Mastering the Key to Growth Tips for Innovation and Management 掌握成長之鑰 創新管理有撇步
Innovation is the driving force behind a sustainable enterprise. Although a business that is complacent risks losing its competitiveness, engaging in innovation does not guarantee success either. Therefore, innovation must be carried out meticulously and put into practice in a systematic manner. The IT Service Management Forum (itSMF Taiwan) and ValuePlus Consulting Inc. jointly invited Dr. Johnsee Lee, Chairman of the Development Center for Biotechnology (DCB) to give a speech in an August 18 seminar. In his speech he examined enterprise innovation from the perspective of both theory and practice. Vice president Andrew Chang of the Samsung Group was also invited to share his practical experiences in innovation.
創新，是企業永續的原動力。企業原地踏步有喪失競爭力的風險，但積極從事創新(Innovation)活動也有失敗的可能性，因此，創新必須經過縝密的管理並系統化加以實踐。台灣科技化服務協會與信嘉商務，8月18日邀請財團法人生物技術開發中心李鍾熙董事長發表專題演講，從兼顧理論與實踐角度來檢視企業創新，並邀三星集團(Samsung)副總裁Andrew Chang分享創新實務經驗。
In the process of innovation, relying on external resources is an important step. Dr. Lee said that when he worked at the Industrial Technology Research Institute (ITRI), a company in the United States planned to release 200 patents. ITRI formed a team and conducted research on the deployment and applications of these patents. At that time, MediaTek spent NT$700 million to acquire these patents and was able to gain access to a multibillion (NT) dollar market via its patent strategies. The U.S. firm successfully sold the patents, and ITRI received the service fees. This is a concrete example of the adoption of external intellectual property rights to create new business opportunities.
在創新過程中，借重外部資源很重要。李鍾熙說，自己在工研院任職時，美國某公司計畫釋出200個專利，工研院就組了團隊，針對專利布局、專利應用，進行研究。當時，聯發科以新台幣7億元取得這批專利，因而能在短期間經由專利布局，切入數十億元的市場，美國公司順利出售專利，工研院也得到服務費，這是借重外部智財創造新商機的實例。
Dr. Lee said that there are quite a number of patents owned by Taiwanese companies, but they have generally not been created to meet the needs of the market. Enterprises need to be positioned at a high level when introducing innovation, and should do so from the perspective of changes in societal trends, demand and applications in order to achieve a level of invention that is high enough. It does not require too much manpower, either. Take Apple Inc. as an example. The company’s most powerful and sophisticated team has less than 10 individuals, yet the products that they develop and the company’s innovative business models are known the world over. The conclusion is that in order to start the engine of innovation, an incentive and reward mechanism must exist in the organization.
李鍾熙表示，台灣的專利很多，但都不是切合需求而產生；企業要拉高創新的切入點，從社會趨勢變化、需求及應用端著手，發明的位階才會高，且不需太多人力。如蘋果電腦，最厲害的team不到10個人，但創造出的產品及創新商業模式舉世皆知。要啟動創新引擎，就要靠組織的獎勵機制。
創新，是企業永續的原動力。企業原地踏步有喪失競爭力的風險，但積極從事創新(Innovation)活動也有失敗的可能性，因此，創新必須經過縝密的管理並系統化加以實踐。台灣科技化服務協會與信嘉商務，8月18日邀請財團法人生物技術開發中心李鍾熙董事長發表專題演講，從兼顧理論與實踐角度來檢視企業創新，並邀三星集團(Samsung)副總裁Andrew Chang分享創新實務經驗。
In the process of innovation, relying on external resources is an important step. Dr. Lee said that when he worked at the Industrial Technology Research Institute (ITRI), a company in the United States planned to release 200 patents. ITRI formed a team and conducted research on the deployment and applications of these patents. At that time, MediaTek spent NT$700 million to acquire these patents and was able to gain access to a multibillion (NT) dollar market via its patent strategies. The U.S. firm successfully sold the patents, and ITRI received the service fees. This is a concrete example of the adoption of external intellectual property rights to create new business opportunities.
在創新過程中，借重外部資源很重要。李鍾熙說，自己在工研院任職時，美國某公司計畫釋出200個專利，工研院就組了團隊，針對專利布局、專利應用，進行研究。當時，聯發科以新台幣7億元取得這批專利，因而能在短期間經由專利布局，切入數十億元的市場，美國公司順利出售專利，工研院也得到服務費，這是借重外部智財創造新商機的實例。
Dr. Lee said that there are quite a number of patents owned by Taiwanese companies, but they have generally not been created to meet the needs of the market. Enterprises need to be positioned at a high level when introducing innovation, and should do so from the perspective of changes in societal trends, demand and applications in order to achieve a level of invention that is high enough. It does not require too much manpower, either. Take Apple Inc. as an example. The company’s most powerful and sophisticated team has less than 10 individuals, yet the products that they develop and the company’s innovative business models are known the world over. The conclusion is that in order to start the engine of innovation, an incentive and reward mechanism must exist in the organization.
李鍾熙表示，台灣的專利很多，但都不是切合需求而產生；企業要拉高創新的切入點，從社會趨勢變化、需求及應用端著手，發明的位階才會高，且不需太多人力。如蘋果電腦，最厲害的team不到10個人，但創造出的產品及創新商業模式舉世皆知。要啟動創新引擎，就要靠組織的獎勵機制。
