Transfer innovation

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The greatest number of innovations arise from new combinations of existing knowledge. When using transfer innovations, companies adopt already existing knowledge and transfer it to their own products or processes. External knowledge, technologies or concepts from other branches of industry are transferred, implemented and used in their own branch of industry. The company's internal innovation capacity can be promoted through transfer innovations, as they help to transfer existing solution approaches in other areas, break through conceivable barriers and accelerate development cycles.

requirements

In order to be able to initiate transfer innovations, an open corporate culture that allows for unconventional ideas is important. Furthermore, the ability to abstract is important in order to be able to form analogies. Industry-specific competencies are also of particular importance as they enable analogies to be transferred to the specific situations in the industry. Finally, the company should also be aware of what core competencies it has.

Possibilities of transfer innovation

Opportunities for transfer innovations

There are four different possible combinations between economic and / or scientific branches. Such a transfer of knowledge enables innovations in a wide variety of areas and not just in commercial companies.

Cross Science Innovation

In these innovations, knowledge is transferred from one science to another. For example, to support astronomical investigations, use is made of physical knowledge in astrophysics. In the case of cross-science innovations, new scientific concepts prevail. From an operational point of view, however, cross-science innovations are seldom important, but later commercial use is conceivable.

Industry science innovation

The transfer of solutions and ideas from the various branches of industry to science is rare. This is mainly due to the lack of transferability, but also to the deliberate secrecy of the relevant knowledge. The Toyota Production System (TPS) has proven itself in practice for optimizing production processes and has been accepted by many scientists in order to develop further concepts from it.

Science industry innovation

Science industry innovations translate ideas and knowledge from the academic world into practice. An example of this is the MP3 audio format . This format was only made possible by an audio compression method developed in research. The music industry eventually developed an innovation from this that makes it possible to provide large amounts of music at any time. Further examples of science industry innovations are e.g. B. Google , which was developed at Stanford University , or airplanes which were developed using the flight characteristics of birds as an example. There is great potential in science industry innovations, which is why there are so-called transfer offices at numerous universities . The best known transfer agency for basic research in Germany is the Max Planck Society . Third-party funds are often used to promote the transfer of knowledge from science to practice.

Cross-industry innovation

Ideas, knowledge or technologies from one branch of the economy are transferred to another in cross-industry innovations. These can be ideas for new products, business processes, procedures, patents or even business models. The best-known example is the permanent assembly line with which Henry Ford made the T-model . He used the knowledge of the assembly work from the meat processing industry and enabled the mass production of automobiles by transferring this to the automotive industry. Know-how and solutions are consequently transferred across industry boundaries in the case of cross-industry innovations. By means of abstraction, the formation of analogies and adaptation, cross-industry innovations aim for a greater transfer performance and thus also more radical innovations. The cross-industry approach that exists with cross-industry innovations can be trend-setting.

evaluation

One advantage of transfer innovations is that they enable innovations to be carried out in less time and with less effort. By creating analogies, they tend to lead to radical innovations. However, this means that transfer innovations are also associated with a greater risk than with incremental innovations.

See also

literature

  • A. Pyzalla: Theses on knowledge transfer. In: Deutsche Forschungsgemeinschaft: Perspectives of research and their funding. 2007-2011. 2008, ISBN 978-3-527-32064-6 .
  • A. Beckenbauer, M. Zeschky: The development of radical cross-industry innovations - illustrated using the example of three sporting goods manufacturers. 2007, ISBN 978-3-7272-2281-8 .
  • O. Gassman, P. Suttler: Practical knowledge of innovation management. 2008, ISBN 978-3-446-42626-9 .

Web links

Individual evidence

  1. ↑ Ellen Enkel, Annette Horvath: With cross-industry innovation to radical innovations . In: S. Ili (Ed.): Implementing Open Innovation - Processes, Methods, Systems, Culture . 1st edition. Symposium Publishing, Düsseldorf 2010, p. 293-314 .
  2. ↑ Karoline Bader, Ellen Enkel, Charlotte Buchholz, Lorenz Bohn: A view beyond the horizon: cross-industry innovation in the health care sector. In: Journal Performance . tape 5 , issue 2, 2013, p. 10 .
  3. ↑ a b c Martin Kaschny: Cross-Industry Innovations: Classification and Potential . In: Idea management: Journal for suggestion schemes and improvement processes . tape 37 , issue 2. Schmidt, Berlin, Bielefeld, Munich 2011, p. 62 ff .
  4. ↑ Martin Kaschny, Matthias Nolden, Siegfried Schreuder: Innovation management in medium-sized companies: strategies, implementation, practical examples . Springer Gabler, Wiesbaden 2015, ISBN 978-3-658-02544-1 , p. 26 .
  5. ↑ Cross Industry Innovation - IAO Wiki. Retrieved November 11, 2017 .