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Archive for the ‘innovation’ Category

A business plan is a necessity for any business. It is the result of painstaking thought and analysis, translated into a strategy and action.

Many advisers will tell you, quite rightly, that simply having a plan is not the path to success. They will tell you that to execute your strategy you will need to be continually planning, and taking operational or tactical decisions as you are sure your objective.

I’d like to suggest a different way of looking at this.

Everybody in business will tell you that they often encounter barriers, unexpected obstacles and difficulties on the path to their ultimate goal. Having a means to navigate through this environment of uncertainty becomes critical…

Navigation, as commonly understood, requires us to know where we want to go. Often in business however we are more like explorers who have no idea what we will find along the way, or even what it looks like when we get there. We are driven by a vision of the future, and often one we want to create. The most important question on such a journey is often “where are we?”

It’s the navigator’s job to answer that question.

Do you know where you are? Have you defined your purpose adequately, so that at any point on the journey you can determine if you are fit for purpose? Do you have the necessary information to assess the health of your business? Do you have the cash flow to keep going? Have you been filling in the details as you go so that you can test the continued validity of your business plan? Or are you pursuing the journey in the hope that the ship is in shape? Do you know where you are, or are you just assuming that you are where you want to be?

Think of your business journey as a journey of discovery. As a navigator does, you not only chart the course, that you continually scan the horizon and monitor the weather, and make adjustments to sail around the storms or to avoid the rocks and reefs, or to take advantage of favourable winds. Just as the navigator calls for course changes to avoid hazards, and then for re-corrections to come back on track, so too you can manage your businesses.

How good is your information, your understanding, your analysis of experience, and your scanning of the business horizon? Where are you getting your advice?  Who do you turn to for assistance to navigate through the morass?

At any point in the journey that is your business life you must be able to answer the question “where are we?” and then assess whether you are still on track or off course.  And then you can make the informed decisions necessary to keep the business viable.  Execution is strategy.  Navigation enables execution.

And all business is a journey, not a destination.

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From Archimedes to Edison, attempts to improve quality of life have dictated a need for advances in science and technology. These advances are now widely understood as the key enablers of increasingly prosperous societies.

Despite this long history, the process of managing the expanding frontiers of new knowledge in a way that will benefit society is a work in progress. This is largely due to the unpredictable nature of scientific discovery most famously illustrated by Archimedes, when, upon stepping into the bath, he suddenly realised that the volume of water displaced was equal to the volume of the submerged portion of his body.

His discovery provided the solution to the previously intractable problem of measuring the volume of irregular objects and led to further advances in assessing the density and purity of precious metals among other things. In the modern world little has changed in how new knowledge is acquired. However, in an attempt to get the best value for their limited investments, governments have devised processes to manage its discovery.

Interestingly there has been a propensity to divide scientific research into a one-dimensional continuum starting with pure (sometimes known as blue-skies) research progressing through to applied research and on to technology transfer; the defining characteristic of pure research being that it seeks new knowledge with no view as to its application, while applied research seeks solutions to industrial problems.

Such a continuum has been the basis of R&D funding prioritisation in advanced economies around the world since it was promulgated by Vannevar Bush following World War II. In the past few years this mindset has been challenged as it does not accurately reflect the process of science and technology development.

The dynamic nature of the discovery of new knowledge and its commercial application can be observed in the remarkable career of French chemist and microbiologist Louis Pasteur, whose breakthroughs ranged from the first rabies and anthrax vaccines to paving the way for germ theory and pasteurisation. Pasteur was not driven by a quest for new knowledge for its own sake but was motivated by a desire to better understand and solve the problems of industry.

In his early career, he concentrated largely on uncovering new knowledge, but as he did so, came across other, previously unforeseen questions. While working as a chemist at the age of 22 he sought a theoretical understanding of why tartaric acid crystals derived from bio-mass rotated the plane of polarised light while the chemically synthesised form did not.

His experiments revealed that the naturally occurring compound is chiral, meaning its molecules exist in one of two possible crystal structures, each the mirror image of the other. In the process of uncovering this new knowledge, he laid the building blocks for the modern experimental science of crystallography, which is today used in one form or another in everything from gemstone cutting to DNA analysis.

Pasteur’s remarkable career uncovered whole new branches of science – such as microbiology – and, as he developed as a scientist, he began to seek to satisfy both theoretical and practical goals.

Of particular note is the fact that as the problems Pasteur chose to solve became increasingly applied in nature, the nature of his research became more fundamental. Pasteur’s research agenda was use-inspired. Understanding and exploiting the dichotomy between applied and theoretical goals is perhaps the reason behind the breadth of his contribution.

This philosophy is instructive for modern policymakers seeking to get the most from limited investment funds and move away from the outmoded, linear model. The effective management of applied research operations is much more complicated than simplistic models suggest.

Modified from a contribution in Solutions. Discovery

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From Archimedes to Edison, attempts to improve quality of life have dictated a need for advances in science and technology. These advances are now widely understood as the key enablers of increasingly prosperous societies.
Despite this long history, the process of managing the expanding frontiers of new knowledge in a way that will benefit society is a work in progress. This is largely due to the unpredictable nature of scientific discovery most famously illustrated by Archimedes, when, upon stepping into the bath, he suddenly realised that the volume of water displaced was equal to the volume of the submerged portion of his body.
His discovery provided the solution to the previously intractable problem of measuring the volume of irregular objects and led to further advances in assessing the density and purity of precious metals among other things. In the modern world little has changed in how new knowledge is acquired. 
However, in an attempt to get the best value for their limited investments, governments have devised processes to manage its discovery.
Interestingly there has been a propensity to divide scientific research into a one-dimensional continuum starting with pure (sometimes known as blue-skies) research progressing through to applied research and on to technology transfer; the defining characteristic of pure research being that it seeks new knowledge with no view as to its application, while applied research seeks solutions to industrial problems.
Such a continuum has been the basis of R&D funding prioritisation in advanced economies around the world since it was promulgated by Vannevar Bush following World War II. In the past few years this mindset has been challenged as it does not accurately reflect the process of science and technology development.
The dynamic nature of the discovery of new knowledge and its commercial application can be observed in the remarkable career of French chemist and microbiologist Louis Pasteur, whose breakthroughs ranged from the first rabies and anthrax vaccines to paving the way for germ theory and pasteurisation. Pasteur was not driven by a quest for new knowledge for its own sake but was motivated by a desire to better understand and solve the problems of industry.
In his early career, he concentrated largely on uncovering new knowledge, but as he did so, came across other, previously unforeseen questions. While working as a chemist at the age of 22 he sought a theoretical understanding of why tartaric acid crystals derived from bio-mass rotated the plane of polarised light while the chemically synthesised form did not.
His experiments revealed that the naturally occurring compound is chiral, meaning its molecules exist in one of two possible crystal structures, each the mirror image of the other. In the process of uncovering this new knowledge, he laid the building blocks for the modern experimental science of crystallography, which is today used in one form or another in everything from gemstone cutting to DNA analysis.
Pasteur’s remarkable career uncovered whole new branches of science – such as microbiology – and, as he developed as a scientist, he began to seek to satisfy both theoretical and practical goals.
Of particular note is the fact that as the problems Pasteur chose to solve became increasingly applied in nature, the nature of his research became more fundamental. Pasteur’s research agenda was use-inspired. Understanding and exploiting the dichotomy between applied and theoretical goals is perhaps the reason behind the breadth of his contribution.
This philosophy is instructive for modern policymakers seeking to get the most from limited investment funds and move away from the outmoded, linear model. The effective management of applied research operations is much more complicated than simplistic models suggest.
A good example of the dynamic nature of new knowledge acquisition and the interaction between applied and fundamental goals is the former IRL’s (now Callaghan Innovation)  high-temperature superconductivity (HTS) research programme, which has its roots in fundamental research but has developed into an emerging New Zealand industry.
IRL’s world-leading capabilities in both fundamental and applied HTS research have positioned New Zealand as a key international player in an industry predicted to be worth billions of dollars globally in the coming decades and transform the way the world generates, uses and distributes electricity.
Ambitious Dunedin-based firm Scott Technology, which purchased a controlling stake in IRL spin-out HTS-110 , clearly understands the value of investing in technology. Its approach is already paying dividends, judging by its inclusion in the fast-mover list of the Technology Investment Network’s top 100 technology firms by revenue.

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In 2009, IRL – a Crown Research Institute in New Zealand – conducted the novel “What’s Your Problem NZ?”.  This program has  been analysed and evaluated by staff in the Victoria Management School of Victoria University of Wellington.  The reports can be found here:

http://timreview.ca/article/665
http://problemsourcing.com

The program itself was novel and exciting: but even more exciting  was the fact that it was a program that emerged for the leadership development program conducted by IRL.  This program has been running since 2007 and has resulted in many projects been initiated, planned and executed by multifunctional teams drawn from across the organisation.  Rather than tacking a more traditional approach of focusing on culture and skills/attitude change, the professional development activities of IRL focus on real organisational needs – projects to directly improve productivity, new ways of doing business, and the development and piloting of new services to client.  The staff learn from the strategic transformation of the organisation.
In term of the following diagram, the IRL development program operates on the right hand side – effecting deep change.  Projects benefit from intense ownership by participants who are mentored by members of the executive (whose roles are strictly advisory and are expected to remove organisational impediments to project delivery).  It is a deep dive process.  A key aspect of the program is that management does not take the idea and manage it’s implementation – rather the project is approved and total planning and execution is left with the teams undertaking the program. (I acknowledge my experiences with IMD in  Lausanne, Switzerland for the  pedagogical framework.  See  IMD )
Recent reviews of various of our research groups has reported widespread change in language and engagement of staff, indicating that culture and skill changes are resulting, and probably more quickly than more traditional approached that tend to focus on change management, rather than organisational transformation.
The above mentioned report gives a flavour our the results.

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