1. Copyright © VTT ERIMA’07 Future Research Ideas Mr. Tapani Ryynänen

2. VTT TECHNICAL RESEARCH CENTRE OF FINLAND 2 Service Innovation Framework BeSeL (BestServ Business Models) Operational level Business process level Strategic level Strategic positioningCollaboration patternValue constallation Business process drivers Collaborative business processes Value capturing Organising Value maximisationSpecification Work flow Pilots Operational Level Business Process Level Strategic Level Feedback Learning

3. VTT TECHNICAL RESEARCH CENTRE OF FINLAND 3 Framework differences By Country By Industry / Customer Sector X X X X X X X By Industry = Car, Maritime, Power, etc By Sector = Private, Public, Non profit Research questions: How the framework varies over distinct areas / variables? What are the needs of customer types (e.g. supporting tools)? What other frameworks/models exist and could be implemented? How the framework should be further developed? How could this approach be productized?

4. VTT TECHNICAL RESEARCH CENTRE OF FINLAND 4 Need for portfolio management Companies face the need to manage portfolios throughout their whole innovation process: R&D project portfolios Portfolios of fuzzy front-end ideas IPR portfolios Portfolios of employees, suppliers, and partners Product portfolios

5. VTT TECHNICAL RESEARCH CENTRE OF FINLAND 5 The portfolio problem generalised From a large set of elements, select a good subset ‘Goodness’ with respect to multiple criteria Quality, strategic compatibility, … Resource constraints Budget, workforce, … Synergies between elements

6. VTT TECHNICAL RESEARCH CENTRE OF FINLAND 6 On complexity A set of n elements contains 2 n subsets  The number of potential portfolios grows exponentially E.g. VTT’s R&D project portfolio: > 1000 projects A large company’s patent portfolio: > 10000 patents  Need for decision support

7. VTT TECHNICAL RESEARCH CENTRE OF FINLAND 7 Future research topics Collaborative innovation networks Accepting imprecise information related to parameters and decision-maker’s preferences  Robustness and responsibility in decision making Synergies in portfolio management Portfolio valuation – what is the return on portfolio investments? Dynamic decision-making – the effect of own decisions on the surrounding world Illustrative presentation of results to decision-makers Human-technology interface Distributed / mobile decision-makers

8. VTT TECHNICAL RESEARCH CENTRE OF FINLAND 8 Innovation research interests in the area of business model development and assessment Overall economic impact as a basis of the value proposition From (eternal) cost savings to new revenue generation Building a plausible business case Feasible revenue and pricing models Service broking Commodities, stocks and derivatives, why not services? A non-standard product, implications? International operations Identifying the local variations and success factors Identifying the common denominators across markets Organising for effective global operations