01800nas a2200229   4500008004100000022001400041245006700055210006600122260004200188300001000230490000600240520111100246653001901357653002101376653002301397653001301420653002601433100002601459700002401485700002401509856003701533       2018                        eng d  a1927-032100aApproach for a Pattern-Based Development of Frugal Innovations0 aApproach for a PatternBased Development of Frugal Innovations  aOttawabTalent First Networkc04/2018  a14-270 v83 aEmerging markets have become increasingly interesting for companies from industrialized countries, but the requirements in these markets differ dramatically from those in the companies’ traditional markets. New products and services are demanded – so-called frugal innovations. Since the challenges for the development of frugal innovations are often quite similar – for example, low income of the target customer, poor infrastructure, etc. – the hypothesis appears that the solutions will also be similar. In our earlier TIM Review article (Lehner & Gausemeier, 2016), we showed how solution patterns for frugal innovations can be derived. The article at hand summarizes those findings and supplements an innovation process for frugal innovation using the solution patterns. The validation based on the example of telemedical assistant systems shows the benefit of the pattern-based development of frugal innovations. The article addresses managers and engineers who plan to introduce frugal innovations, as well as university-based researchers interested in the development of frugal innovations.10abusiness model10aemerging markets10afrugal innovations10apatterns10aproducts and services1 aLehner, Anne-Christin1 aKoldewey, Christian1 aGausemeier, Jürgen  uhttp://timreview.ca/article/114902082nas a2200265   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520126800263653001901531653002601550653002201576653002601598653002501624653002601649653002201675100001901697700002201716700002401738700001701762856003701779       2016                        eng d  a1927-032100aDetecting White Spots in Innovation-Driven  Intellectual Property Management0 aDetecting White Spots in InnovationDriven Intellectual Property   aOttawabTalent First Networkc07/2016  a34-470 v63 aTechnology companies scan the competitive arena for patents to discover research activities and technology trends. Patents are the outcome of innovation processes that take several month or even years, depending on the industry. The process of publishing patents usually lasts longer. A huge time gap of up to several years between early research and development activities and published patents is the consequence. Therefore, a patent is a weak indicator for the identification of early innovation activities. However, the inventor needs intellectual assets such as data, knowledge, and expertise to carry out an innovation process. It is likely that these intellectual assets can improve the competitor analysis – rendering them primary targets. In this article, we introduce a systematic approach to detect intellectual property (IP) activities of stakeholders in selected technology fields (e.g., hiring experts, taking part in research projects, gathering specific data). A technology field with a low intensity of IP activities offers great opportunities, which we call a "white spot". Our proposed approach can help identify the white spots in innovation-driven IP management and thereby help devise recommendations to improve a company’s IP portfolio.10abusiness model10acompetitive advantage10acompetitive arena10aInnovation management10aintellectual capital10aintellectual property10avalue proposition1 aEckelt, Daniel1 aDülme, Christian1 aGausemeier, Jürgen1 aHemel, Simon  uhttp://timreview.ca/article/100302086nas a2200253   4500008004100000022001400041245007000055210006700125260004200192300001000234490000600244520132800250653001901578653002301597653002101620653002301641653001901664653002201683653001901705653002201724100002601746700002401772856003601796       2016                        eng d  a1927-032100aA Pattern-Based Approach to the Development of Frugal Innovations0 aPatternBased Approach to the Development of Frugal Innovations  aOttawabTalent First Networkc03/2016  a13-210 v63 aThe economic rise of emerging markets induces a rapid growth of the global middle class. This new mass market demands products and services adapted to the needs of the local population – so called "frugal innovations". Engineers often face similar challenges while developing products and services for these markets, and therefore may develop similar solutions. By the abstraction of these solutions to transferrable solution patterns, the efficiency of the development process could be increased. In this article, we introduce a systematic approach to develop a pattern system for frugal innovations. Based on 29 selected frugal innovations, we derived the problems that led to the development of the analyzed frugal innovations. By categorizing these problems, we deduced six problem categories: education, environment, culture, infrastructure, regulation, and finance. We stripped down the solutions to these problems to their core principles, and in our subsequent analysis, we identified 56 solution patterns. Moreover, we analyzed the relationships between the abstracted solution patterns, problem areas, and frugal innovations. By using a pattern-based approach, the efficiency of the product development process could be improved significantly. As well, patterns may generate new impetus and increase creativity.10abusiness model10adeveloping markets10aemerging markets10afrugal innovations10amarket service10apattern catalogue10apattern system10asolution patterns1 aLehner, Anne-Christin1 aGausemeier, Jürgen  uhttp://timreview.ca/article/97101702nas a2200229   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262520099500268653001601263653003201279653002301311653001901334100001701353700001901370700002401389700002201413856003701435       2016                        eng d  a1927-032100aValue Network Design for Innovations: Developing Alternative Value Network Drafts0 aValue Network Design for Innovations Developing Alternative Valu  aOttawabTalent First Networkc07/2016  a21-330 v63 aInformation technology increasingly permeates established products and services, thereby making them "smart". For companies, this trend necessitates new know-how in unknown fields. Hence, traditional manufacturing companies are increasingly forced to cooperate with new players within new value networks. In contradiction to value chains, value networks oftentimes exhibit no clear hierarchies and are characterized by rather weak ties between the participating players. For a company that wants to create smart products or services, the key challenge is arranging the value network such that the customer obtains a unique value while all participants profit from their engagement. In doing so, companies have to find new partners (companies, research institutes, etc.). In this article, we present a methodology to design value networks for innovations, including approaches to identify necessary competences, find suitable partners, and bundle them to powerful alternative value networks.10ainnovations10ainter-company collaboration10aInternet of Things10avalue networks1 aKage, Martin1 aDrewel, Marvin1 aGausemeier, Jürgen1 aSchneider, Marcel  uhttp://timreview.ca/article/1002