scholarly journals Main Feature List as core success criteria of organizing Requirements Elicitation

2020 ◽  
Author(s):  
Iris Gräßler
Keyword(s):  
Business Models ◽  
Sampling Rate ◽  
Innovation Process ◽  
Technical Committee ◽  
Requirements Elicitation ◽  
Mechatronic Systems ◽  
Smart Systems ◽  
Measurement Systems ◽  
Smart Products ◽  
Feature List

Innovation process and innovation output is positively affected by adequate reference models and supporting means. For this reason, a New V-Model for Engineering Mechatronic and Smart Systems is being worked out by the Technical Committee VDI GMA 4.10 "Interdisciplinary Product Creation". Thus, the directive VDI 2206 "Development methodology for mechatronic systems" from the year 2004 (VDI 2206 2004) is being revised and adapted to the actual trend towards digital transformation of technical systems, business models and ecosystems. The core of the guideline is the V-Model describing mechatronic engineering (VDI 2206 2004). One core success criterium of organizing Requirements Elicitation is the established main feature list first published by Pahl and Beitz (Pahl et al. 1996). Based on this, a new Main Feature List enhanced for the usage in requirements elicitation of mechatronic and smart products is proposed. This Enhanced Main Feature List comprises additional requirements such as sampling rate, bus system, big data usage and fosters result quality and efficiency of requirements elicitation. This was proven and validated by applying it to Inline spectral measurement systems in the printing industry. The proposed Enhanced Main Feature List establishes new fundamentals in research and theory.

Neue Geschäftsmodelle in der Life Science Industrie durch einen ganzheitlichen Innovationsprozess

2021 ◽  
Vol 62 (1) ◽  
pp. 17-29
Author(s):  
Ouelid Ouyeder ◽  
Julia Hitzbleck ◽  
Henning Trill
Keyword(s):  
Business Models ◽  
Design Thinking ◽  
Life Science ◽  
Real Life ◽  
Idea Generation ◽  
Innovation Process ◽  
Innovation Activities ◽  
New Business ◽  
End To End ◽  
Lean Startup

Abstract The aim of this paper is to introduce an end-to-end development process for non-biomedical innovation and new business models of a Life Science company that integrates different methods such as Design Thinking, Lean Startup, Agility and others within one framework. Since 2016 this innovation process is an essential part of the internal Employee Innovation program and proves its applicability in a real-life setting. Projects teams develop and implement their new digital business models successfully by taking the introduced innovation process as guideline. This process enables the Life Science organization to run two global entrepreneurship programs (Catalyst Fund and Catalyst Box) that foster customer focus with fast and evidence-based experimentation. The article encompasses a real-life case study out of the Catalyst Fund program about the Farm Advisory Team from India. By using this example each phase of the innovation process is described schematically. Idea generation is easy-to-apply, but the implementation of ideas is one of the biggest challenges in larger corporations. The proposed end-to-end innovation process connects the dots of different innovation methods and provides guidance to company decision makers and project teams in order to structure their business model innovation activities/strategy and discussions. Zusammenfassung Das Ziel dieses Beitrags ist es, einen durchgängigen Innovationsprozess für nicht-biomedizinische Lösungen und Geschäftsmodelle eines Life-Science-Unternehmens vorzustellen, der verschiedene Methoden wie Design Thinking, Lean Startup, Agilität und andere innerhalb eines Gestaltungsrahmens integriert. Seit 2016 ist der Innovationsprozess ist ein wesentlicher Bestandteil des internen Employee Innovation Programms und beweist seine Anwendbarkeit in einem realen Umfeld. Projektteams entwickeln und implementieren ihre neuen digitalen Geschäftsmodelle erfolgreich, indem sie den vorgestellten Innovationsprozess als Leitfaden nutzen. Dieser Prozess ermöglicht es dem Life-Science-Unternehmen, zwei globale Entrepreneurship-Programme (Catalyst Fund und Catalyst Box) durchzuführen, die den Kundenfokus mit schnellen und evidenzbasierten Experimenten fördern. Der Artikel umfasst eine reale Fallstudie aus dem Catalyst Fund Programm über das Farm Advisory Team aus Indien. Anhand dieses Beispiels wird jede Phase des Innovationsprozesses schematisch beschrieben. Die Ideengenerierung ist leicht anwendbar, aber die Umsetzung von Ideen ist eine der größten Herausforderungen in größeren Unternehmen. Der vorgeschlagene End-to-End-Innovationsprozess integriert die verschiedenen Innovationsmethoden und bietet Entscheidungsträgern und Projektteams in Unternehmen eine Anleitung, um ihre Aktivitäten bzw. Strategie und Diskussionen zur Geschäftsmodellinnovation zu strukturieren.

Innovation Trends in Human Management for Competitiveness in SMEs

2020 ◽  
pp. 1-25
Author(s):  
Rafael Ignacio Perez-Uribe ◽  
Omar Orlando Ovalle-Mora ◽  
David Ocampo-Guzman ◽  
Maria Del Pilar Ramirez-Salazar
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Innovation Process ◽  
Major Influence ◽  
Key Factors ◽  
Business Sustainability ◽  
Management Guidance ◽  
Human Management ◽  
Definition Of ◽  
Organizational Value

Innovation trends in human management are key factors that have a major influence in a company's competitiveness and its business sustainability. Therefore, an innovation process grants substantial and/or incremental improvements in all business processes, thus achieving organizational value that in turn promotes a definition of the organizational strategy and its actions. This definition leads an organization towards developing specific competencies and strengths that are paramount in obtaining concrete results, whilst competing within an ever-changing and turbulent economic environment. Thence, current and future trials and tribulations in sustainable innovation must be directed to all types of business models: commercial, managerial, financial, environmental, and social. It is very important to emphasize that the above must include staying ahead of trends in human resource management, aimed at simplifying processes, management guidance in information flow within the workplace, and building an organizational culture founded in innovation.

Simulation and evaluation of multicriteria planning heuristics for demand response in datacenters

SIMULATION ◽  
2021 ◽  
pp. 003754972110200
Author(s):  
Jonathan Muraña ◽  
Sergio Nesmachnow
Keyword(s):  
Demand Response ◽  
Business Models ◽  
Global Information ◽  
Pareto Analysis ◽  
Smart Systems ◽  
Response Planning ◽  
Energy Demands ◽  
Negotiation Mechanism ◽  
Simulation And Evaluation

This article presents the evaluation of multicriteria planning heuristics for demand response in datacenters and supercomputing facilities. This is a relevant problem for science nowadays, when the growing application of cutting-edge technologies (numerical methods, big data processing, artificial intelligence, smart systems, etc.) has raised the energy demands in datacenters. The proposed approach involves a negotiation mechanism for colocation datacenters, where the datacenter operator agrees prices and quality of service with a group of tenants. Twelve different multicriteria heuristics are proposed for planning using both local and global information at tenants and datacenter operator levels. The proposed approach is evaluated applying simulations over realistic scenarios considering different tenant sizes and heterogeneity levels that model different business models for datacenters. Several metrics are computed and Pareto analysis is provided. The main results indicate that accurate trade-off values between the problem objectives are obtained, offering different options for decision making. The proposed approach provides a useful and applicable method for demand response planning in modern datacenters.

OPEN INNOVATION IN ENTERPRISE DEVELOPMENT STRATEGIES – EMPIRICAL RESEARCH RESULTS

2019 ◽  
Vol 20 (2) ◽  
pp. 121-133
Author(s):  
Helena Kościelniak
Keyword(s):  
Empirical Research ◽  
Open Innovation ◽  
Business Models ◽  
Innovation Process ◽  
Process Models ◽  
Enterprise Development ◽  
It Industry ◽  
Strategic Resources ◽  
Sixth Generation

Open innovation is one of the key strategic resources of enterprises and their environment; it constitutes the sixth generation of innovation process models. This paper, in which the dimensions of open innovation of enterprises of the IT industry have been the focus of attention, is inscribed in this stream of research. The objective of the paper is to present and assess the results of the empirical research relating to the scope and significance of open innovation in enterprise development. In the paper, it has been attempted to present the dimensions of cooperation between enterprises of the IT sector which, through their services, provide opportunities for development of their customers but also search for development potential themselves to compete in capturing value in the market. The empirical research conducted with the case study method in a group of SMEs was oriented to solutions to the problems of exploration and clarifying the scope of open innovation. The value of the paper consists in the presentation and assessment of the dimensions of open innovation processes of enterprises to achieve their more mature forms and build innovative business models.

scholarly journals Business model as an innovation

2021 ◽  
pp. 11-26
Author(s):  
Robert Romanowski ◽  
Magdalena Wieja
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Process ◽  
Customer Experience ◽  
Product Performance ◽  
Customer Engagement ◽  
Market Environment ◽  
Economic Innovation ◽  
The Way

Business model is the way in which an organization develops relationships with their market environment and converts products into cashflow. The chapter focuses on business model as a type of economic innovation. This chapter provides a case study on CD Projekt Red company, the publisher of the Witcher games series. The case of the game covers three types of innovations, i.e., business model, product performance and customer engagement, and is an example of multidimensional innovation process. The case is related to both innovation types: business models and customer experience ones. The aim of this chapter is to diagnose business model innovations on the basis of The Witcher 3: Wild Hunt game created by CD Projekt Red.

scholarly journals Open Innovation for an Inclusive Labor Market for University Students with Disabilities

2021 ◽  
Vol 7 (4) ◽  
pp. 217
Author(s):  
Rosa Espada-Chavarria ◽  
Miriam Diaz-Vega ◽  
Rayco H. González-Montesino
Keyword(s):  
Human Resources ◽  
University Students ◽  
Students With Disabilities ◽  
Open Innovation ◽  
Business Models ◽  
Equal Opportunity ◽  
Innovation Process ◽  
Quality Of Work Life ◽  
Diversity And Inclusion

Social changes, technological evolutions, globalization and even the achievement of sustainable development objectives require the adoption of new business models, in which innovations are considered a cornerstone of achieving and maintaining a competitive and a social advantage. This descriptive and quantitative study discusses the results obtained after implementing an open innovation program to promote access to internships for university students with disabilities, in which three multi-national companies have participated. We used the Job Typicalness, Quality of Work Life and Employment Maturity Interview Questionnaires to collect information. The results show that the jobs performed by disabled participants are similar to those of other workers. This job typicality positively influences their perception of quality of life and job satisfaction. The open innovation process has focused on collaboration to provide accessibility and equity to the procedures of human resources departments for access to employment, that is, external collaboration has been used to offer an equal-opportunity hiring process. The information obtained allows us to conclude that companies need to increase their training and/or knowledge in the fields of diversity and inclusion to eliminate the barriers of access to employment found in hiring processes. This study reveals the importance of this type of open innovation among companies and organizations, not only for establishing diversity-sensitive human resources policies, but also for promoting the talent attraction with equal opportunities and an inclusive labour market.

scholarly journals The evolution of facility management business models in supplier-client relationships

2018 ◽  
Vol 16 (1) ◽  
pp. 38-53 ◽  
Author(s):  
Giulia Nardelli ◽  
Risto Rajala
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Process ◽  
Facility Management ◽  
Business Model Innovation ◽  
Structured Interviews ◽  
Content Type ◽  
Client Relationships ◽  
New Thinking ◽  
Over Time

Purpose The purpose of this paper is to improve the current understanding of business model innovation by outlining how business models unfold over time within supplier–client relationships in facilities management (FM) services. Design/methodology/approach This study of FM services in Denmark consists of an explorative case study and three case studies of FM clients. Both phases, related and overlapping, involved collection and analysis of in-depth, semi-structured interviews and archive data. Findings Findings show that business model innovation entails interorganisational collaboration across different phases of the innovation process. The research demonstrates that external orientation within FM service ecosystems involves both a reaction to changes in the external environment and the proactive involvement of stakeholders throughout business model innovation. Research limitations/implications The selection of business model innovation processes was limited to the Danish context. The sample, although heterogeneous and representative, represented only a fraction of the total population, which may have excluded processes of business model innovation that contradict the research. Practical implications This paper suggests that by observing the business models of the value network over time, organisations could learn from the interdependencies between intra- and interorganisational stakeholders, thereby supporting the monitoring of risks and uncertainties as well as the anticipation of potential consequences of changes in the ecosystem. Originality/value This paper introduces new thinking on the subject of business model innovation to the context of FM. It presents the external orientation of FM business models as a way to combine planned and emergent business model innovation through interorganisational collaboration and value creation in FM ecosystems.

Recommendations to Enhance Communication With Users Through Prototypes and to Assist Open Innovation

2019 ◽  
pp. 147-167
Author(s):  
Thiago Bertolini dos Santos ◽  
Luiza de Castro Olivan ◽  
Luísa Cagica Carvalho ◽  
Lílian Neto Aguiar Ricz ◽  
Janaina Mascarenhas Hornos da Costa
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
New Products ◽  
Innovation Process ◽  
New Business ◽  
Market Needs ◽  
New Business Models

Innovation has been increasingly becoming a major competitive differential for companies. However, innovation alone is not enough. Innovations encompass new products to new business models, but they need well-defined strategies to deliver value according to the market needs and to be well accepted. Innovations looking at differentials for the users should consider their problems, including products and services, so that they can promote solutions to meet the users' expectations. Therefore, the involvement of stakeholders in the innovation process who are beyond the organisation's frontiers, such as users, is important as it allows the inclusion of new abilities, resources, and knowledge in the process of development.

Knowledge Management for the Circular Economy

2020 ◽  
pp. 520-537 ◽  
Author(s):  
Sulaiman Olusegun Atiku
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Circular Economy ◽  
Business Models ◽  
Innovation Process ◽  
Green Industry ◽  
Knowledge Based ◽  
Job Opportunities ◽  
Knowledge Levels ◽  
Strategic Knowledge Management

The place of knowledge management in ensuring effective transition into a circular economy by developing a circular business model as an alternative to the conventional linear economic model is under-investigated. Knowledge coordination, creation, and dissemination capability of a firm are important in developing the green industry and offering new job opportunities. This chapter adopted a literature review approach to establish the link between knowledge management and transition into a circular economy. Findings show that the firm's eco-innovation process depends largely on strategic knowledge management. Therefore, systems understanding and self-motivated creativity are essential professional knowledge levels in developing circular business models for sustainability. Hence, firms need to enhance the knowledge-based for continuous business process improvement, eco-efficiency, and eco-innovation.

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