Designing radical business model innovation : a case study
Buckley, Matthew, Beames, Morgan, Bucolo, Sam, & Wrigley, Cara (2012) Designing radical business model innovation : a case study. In Participatory Innovation Conference 2012, 12-14 January 2012, Swinburne Lilydale Conference Centre, Melbourne, VIC.
“The process of innovation is often seen as being very linear, with research results, new technologies or user insights being channelled, often prematurely, into specific products and process” (Kyffin and Gardien 2009). It is precisely this perception of innovation-as-linear-process which this paper seeks to challenge. While there are many current theories and much contemporary literature available which discuss the management and catalysts of innovation, what is missing are examples of how innovation occurs from the application of these theories and literature (Wrigley & Bucolo 2010). This paper addresses both this gap and perceptions of the viability of linear innovation by presenting a case study for the commercialisation of a core technology (a cleantech, semi-portable mass-energy generator posited as a direct competitor to conventional energy provision systems), within an 18-month timeframe by the use of the Design-Led Innovation approach: “a process of creating a sustainable competitive advantage by radically changing the customer value proposition” (Bucolo & Matthews 2011).
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|Item Type:||Conference Paper|
|Keywords:||design led innovation, design thinking, business model|
|Subjects:||Australian and New Zealand Standard Research Classification > BUILT ENVIRONMENT AND DESIGN (120000) > DESIGN PRACTICE AND MANAGEMENT (120300) > Industrial Design (120305)|
|Divisions:||Past > QUT Faculties & Divisions > Faculty of Built Environment and Engineering|
Past > Schools > School of Design
|Copyright Owner:||Copyright 2012 [please consult the author]|
|Deposited On:||16 Jan 2012 08:28|
|Last Modified:||17 Jan 2012 06:44|
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