4 Leaf Model The evaluation process first starts with assessing the companies work processes and business model understanding in 15 different areas. Gaps are found between the company and the best-practices of competitors. The financial value of these gaps is also determined by knowing from a competitive dataset, how much book value similar [...]
In the knowledge economy, more than 80 percent of all assets of companies are intangibles i.e. Intellectual Capital. Determining the real value of these assets is crucial to any investment decision. Thus it is critical for a company to obtain a fair valuation of these assets, be it either a corporation or venture. [...]
Agile / Lean IP Integration As shown in the "Agile/Lean Integration" figure, the goal of the IP supporting personnel should be to integrate their activities into the agile development methodology. This means the project development team should be IP-educated before entering into the planning phase where initial IP priorities are identified. In the [...]
Companies typically have a system in place for new ideas. These include systems for identification, evaluation, and handling new products and service opportunities. They also typically have a somewhat aligned their R&D and IP portfolio integration with business strategy. And finally they often have a core business that has evolved its business strategy [...]
The Dyadic Fourth Generation R&D Organization On the operations side of 4G innovation the Tenth Principle of 4G directs the creation and operation of two new types of innovation labs that supplement traditional R&D labs and market research activities such as focus groups and surveys that are jointly staffed by partner organizations. The [...]
Eleven Component Parts of a Business Model in Fourth Generation R&D When it comes to developing a 4G business model, the template is shown in the “Eleven Component Parts of a Business Model in Fourth Generation R&D” figure. The 4G business model is an extension to the model described by Alexander Osterwalder. The [...]
Spiral Innovation Process of Fourth Generation R&D The spiral process shown in the “Spiral Innovation Process of Fourth Generation R&D” figure incorporates tests of many business assumptions including the attributes of value described by the Eighth Principle of 4G. The spiral process helps build a business model in the outer process loop shown [...]
Fourth Generation R&D Innovation Path Matrix Relating this body of work back to the Strategic Planning Section III, one can see in the 4G Innovation Path Matrix Figure how one moves from “knowing what you know” and “incremental innovation”, upwards towards accessing “not knowing what you don’t know” and “radical innovation”. The insight [...]
For radical innovation to be successful both the business model and the technology must be simultaneously created. The “The Two Nested Innovation Processes of Fourth Generation R&D Management” figure shows how this works at a high level. The Two Nested Innovation Processes of Fourth Generation R&D Management The outer loop is an innovation [...]
The Six Phases of Innovation in Fourth Generation R&D Management It is a pair of nested iterative nonlinear innovation processes that enable business organizations (including its capabilities, business model and industry structures, supplemented with its suppliers as partners) to create a much higher level of value from radical innovation. The pair of iterative [...]
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