Business Model Generation Summary – Download this article as a PDF on We Must Grow Our Garden. Voltaire (1694–1778) In Candide, or All for the Best Abstract
Innovation depends on creativity and ideas generated through knowledge and research that make ideas work. However, these two activities are highly dependent on the people who perform them. As demonstrated by a pilot project at Hydro-Québec’s research institute (IREQ), any approach that does not take this understanding into account will fail. This paper aims to develop a knowledge and idea management system designed as a coherent ecosystem that takes into account all regulatory factors and is based on stakeholders’ interests and preferences. This ecosystem is the result of careful design of every aspect that should be taken into account in a business model. A business model approach involves not only developing a value proposition for knowledge and idea management appropriate to target customers, but also a better understanding of the resources and activities required to deliver this value proposition, and especially the means of financing them. Key to the development of such an ecosystem is the creation of fully functional innovation communities, which are responsible for building and nurturing their ideas and knowledge assets and deriving value from them.
Business Model Generation Summary
Creativity plays an essential role in the innovation process as it generates ideas that initiate innovation. Ideas emerge at each stage of the process and they correspond to different challenges such as responding to a problem, meeting a goal objective, solving a problem, using knowledge or understanding a phenomenon. But knowledge makes it possible to put ideas into action and to do something new. In addition, knowledge fuels creativity and ideas fuel research. Thus, the success of innovation depends largely on these two activities, which in turn depend on the people who perform them.
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The need to manage both knowledge and ideas simultaneously is a key innovation management challenge at the Institut de Recherche de Hydro-Québec (IREQ), the research institute supporting Hydro-Québec, the state-owned public utility that generates, transmits, and distributes electricity throughout the Canadian province of Quebec. IREQ has a staff of around 500 including scientists, technicians, engineers and specialists. The organization’s work covers the following five priority areas: i) Smart Grid, ii) Aging of materials and long-term viability of facilities, iii) Efficient use of electricity, iv) Renewable energy, and v) Battery materials and electric transportation. IREQ owes its existence to the success of its innovations and thus to the creativity, knowledge and know-how of its staff and its state-of-the-art facilities. Faced with a context of energy in transformation and with major scientific advances, it is essential that IREQ clearly manages not only its innovation projects and its research activities, but also its creativity. This article draws on projects and research to address this challenge over the past five years at IREQ, where the author is responsible for strategic innovation and creativity.
Based on its own survey of staff, managers and researchers and benchmarking with similar companies, IREQ has identified a number of problem areas related to creativity:
The proposed approach to tackle these problem areas was tested in a pilot project in 2011. Its aim is to recognize creativity as a full-scale activity that can be carried out continuously without necessarily being linked to any project. It established a repository of ideas designed to desynchronize the time ideas are generated from the time they are used and to favor the sharing of ideas and their development (Nagger, 2010).
The approach used in the pilot project was successful to an extent, as it brought together many participants within the staff of IREQ, but it revealed new difficulties (Nagger, 2012):
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In previous studies (Harvey et al., 2013; Naggar et al., 2014), we examined the management paradoxes associated with these difficulties and presented some ways to overcome them.
However, the present article addresses the problem using a different approach. It proposes that a knowledge and idea management system should be developed that is designed as a coherent ecosystem that takes into account all regulatory factors and is based on stakeholders’ interests and preferences. What we call a “system” is a set of processes, people, tools, and ways of being organized. And, we say it’s an “ecosystem” because we want this system to function naturally. However, we noted that a good design of this ecosystem needs to take into account the same factors that are usually taken into account in a business model. Indeed, a business model approach involves not only developing a value proposition for knowledge and idea management that suits target customers, but also a better understanding of the resources and activities required to deliver this value proposition, and especially the means of financing them.
This followed a conference presentation by Yves Pignour in Montreal in 2013 (Pignour 2013) – in which he presented the business model canvas developed at the Université de Lausanne with his colleague Alexander Osterwalder (Osterwalder et al., 2010, 2011 – that IREQ) began to experiment with this approach for strategic innovation project proposals. . The interest of this method is that every condition for the success of the project is systematically considered, especially getting the support of the target customers. From this experience emerged the idea that the business model Canvas can be applied to a knowledge and idea management system, where the target customers are the individuals involved in the system and thus the stakeholders of the ecosystem we want to create.
Each of the remaining sections of the article corresponds to one or more sections of the canvas. First, we are interested in stakeholder profiles and motivations, and we present the value this ecosystem proposes to each of them. Then, we identify the key activities required for the system to keep its promises. We are interested in what makes these activities possible, i.e. the channels for obtaining value and the type of relationships to be maintained between key stakeholders, partners and stakeholders. Finally, we determine the cost associated with operating the system and how to finance it. Figure 1 presents this economic model, which will be explained in more detail in the following sections.
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Figure 1. Knowledge and idea management business model, based on Osterwalder and Pignier’s business model canvas (Osterwalder et al., 2010, 2011).
When motivating stakeholders to adopt a technological innovation process, the first thing to do is to try to understand what motivates them and what worries them. Each stakeholder, researcher, technician or manager can be described by a combination of four typical profiles, which we have described in Sol Parellada’s (2012) work on small and medium-sized creativity according to the principles outlined in Figure 2. Industries:
When knowledge and ideas are successfully managed, each stakeholder sees enough wins to motivate their active, voluntary participation in the process. Every stakeholder asks: What’s in it for me?
Concept-Knowledge (C-K) theory was developed under the direction of Armand Hatchuel (2010) at Maine Paris Tech, and it teaches us that ideas or concepts (C) are developed by a tree-structured elaboration process. One of the main drivers in the generation of new concepts is new or newly recalled knowledge (K). The branch ends of the tree structure of the concept expansion process are, finally, the imaginable boundaries. Knowledge, on the other hand, can be represented as an archipelago composed of islands, each corresponding to an area of knowledge that is developed separately. By developing knowledge and making connections between knowledge islands, imaginable boundaries can be pushed back. (Hatchuel, 2010; Le Masson et al., 2014).
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As shown in Figure 3, various activities drive the concept-knowledge dynamic suggested by C-K theory. Here, a distinction is made between three main types of activities: i) informal “underground” activities realized freely by stakeholders without management intervention; ii) formal “surface” activities financed and managed by the company; and iii) “intermediary” activities favored and supported by management but aimed at promoting and directing informal activities. The activities described in Figure 3 can be summarized as follows:
Underground activities do not require any dedicated resources. Although higher-level activities require the full array of resources that RDD demands, nothing new is needed since we are already in a technological innovation scenario.
Medium activities to stimulate creativity, disseminate knowledge and conduct RDD upstream, on the other hand, require new types of resources:
In addition to the resources of the research organization, the knowledge and idea management system should include external members in its communities. Coming from the scientific community, the user community or the supplier community, these members enrich the sharing by bringing different perspectives, new knowledge and original ideas.
What Is The Value Proposition Canvas?
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