Esther Baldwin：管理创新以获取价值

　　美国英特尔集团创新副总裁 Esther Baldwin

　　从已经获得财富的国家或个人的经历中，我们可以很容易地寻找到许多获得财富的方法。其中一些方法值得学习和借鉴。作为一名致力于信息技术创新的专家，我今天就这一问题谈一些观点。

　　我认为，创新就是将新事物引入企业，并让它能够产生价值。所谓创新，其中20％是发明，80％是重复利用。通常有三种创新能够产生财富。

　　一是根本性创新。例如汽车和飞机的发明，从根本上改变了人们和物品在世界范围内的运输模式。再如信息技术方面，微型处理器的产生也是一种根本性的创新。

　　二是渐进性创新。渐进性创新就是使产品性能更好、价格更便宜。我们今天能够乘坐更加安全、载客量更大、速度更高的飞机旅行，微型处理器比起20年前的处理器先进了很多，这些都是渐进性创新的成果。

　　三是重复应用性创新。这种创新，就是将已有技术只作很小的改变或根本不作改变，然后将它用于新的领域，从而使开发该项技术所投入的资金获得更大的收益。例如医院用超级胶水粘合伤口替代针线缝合伤口，再如计算机辅助设计工具的应用领域从建筑业、航空业扩大到了电子工业等等。

　　我们必须看到，很少有根本性创新的发明者能够从他们的发明中获得很大利润。我们能够叫出这些发明家的名字－－托马斯·爱迪生、亨利·福特、怀特兄弟。而那些从事渐进式创新的公司，却获得了最大的经济利益和快速的增长，并且能够领导整个行业。如波音，AT＆T，以及索尼、联想、宏基等等，都是这样。

　　重复应用性创新，则是能够在更低的成本之下促进公司的增长。我们很难举出某一个人单独进行渐进性创新的例子。这种创新通常要由一个团队来完成。亚洲文化中的合作精神，更好地促进了渐进性创新。

　　我认为，对于亚洲国家来讲，当你们展望未来的时候，能够记得过去你们已经为世界提供了什么，这是非常重要的。这一地区发明了纸、印刷术、指南针、火药，还有其他一些根本性创新或渐进性创新。你们已经改变了世界。今天，亚洲国家正在发展它们的工业和技术，更多西方的研究和发展机构也在搬到亚洲来。在这种情况下，对于亚洲国家来说，提高保护其渐进性创新的知识产权的能力，就变得尤为关键。我们发现，在英特尔公司中，创新是被作为一种横向商业过程来管理的。我们将其命名为“系统性创新”。创新并不等同于创造力。IT公司由于注重对员工的知识产权教育，专利申请的比率上升了400％。随着接受教育的人数进一步增加和专利意识的普及与强化，这一数字还在增长。

　　人们天生就具备创新的能力。然而在获得和保护知识产权的过程中，则不能缺少必要的沟通和奖励机制。通常人们过于关注自己的工作，以至于很难抽出时间去统计他们申请了哪些新的知识产权，并及时起草文件来保护这些权利。

　　将这些步骤列入每个项目的管理计划，保证项目结束时有专门的知识产权申请过程，并将它作为项目最终交付使用之前的一个环节，是非常必要的。知识产权保护的管理，只是创新管理项目中很小的一部分。一个完整的创新管理的项目还包括促进知识产权的增加。这一完整的系统应该包括方法论、系统、工具和过程，以论证管理责任，提供帮助、培训、考评办法和奖励机制。如果你看一看Doblin关于在创新中哪些方面可以创造价值以及投资去向的研究，你可以学到怎样投资能够获得更多的价值。

　　公司通常所关注的是产品领域。但是在今天，其他领域往往能够产生更多的价值。从知识产权中获得财富的困难之处，在于将一个创意转化为商业产品或者服务。这也被称为“穿越峡谷”（语出Geoffrey Moore）。这也是团队为什么是重要角色的原因。因为团队能够运用其掌握的不同领域的技术将一项创意转化为一款商业化的产品，而不是发明它。作为领导，我们有责任提供设施和培训，让所有的人参与创新过程，寻找到最好的方法，设计出容易使用的产品。任何一家公司，只要通过一个规范的管理过程，都能够产生更多的创新成果。这也就要求管理层将该过程置于合适的时机，并给予支持。英特尔公司愿意与其他公司和组织分享行业信息，以便于我们相互学习沟通，搞清楚什么是可行的，什么是不可行的。英特尔的目标不仅仅是将技术做得更好、更智能化、更廉价，而是通过科技创新使人们的生活更加美好。

　　Managing Innovation for Value

　　Esther Baldwin

　　Distinguished guests and attendees of this important conference for Jieyang and China, I am honored to be asked to share some thoughts today.

　　There are many tried and true paths to wealth that can be easily identified by looking back at the people and countries have that achieved wealth and prosperity. Some methods are worth learning from and re-using.

　　As an Information Technology Innovation expert I will focus on this area for my comments. They are based on a series of books that began with Managing IT for Business Value and will end with a book I am co-authoring called Managing IT Innovation for Business Value that will be released in July next year. The underlying premise is that you can manage innovation as a lateral business process in a similar way that you manage Quality or Safety, with discipline. There is a maturity curve for installing and managing an Innovation Process. We use a self assessment tool based on a model that begins with Management Commitment to measure where a group is on that maturity curve. We define innovation as the introduction of something new which creates value for the organization that adopts it. Value is the key word. It is 20% invention, 80% re-application. There are three types of innovation that generate wealth - Radical, Incremental and Re-applied.

　　Radical Innovation, such as the car and the airplane that radically changed the way people and products are transported around the world. An IT example would be the microprocessor;

　　Incremental Innovation, which makes products better faster and cheaper, so we traveled here today in safe airplanes that can carry many passengers, more quickly than before. The microprocessor today is many generations better than 20 years ago. The microprocessor improvement ramp fueled the greatest growth in the History of Intel all incremental innovation.

　　The last type of innovation is re-applied innovation. This allows you to re-apply inventions to new markets or new uses with very little to no change and therefore achieves great use of sunk capital. For example super glue is now used in hospitals as a replacement for sewing with thread stitches and computer aided design tools migrated from architecture to aerospace to the electronics industries.

　　It is important to realize that very few radical inventors gained the most financial benefits from their invention. We can name the creators of these inventions - Thomas Edison, Henry Ford, The Wright Brothers. It was the companies that financially, fueled growth and drove entire industries such as Boeing Corp, AT&T, Sony, Lenovo, Acer. It is re-applied innovation that further fuels growth at lower cost. It is very difficult to name one single person that achieved major incremental innovations such as the Boeing 747; it is usually teams that do this. The Asian culture of co-operation and team work lends itself very well to incremental innovation. I think it is important for Asian countries to remember with pride what they have already given the world in the past as you now look forward to the future. This region gave the world paper, printing, the compass, gunpowder, and many other radical and incremental innovations. You have already changed the world. As Asian countries develop and grow their industry and knowledge capital and as more and more western research and development facilities are moving to Asia, the ability to capture and protect intellectual property especially for incremental innovation is crucial. We have found in Intel that innovation can be managed as a lateral business process with discipline. We call this "systematic innovation". Innovation is not about creativity. When people in the IT organization were trained how to recognize intellectual property and how to follow the process for protecting it, the rate of patent fillings jumped 400% and is still climbing as more people are trained and the knowledge spreads.

　　People are inherently innovative however the process of harvesting and protecting intellectual property must be easy, communicated and rewarded. Often people are so focused on their work that it is hard to take the time to think about what new intellectual property has been created and then generate the documents for protecting it. It is important to put this step into each project management plan and ensure proper closure of projects with an intellectual property harvesting session as part of the final project deliverables. Managing intellectual property protection is only one small piece of an innovation management program. Having a complete program for managing innovation is also a stimulus for increasing intellectual property. This complete system should include methodology, systems, tools and processes that demonstrate management commitment, provide support and training, measurement and reward systems. This results in a systemic innovation system that delivers value. If you look at the research done by Doblin on where value has been generated from innovation compared to where the investment has been there is a lot to learn about where to invest for more value. 90% of value is a result of 2% of the innovation efforts.

　　Traditionally companies focus in the product area. Much more value has been generated in other area. The most difficult part of generating wealth from intellectual property in converting ideas into commercially viable products or services, sometimes called "crossing the chasm" (Geoffrey Moore). This is where the team again plays an important role since it usually takes a different set of skills to commercialize a product than it does to invent it. As leaders it is our responsibility to provide the infrastructure and training that allows all people to participate in the innovation process and to seek out best known methods and practices that make this easier for people. Any organization can achieve more innovation results from a disciplined management process. It takes management commitment to put the process in place and support it. If someone were to ask me where the next radical innovations will be I think they will be in areas that will again transform people lives and solve the growing needs for access, energy, health care and water. As we further look at the challenges for the Asia region I think there is a huge opportunity for "Digital De-urbanization" that is, using technology to provide jobs where people currently reside so they do not need to relocate for work or education. Intel has offered to share their knowledge in this area with other companies and organizations. We can learn from each other what works and does not work and ultimately Intel believes that in the end, it's not just about making technology faster, smarter and cheaper - it's about using that technology to make life better, richer, and more convenient for everyone it touches. We can transform people's lives with innovation. We can do this. Thank you.