Mafoder, established in 1985, initially focused on manufacturing and marketing ductile iron products

for various water and dry network systems since 1995. Facing client feedback on installation
mechanism degradation over time, Mafoder introduced a major innovation in 2002 by launching
Mafoder Prefa, a new entity dedicated to producing precast concrete pits assemblies
complementing their ductile iron products.

This innovation not only enhanced production capabilities but also expanded their business model to
include new areas such as urban concrete furniture in 2012 and concrete facades in 2020.

Innovation as kind of work in organization, requires developing strategies, practices, and processes
that promote daily innovation, rather than seeing it as an intermittent goal. This represents a long-
term commitment to experimentation, learning, and adaptation.

1- Prioritize leadership's commitment to supporting innovation initiatives.

2- Develop continuous learning internally.

3- Provide necessary resources and support for innovation experience.

4- Encourage a culture that embraces creativity and openness.

5- Implement processes to test new ideas, learn from failures and successes, (in iterative PDCA
mode).

The music industry, initially dominated by traditional record labels and physical sales, it has
transitioned towards streaming services and digital distribution as primary sources of value.

Spotify as leader in this innovation, was the first to adopt streaming services, offering a vast library
with both free and premium access, progressively change habits of how customers listen to their
music.

Toys "R" Us initially succeeded as a dominant toy retailer but eventually failed, largely due to the rise
of e-commerce giants like Amazon, which offered convenience and competitive pricing. The inability
to adapt to changing consumer shopping habits and the competitive landscape are key factors in its
decline.

-The music industry, initially was dominated by traditional record labels and physical sales, it has
transitioned towards streaming services and digital distribution as primary sources of value.

-Spotify, a leader in this transformation, was among the first to do streaming, offering an extensive
library for both free and premium access, which has gradually changed how customers consume
music.

-Toys "R" Us initially succeeded as a dominant toy retailer but eventually failed, largely due to the
rise of e-commerce giants like Amazon, which offered convenience and competitive pricing. The
inability to adapt to changing consumer shopping habits and the competitive landscape are key
factors in its decline.
All my intervenant does’nt distinguish between product and services, business
model, and system-level innovation.

The three people I asked have a vague definition of innovation and don't really know the difference
between the three types.

Blockbuster was a US video-rental business whose first store opened on 19 October, 1985.
Blockbuster rented out each video for a rental fee, and the videos had to be returned to the store
within a specific time frame to avoid penalties. The company’s success allowed aggressive expansion
to over a thousand stores in the 1990s (History.com, 2019). However, its success did not last.
Blockbuster launched an unsuccessful online DVD-rental service in 2004 and closed the last of the
company-owned stores in 2014.

In 1997, Netflix started as a rent-for-mail business. Netflix sold subscriptions that gave customers
access an unlimited number of DVDs, which would then be delivered to the customer’s address. In
2007, Netflix launched their streaming feature, which changed Netflix from a rent-for-mail business
to a hugely successful streaming service.

Use the information about Blockbuster and Netflix, as well as the content from this module, to
answer the following questions.

REPONSE 1 :

Blockbuster focused on building an organization that allowed it to do what it did well, rent videos for
a rental fee, open new stores, with the same perspective of capturing value as in the past. The
company exploited its resource and ignored the fact that the market is changing rapidly with the
growth of technology, so what it took to capture value yesterday may not work today.

It wasn't until 2004 that Blockbuster understood the emergence of platforms such as the Internet
and new scenarios for commerce, relying on the full use of existing skills and internal resources to
launch a new product and service using new technology: "Online DVD Rental Service", a short-lived
venture in the face of a market reshaped by technology and new consumer habits.
Response 2

TMO framework in 1997 for Netflix was based on Internet as technology, home movie amateurs as
nascent market and routine of efficiency applied to capture value as organization, Internet and
home movie amateurs create a new type of customers : 1- online customers, home movie amateurs
have a new need: 2- delivery service, technology like Internet integrate in their strategic use 3,
come up with an innovative 4-system of subscription service that allow delivery movie to customer
address.

In 2007, the online customers in nascent market tend to use 5- streaming due to Internet high-
speed, routine to delivery service as an organization, built new ways to capture value on the online
customer need : 6- video-in-demand, The rise of Internet speed as a technology also updated the
organization mode by 7- integrating the use of streaming in their strategy as a service, which lead
to new innovation : 8- subscription to VOD streaming.
Response 3

Blockbuster could do some effort in its product and service, by suppressing late fee, to improve
customer loyalty in the early on. Also, they can Build new business model based on online
subscription, where consumer can (pick up in store or have delivered), not only movies, but also
personal care products, electronics such as game console, computers, phones, office furniture,
acoustic solutions & others. This business model tends to have quite different value chains but
require some capabilities that Blockbuster may not be very strong in, such as leveraging the use of
new technology, delivery, and customer support.

By owning thousands of stores, blockbuster could be more efficient in innovating their level system
model to a rental system, designed capture and design new constellation of value based on the
items that online consumers don’t need on a continual basis. by fulfilling the need of consumers to
rent great products more conveniently and affordably than they would get from traditional brands in
regular stores.

Blockbuster could have increased customer loyalty early on, by eliminating late fees and launching a
new rental service online which can carter to both short term and long-term rental needs. This new
service pattern innovation would allow blockbuster to create new business models for rent not only
movies but also electronics, office furniture, home decor, moving gear, baby equipment, and
medical supply home, with the two options for store pickup or delivery. Such a business model
innovation would demand new skills in technology, delivery, and customer support.

With its extensive store network, Blockbuster was well-positioned to innovate its rental level-
system. A new rental system designed to capture new constellation of value based on the items that
online consumers don’t need on a continual basis, offering a convenient and affordable alternative
to traditional shopping. This new level system pattern innovation would allow blockbuster to create
new partners and politics to lot of business models for rent not only entertainment but also
electronics (Computers, camera, Phone and others), office furniture (Offices, chairs and others),
home décor(Party Décor, anniversary decor) , moving gear, baby equipment (ribs, strollers, high
chairs, car seats, playpens and ), and medical supply (wheelchairs, hospital beds, portable oxygen).
with the two options for store pickup or delivery. Such a system model innovation would demand
new skills in technology, delivery, and customer support.

With its extensive store network, Blockbuster was well positioned to innovate its rental system. A
new tiered system designed to capture new value constellations based on the items that online
consumers don't need on an ongoing basis, offering a convenient and affordable alternative to
traditional shopping.

This new level of system model innovation would allow Blockbuster to open doors to new partners
and approaches to create a variety of business models for the rental of not only entertainment, but
also electronics (computers, cameras, phones), office furniture (desks, chairs), home décor (party
décor, anniversary décor), moving equipment, baby equipment (cribs, strollers, high chairs, car
seats, playpens) and medical supplies (wheelchairs, hospital beds, portable oxygen) with the two
options of in-store pickup or delivery. Such a system model innovation would require new skills in
technology, delivery and customer service.
Risk Aversion: Many organizations are risk-averse, preferring to invest in tried and tested methods
rather than exploring new and unproven ideas that could potentially fail.

Resistance to Change : People within an organization may resist change due to fear of the unknown,
concern over losing their job, or a perceived increase in workload. This resistance can stifle new
initiatives and discourage innovative thinking.

Short-term Focus: Focusing solely on short-term results and profits can detract from long-term
innovation strategies. This short-termism can discourage investments in projects that may not pay
off immediately but could be highly beneficial in the long run.

Many companies like to stick to what they're familiar with, avoiding risks that could lead to failure.
when businesses only focus on making quick wins, they might miss out on big opportunities in the
future.
Module 2

 The lack of a recognised process for innovation in many companies and agencies often
makes innovation difficult. Many leaders and managers are risk-averse, preferring
established methods to exploring new, untested ideas. In addition, employee resistance to
change often stems from fear of the unknown, concerns about job security and perceptions
of increased workload. Many organisations focus on short-term results at the expense of
long-term innovation initiatives.

 Companies tend to invest heavily in trying to differentiate their products and services to
capture value, but these efforts may not always yield significant results because they are
short-lived as markets are reshaped by technological or regulatory changes.

1. Develop an innovation process: By formalising this process, organisations can provide a clear
framework to guide innovation from ideation to implementation.
2. Risk management: Adopting an iterative approach to testing ideas on a smaller scale before
full-scale implementation helps manage risk.
3. Communication and transparency: Ensuring that all employees are kept informed and
involved throughout the innovation process helps mitigate surprises and fosters a sense of
collective ownership of innovation.
Monsieur EL BOUANANI,

Comme je vous l'ai déjà mentionné précédemment, ce problème relève de la responsabilité de la

banque, nous avons eu la confirmation de M Abdelkoudousse, Technical Support que vous m'avez
communiqué.

D’aprés M Abdelkoudousse ces problèmes sont dus aux filtres et aux restrictions de sécurité que le
département de la Sécurité des Systèmes d'Information (SSI) de la banque met en place pour
protéger ses employés du centre d'affaires contre les courriels indésirables. Malgré mes efforts
depuis hier, en collaboration avec M. Redouane et M. Abdelkoudousse, les e-mails que nous
envoyons ne parviennent toujours pas à destination.

Je tiens à vous rappeler que j'ai déjà signalé ce problème à leur département SI par l'intermédiaire
de M. Abdelkoudousse. Cependant, je ne dispose ni des liens fonctionnels ni hiérarchiques
nécessaires pour appuyer ma demande, ni du cadre nécessaire pour intervenir davantage.

Je vous prie de demander à votre chargé d’affaires: M Redouan, de faire une demande officielle
auprès de son département des Systèmes d'Information afin de faire progresser la résolution de ce
problème. À ce stade, je suis dans l'incapacité de fournir une assistance supplémentaire.

Cordialement,
Innovations with social benefits, like those developed during the coronavirus pandemic (such as
protective visors and 3D printed tools for virus prevention). Furthermore, innovations aimed at
minimizing environmental impact include the development of electric bikes, and scooters.

With impact

When capturing value through a big impact in economics developpement, environmental, and

Being in the IT field, I assist the progress of the four services in a decade, so to begin with IT was in
SILO operation in the begin of 2000 leading to fromscratch softwares developed in interne to meet
the needs of company, plusieurs probleme ont êtés observet, Incohérence des informations suite
aux Manque d'intégration des données entres les différentes entité, Gestion inefficace des métiers
interne comme Stock, Achat et vente, comptabilité. Which lead to new supply push of a dominant
design, like entreprise resource planning (SAP, Microsoft, Oracle, Sage)with specific features and
attributes that defines articulated demand.
By the time Data gatered among those softwares, create form of two demand, how can we use it
properly and how can we protect it, the use create a new service demande in business intelligence
and reporting through dedicated data bases, the protection also known by the past only at the
banking sectors very expensive because of the implementation of Security operation center that are
running 24h/7j, come with the new form of Next generation anti-virus, service that allow a good
protection with 24h/7j through software.

the analyse of the data was good in the level where humain capacity was able to comprehend all the
3 to 5 years of data, when we look at companies, like the one where I m know, operating with ERP
from 2005, the amount of data is to much for a humain analyse, there where AI come to overcome
this issue. We are planning to implement IA to priorize the IA analyse assistance over our 20 year
data.
In IT, I have witnessed four key innovation services evolve over the past decades. Initially, in the
early 2000s, IT operations were siloed, leading to the development of bespoke software in-house to
meet the needs of the business. Several problems were identified, including inconsistent information
due to a lack of data integration between different entities, and ineffective management of internal
operations such as inventory, purchasing, sales and accounting. This led to the emergence of a new
supply push for a dominant design, Enterprise Resource Planning (ERP) systems (e.g. SAP, Microsoft,
Oracle, Sage), which come with specific features and attributes that define articulated demand.

As data accumulated from these software systems, two main needs emerged: how to use the data
effectively and how to protect it. This led to a new dominant design in business intelligence such as
data processing and modelling (Microsoft SSAS, Oracle EssBase) and reporting (Power BI, Tableau,
Qlik).

Data protection, previously a concern mainly in the banking sector due to the costly implementation
of 24/7 security operation centres, has evolved with the emergence of new dominant designs such
as the endpoint protection platform (Crowdstrike, Sentinel, SentinelOne), which is the next
generation of antivirus software that provides comprehensive 24/7 protection for all endpoints
(computers, servers, phones).

Data analysis was effective with the BI implementation, we could easily analyse 5 to 10 years of data.
However, in companies like where I work now, which have been using ERPs since 2005, the volume
of data has become too large for human analysis alone. This is where AI comes in to provide a
solution to this challenge. Many companies, such as Microsoft, Google and Twitter, entering the AI
space the “ferment” phase and we are waiting for a dominant design that will exceed our
expectations.

I agree with Petr that the supply-push model is often the most used in the IT sector due to its lean
strategy and how it can lead to significant improvements for their customers.

Data protection, previously a concern mainly in the banking sector due to the costly implementation
of 24/7 security operation centres, has evolved with the emergence of new dominant concepts such
as the endpoint protection platform (Crowdstrike, Sentinel, SentinelOne), which is the next
generation of antivirus software with a dedicated 24/7 team behind it to ensure the protection of all
endpoints (computers, servers, phones).
In Morocco, we face a significant problem of payment delays within companies, with all research
confirming that these delays extend 210 days beyond the legal deadlines. This has become the main
reason for the failure and decline of small businesses in the country. The problem is metastatic: if
company A does not receive payment from customer B, it cannot pay its supplier C, and the cycle
continues. As a result, more than 8,000 businesses are forced to close each year, the vast majority
due to these payment defaults.
Inforisk is Moroccan FinTech specialist in legal and financial information on Moroccan and Maghreb
companies. Its core activity is the collection and processing of legal information. Thanks to its
expertise, Inforisk has created a cloud Software containing data of 800,000 Moroccan companies.

INFORISK Software addresses this essential problem, which is a matter of survival for every business
integrating Moroccan market :

- Partner Identification: Who am I dealing with?

- Who are their shareholders? Are they on any sanctions lists? *

- Risk evaluation: Will they pay me?

- Negotiation of payment terms: When will they pay me?

- Collection period: How urgently do I need to be paid, depending on the company's risk of default?

Currently, inforisk works with 1500 clients / 5000 users through an annual subscription, they work
with all Moroccan banks and large, medium and small companies. They are also an essential tool for
foreign suppliers.

During my last meeting with Amine Diouri, Director of Research and Communication at Inforisk, we
discussed: a new platform they are about to launch, which includes 500 million companies in 200
countries, equipped with AI to make it easier for Moroccan companies to find new partner.

Morocco has implemented a new law No. 69-21 on payment terms, which become effective in July
2023. The law's main aim is to address the problem of late payments that plague contractual
relationships between commercial partners. Mr Diouri reports that in a discussion with Mr Abdellatif
Jouahri, Governor of the Central Bank of Morocco, they both expressed the view that the new law is
imperfect in its application and that it needs to be amended due to its practical limitations.

*Such measures indirectly assist Morocco in transitioning from the FATF’s grey list to the white list.
Uber Technologies, founded in 2009, is best known for its ride-sharing services (Yahoo! Finance,
n.d.). People often assume that Uber is a disruptive company. Looking closer, however, Uber is
simply assembling existing technologies using a platform to connect its users. Uber is hailed as a
transport company, but it owns no vehicles, does not bear the burden of any vehicle-related costs,
and employs no drivers.

Uber develops technology applications that link independent providers with end users globally.
Therefore, Uber has a two-sided marketplace consisting of drivers (supply) and passengers
(demand). Uber is organising the market in such a way that it is a convenience for both sides.

From the start, Uber penetrated the mainstream market with its better, often less-expensive
alternative to traditional taxis (Christensen, Raynor & McDonald, 2015). Therefore, there was no
observable lag in the adoption of Uber’s services. Subsequently, the company also began to attract
non-consumers – people who drove their own vehicles or preferred other forms of public transport.

The company continues to innovate and improve its service offering. It actively develops and
improves applications related to its transportation, navigation, and payment processing services.

Uber's innovation is consistent with the supply-push model of innovation: it combines existing
technologies (GPS, internet, mobile apps and online payment systems) into a new and compelling
service that connects independent drivers with passengers. This innovation was not driven by
existing demand; rather, Uber created the demand by offering a more convenient, efficient and an
alternative to traditional taxi services. This includes continuous agile updates and improvements to
the app's functionality, navigation and payment processing capabilities to enhance the user
experience and meet evolving market needs (such as ridesharing, carsharing, micromobility, rental,
public transport, taxis and other modalities; and offering rides in a variety of vehicle types).

Uber's integration of autonomous vehicle rentals represents a transformative shift in its business
ecosystem, requiring strategic partnerships with new technology providers (in AI, IOT) and vehicle
manufacturers. This development reflects a significant change from Uber's traditional business
model, which primarily operates as a two-way marketplace facilitating connections between drivers
and passengers. With the introduction of autonomous vehicles, Uber would shift from focusing
solely on service-based interactions to adding a tangible product - autonomous vehicles - to its
service offering. This transformation will reshape the dynamics of urban transport, potentially
creating significant value through reduced costs, lower CO2 emissions, improved safety and
increased efficiency of transport services.

The change in the example is an innovation, it defines new ways at the intersection of the TMO
framework to address existing market needs in new ways by adding new activities (autonomous
vehicle), linking activities in new ways, and changing the parties that perform, to create and capture
new value, a cleaner, more efficient and user-friendly alternative to traditional car rental and taxi
services. Uber's move to autonomous vehicles in the example could set new industry standards,
encourage competitors to follow suit, and accelerate the adoption of autonomous technology in
everyday transportation, impacting urban mobility on a global scale.
Uber, despite its innovative service and impact on the taxi industry, does not fit the classic definition
of a disruptive innovation as outlined by Clayton Christensen. Disruptive innovations typically start in
low-end or new-market footholds; they initially target segments overlooked by incumbents, offering
simpler, more affordable solutions that gradually improve over time. These innovations appeal
initially to the least demanding customers or to those not served by existing providers, eventually
moving upmarket to challenge established competitors.

Uber, however, started at the opposite end of the spectrum. It entered well-served taxi markets
with a service that was not inferior but superior to existing options, targeting customers who were
already using taxi services rather than underserved or non-consuming segments. While Uber’s app-
based service model introduced significant improvements in convenience and efficiency, it catered
to mainstream customers from the beginning, offering a more convenient and often more premium
experience compared to traditional taxis.

Furthermore, Uber's pricing and service quality initially targeted the higher end of the market,
particularly with services such as UberBLACK, before expanding to lower-cost options such as UberX.

The example of innovation cited in Q2 autonomous vehicle, such as the UberBLACK approach, would
be considered sustainable innovation, as opposed to the typical low-feature, low-price solution for
the lower end of the market or the underserved starting point for disruptive innovation.
La technologie que je vais plutot citer m'a beaucoup aider, surtout quand je suis en voyage à
l'étranger, C'est la blockchain, ça permet de faciliter les transactions monétaire, en quelques
minutes alors que la majorité des transaction bancaires à date d'aujourd'hui sont basé sur une
technologie qui devient obsoléte comme le swift, les banques aussi commencent à comprendre
l'importance de la blockchain.

Au Maroc il n' y a pas un decret de loi qui interdit l'utilisation des Crypto, mais plus un communiqué
de l'office des changes qui souligne depuis 2017 : "Les transactions effectuées via les monnaies
virtuelles constituent une infraction à la réglementation, passible de sanctions et amendes". en
2021, le groupe OCP (anciennement Office chérifien des phosphates) est un groupe industriel
marocain a réalisé avec l'Éthiopie via la blockchain, une première transaction sur la blockchain en
Afrique, avec une valeur de 40 Million de dollars. OCP est le premier exportateur de phosphate brut,
d’acide phosphorique et d’engrais phosphatés dans le monde avec un Chiffre d'affaire de 11
milliards de dollars en 2022.

En janvier 2022, la banque marocain AttijariWafa rejoint le réseau de RippleNet offert par ripple
permettant l'échange et transfert monétaire instantané à l'aide de la technologie de blockchain.

à L’échelle international l’utilisation des crypto devient une nécessité, Le président de la Fed, Jerome
Powell, la réglementation des cryptomonnaies aussi que les StableCoin pour protéger les
investisseurs et prévenir les risques. En Europe Christine Lagarde, avec sa franche aversion pour les
cryptomonnaies, souligne la nécessité d'une réglementation mondiale complète pour protéger les
consommateurs, aussi l’accélération de L’euro du future (CDBC).

Depuis 2023, le grouverneur de la banque central marocain M Abdellatif Jouahri, a declarer la

preparation d’un projet de loi visant a réglementer l’usage des crypto money.

Cryptocurrencies have been associated with illicit activities since 2011 due to their semi-anonymous
nature. Beginning with the Silk Road, a black market for buying illegal goods and services, to
instances of money laundering and tax evasion. However, with increased scrutiny from authorities,
there has been a decline in such cases. Despite this, there has been a surge in a new menace:
cryptocurrency scams, which skyrocketed by 81% in 2021, reaching $7.7 billion globally. Additionally,
the cryptocurrency sector has faced issues of dishonesty, exemplified by the collapse of TerraLuna
and the bankruptcy of FTX, one of the largest centralized exchange platforms. Scandals such as the
BUSD debacle with Binance have further undermined trust. As a result, there is growing skepticism
regarding the solvency of several centralized exchange platforms (CEXs).

The main question I have is how much damage should this ecosystem sustain before regulating the
use of cryptocurrency?
Cryptocurrencies have been associated with illicit activities since 2011 due to their semi-anonymous
nature. Beginning with the Silk Road, a black market for buying illegal goods and services, to
instances of money laundering and tax evasion. However, with increased scrutiny from authorities,
there has been a decline in such cases. Despite this, there has been a surge in a new menace:
cryptocurrency scams, which skyrocketed by 81% in 2021, reaching $7.7 billion globally. Additionally,
the cryptocurrency sector has faced issues of dishonesty, exemplified by the collapse of TerraLuna
and the bankruptcy of FTX, two of the largest centralized exchange platforms. Scandals such as the
BUSD debacle with Binance have further undermined trust. As a result, there is growing skepticism
regarding the solvency of several centralized exchange platforms (CEXs).

Personally, I use cryptocurrency, especially when travelling internationally. It streamlines financial

transactions through the blockchain, allowing them to be completed in minutes, unlike today's
conventional banking transactions, which rely on increasingly outdated technologies such as SWIFT.

In Morocco, there is a statement from the Foreign Exchange Office since 2017 highlighting:
"Transactions carried out through virtual currencies constitute a violation of the regulations, subject
to penalties and fines."

In 2021, the OCP group a Moroccan industrial group, conducted with Ethiopia the first blockchain
transaction in Africa, valued at 40 million dollars. OCP is the world's leading exporter of raw
phosphate, phosphoric acid, and phosphate fertilizers with a turnover of 11 billion dollars in 2022.

In January 2022, the Moroccan bank Attijari-Wafa joined the RippleNet network offered by Ripple,
which enables instant money exchanges and transfers using blockchain technology.

Internationally, the use of cryptocurrencies is becoming a necessity. Federal Reserve Chairman

Jerome Powell has addressed the regulation of cryptocurrencies and Stablecoins to protect investors
and mitigate risks. In Europe, Christine Lagarde, with her outspoken aversion to cryptocurrencies,
has emphasised the need for comprehensive global regulation to protect consumers, as well as the
acceleration of the future Euro (CBDC).

Since 2023, the Governor of the Central Bank of Morocco, Mr. Abdellatif Jouahri, has announced the
preparation of a bill aimed at regulating the use of cryptocurrencies.

The main question I have is how much damage should this ecosystem sustain before regulating the
use of cryptocurrency?
Un trés bon exemple, J’utilise les même fonctionnalité ou Presque sur mon apple watch depuis 2020,
je sais que les mesures ne sont pas tout le temps correcte il y’a une marge d’erreurs de 10% à 30%,
mais ça m’aide beaucoup avec les activités sportives que je pratique surtout que je ne suis pas un
sportive professional non plus, le problème de donnée n’a jamais suscité un problème pour moi
Durant les années précedente jusqu’au dernier MAJ de IOS, which includ a tool for daily mood and
emotion logging, Users will then select from a list of adjectives to label their feelings and indicate
which factors – including health, fitness, relationships, work, money and current events – have most
influenced how they feel. the Global Emotion Detection & Recognition Market in 2024 forcast was
estimated to 56 Billion Dollars. Apple assures users the Health app is “designed for privacy and
security” with a range of safeguards, including data encryption and user control over data sharing. It
guarantees health data “may not be used for advertising, marketing, or sold to data brokers”. This
may sound encouraging, but Apple’s data privacy record is far from perfect. The company was
recently fined by French authorities for using customers’ data for targeted advertising without
consent. Detailed data on users’ self-reported moods and emotions could also potentially be used
for advertising products and services, although Apple’s policy currently forbids third-party apps from
doing this.

A great example thanks you @sophie for sharing, I use the same features on my Apple Watch since
2020. I'm aware that the measurements are not always accurate, with an error margin between 10%
and 30%, but they have been significantly helpful for the sports activities I engage in, especially since
I'm not a professional athlete. Data inaccuracies have never been an issue for me in previous years,
until the latest iOS update, which introduced a tool for daily mood and emotion logging. Users can
now choose from a list of adjectives to describe their feelings and identify the factors that most
affect their mood.

The global market for Emotion Detection & Recognition was forecasted to reach $56 billion by 2024,
since wearable devices, including smartwatches, fitness trackers, and virtual reality headsets, have
recently gained significant popularity. A lot of Governmentt agencies & EDR Organisation are
creating councils, defining new norms and rules to implements it with AI. This technology is
immensely divisive, especially in the realm of law enforcement, several cases of wrongful
incarceration may be traced back to defective facial & emotion detection technologies like the
exemple by Dimosthenis Peftitsis.

Apple ensures that its Health app is "designed for privacy and security," with various protective
measures including data encryption and giving users control over their data sharing. It also ensures
that health data will not be used for advertising, marketing, or sold to data brokers. While this is
reassuring, Apple's track record with data privacy is not flawless. The company has been fined by
French authorities for using customer data for targeted advertising without consent.

I'll conclude my point with two main ideas: the first is the notable quote from Mr. Ventresca,
drawing from William Gibson, "The future is already here, it's just very, very unevenly distributed."
And I believe this aligns with Dr. Mariarosaria Taddeo's view that technology itself lacks ethics;
instead, it's up to us to define and instill ethical values within it.
Thank you for the insightful share, @sophie. Since 2020, I have been utilizing the same features on
my Apple Watch. I acknowledge that the measurements aren't always accurate, with an error range
from 10% to 30%. However, they've been extremely beneficial for my sports activities, particularly as
I am not a professional athlete. Until the most recent iOS update, data inaccuracies were never a
problem for me. This update introduced a feature for daily mood and emotion logging, allowing
users to select from a variety of adjectives to describe their feelings and identify the factors affecting
their mood most.

The global market for Emotion Detection & Recognition is expected to reach $56 billion by 2024. This
surge is attributed to the growing popularity of facial detection (as highlighted by Dimosthenis
Peftitsis) and wearable technologies like smartwatches, fitness trackers and VR headsets.
Consequently, numerous government agencies and EDR organizations are forming councils and
establishing new standards and regulations for integrating this technology with AI. However, this
technology is highly contentious, particularly in law enforcement. There have been instances, where
faulty facial and emotion detection technologies led to wrongful incarcerations.

Apple claims that its Health app is "designed for privacy and security," implementing several
protective measures, including data encryption and enabling users to control data sharing. It assures
that health data will not be exploited for advertising, marketing, or sold to data brokers. Despite
these assurances, Apple's track record on data privacy is not impeccable, as evidenced by the fine
imposed by French authorities for non-consensual use of customer data for targeted advertising.

In conclusion, I echo two pivotal ideas: Mr. Ventresca's quote from William Gibson's statement, "The
future is already here, it's just very, very unevenly distributed," resonates with Dr. Mariarosaria
Taddeo's perspective that technology is devoid of ethics, it is our collective responsibility to imbue it
with ethical standards.
Anticipate and Explore Possible Consequences: DryGro should consider both positive outcomes,
such as reduced deforestation and water usage, and potential negative outcomes, such as the
impact on existing soy and corn markets or unforeseen environmental consequences of large-scale
lemna cultivation like: “Duckweed accumulates many heavy metals (cadmium, chromium, lead),
which can threaten its normal growth as well as the health of animals and humans. Heavy metals
can enter the food chain.” (Iqbal, 1999; Chandra and Kulshreshtha, 2004).

Reflect on Aspects of the Innovation Project: DryGro, could involve considering the ethical
implications of bioengineering, the long-term sustainability of lemna cultivation, and the social
impacts on communities currently dependent on traditional crop farming.

Include All Relevant Stakeholders: Engaging with a broad range of stakeholders is crucial for
ensuring that the innovation process considers diverse perspectives and needs like local farmers,
environmental NGOs, government agencies, agricultural scientists, and consumers.

Act on the Findings of These Processes: DryGro should act on the insights gained from anticipation,
reflection, and stakeholder engagement. This could involve adjusting their development strategies to
mitigate potential negative impacts, enhancing the positive benefits of their innovation, and
implementing measures to ensure ethical and sustainable practices throughout their operations and
supply chain.

Generating New Ideas: DryGro's development of water-efficient technology to grow lemna as an

alternative to soy in animal feed represents a novel idea in the agricultural industry.

Value Creation: DryGro has moved beyond the idea generation phase to the practical application
and testing of their technology. By establishing demonstration farms, such as those in Kenya, and
showing that lemna can be grown efficiently on arid land, they are proving the viability of their idea.
DryGro should consider both positive outcomes, such as reduced deforestation and water usage,
and potential negative outcomes, such as the impact on existing soy and corn markets or
environmental consequences of large-scale lemna cultivation like: “Duckweed accumulates many
heavy metals (cadmium, chromium, lead), which can threaten its normal growth as well as the
health of animals and humans. Heavy metals can enter the food chain.” (Iqbal, 1999; Chandra and
Kulshreshtha, 2004).

Value Capture : If DryGro can successfully scale its technology and production capabilities, it has the
potential to capture significant value within the agricultural market. By commercializing their lemna-
based animal feed :

 If the price will be less than Soybean: it will be considered as M Clayton describe a disruptive
innovation that could disrupted all the incumbent in the market of soybean, it will adresse
the need of the low-end market.
 If the price will be higher than soybean: it will be considered as sustainable innovation,
where the incumbent in the market will not be impacted, just another product in the
catalogue, This would involve establishing distribution channels, partnerships, and marketing
strategies to ensure the new feed is accessible and appealing to potential customers.

There is another model for capturing value for DryGro, specifically for large farmers who own land.
This model involves assisting them in producing the lamna themselves through a transfer of skills
and regular monitoring. This will increase the farmers' adherence to this practice and could
potentially enhance indirect communication about the product. Additionally, this approach will have
a greater impact on the environment as it will significantly reduce the logistics costs associated with
the delivery of lamna.

Value Creation: DryGro has moved from concept to practical implementation and evaluation of its
technology. Through the initiation of pilot farms, particularly in Kenya, they are demonstrating the
effective cultivation of Lemna on dry land, confirming the feasibility of their concept. However,
DryGro must weigh the benefits, such as reduced deforestation and water consumption, against
potential drawbacks, such as the impact on existing soy and maize markets, or the nutritional risks
associated with extensive Lemna cultivation, including the potential for heavy metal accumulation in
Lemna, which can affect animal and human health and enter the food chain.

Value Capture: DryGro stands to significantly benefit within the agricultural sector by scaling its
technology and commercial operations for Lemna-based feeds:

 Lower Price Point: If priced below soybean, DryGro’s product could be seen as a disruptive
innovation, as described by M. Clayton Christensen, disrupting the incumbent in soybean
market by targeting cost-sensitive segments.
 Higher Price Point: Conversely, if the feed is more expensive, it is a sustainable innovation
that adds diversity to the product mix without changing the existing market dynamics. This
scenario requires the development of distribution networks, alliances and marketing
strategies to make the novel feed accessible and attractive to the target market.

An alternative strategy for value capture is to directly guide large landowners in the cultivation of
Lemna, through skills sharing and ongoing support. This method not only encourages adoption by
large-scale farmers, but also promotes the development of skills among vulnerable and isolated
people, thereby reducing unemployment, extending market reach, reducing the logistical costs
associated with Lemna distribution, and ultimately benefiting the environment and social inclusion.

Regulation should cover all the impacts of DryGro innovations in Economy and Society:

 Regulations for Sustainable Growth: Create incentives and guidelines for sustainable
practices in cultivating Lemna.
 Workforce Development: Implement retraining programs for displaced workers in Lemna
farms.
 Education Update: Revise education systems to match new industry skills.
 Equal Global Benefit: Craft international policies for equitable benefits.
 Public Participation: Involve citizens in agricultural policy-making.
 New Regulatory Frameworks: Develop regulations targeting new agricultural innovation.

Stakeholders: Governments, NGOs, farmers, academic institutions, consumer groups.

Privacy, Security, and Trust:

  Privacy: Autonomous vehicles collect extensive data, including real-time location and
passenger behaviors, leading to potential exposure of sensitive personal information.
 Security: There is a risk of sensitive data being accessed by unauthorized parties if
autonomous vehicle systems are not adequately secured, creating vulnerabilities.
 Trust: Gaining the public’s trust in autonomous vehicles is essential, requiring proof of safety
and user-friendly design, as well as strong data protection.

Inequality: Autonomous vehicle adoption could worsen social disparities, by initially being more
accessible to the wealthy, leading to a mobility gap. In addition, their benefits, such as improved
safety and comfort, may not reach less affluent areas that lack infrastructure or face delays in
technology adoption.

Unemployment: The widespread use of autonomous vehicles could lead to significant job losses,
especially for those in driving-related professions. While new jobs will emerge in the technology and
autonomous vehicle sectors, they may not be accessible to former drivers due to different skill
requirements.

Sustainability: While autonomous vehicles have the potential to reduce emissions and improve
transport efficiency, they also pose environmental challenges. Increased reliance on electronic
systems can lead to higher energy consumption and contribute to e-waste.

Discrimination: Bias in AI algorithms can lead to discriminatory practices in the operation of

autonomous vehicles. If the training data for autonomous vehicle systems is not diverse or contains
bias, it can lead to unfair treatment in safety. Ensuring fairness requires vigilant oversight, diverse
data sets, and ongoing algorithmic audits to identify and mitigate potential biases.

Economy and Society:

 Economic Growth: Autonomous vehicles could increase efficiency and safety, potentially
reducing costs associated with traffic accidents, fuel consumption, and inefficiencies in
transport logistics.
 Employment Changes: Widespread adoption of autonomous vehicles could lead to job
losses in sectors such as trucking, taxi services, and delivery services. This will require
strategies for workforce transition and reskilling.
 Work and Skills Transformation: Demand for new types of work and skills, such as software
development for autonomous vehicles, will increase. Traditional driving skills may become
less valued, changing the labour market landscape.
 Global Inequality: Advanced economies may benefit more from autonomous vehicle
technologies, widening the gap with developing countries that rely heavily on transport and
manual driving jobs.
 Citizen Voice and Participation: New regulatory frameworks may need to be developed, with
citizen input, to address the societal impacts of autonomous vehicles, ensuring fair and
equitable benefits.
 Regulatory Challenges: Governments may need to introduce new laws and regulations to
address the ethical, legal, and social implications of autonomous mobility.

Business:
  Changing Customer Expectations: Consumers may expect more personalised, efficient, and
on-demand transportation services, influencing product development and marketing
strategies.
 Collaboration and Competition: New partnerships between technology companies and
traditional automotive manufacturers may emerge, while competition could increase as
firms vie for control of the AV market.
 New Business Models: Mobility as a Service (MaaS) could become more prevalent, with
companies offering subscription-based or pay-per-use transportation services.
 Cybersecurity Risks: As autonomous vehicles rely on data and connectivity, businesses will
face greater cybersecurity challenges, requiring robust protection measures.
 Market Adaptation: Companies will need to adapt to the evolving automotive market,
leveraging data analytics, AI, and other technologies to remain competitive.

Individuals and Communities:

 Identity and Lifestyle Changes: The role of vehicles in people's lives may shift, affecting
personal identity and daily routines, as driving responsibilities are removed or reduced.
 Social Interaction: Changes in transportation may change the way communities interact,
with autonomous vehicles potentially increasing or decreasing physical social interactions
based on new mobility patterns.
 Privacy Concerns: Increased data collection by autonomous vehicles raises significant privacy
issues, requiring strong privacy policies and transparency from operators.
 Community Structure: The introduction of autonomous vehicles may lead to the
development of new community structures, oriented around shared mobility and
technology use, affecting urban and rural landscapes differently.

Stakeholders in autonomous vehicle technology innovation include:

 Government and Regulatory Bodies: Local, state, and federal agencies overseeing
transportation, safety, and urban infrastructure.
 Automotive Manufacturers: Companies producing vehicles.
 Technology Companies: Firms specializing in AI, IoT, and security technologies.
 Transport Service Providers: Businesses offering transportation services.
 Infrastructure Providers: Entities responsible for roads, traffic systems, and communication
networks.
 Insurance Companies: Insurers covering risks and liabilities of autonomous vehicles.
 Research and Academic Institutions: Organizations focusing on technology innovation,
testing, validation, and Think tanks studying autonomous vehicle societal impacts.
 Consumers and General Public: Influencing autonomous vehicle demand and safety
standards.
 Investors and Financial Institutions: Funding autonomous vehicle research and development.
 Supply Chain and Logistics Companies: Involved in the movement of goods.
 Environmental and Safety Advocates: Focusing on sustainable and safe transportation.
 Legal and Ethical Experts: Addressing legal and ethical issues related to autonomous
vehicles.

Industry clusters are primarily composed of interconnected companies and institutions within a
specific sector, offering benefits such as access to specialised resources and enhanced reputation
through geographical concentration. They promote incremental innovation to maintain competitive
advantage within the industry. Participants are mainly suppliers, producers and support institutions
focused on a single industry.

In contrast, innovation clusters involve a mix of different firms and industries, fostering
breakthrough innovations and creating new markets. These clusters foster entrepreneurship and
global strategies, benefiting from diverse resource flows and cross-industry collaboration.
Participants range from firms in different industries to research institutions and intermediaries, all
working towards breakthrough innovation.

In industry clusters, companies enjoy specialised resources, sector-specific governance and a

competitive edge that enhances reputation and incremental growth. Conversely, innovation clusters
provide diverse resources and foster a culture of entrepreneurship and global expansion,
encouraging significant cross-industry innovation and the creation of new markets.

Entrepreneurial ecosystems are characterised by the involvement of a wide range of stakeholders,

including government, academia and investors, who all support start-ups. These ecosystems are
characterised by a variety of activities beyond traditional business operations, such as mentoring and
networking, and they cultivate a culture of innovation and risk-taking.

In the short term, entrepreneurial ecosystems lead to increased start-up activity and better
networking. In the long term, they contribute to sustainable economic growth, market leadership
and significant innovation.

Thank you @Bret for your , I also share your opinion @dimon Electrical engineers are very present
on the Moroccan market through their presence in the renewable energy industry, the electric car
industry and the aeronautics industry.

JE n’ai pas à mon actif un exemple concret de open innovation ni dans l’entreprise ou je suis
actuellement, mais j’ai un ami qui a fait un magnifique travaille dans ce sens, Yassine abouch est un
serial entrepreneur dans les technologies. Il a fondé et lancé plusieurs start-ups dans les domaines
de la Digitalisation et de l'intégration technologique, l’IoT et les énergies renouvelables. C’est un des
pionniers du mouvement Makers et FabLab en Afrique, il est co-fondateur d’un des FabLabs les plus
anciens de l’Afrique : le FabLab Casablanca. Lors des périodes de corona nous avons bien fait :

 PROTOTYPER :avec une découpeuse laser, une imprimante 3d, de l'outillage pour
l'électronique, un atelier classique, et beaucoup d'autres outils encore
 FABRIQUER: des maquettes et objets sur mesure.
 PERSONNALISER: des objets et réaliser de la signalétique : plaque de Plexiglasse gravée,
lettres découpées en bois, marquage d'objets au laser.
 APPRENDRE: grâce aux cours proposés pour utiliser par soi-même une découpeuse laser,
une imprimante 3d, à modéliser en 3d
 RENCONTRER: des personnes aux compétences diverses : Makers, designers, ingénieurs,
programmeurs
Ce qui a permit a l’entreprise un déploiement rapide au bout de 12 ans, avec des innovation
vraiment interessante comme :

Actualement il opérent sur 4 pole d’activité :

Iot & Electronics avec sa filliale nextronic un acteur clé des cartes électroniques et des objets
connectés avec des méthodologies éprouvées, une locomotive sectorielle dans le domaine de l'IoT,
de la création d'objets connectés et de la conception d'applications M2M.

Smart Cities I-City, filiale du groupe Aba Technology, propose une solution euro-méditerranéenne

unique pour la gestion des villes intelligentes et durables à travers sa plateforme AC360 (Always

Connected 360°) unifiée, modulaire, ouverte et interopérable afin d’apporter une vision globale,

allant de la gestion du trafic à l’éclairage public, en passant par la qualité de l’air et la gestion des

déchets ou encore des espaces verts.

Health-tech MEDIoT : Infrastructure de santé connectées Santé à domicile, Smart ambulances,

Centres de santé.

Digital Health hub.

Logistique augmenté Devcorp est un acteur global de la Supply Chain 4.0 et du Cloud des opérations
connectées. Une véritable transformation numérique grâce aux opérations intelligentes orienté
efficacité et décarbonisation de la Supply Chain
I don't have a personal example of open innovation in my current company, but I know someone
who has done remarkable work in this area. M Yassine Abouch le fondateur de nextronic an IOT and
electronic startup, He is also one of the pioneers of the Makers movement and FabLab in Africa and
co-founded one of Africa's oldest FabLabs: FabLab Casablanca. This FabLab has facilitated access to :

 Prototyping: Utilizing laser cutters, 3D printers, electronic tools, a conventional workshop,

and many other instruments.
 Manufacturing: Creating custom models and objects.
 Customizing: Personalizing items and producing signage like engraved Plexiglass plates and
wood-cut letters, as well as object marking with lasers.
 Learning: Offering courses to independently use laser cutters, 3D printers, and 3D modeling.
 Networking: Meeting diverse individuals such as Makers, designers, engineers, and
programmers.

I get the opportunity to work in this FabLab during the corona period as volunter, with a multi-facet
group each specialezed in filed (institution of engineering, 3D specialist, IT, automatism and
electronic), we helped a lot the medical sector by repairing a reanimation material, crafting over 100
000 mask shield, and a lot of innovation in the medical area like (Thermomètre,
Oxymètre,, Station de télémédecine even Smart Vaccinodrome).
This enabled the rapid deployment of the company, leading to a fusion with Aba technology, they
operate across four main activity sectors and the model they choose is Start Up acquisition:

 Nextronic : IoT & Electronics: a key player in electronic boards and connected devices using
proven methodologies, a sectoral locomotive in the IoT field, from creating connected
objects to designing M2M applications.
 Start UP I-City : Smart Cities : a subsidiary of Aba Technology, offers a unique Euro-
Mediterranean solution for managing smart and sustainable cities through its AC360 (Always
Connected 360°) platform, which is unified, modular, open, and interoperable. It covers
everything from traffic management and public lighting to air quality, waste management,
and green spaces.
 : MEDIoT : Health-tech, which focuses on connected health infrastructure like home
healthcare, smart ambulances, and health centers through the Digital Health hub.
 Devcorp : Enhanced Logistics:, a major player in Supply Chain 4.0 and connected operations
cloud, represents a true digital transformation through intelligent operations aimed at
efficiency and decarbonization of the Supply Chain.

Now, ABA Technology is a leader in innovation at the Moroccan level Une galaxie technologique
dont la mission est de préserver la santé, l'environnement et la sécurité
While I don't have a first-hand example of open innovation from my current company, I can share
the impressive achievements of Mr Yassine Abouch, the founder of Nextronic, an IoT and electronics
startup. He has made significant contributions to the Makers Movement and FabLab in Africa, co-
founding FabLab Casablanca, one of the first such facilities on the continent. This FabLab provided
critical resources for Prototyping involves utilizing advanced tools like laser cutters, 3D printers, and
electronic devices to craft unique designs. Manufacturing and customization facilitate the creation of
tailored models, objects, and personalized signage through engraving and laser marking.
Additionally, the provision of educational courses and the fostering of a diverse community enhance
learning and networking among makers, designers, and engineers.

During the COVID-19 pandemic, I volunteered in this FabLab alongside specialists from various fields.
We significantly supported the medical sector by repairing life-saving equipment, producing over
100,000 protective masks, and innovating in areas such as thermometers, oximeters, telemedicine
stations, and smart vaccination centres.

This FabLab model significantly assisted Nextronic in its rapid development, particularly after 2020.
The success of this innovation model led to a merger with Aba Technology, and it now functions
across four primary sectors employing a start-up acquisition strategy.

Nextronic: Specialises in IoT and electronics, developing electronic boards and connected devices,
setting industry standards in IoT innovation and M2M application design.

I-City: A smart city initiative under Aba Technology, using the AC360 platform for comprehensive,
sustainable urban management, covering traffic, public lighting, air quality, waste and green spaces.

MEDIoT: A healthcare technology company providing connected healthcare infrastructure solutions,

including home healthcare services, smart ambulances and digital health hubs.

Devcorp: A leader in advanced logistics, driving supply chain 4.0 with a focus on efficiency and
sustainability.
While I don't have a first-hand example of open innovation in my current role, I can highlight the
remarkable contributions of a friend, Mr Yassine Abouch, the founder of Nextronic, an IoT and
electronics startup. He has made significant contributions to the Makers Movement and FabLab in
Africa, co-founding FabLab Casablanca, one of the first such facilities on the continent. This FabLab
provided critical resources for prototyping, which involves using advanced tools such as laser cutters,
3D printers and electronic devices to create unique designs. Fabrication and customisation facilitates
the creation of bespoke models, objects and personalised signage through engraving and laser
marking. In addition, offering educational programmes in collaboration with engineering institutions
enhances networking by bringing together academic educators, makers, designers and engineers,
fostering a diverse and interconnected community.

During the COVID-19 pandemic, I volunteered in this FabLab alongside specialists from various fields.
We significantly supported the medical sector by repairing life-saving equipment, producing over
200,000 protective masks, and innovating in areas such as thermometers, oximeters, telemedicine
stations, and smart vaccination centres.

This FabLab model was instrumental in Nextronic's rapid development, especially after the corona
crises. The success of this innovation model led to a merger with Aba Technology, which after this
merger operates in four primary sectors for the majority through a start-up acquisition strategy:

 Nextronic: Specialises in IoT and electronics, developing electronic boards and connected
devices, setting industry standards in IoT innovation and M2M application design.
 I-City: A smart city initiative under Aba Technology, using the AC360 platform for
comprehensive, sustainable urban management, covering traffic, public lighting, air quality,
waste and green spaces.
 MEDIoT: A healthcare technology company providing connected healthcare infrastructure
solutions, including home healthcare services, smart ambulances and digital health hubs.
 Devcorp: A leader in advanced logistics, driving supply chain 4.0 with a focus on efficiency
and sustainability.

ABA Technology has now become a technological powerhouse in Morocco, with a mission centred
on health, environmental protection and safety.
Samsung R&D KNOWN low risk the pursuit of certainty:

Advantage:

- Corporate Strategy would develop plans for new products, and R&D would then create and
patent the disruptive innovations.

Inconvenient:

- Corporations focused on financial metrics like Return On Net Assets and Internal Rate of
Return to reap the benefits of the last technology cycle. This meant R&D organizations have
been pushed to work more on D (development) and less on R (research.) corporate R&D’s is
investing much less on disruptive new ideas and the next technology cycle and instead
focusing on the development of incremental technologies.

Impact :

Open Innovation Center is based on four ideas:

Accelerator UNKNOWN high Risk the pursuit of imagine: Samsung has created an "accelerator"
division that will focus on ways startups can leverage Samsung products.

Advantage:

- capture new thinking across a broad spread of domains, especially to leverage sumsung
products.

Inconvenient:

- The objectives of incubation and acceleration programs should be fully and clearly defined
and documented, as should the company’s path to harvesting and commercializing outside
innovation.

Impact :

A venture-capital UNKNOWN high risk the pursuit of imagine: arm will give Eun and his team the
ability to invest in early-stage startups that are trying to deliver the "next big things" in tech.

Advantage:

- allow corporate to engage with early-stage start-ups either over a relatively lengthy period
of intensive business development or through a shorter-term structured curriculum.

Inconvenient:

- Necessity for realistic expectations to manage potential friction between different

organizational cultures.
- the company needs to ensure that the value of the partnership is clear to the start-up and
that the right people are involved at the right time in the process. It’s equally important to
 track business milestones through rigorous KPI reporting and to ensure transparency
through regular internal and external communication with the start-up and within the
company.

The company's mergers and acquisitions PARTIELLY KNOWN moderate risk the pursuit of
probability team will, as the name suggests, acquire companies that could help Samsung's business.

Advantage:
- by letting those small firms and companies do the creative work and then acquiring them and
bringing them into the parent firm and drawing on their expertise and benefits.

Inconvenient:

- Large rate of failure around 80%.

Finally, the Open Innovation Center will include a partnerships PARTIELLY KNOWN moderate risk
the pursuit of probability sector that allows Samsung to find ways to work alongside startups.

Advantage:

- Allows corporates to trial new technologies and IP with a new business model at a reduced
risk.

Inconvenient:

- Essential to align partnerships with the corporation's broader innovation strategy and ensure
mutual value exchange.
- Importance of having a well-defined brief, clear processes, and a plan for scaling successful
initiatives.
- Challenges in managing joint ventures, protecting intellectual property, and governing
external collaborations.
Samsung R&D :

Advantage:

- Corporate Strategy would develop plans for new products, and R&D would then create and
patent the disruptive innovations.

Inconvenient:

- Corporations focused on financial metrics like Return On Net Assets and Internal Rate of
Return to reap the benefits of the last technology cycle. This meant R&D organizations have
been pushed to work more on D (development) and less on R (research.) corporate R&D’s is
investing much less on disruptive new ideas and the next technology cycle and instead
focusing on the development of incremental technologies.

Impact :

Open Innovation Center is based on four ideas:

Accelerator : Samsung has created an "accelerator" division that will focus on ways startups can
leverage Samsung products.

Advantage:

- capture new thinking across a broad spread of domains, especially to leverage sumsung
products.

Inconvenient:

- The objectives of incubation and acceleration programs should be fully and clearly defined
and documented, as should the company’s path to harvesting and commercializing outside
innovation.

Impact :

A venture-capital : arm will give Eun and his team the ability to invest in early-stage startups that are
trying to deliver the "next big things" in tech.

Advantage:

- allow corporate to engage with early-stage start-ups either over a relatively lengthy period
of intensive business development or through a shorter-term structured curriculum.

Inconvenient:

- Necessity for realistic expectations to manage potential friction between different

organizational cultures.
- the company needs to ensure that the value of the partnership is clear to the start-up and
that the right people are involved at the right time in the process. It’s equally important to
 track business milestones through rigorous KPI reporting and to ensure transparency
through regular internal and external communication with the start-up and within the
company.

Mergers and acquisitions : team will, as the name suggests, acquire companies that could help
Samsung's business.

Advantage:
- by letting those small firms and companies do the creative work and then acquiring them and
bringing them into the parent firm and drawing on their expertise and benefits.

Inconvenient:

- Large rate of failure around 80%.

Partnerships sector that allows Samsung to find ways to work alongside startups.

Advantage:

- Allows corporates to trial new technologies and IP with a new business model at a reduced
risk.

Inconvenient:

- Essential to align partnerships with the corporation's broader innovation strategy and ensure
mutual value exchange.
- Importance of having a well-defined brief, clear processes, and a plan for scaling successful
initiatives.
- Challenges in managing joint ventures, protecting intellectual property, and governing
external collaborations.
Samsung's innovation approach has expanded from internal initiatives to embracing open innovation
through the initiation of its Open Innovation Centre.

 Samsung R&D:
o Advantage: Develops new products through corporate strategy collaboration;
focuses on creating and patenting innovations.
o Inconvenience: Shifts focus from Research to Development due to financial KPIs;
reduces investment in disruptive ideas to sustainable ones.
o Impact: .
 Open Innovation Centre:
o Accelerators program aims to explore collaborations with startups to better
integrate and utilize Samsung's products in their solutions.
 Advantages: Captures new ideas to enhance Samsung products; encourages
broad domain innovation.
 Inconveniences: Requires clear definitions and paths for incubation and
commercialization.
 Impact: .
o Venture Capital branch will enable Samsung to invest in and support early-stage
startups focused on introducing the "next big things" in technologies.
 Advantages: Engages with early-stage startups for business development;
focuses on discovering "next big things."
 Inconveniences: Must manage cultural differences and set clear partnership
values.
 Impact: .
o Mergers and Acquisitions aims to identify and acquire businesses that can enhance
Samsung's overall strategy and operational capabilities.
 Advantages: This strategy involves leveraging the innovation of smaller firms
by acquiring them, thus integrating their creative capabilities and
advantages into the larger parent company.
 Inconveniences: Faces a high failure rate (about 80%).
 Impact: .
o Partnerships division is designed to foster collaboration between Samsung and
companies.
 Advantages: Allows testing of new technologies and close missing IP GAP
with reduced risk.
 Inconveniences: Requires alignment with innovation strategy and clear
collaboration governance.
 Impact: .
Innovation is challenging due to resistance to change, fear of failure, and internal politics. Recent
shifts in innovation emphasize the importance of social and ethical considerations, like trust,
alongside technological advancements. Successful innovation typically involves clear vision, strong
leadership, a culture of experimentation, effective communication, and adaptability.

Innovation is challenging due to resistance to change, fear of failure and internal politics. Recent
shifts in innovation emphasise the importance of social and ethical considerations, such as trust,
alongside technological advances. Successful innovation typically involves a clear vision, strong
leadership, a culture of experimentation, effective communication and adaptability.

The third strategy : Becoming an energy tech company by investing in smart homes, the
electrification of transport, or virtual power plants. Because it offer a wider space for value
creation from invent to Invest, Incubate, Acquire and Partner with board fields
and area.
Challenges: Leads to advanced solutions by tapping into a broader pool of ideas, Higher failure
rate than other models of innovation [That’s why it’s essential to widely choose which type of
investing (acceleration, incubate, VC) Acquire or partner deponding on risks]. Requires a clear and
robust framework to manage contributions, intellectual property rights, and data ownership.
Requires significant alignment and commitment at GetEnergised all levels of to embrace external
ideas. Successful tests or projects can lead to partnerships, benefiting both the Start-up and
GetEnergised. Can foster beneficial partnerships with start-ups and GetEnergised.

The third approach involves transforming into an energy technology firm through
investments in smart homes, electric transportation, or virtual power stations.
This strategy opens up extensive opportunities for creating value through
various means such as invention, investment, incubation, acquisition, and
partnerships across diverse fields.

Challenges include: advancing solutions by exploring a wider array of ideas,

facing a higher failure rate compared to traditional innovation methods (thus,
careful selection is crucial regarding the type of investment, whether it's
acceleration, incubation, or venture capital, as well as decisions on acquisitions
or partnerships based on risk assessments). Implementing this strategy demands
a comprehensive and solid structure to oversee contributions, manage
intellectual property rights, and handle data ownership. It also requires
significant alignment and dedication from all levels within GetEnergised to
welcome and integrate external innovations. Successfully tested projects or
partnerships can be mutually advantageous for both start-ups and GetEnergised,
fostering constructive collaborations.

Q1:

The third strategy transforms GetEnergised into an energy tech company, will
create broader value opportunities. However, this entails challenges like :

 A higher innovation failure rate and the necessity for meticulous

investment selection and partnership decisions (whether it's acceleration,
incubation, or venture capital, or partnerships based on risk assessments).
 A clear framework for managing intellectual property and data,
 A firm-wide commitment to external ideas, is crucial.
 Successful implementations could lead to mutually beneficial start-up
partnerships, aligning with GetEnergised's growth and innovation goals.

Q2:
Higher innovation failure rate: is a natural consequence of experimenting with
new innovation, which are untested and uncertain.

Meticulous investment selection and partnership decision : Given the high stakes
and risks involved, choosing where to invest and with whom to partner requires
careful evaluation. Wrong decisions can lead to financial losses, wasted
resources, or strategic misalignments.

The challenges stem from the inherent risks of innovation, requiring careful
selection of investments and partnerships to mitigate potential losses. Protecting
intellectual property and managing data necessitate clear legal frameworks,
while embracing external ideas demands an organizational culture shift.
Additionally, forming mutually beneficial partnerships with startups involves
aligning goals and expectations, crucial for driving GetEnergised's growth and
innovation objectives efficiently.

Risk :

if the company is seeking outside innovation close to the core over the medium
term, venture investments are probably the most suitable tool. If it seeks a
specific product or technology that is still under development, an incubator
(using the tight-focus model) is likely the best tool for the job. If it’s looking to
take the pulse of the entrepreneurial sector, an accelerator can provide a
relatively rapid overview. And if it needs to roll out a specific product or service
within a narrow window of opportunity (whether to harness a potentially
disruptive force or to recover ground lost to rivals), partnerships are the most
suitable tool.

Exploring the unknown is High risk with high failure rate but can lead to
disruption innovation. “Avoiding the risk, missing the rewards” the inherent risk
of venture investing and innovation support in general, concluding that the
greater risk was not to invest at all. That’s why choosing the right selection of
investments depending on duration of ROI or Product cycle mitigate potential
losses.

Protecting intellectual property and managing data necessitate clear legal

frameworks, while embracing external ideas demands an organizational culture
shift also ” Support comes straight from the top—Leaders make it a key topic,
modeling the behavior they expect from the rest of the organization and
structuring innovation support activities to reflect their importance.”

Forming mutually beneficial partnerships with startups involves aligning goals

and expectations = Political side. A culture of cooperation, rather than rivalry,
should characterize relations among the R&D department, business units, and
external innovation centers. Companies should foster regular communication
and close cooperation among units and put in place incentives that encourage
collaboration. Managing the interfaces between various departments and making
individual managers accountable for each start-up relationship will be critical to
success.

Managing Risk of failure : Sachant que Avoid the risk, miss the reward. Il faut
assimiler la duré pour atteindre la rentabilité d’une innovation dependament de
son type : Product or service, business models, System levels pour anticiper le
type le management d’invistement ou partnership approprié: Accélérateur (4
months établir le business models), incubateur (1-2 ans l’entré en marché),
Venture capital (5-7 ans facilitate the rapid introduction of new products or
services leveraging mature technology.), partnership (cycle de produit- close IP
in non core GetEnergised capabilities).

Une protection par un framework, permet au both sides GetEnergised and other
companies de bien tirer profits de innovation future en toute transparance to
reach a win-win for both sides

Support comes straight from the top—Leaders of GetEnergised make it a key

topic, modeling the behavior they expect from the rest of the organization and
structuring innovation support activities to reflect their importance.

L’allignement d’une culture homogéne avec une organisation fluide entre

GetEnergised et ses entreprise facilitated smoother integration de l’innovation,
addressing resistance and aligning transformation with organisational culture
and values.

The outlined challenges are crucial for GetEnergised’s transformation due to the
inherent risks associated with shifting towards an open innovation. High
innovation failure rates necessitate careful selection and management of
investments and partnerships to mitigate potential losses. Protecting intellectual
property and handling data securely demand robust legal frameworks and an
internal cultural shift, ensuring the company adapts to and respects external
innovations. Leadership’s role in championing a collaborative culture and setting
clear expectations is essential for seamless integration and innovation.
Additionally, aligning goals with startups and fostering inter-departmental
cooperation can significantly contribute to successful innovation and growth,
aligning with GetEnergised's long-term objectives.

- Accelerators: [4 months] to establish business models,

- Incubators: [1-2 years] for market entry.
- Venture capital: [5-7 years] the introduction of new products or services
using mature technology.
- Partnerships: [a product's lifecycle], closing intellectual property gaps in
non-core competencies of GetEnergised.
- M&A : it need another processes (defining the added value, Due
Dilligence, Financing, Regulatory Approvals, post Merge & acquisition
plans)
Question 1 :

The third strategy transforms GetEnergised into an energy tech company, will
create broader value opportunities. However, this entails challenges like:

• A higher innovation failure rate and the necessity for meticulous

investment selection and partnership decisions.
• A clear framework for managing intellectual property and data,
• A firm-wide commitment to external ideas, is crucial.

Question 2 :

Anticipating risks by assessing the time required for an innovation whether a

product, service, or business model to become profitable is crucial, as it informs
the suitable type of investment or partnership needed.

Protecting innovation framework ensuring a win-win scenario for all parties

involved.

Support comes straight from the top—Leaders of GetEnergised make it a key

topic, modeling the behavior they expect from all levels of the organisation to
embrace external ideas.

Question 3 :

Here's a summary of the strategy, based on the answers to the initial five
questions:

Starting Point (Technology & Market Needs):

 - Technology: Emerging technologies relevant to GetEnergised, such as IoT
for smart homes, electric vehicle technology, and software for managing
virtual power plants. Initial S-curve analysis shows these technologies are
in the growth phase, indicating room for impactful innovation.
- Markets: These technologies serve emerging needs in energy
management and transportation. Analysis shows Nascent markets around
these technologies are in the increment phase.
- Organisational Capabilities: GetEnergised has capabilities in energy
management but needs to develop or acquire new capabilities in IoT,
software development, and electric vehicle technology.

Current Landscape (3R Framework):

- Rules: Understand and adapt to the current regulations affecting

renewable energy and technology in the UK and the evolving standards on
green energy.
- Resources: Leverage existing resources like the expertise in energy
management and customer service, while identifying the need for new
investments in technology and infrastructure.
- Relationships: Strengthen relationships with technology providers, local
governments, and communities. Establish new partnerships with firms
from the automotive and tech industries.

Current Operations Evaluation: innovation disruption clayton to leverage.

Analyze current operations to identify areas that can be enhanced or repurposed

towards supporting new energy tech ventures. Improve operational efficiencies
and integrate new technologies where feasible.

Resource Requirements (Revised 3R Framework):

- Rules: Work towards influencing policy-making by participating in energy

forums and alliances, advocating for supportive regulations for energy
tech innovations.
- Resources: Secure funding for new tech initiatives, invest in R&D, and hire
talent with expertise in IoT, energy systems, and customer software
solutions.
- Relationships: Forge strategic alliances for technology sharing, co-
development, and market access. Establish a network of mentors and
advisors within the energy tech space.

Innovation Strategy Map (Degree, Locus, Source of Value):

- Degree of Innovation: System level innovation that pursue radical

innovations that position the company as a leader in energy tech, focusing
on creating new market spaces and redefining energy consumption and
management.
- Locus of Innovation: Focus on architectural innovations that integrate
smart home technologies, electric vehicles, and energy management
systems into a cohesive ecosystem.
- Source of Value: Develop proprietary technologies and platforms that
enable unique customer experiences and efficient energy management,
ensuring that GetEnergised maintains control over the core innovations
and their commercialization.
Implementation Challenges and Solutions:

- Innovation Failure Risk: Implement a phased approach to innovation,

starting with pilot projects to test and refine technologies before full-scale
deployment. Establish clear criteria for evaluating the success of
innovation initiatives and make iterative improvements.
- Intellectual Property & Data Management: Develop a robust IP strategy to
protect innovations and establish clear data governance policies that
ensure privacy and security while enabling the aggregation and analysis of
energy usage data.
- Openness to External Ideas: Cultivate a culture that values external
collaboration and open innovation. Encourage employee engagement with
external startups, research institutions, and innovation ecosystems to
bring fresh ideas and perspectives.
- Organizational Culture & Structure: Transition towards a more agile and
adaptive organizational structure that supports rapid decision-making and
experimentation. Promote a culture of learning and adaptability to
encourage innovation and respond effectively to market changes.