designing sustainable innovations k. christoph keller director future business initiation
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Designing sustainable Innovations K. Christoph KellerDirector Future Business Initiation
I T-R 12 I K. Christoph Keller I June 2011
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An ex-ante approach
Process and cost involved
Needed: an ex-ante approach for designing sustainable innovations.
Integrating with the stage-gate processes established
Costs for changing a product after the concept is finished are enormous– Changes to finished
products are unlikely
IDEA
LAUNCH
100%
Time
Costsdetermined
Costsrealised
Source: Author
I T-R 12 I K. Christoph Keller I June 2011
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KSB in brief
Quality, Excellence, reliability and a global perspective.
Global Headquarters Frankenthal Experience since 1871
A global enterprise Everything from a single source
KSB is one of the leading suppliers of Pumps, Valves, system solutions, and Service.
Financial year 2010
Order intake: € 2,075.0 million
Sales revenue: € 1,939.3 million
Earnings (before taxes): € 135.8 million
Employees: 14.697€
KSB-Produktionsstandorte
KSB-Vertriebs- / Servicestandorte
Source: KSB AG
Waste Water
Energy
Water
Building Services
Mining
Industry
Waste Water
Energy
Water
Building Services
Mining
Industry
I T-R 12 I K. Christoph Keller I June 2011
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Innovations for the Future
Case Study: KSB River Turbine
Hydropower without transverse structures.
Hydropower that actually improves the ecological situation
Installed in a world-heritage area that is a FFH nature reserve too!
Photos show assembly and installation of one prototype
Source: KSB AG. L. Vorpahl
Preassembly at the Halle factory
While lowering into the river Rhine
Final Assembly
En route to St. Goar
I T-R 12 I K. Christoph Keller I June 2011
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Theoretical backgrounds
Five Dimensions of Foresight Projects
Internal and external perspectives of the organisation / institution
Objects vs. Subjects
Source: Keller, 2009, Lecture at FH-Emden-Leer
Integrationmodel
Objectives
Procedure model
Knowledge model
Politics model
Management model
Methods
Purpose
I T-R 12 I K. Christoph Keller I June 2011
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Theoretical backgrounds
How the framework was created
A glance at the theoretical foundations
Integration Model
Procedure Model– Methods
Knowledge Model
Politics Model
Management Model
Purpose and Objectives
Source: Model: Keller, 2009, Lecture at FH-Emden-Leer; See conference paper for a full bibliography
Socio-TechnicalSystem and
Diffusion
Creating a workingfront end of innovation
Generic foresightprocess framework
Cascade model
Corporate hierarchyComplex social systems
Stage-Gate
Scanning Literature review Technology
Forecasting Relevance Trees MACTOR Interviews Business-Model-
Design Scenarios Competence tree
of the corporation
Reconciling the sustainabilities:„people, profit, and planet“ in product development
I T-R 12 I K. Christoph Keller I June 2011
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Business Opportunity Scanning (BOS)
Four perspectives in context
For example:
How is business actually being done?
What is the structure of the industry?
Which is the technology preferred?
Context
BusinessSystem
Technology System
Region Application
SocialTechnological
Economical
Environmental
Political
Source: Author
I T-R 12 I K. Christoph Keller I June 2011
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BOS.V3
Analysis, design and evaluation are intertwined.
Business-Opportunities are dynamic.
In the course of the study, business opportunities change
Measuring and making the future are equally important
Business Model
Business Opportunities
FutureBusinesssystem
FutureTechnology
system
Future (of)Regions
Future (of)Applications
FutureContext
Co
mp
eten
ce t
ree
w/
Ch
ang
e re
qu
ired
Key Deliverables
KSB’s Markets +
Products
KSB‘s Capabilities
Competencies
ImpactMonetary and non-monetarySource: Author
I T-R 12 I K. Christoph Keller I June 2011
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BOS.V3
Integration in the PDP
This process is
part of ZN56008 (a company standard)
mandatory for innovative projects
geared towards integrative and systemic understanding
aimed at raising the full potential of innovations
Pilot Study
I
Main Study
IIBusiness Design
III
Establish relevance, collect information
KSB Relevance
Selection Criteria
Scanning
Order knowledge
Analyse and interpretation, create knowledge
Analyse, 4 perspectives
Synoptic prospection
– Scenarios
– Fit-Criteria
Make an action plan
Design business model
Describe key-deliverables
Prepare final evaluation of the BO
Idea and evaluation
1
Clarif. of objectives
2Concept / detailed planning
3
Realisation
4
Operation
5
End of obligations
7
End of product life
6
GOProject
GORealisation
Source: KSB AG
I T-R 12 I K. Christoph Keller I June 2011
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Contact and Copyright
KSB AktiengesellschaftK. Christoph KellerJohann-Klein-Straße 967227 Frankenthal
Tel. +49 6233 86-3249E-Mail: [email protected]
Herausgeber
KSB Aktiengesellschaftvertreten durch den Vorstand: Dr. Wolfgang Schmitt, Dr.-Ing. Peter Buthmann, Prof. Dr.-Ing. Dieter-Heinz Hellmann, Jan Stoop
© Copyright 2002-2011 KSB Aktiengesellschaft