Innovation is the thinking and practice of a virtuous cycle. It comes after invention and discovery. Therefore, innovation, invention, and discovery will be discussed together.
Business is complex; without a proper orientation by R&D, an organization collapses; however, again, doing R&D with the wrong attributes does not add value to your intended business growth.
However, there is no solid line separating roles for an inventor or innovator. This means an innovator can move across all three stages, viz., discovery, invention, and innovation, to solve a problem. Table 1: Invention vs. Innovation compares the two terms, viz., inventor and innovator. An organization that can pursue all three stages emphasizes a powerful competitive advantage.
Innovation Illustrations
Figure 1: R&D as A Prime Union for Ultimate Enterprise
Figure 1: R&D as a Prime Union for Ultimate Enterprise illustrates the role of R&D in all footage of Ultimate Enterprise. Empowering Footage (synergy and SIA links), Business Footage (leadership, strategy, and management links), and Enlivening Footage (Personal Reinvention). The diagram shows the significance of the three footages; without it, all footage collapses.
Figure 2: Discovery, Invention, and Innovation Relationship
The Discovery, Invention, and Innovation relationship diagram shows the R&D amplification on the three footages: enlivening footage (as workforce, business footage, leadership, strategy, and management), empowering footage (synergy, and SIA).
The discovery level is an identification of links along the footage, viz., enlivening (personal reinvention) if the workforce is desirable, business (leadership, strategy, and management) if viable, and empowering (SIA and synergy) if serene. The invention level is finding empowering themes between footage. Enlivening with business footages must be empowered emotionally (motivating leadership, strategy, and management). Businesses with empowering footage must be empowered in process (finding the best process in leadership, management, and strategy, e.g., work-study). Enlivening with empowering footage must be empowered functionally (finding the best function personnel, e.g., personal NLP, or otherwise).
Figure 3: Design Thinking Process
The Design Thinking Process diagram is a way of thinking depicted in Figure 1, calling for powerful creativity. It is a continuous thinking process of the past, the present, and the future. The past represents self-respect, present self-confidence, and future self-belief. MSIA (Multi-Sensory Inference Activity) and P2MSI (Professional Profile Multi-Sensory Inference) are the thinking processes in creative imagination. For details, refer to the Ultimate Enterprise eBook.
Discovery, Invention and Innovation
The Power of Discovery, Invention and Innovation
We have a vivid example depicting this phenomenon, viz., Apple Inc. patented the invention of an iPhone with novel superior attributes; however, Samsung Electronics, operating from an innovating stage, infringed patented rights from Apple Inc. by copying some attributes, which was deadly1. This example underlines the essence of R&D influencing CA (competitive advantage), such that an organization possessing a sound R&D policy benefits in business in the end. From these facts, different organizations have invested hugely in developing innovation methods.
Method guides in innovation 6–pp.10, citing The Oslo Manual2 –pp. 34, and a strategy specialist Gary Hamel represents proposes five types of innovations, namely:
Product innovation is researching for improved product or service in terms of technical specifications, components, materials, software, user friendliness, or other functional characteristics.
Process Innovation
Process Innovation: promoting new production or delivery method in terms of techniques, equipment or software
Marketing Innovation: investigating alternative marketing method relevant to changes in product design or packaging, product placement, product promotion or pricing
Organizational innovation is researching new organizational methods in a firm’s business practices, workplace organization, or external relations.
Management innovation: it applies to management principles and processes that ultimately change the practice of what managers do and how they do it3.
We agree on the above innovation types, which are tangible innovation metrics and that apply in giving any organization a sound CA and are still usable to a business industry. However, a modern approach to experience innovation—a structural shift towards an intangible and knowledge economy—is driving innovation tactics into an alternative way of doing business.
Table 1: Invention vs Innovation
| Aspect | Invention | Innovation |
| Where carried out? | Anywhere: academia and research institutions and enterprises and industries, including SMEs | Mostly in enterprises offering the commercialization of novel ideas |
| Who performs it? | The inventor: a researcher, a research team, an enterprise | The innovator is a person who may be associated with the inventor or not, an enterprise undertaking the effort of exploitation of the invention and characterized by a high-risk appetite and attitude to change, since I always associate the innovation process with the component of high risk. |
| Role Profile | Open and curious mind with the ability to combine original concepts (discoveries) and elements and produce a novel idea | Combining and bringing together different capabilities (inventions), including production technology and knowledge, market knowledge, and financial resources |
Source: www.i3e.eu,4 pp. 5
Experience Innovation
Experience Innovation (ExI) is the modern business marketing strategy based on trust among an organization’s stakeholders. Its primary concern is scrutinizing significant elements and systems needed in developing new product and service ideas with an experience aspect across different business components.
Defining experience innovation is an innovation skill directed to methods, engaging customers in knowledge and innovation, co-creation in a business, and development of new contributions in the experience economy5.
Juha Oksanen et al. cited Pine and Gilmore6 to define experience as “an experience that occurs when a company uses services as the stage—and goods as props—for engaging individuals in a way that creates a memorable event.” Juha Oksanen et al. continue elaborating, “Consumers are nowadays increasingly buying stories along with products. In a contemporary consumer culture, people tell stories through the products they buy. There is a shift in value propositions from a product’s content or utility value towards a situation in which a product is rather an embodiment of the story to be told” (pp.
UE-Anatomy into UE-Efficacy Trinity
R&D is the last link in the Seven Links for Ultimate Enterprise. For the sake of research, the continuum in Figure 1: Serial Summary of Ultimate Enterprise Links represents the UE-Model Philosophy; however, in Leadership Link, we posited a figure about Leadership in The Ultimate Enterprise as a Functional Bond and revised depicted in Figure 1: R&D as A Prime Union for Ultimate Enterprise, which depicts a diagram showing Research & Development (R&D) as the universal union both for the Empowering (means) Footage Links, viz. Research & Development (R&D), Social Impact, and Synergy at the center.
The information we have gone over so far and Figure 1: R&D as a Prime Union for Ultimate Enterprise make sense of three different types of stories: the first is the enlivening story, which includes the Personal Reinvention Link; the second is the business story, which includes leadership, strategy, and management; and the third is the empowering story, which includes the Synergy Link and the Social Impact Assessment (SIA). R&D is an overall enabler. It sets three themes into a Venn diagram, as shown in figure 2.
UE-Efficacy Trinity
The resulting Venn-Diagram fitting into R&D is as shown in Figure 2: Discovery, Invention, and Innovation relationship depicting the proposed themes and their unions. The resulting unions are people (personal reinvention) vs. business footage (leadership, management, and strategy links) is emotional invention; business footage vs. empowering footage is process invention; and enlivening footage (people) vs. empowering footage is functional invention, as shown.
Experience Innovation
The universal union is experience innovation, the new business’ aim for any ultimate enterprise. Experience innovation is the involvement of customers in a business, giving them a memorable experience such that they will spread a word of confidence in an organization’s product in terms of value for money spent to own a product.
The resulting experience innovation involves three major components, viz. enlivening, business, and empowering, which simulates the one represented by Miscovich, Peter7 (pp. 13), where technology is within empowering in our current discussion. Figure 2: Discovery, Invention, and Innovation Relationship depicts the Experience Innovation Framework. Let us define briefly the three footages, viz., enlivening (people (personal reinvention), business (leadership, management, and strategy), and empowering (R&D, synergy, SIA) below.
Personal Reinvention (People)
People are the driving force of business, who in any organization have to be desirable, preferably in PUER as seen in a PIS (Personal Influence Scanner). The role of R&D in any organization is to rehabilitate them from CUER, which is the region with pathological narcissism and altruism. Invention and innovation are both cognitive and spiritual concerns in similar degrees; disparities in one of them result in deficiency, destroying the design thinking capabilities.
Invention and Innovation Navigate the Self-Talk + Experience + Present Opportunities route one at a time and anchor where they can have real impact (artifact), shown diagrammatically in Figure 3: Design Thinking Process: This is the process of spiritual intelligence (Si) and cognitive intelligence (Ci) defining an individual spectrum. Training one’s MSIA to productive inference is wisdom heading towards PUER, otherwise CUER.
The details of people’s character development refer to Personal Reinvention Link. This concludes the people theme, opening room for business theme.
Business
Business is the business footage comprising Leadership, Strategy, and Management, Links already discussed in their respective Link Sections. It is where business systems innovated into a viable setting. R&D role to this footage is scrutinizing business components at a harmonious level, such that products sent to the market maximally empowers the society. I already discussed earlier these individual links in their respective sections. This completes the business discovery, giving room for Synergy theme discussed next.
Empowering (Synergy)
Synergy is empowering footage aiming at empowering people doing business and harmonize the effects to a surrounding environment, such that they operate at optimum potential. Remember, synergy footage comprises Synergy and SIA Links already discussed in their respective sections. R&D has to scrutinize all possibilities, empowering an organization to an optimum level. This concludes the brief definitions of the three footages, opening a space for discussing the resulting union’s, viz., emotional Invention and Functional Invention.
Emotional Invention (EIN)
Emotional Invention (EIN) differs from Emotional Intelligence, which is “the power to comprehend, contain and use our emotion beneficially; meanwhile, buffering and trans-forming others’ feelings into synergized opportunities to both parties, as already defined before. However, Emotional Inventions is the union between people’s power and business, as defined below:
Emotional Invention is an enterprise’s attention in business monitoring and inhibiting negative emotions while inspiring the positive ones in relation to markets exposed to a continuous change influenced by zeitgeist.
Process Invention (PI)
Process Inventions (PI) are the union between business and empowering (or synergy). It empowers an organization such that it runs its processes harmoniously. PI (Process Invention) is a determination to implement new processes in an organization’s business. Process Invention (PI) is a continuous process in a Lean Management theory; it is one requirement in Lean Business technology. Process Invention (PI) is about determination of strategic performances. Any organization correctly designed its business-model, strategic-thinking and strategic-planning must perform well, i.e., in order to compete in the market. If not, then one of its key links or more not performing properly.
Functional Invention (FI)
Functional Invention (FI) is about determination of how the proposed synergistic methods empowering people and organizations are efficacious. Remember, when discussing synergy, we posited that synergies are inevitable in any business and grouped into Organizational Synergistic Variables, Organizational Synergistic disease Variables, within-organization synergistic variables, and between-organization synergistic variables.
Regardless of their application to most organizations, some fail while utilizing them due to a lack of sound design, timing, and selection required to render an organization functional. Consider the currently hottest synergistic opportunities like the blend of a computer with the Internet; some organizations use a computer separately from an Internet as an advanced typewriter, and an Internet connected to the same computer is applicable as an emailing device, social media chatting, and similar works.
Experience Innovation (ExI)
ExI is already introduced from the Experience Innovation sub-section; it assumes as an R&D of everything in all six links discussed and that they have to get controlled by innovation otherwise success is threatened. This is not exaggeration; it is the truth about success. Consider quotes below justifying such an assertion. According to www.theconversation.com, “One area in which China is hoping to compete is innovation. In tandem with its economic growth, China is also increasing its spending on research and development (R&D), with Chinese companies and the government investing heavily in R&D.”8.
Research Process & Presentation
Research Process & Presentation is fundamental to the realization of Innovation; it demands plenty of materials, like applicable research-models, report content writing, etc. that will simulate the size of this book. Therefore, Research Process & Presentation will stay out of this book scope; however, not away from The Ultimate Enterprise because research and development are the lifeblood of it. The end of Ultimate Enterprise Model (UE-Model) is the start of R&D for The Ultimate Enterprise Model.
This concludes the Research and Development (Innovation) Link. This is also the last link from where we summarize the book content from Link Numbers 1 to Link Number 7 into The Ultimate Enterprise Model.
- Courtesy of http://appleinsider.com/articles/13/11/21/jury-awards-apple-290-million-in-patent-infringement-case-with-samsung, access on 05-01-2014 ↩︎
- Frascati Manual: Proposed Standard Practice for Surveys on Research and Experimental Development ©2002 – ORGANIZATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT (OECD) ↩︎
- Oslo Manual: GUIDELINES FOR COLLECTING AND INTERPRETING INNOVATION DATA, Third Edition; A joint publication of OECD and Eurostat © OECD 2005 ↩︎
- I3E Methodology Guide on Innovation; ©I3E Consortium, from http://www.i3e.eu/innovation/mgi_low.pdf accessed on 30-10-2013 ↩︎
- Juha Oksanen, Minna Lammi, Torsti Loikkanen, Mikko Rask, Petteri Repo, and Päivi Timonen: Experience innovation—co-creating value with users: ©2012-VTT, found at http://www.vtt.fi/inf/pdf/technology/2012/T38.pdf, access on 05-01-2014 ↩︎
- Pine, B. J., & Gilmore, J. H.: The Experience Economy; Work Is Theatre & Every Business a Stage. ©1999-Boston, Harvard Business School Press. ↩︎
- Peter J. Miscovich—Emerging Technologies + Business Disruptions + Workplace Innovations- ©2012—Jones Lang LaSalle ↩︎
- Courtesy of http://theconversation.com/chinas-rise-through-the-randd-ranks-provides-lessons-for-australia-11046, access on 10-01-2014 ↩︎
