start Leveraging on YourInnovation through Strategic ContentCreation on LinkedIn 12.1 Introduction 12.2 Why Is Innovation Important? 12.2.1 Sources of Organic Growth 12.2.2 Innovation Performance 12.2.3 Eight Essentials of Innovation 12.3 The Role of Competitive Advantage and Where It Is Ideally Located 12.3.1 Differences in Up-/Downstream Competitive Advantage 12.3.2 The Customer Behavior 12.3.3 Cost and Risk 12.3.4 First to Market or First to Mind? 12.4 LinkedIn 12.4.1 History and Mission 12.4.2 The Magic LinkedIn Triangle 12.4.3 LinkedIn philosophies 12.4.4 Digital Credibility 12.4.5 Corporate Influencer and Brand Advocate 12.4.6 LinkedIn Artificial Intelligence (AI) and Machine Learning (ML) 12.4.7 Extending the network on LinkedIn 12.5 Conclusion References 13 High Quality with Statistical Process Control 4.0 in Automation 13.1 Introduction 13.2 Fundamentals and State of the Art According to Industry 4.0 13.3 Digital and Automated Manufacturing of Tomorrow 13.4 Example of Modern Process Control: Extruded Profiles 13.5 Conclusion References 14 Digital Platforms as Drivers of Innovation 14.1 Introduction to Digital Platforms 14.2 How Platforms Work 14.3 Platform Success Factors 14.4 Understanding Platform Potential in Different Industries 14.5 Conclusion References 15 Expatriate and Expat-Preneur Ecosystems: Innovation Spaces Away from Home 15.1 Expatriates: Who They Are and Why They Matter 15.2 Ecosystems 15.2.1 Ecosystems and Their Relevance: An Economic Observation 15.2.2 Expatriate Ecosystem: Challenges and Chances 15.2.3 Expat-Preneur Ecosystem: At the Intersection of Entrepreneurs and Expatriates 15.3 Innovation in the Expatriate Ecosystem 15.3.1 Innovation and Start-Ups: Requirements and Circumstances 15.3.2 The Expatriate and Expat-Preneur Personality: Prone to Innovation and Risk-Affine 15.4 Examples of Expatriate Ecosystems 15.4.1 Singapore: Innovation and Expat Hub, an Easy Place to Do Business 15.5 Lessons Learned and Outlook References 16 The Role of Law in Creating Space for Innovation:An Example from the Healthcare Sector in Germany 16.1 Introduction 16.1.1 Current Relevance and Context 16.1.2 Definition of “Law” “Space” and “Innovation” 16.1.2.1 Law 16.1.2.2 Space 16.1.2.3 Innovation 16.1.3 The Importance of Law in Innovation Research 16.2 German Healthcare System: A Normative Permanent Building Site for Innovation 16.3 Law Promoting Digitalisation in Healthcare: The New DGV 16.3.1 Reimbursement of Digital Health Innovations and Fast-Track Procedure 16.3.2 SHI-Funds: The New Venture Capitalists? 16.4 Conclusion References 17 Start-Ups Meet SMEs 17.1 Start-Ups Meet SMEs 17.1.1 Overcoming Obstacles to Innovation by Collaborating 17.2 Benefits for Start-Ups 17.3 Benefits for SMEs 17.3.1 Intermediate Summary 17.4 Collaboration in Practice: The Pilot Programme 17.5 Conclusion 17.5.1 New Example from the Plastics Industry References 18 The Five Elements of AI to Leverage Data and Dominate Your Industry 18.1 Introduction 18.2 What Is AI and Why that Matters for Business? 18.3 AI Product Portfolio & Development 18.3.1 Building Your AI Product Portfolio 18.3.2 AI Product Development: Getting Started with Your Use Cases 18.4 AI Culture and Organizational Structure 18.4.1 Vision and Mission 18.4.2 Building an In-House AI Team 18.5 AI Training & Hiring 18.6 Data & AI Governance 18.6.1 Motivation and Objectives of Data Governance 18.6.2 Central Roles Within Data Governance 18.6.3 Best Practice Data Catalog Processes 18.7 Data & AI Platform 18.8 Conclusion References 19 Leveraging the Human Factor through Holarchy: A Case Study 19.1 Introduction 19.1.1 What Is a Holarchy and Why Does it Matter? 19.1.2 How to Design a Holarchy? 19.1.2.1 Factor 1: Surface & Challenge Assumptions 19.1.2.2 Factor 2: Design a Purposeful, Productive Environment 19.1.2.3 Factor 3: Continuously Cultivate Mindset and Culture 19.2 Case Study 19.2.1 Factor 1: Surfacing & Challenging Assumptions 19.2.1.1 Assumptions on Strategic Control 19.2.1.2 Assumptions on Self-Organisation 19.2.1.3 Assumptions on Process Design 19.2.1.4 Assumptions on Human Motivation 19.2.1.5 Assumptions on Organisational Purpose 19.2.2 Factor 2: Designing a Purposeful Productive Environment 19.2.2.1 Conceptualising the Productive Environment 19.2.2.2 Devising an Immunology for the Holarchy 19.2.2.3 Guiding Heuristics within J2C 19.2.3 Factor 3: Continuously Cultivating Mindset and Culture 19.2.3.1 Cultivating an Emancipated, Empowered Mindset 19.2.3.2 Dealing with Self-Limiting, Disempowering Mental Habits 19.2.3.3 Cultivating a Positive Conflict Culture 19.2.3.4 Cultivating Relatedness and Belonging 19.3 Conclusion References 20 Designing a Corporate Accelerator: Enabling the Collaboration of Incumbent Companies and Start-ups to Foster Innovation 20.1 Introduction 20.2 Design Consideration of a Corporate Accelerator 20.2.1 Strategy: Why Does a Company Need a Corporate Accelerator? 20.2.2 Propositions: How Does the Corporate Accelerator Operate? 20.2.3 Process: What Does the Corporate Accelerator Do? 20.2.4 People: Who is Involved in the Corporate Accelerator? 20.2.5 Place: Where Does the Corporate Accelerator Take Place? 20.3 Typologies of Corporate Accelerator Programs 20.3.1 Welfare Simulator 20.3.2 Ecosystem Builder 20.3.3 Listening Post 20.3.4 Test Laboratory 20.3.5 Value Chain Investor 20.3.6 Unicorn Hunter 20.4 Conclusion References 21 Leadership in Transformation: How to Lead in the Digital Era? 21.1 Introduction 21.2 Finding Strategic Orientation 21.3 Achieving Operationalization 21.4 Creating New Working Environments 21.5 Develop Your Own Leadership Role 21.6 Conclusion References 22 How to Exploit Me as Much as Possible 22.1 Introduction 22.2 Everything I Need 22.2.1 Take a Seat on the Sofa 22.2.2 Time to Eat 22.2.3 Working Material 22.3 Fundamentals Touched On 22.3.1 Failure Culture 22.3.2 Follow Your Passion 22.3.3 Own Experiences 22.4 How Did You Get Me Hooked? 22.4.1 Rules Versus Routines 22.4.2 Erase All Office Characteristics 22.5 One Concept as an Example 22.6 Conclusion Reference 23 An Entrepreneurial Approach to Designing Innovation Space 23.1 Introduction 23.2 Cornerstones 23.2.1 Entrepreneurship 23.2.2 Creativity 23.3 Applicability 23.3.1 Subject Vs. Object 23.3.2 Categories of Innovation 23.3.3 Trigger 23.4 Conclusion 24 Augmenting Machine-Human Intelligencewith Human-in-the-Loop 24.1 Innovation as a Design of Human-Machine Cross-Augmentation 24.1.1 How Can These New Data Sources Can Be Used to Revolutionize the Business Process and Augment Human Performance? 24.2 Human-Machine Interaction in Development of AI Systems 24.2.1 Human Labeling of Training Datasets for Robust AI Models 24.2.1.1 What Are the Key Principles of Creating High-Quality Training Datasets with Human Labeling? 24.2.2 Human-in-the-Loop or Active Learning Model 24.3 Augmented Intelligence in Digital Twin Environments 24.4 Conclusion References 25 Innovation Spaces in the Global Environment 25.1 Introduction 25.2 How Globalization has Changed 25.3 The New Epoch 25.4 About Local and Global Innovation Spaces 25.4.1 Innovation Space: Definitions 25.4.2 A Definition for This Chapter 25.4.3 How to Configure Innovation Spaces 25.5 Silicon Valley: History and Future 25.5.1 The Waves of Silicon Valley 25.5.2 Backlashes in the Valley 25.5.3 Manufacturing Innovation Example: Tesla 25.5.4 Thoughts on the Future of the Valley 25.6 The Global Startup Economy 25.7 Conclusions References