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Slides for Chapter 4

Inovasi Sistimatik

Satu organisasi mungkin mendapat keberuntungan sekali,tapi untuk selanjutnya harus mengirimkan barang dan jasayang selalu baik. Inovasi menjadi bagian daripada prosesyang berkaitan dengan apa yang harus ditawarkan danmenjadikannya fokus sebagai perbaikan yang terusmenerus.

Pentingnya Inovasi

William Baumol menunjukkan bahwa pertumbuhanekonomi yang terjadi sejak abad ke 18, ditandai denganinovasi. Perkembangan demikian terjadi hampir bagi semuadengara di dunia (Baumol, 2002).

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Inovasi Utama Terkini

Contoh Amazon in online retailing, eBay in e-auctions,Skype in voice melalui interner dan Google hampirpada semua hal sampai kepada mesin pencari melaluipenggunaan telefon mobil. Semua ini syarat denganinovasi yang senantiasa mengalami perbaikan setiaphari.

Inovasi Pelayanan

Keunggulan kompetitif tak diragukan lahir dari inovasipelayanan. Citibank, pertama kali memperkenalakanATM, menjadikannya memiliki posisi kuat. SementaraBank of America menjadikan inovasi pelayananeksperimen yang terjadi dimsemua cabang baktersebut.

Southwest Airlines memperoleh posisi pada MaskapaiPenerbangan di US, padahal Penerbangan ini kecil dbandingdengan saingannya. Ini menjadi model dalam pelayananpenerbangan yang berbiaya murah untuk Maskapai Penerbangandi dunia.

Inovasi Pelayanan

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Mengelola Inovasi

Khabar baiknya, inovasi adalah sesuatu yang dapat dikelola, bukansatu perjudian. Pembelajaran manajerial menunjukkan bahwasemua itu memberikan kunci-kunci keberhasilan dalampelaksanaan inovasi satu organisasi. Tapi hal ini bagaimanapuntetap memberi tantangan bagi organisasi untuk dapat menjadikaninovasi bagian daripada posisi strategis di organisasi.

The Example of 3M

3M see strategic advantage in their being able to comeup with a regular stream of product innovation, so muchso that they have a policy that 50% of sales shouldcome from products invented during the past 3years. In practice this means that they are betting ontheir ability to bring new ideas to market not once ortwice but consistently and across a range which nownumbers around 60,000 products world-wide.

Edison’s Example

More than anyone else Edison understood that invention isnot enough – simply having a good idea is not going to leadto its widespread adoption and use. Much has to be done –as Edison is reputed to have said, ‘it’s 1% inspiration and99% perspiration!’ – to make ideas into successful reality.His skill in doing this created a business empire worth, intoday’s prices, around $21.6 billion. He put to good usean understanding of the interactive nature of innovation,realizing that both technology push (which he systematizedin one of the world’s first organized R&D laboratories) anddemand pull need to be mobilized.

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Inovasi Produk

TeleponPenemuannya radikal, dari sesuatu yang tak terbayangkan kemudiandigunakan berangsur untuk kepentingn lain. Kemajuan yangberangsur (incremental) dari teknik mekalnisme elektronik, mobiletelephone, sampai kepada smart phone yang mempertemukanperhitungan hingga komunikasi.

Inovasi Pelayanan

Sejumlah bisnis melakukan perbaikan, inovasi secara relatif,diantaranya - hotels, cinemas, hairdressers, schools, etc. Tapiperan daripada inovasi ini teramati pada efisiensi, diferensiasipelayanan, dan membangun loyalitas pelanggan.

Inovasi apa yang membuat pelanggan jadi Loyal? (diskusi)

Incremental VS Radical Innovation

Penghubung antara incremental dan radical sulit dibuat-sulit membedakannya dari pemilik. Untuk beberapaperusahaan, perubahan atau inovasi dapat terlihatincremental, tapi lain halnya bagi yang lain dapat terlihatada perubahan besar.shift.

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Bentuk Inovasi

‘PRODUCT INNOVATION’ – changes in the things(products/services) which an organization offers;

‘PROCESS INNOVATION’ – changes in the ways in which theyare created and delivered;

‘POSITION INNOVATION’ – changes in the context in which theproducts/services are introduced;

‘PARADIGM INNOVATION’ – changes in the underlying mentalmodels which frame what the organization does.

Mengelola Inovasi

It would be wonderful if the solution to the innovationmanagement problem involved one or two simple actions –for example, ‘spend more money on R&D’ or ‘increase yourmarket research budget’. Unfortunately extensive researchon the innovation process tells us otherwise – it’s less aboutbeing really good at one instrument than trying to conduct ahuge orchestra and get everyone to play in time, bringingtheir particular skills and creativity to the process but alsomaking sure they stay on the same page of the score or(sometimes) that they are playing the same piece of music!

Kemungkinan Gagal:

......an organization with no clear innovation strategy,with limited technological resources and no plans foracquiring more, with weak project management, withpoor external links and with a rigid and unsupportiveorganization would be unlikely to succeed ininnovation.

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Kemungkinan berhasil

........one which was focused on clear strategic goals, haddeveloped long-term links to support technologicaldevelopment, had a clear project management processwhich was well supported by senior management and whichoperated in an innovative organizational climate would havea better chance of success.

Operasi dan Inovasi

Kuncinya untuk strategi operasi adalah bagaimanamanajemen memastikan bahwa cara yangdilakukan organisasi adalah menggunakanpengetahuan. Ini banyak terjadi karena belajarkarenana menggunakan (learning by doing),mengambil pengalaman untuk pembelajaran dimasa yang akan datang.

Operations and Innovation

The key message here for strategic operationsmanagement is to ensure that the ways in which theorganization carries out its various tasks are tuned tocapturing and using knowledge. And much of thiscomes through learning by doing, trying things outand capturing useful lessons from that experience fornext time.

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Innovation has always been a multi-player game, onewhich involves weaving together many differentstrands of what could be termed ‘knowledgespaghetti’ to create something new. So building richand extensive linkages with potential sources ofinnovation has always been important

Inovasi Kolektif

Menggunakan Pemipim Inovasi

As Eric von Hippel of MIT has shown over many years, the idea thatusers are simply passive consumers of new products and services istoo simplistic (Von Hippel, 2005). Most users have views, opinions,ideas and reactions to those innovations and a significant proportionare prepared to put their frustration, inspiration or desire forsomething different into action and create their own products. Oftenthese are simple sketches or crude prototypes but they can be pickedup by manufacturing and service organizations, polished anddeveloped to the point where they are offered to the wider marketplace.

Bentuk Inovasi

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The 4Ps of Innovation Space

Model Sederhana Proses Inovasi

Poin Kunci

Inovasi bukan barang lukz, tapi keharusan,dibutuhkan untuk berkelanjutan dan pertumbuhan.

Walau prosesnya tanda tanya, itu bukanlahpertaruhan, terbukti, dapat dikelola untukmewujudkan keunggulan kompetitif.

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Poin Kunci

Kuncinya adalah bagaimana memahami proses yangterjadi dan mengarah kepada satu tujuan, mencapaitujuan organisasi dalam rangka membangunkeunggulan bersaing.