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There are 68 search results for: open innovation

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Sailing A Blue Ocean of New Service Concepts
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Category In Practice
  #In Practice
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Work in Progress Early Thoughts

Need a way to discover new concepts for your service?

Blue Ocean Strategy contains a few tools that give a great way to look at and discover New Service Concepts (one of five dimension in our services innovation model).

We take Gallouj & Weinstein's idea that a service is a matrix of four sets of characteristics. And say those characteristics are the attributes in a Blue Ocean Canvas. Then, using the Blue Ocean Four Actions Framework we can ideate service concepts by either raising, reducing, creating or eliminating characteristics.

The resulting new service concepts nicely adhere back to Gallouj & Weinstein's categorisation of service innovations: radical, improvement, incremental, ad-hoc, recombinative (architectural) and formalisation

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Why are you innovating? Part one – organisation type
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Category In Practice
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We can fall into the trap of thinking innovation means the same thing for all the different types of organisation that exist. I look here at why we innovate in general, and then why five different types of organisation (product companies, service companies, social entrepreneur, digital native startup and an IT consultancy- a type of technical Knowledge Intensive Business Services (KIBS)) innovate to see the differences.
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A theoretical approach to the construction of technological output indicators

Saviotti, P.P., Metcalfe, J.S. (1984)

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Research Paper
Abstract: In this paper a framework potentially useful for the development of indicators of the output of technological innovation is described. The approach is based on a characteristics description of product technology. A product is considered a combination of three sets of characteristics, one describing the technical features of the product, one describing the services performed by the product, and one describing the methods of its production. These sets of characteristics are related by patterns of mapping. The potential applications of the framework to the development of indicators of the output of technological innovation and to the analysis of diffusion and technological substitution are outlined. Also, the relationship of this framework to the concepts of technological regimes, technological guide posts and dominant design is described.


Builds on Lancaster’s work to create a model of product innovation, based on products being a combination of three sets of characteristics. Gallouj & Weinstein build on this to build a model of service based on interpretations of these characteristics. And this is what I use to interpret a model of service in a more […]
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Service as Characteristics – examples
competencies customer co-creation final intangible internal provider integrations self-service technical tangible
Service Types as Characteristics
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Category Case Study
    #Case Study
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Work in Progress Early Thoughts

We'll look at describing some examples of services using my update to Gallouj & Weinstein "service as characteristics" model.

And we'll take some examples from across the service-service continuum. From self-service - which includes what we would have called goods in the old days - through to full service.

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Updating Gallouj & Weinstein’s “Service As Characteristics” Model
competencies customer co-creation final intangible internal provider integrations self-service technical tangible
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Category Tools
    #Tools
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Work in Progress
Whilst Gallouj & Weinstein’s model is a great way of understanding a service – and systematically hunting for innovation – there are some updates we can make to bring it into an even more usable form. These are: using service-dominant logic terminology – beneficiary instead of the customer, for example. reflecting the network/ecosystem nature often […]
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Goods-dominant Logic
embed value exchange use-up value miss circualar economy goods marketing myopia output-focussed miss co-creation value-in-exchange
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Category Background
  #Background
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When our ways of thinking, acting and behaving are based mainly on goods, then we are following a goods-dominant logic

Such a logic leads us to see a world where

  • Manufacturers embed value in a goods
  • Customers use-up/destroy that embeded value
  • Focus is on how to extract maximum return at the value exchange between manufacturer and customer

It is a logic that has been sufficient for nearly 300 years. But we will argue later that it is no longer sufficient, given that services are eating the world.

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Service-Service Continuum
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Category Tools
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As we see goods as a way of delivering service, the traditional goods-service continuum makes less sense.

However, we can observe a (self-)service-service continuum. Where we move from predominantly service provider's goods used to transport service through to more use of provider's systems, physical resources and employees.

The continuum exposes various non-functional progress beneficiaries seek to make.

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Goods are good; services bad – not quite
intangibility scalability inconsistency customisation inseparability involvement marketing mix inventory 'value creation on use(s)' 'service are good'
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Category Understanding Service
    #Understanding Service
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In a goods-dominant logic, we define services in contrast to goods. And the definition leads to negative interpretation of service. Goods are good, services are inconsistent, inseparable, can't create an inventory etc

But is this tarring of service justified and correct? Not really. And we'll summarise two papers in this article to highlight this:

  • Lovelock & Gummerson show that not all goods-dominant logic attributes for services are applicable to all services.
  • Lush & Vargo show that these negative attributes should be looked at as benefits.

Intangibility powers scalability, inconsistency is really customisation. Lack of inventory reduces costs and focusses value creation at the point of consumption. And inseparability/involvement leads to the benefit of co-creation of value.

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Increasing the Innovativeness of Organisations
customer entrepreneurial increasing innovativeness learning market orientation service sharing tools
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Category Tools
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Work in Progress

How can we increase the potential innovativeness of our organisation?

It turns out 3 orientations impact the potential innovativeness of our organisation. And in turn the business performance. Increasing these orientations impacts innovation performance. They are:

  1. Market orientation - gaining and using intelligence on customers
  2. Learning orientation - creating and using knowledge
  3. Entrepreneurial orientation - how entrepreneurial the organisation is (attitudes and behaviours to innovation, pro-activeness and risk-taking).
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