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 world of business 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. Unlike monopolies of the past, these monopolies are a result of 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 eco system of innovation that is complex and systemic in nature and as a consequence requires a portfolio of solutions.
Transport for NSW has a strategy of People, Process and Systems so that they develop their own internal innovation consultancy capabilities and don’t have to rely on outside consultants to provide this capability.
People covers capability, recognition, culture and leadership
Process is their configuration of activities. The foundation of which 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 that 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. Levels 4-7 are typically done within the Boeing Technology Centres where focus is on prototyping. Levels 8-10 are for commercialisation either within Boeing or alliances. This technology readiness is very useful as invariably we are too optimistic as to when and what shape emerging technology will take, long before it is even out of a concept stage.
To “cross the chasm” between level 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 and identify gaps and then look for 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.