transport plane train cars

Step Change Commercialisation in Transportation

Collaborative Circle outputs

Through the Hargraves Step Change Commercialisation Group hosted by Griffith Hack, Hargraves members heard from two inspiring leaders. Scott Bourke, Lead OD Business Partner – Innovation, Transport for NSW and Jason Armstrong, Manager, Boeing Technology Centre.

Transport for NSW

Scott covered the changing dynamics of the new business world, which has seen a shift from a base of diminishing returns and commoditisation to one of increasing returns. These increasing returns are a result of you dominating/monopolising your niche. However, unlike past monopolies, these monopolies result from fierce competition and rapid changes in value propositions as alternatives become available (on what is now a global market) that address the functionality in question.

Open innovation requires an open ecosystem of innovation that is complex and systemic in nature. As a consequence, this requires a portfolio of solutions.

Transport for NSW has a strategy of People, Process and Systems. Using this process, they develop their own internal innovation consultancy capabilities rather than relying on external consultants.

  • People includes capability, recognition, culture and leadership
  • Process is their configuration of activities. The foundation of this is an Innovation Toolkit that’s scalable across the organisation and provides a common platform and language from which individuals can develop their own solutions to the challenges they face.
  • Systems to facilitate collaboration and ideation.

Boeing Technology Centre

Jason covered the Boeing Approach to R&D. Their R&D focus is based on NASA’s technology readiness level criteria. Levels 1-3 are typically left to universities and other technology partners to enhance Boeing’s technical capabilities. Next, levels 4-7 are typically done within the Boeing Technology Centre, where the focus is on prototyping. Finally, levels 8-10 are for commercialisation either within Boeing or alliances. This technology readiness is very useful. However, we are invariably too optimistic about when and what shape emerging technology will take, long before it is even out of a concept stage.

To “cross the chasm” between levels 3 to 4 and 7 to 8, a heavy emphasis is placed on thorough documentation so nothing is missed or left to chance. They map out their technology capabilities, identify gaps, then find likely sources to fill these gaps.

Boeing also segments their technology into various categories based on the relative IP strategic value versus its’ relative technology strategic value.

Once this has been established across their various projects, they plot the IP value versus the business value to ensure that they have the appropriate funding allocated to the segments that matter.

We thank Griffith Hack for their support. To learn more about innovation and commercialisation, contact us.

Shopping Cart
Scroll to Top