Innovation Business Case: Advanced Vacuum Cleaner for Dyson Ltd.
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INNOVATION AND COMMERCIALISATION
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Table of Contents
INTRODUCTION............................................................................................................................. 2
LO1.................................................................................................................................................3
P1 EXPLAIN INNOVATION AND DETERMINE ITS IMPORTANCE TO ORGANISATIONS IN
COMPARISON WITH INVENTION............................................................................................... 3
P2 EXPLAIN HOW ORGANISATIONAL VISION, LEADERSHIP, CULTURE AND TEAMWORK CAN
SHAPE INNOVATION AND COMMERCIALISATION......................................................................4
M1 ANALYSE DIFFERENT SOURCES OF INNOVATION, AND HOW ORGANISATIONS CAN
FOSTER AND DEVELOP AN ENVIRONMENT AND CULTURE OF INNOVATION............................6
LO2.................................................................................................................................................8
P3 EXPLAIN THE 4PS OF INNOVATION AND EXPLAIN THE USE OF THE INNOVATION FUNNEL
TO EXAMINE AND SHAPE INNOVATIVE IDEAS...........................................................................8
P4 EXPLAIN DEVELOPMENTS IN FRUGAL INNOVATION AND PROVIDE EXAMPLES OF HOW IT IS
USED IN AN ORGANISATIONAL CONTEXT................................................................................10
M2 ANALYSE AND APPLY THE INNOVATION FUNNEL IN AN ORGANISATIONAL CONTEXT......11
M3 EVALUATE THE ROLE OF FRUGAL INNOVATION IN AN ORGANISATIONAL CONTEXT........13
D1` CRITICALLY ANALYSE HOW INNOVATION IS DEVELOPED, EMBEDDED AND MEASURED IN
AN ORGANISATIONAL CONTEXT..............................................................................................14
LO3............................................................................................................................................... 15
P5 EXPLAIN THE IMPORTANCE OF THE COMMERCIAL FUNNEL AND THE APPLICATION OF
NEW PRODUCT DEVELOPMENT (NPD) PROCESSING FOR COMMERCIALISATION OF
INNOVATION............................................................................................................................15
P6 BUILD AN INNOVATION BUSINESS CASE FOR AN ORGANISATION, INCLUDING WAYS TO
ACCESS FUNDING.....................................................................................................................18
1
INTRODUCTION............................................................................................................................. 2
LO1.................................................................................................................................................3
P1 EXPLAIN INNOVATION AND DETERMINE ITS IMPORTANCE TO ORGANISATIONS IN
COMPARISON WITH INVENTION............................................................................................... 3
P2 EXPLAIN HOW ORGANISATIONAL VISION, LEADERSHIP, CULTURE AND TEAMWORK CAN
SHAPE INNOVATION AND COMMERCIALISATION......................................................................4
M1 ANALYSE DIFFERENT SOURCES OF INNOVATION, AND HOW ORGANISATIONS CAN
FOSTER AND DEVELOP AN ENVIRONMENT AND CULTURE OF INNOVATION............................6
LO2.................................................................................................................................................8
P3 EXPLAIN THE 4PS OF INNOVATION AND EXPLAIN THE USE OF THE INNOVATION FUNNEL
TO EXAMINE AND SHAPE INNOVATIVE IDEAS...........................................................................8
P4 EXPLAIN DEVELOPMENTS IN FRUGAL INNOVATION AND PROVIDE EXAMPLES OF HOW IT IS
USED IN AN ORGANISATIONAL CONTEXT................................................................................10
M2 ANALYSE AND APPLY THE INNOVATION FUNNEL IN AN ORGANISATIONAL CONTEXT......11
M3 EVALUATE THE ROLE OF FRUGAL INNOVATION IN AN ORGANISATIONAL CONTEXT........13
D1` CRITICALLY ANALYSE HOW INNOVATION IS DEVELOPED, EMBEDDED AND MEASURED IN
AN ORGANISATIONAL CONTEXT..............................................................................................14
LO3............................................................................................................................................... 15
P5 EXPLAIN THE IMPORTANCE OF THE COMMERCIAL FUNNEL AND THE APPLICATION OF
NEW PRODUCT DEVELOPMENT (NPD) PROCESSING FOR COMMERCIALISATION OF
INNOVATION............................................................................................................................15
P6 BUILD AN INNOVATION BUSINESS CASE FOR AN ORGANISATION, INCLUDING WAYS TO
ACCESS FUNDING.....................................................................................................................18
1

M4 BUILD A DETAILED INNOVATION BUSINESS CASE WHICH INCLUDES HOW TO MEASURE
ITS OVERALL EFFECTIVENESS USING APPROPRIATE TECHNIQUES AVAILABLE TO TEST, ITERATE
AND IMPROVE......................................................................................................................... 21
LO4............................................................................................................................................... 22
P7 EVALUATE THE DIFFERENT TOOLS THAT ORGANISATIONS CAN USE TO DEVELOP, RETAIN
AND PROTECT KNOWLEDGE AND INTELLECTUAL PROPERTY..................................................22
M5 PRESENT SUPPORTED EVIDENCE-BASED EVALUATION OF THESE DIFFERENT TOOLS IN THE
CONTEXT OF THE WIDER BUSINESS ENVIRONMENT...............................................................24
D2 CRITICALLY EVALUATE THE NATURE OF INNOVATION AND THE CONTEXT IN WHICH IT IS
DEVELOPED, PROVIDING EVIDENCE-BASED JUDGEMENTS ON HOW ORGANISATIONS CAN
OVERCOME CHALLENGES TO DEVELOP SUCCESSFUL INNOVATIONS......................................25
CONCLUSION............................................................................................................................... 26
REFERENCES.................................................................................................................................27
2
ITS OVERALL EFFECTIVENESS USING APPROPRIATE TECHNIQUES AVAILABLE TO TEST, ITERATE
AND IMPROVE......................................................................................................................... 21
LO4............................................................................................................................................... 22
P7 EVALUATE THE DIFFERENT TOOLS THAT ORGANISATIONS CAN USE TO DEVELOP, RETAIN
AND PROTECT KNOWLEDGE AND INTELLECTUAL PROPERTY..................................................22
M5 PRESENT SUPPORTED EVIDENCE-BASED EVALUATION OF THESE DIFFERENT TOOLS IN THE
CONTEXT OF THE WIDER BUSINESS ENVIRONMENT...............................................................24
D2 CRITICALLY EVALUATE THE NATURE OF INNOVATION AND THE CONTEXT IN WHICH IT IS
DEVELOPED, PROVIDING EVIDENCE-BASED JUDGEMENTS ON HOW ORGANISATIONS CAN
OVERCOME CHALLENGES TO DEVELOP SUCCESSFUL INNOVATIONS......................................25
CONCLUSION............................................................................................................................... 26
REFERENCES.................................................................................................................................27
2
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INTRODUCTION
Innovation helps organisation face the competitive forces and create a differentiation in the
offerings. It is the capability to transform a unique idea into a product or service. Dyson is a UK
based technology company started in 1991 by Sir James Dyson. The company manufactures a
wide range of air purifiers, vacuum cleaners, fans and heaters. I have been hired as an
innovation consultant By Dyson Ltd. My job is to recommend the way company should move
forward with developing a new vacuum cleaner with advanced features such as Mobile App
controlled Self-charging, robot vacuum cleaning with better sensors to detect obstacles and
easily navigate across the room. The report will discuss the role of leadership, vision and culture
at the organisation in motivating the employees to think in a creative manner. Later, the
reports will explain the new product development process and the role of innovation funnel
and the frugal innovation techniques. In the final part of the report, the methods to protect the
innovations of the company are discussed.
3
Innovation helps organisation face the competitive forces and create a differentiation in the
offerings. It is the capability to transform a unique idea into a product or service. Dyson is a UK
based technology company started in 1991 by Sir James Dyson. The company manufactures a
wide range of air purifiers, vacuum cleaners, fans and heaters. I have been hired as an
innovation consultant By Dyson Ltd. My job is to recommend the way company should move
forward with developing a new vacuum cleaner with advanced features such as Mobile App
controlled Self-charging, robot vacuum cleaning with better sensors to detect obstacles and
easily navigate across the room. The report will discuss the role of leadership, vision and culture
at the organisation in motivating the employees to think in a creative manner. Later, the
reports will explain the new product development process and the role of innovation funnel
and the frugal innovation techniques. In the final part of the report, the methods to protect the
innovations of the company are discussed.
3
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LO1
P1 EXPLAIN INNOVATION AND DETERMINE ITS IMPORTANCE TO
ORGANISATIONS IN COMPARISON WITH INVENTION
Innovation is the means to leverage the current capabilities of Dyson so that a lead in the
market can be generated. As technological advancements are taking shape very fast, it is
necessary for Dyson to usher the innovative spirits in the employees so that new applications
for the products can be identified (Ennis, 2012). Below discussed are some of the basic
differences between invention and innovation.
INVENTION INNOVATION
Invention is the science of making a brand
new product or device
By innovation, some changes in the existing
product are done by introducing new ideas.
For example-creation of mobile phone is
an invention.
For example- developing different application
in a basic mobile phone is and innovation.
Deep knowledge about the fundamental
theories and principle is necessary to
invent something (Durham, 2018).
Any member of the team can suggest an
innovative idea and there is no need to have
expertise in a particular domain.
The curiosity of the inventor is the driving
force for an invention.
The need to fulfil the current demand of the
customer works as the driving force for
innovation.
4
P1 EXPLAIN INNOVATION AND DETERMINE ITS IMPORTANCE TO
ORGANISATIONS IN COMPARISON WITH INVENTION
Innovation is the means to leverage the current capabilities of Dyson so that a lead in the
market can be generated. As technological advancements are taking shape very fast, it is
necessary for Dyson to usher the innovative spirits in the employees so that new applications
for the products can be identified (Ennis, 2012). Below discussed are some of the basic
differences between invention and innovation.
INVENTION INNOVATION
Invention is the science of making a brand
new product or device
By innovation, some changes in the existing
product are done by introducing new ideas.
For example-creation of mobile phone is
an invention.
For example- developing different application
in a basic mobile phone is and innovation.
Deep knowledge about the fundamental
theories and principle is necessary to
invent something (Durham, 2018).
Any member of the team can suggest an
innovative idea and there is no need to have
expertise in a particular domain.
The curiosity of the inventor is the driving
force for an invention.
The need to fulfil the current demand of the
customer works as the driving force for
innovation.
4

P2 EXPLAIN HOW ORGANISATIONAL VISION, LEADERSHIP, CULTURE AND
TEAMWORK CAN SHAPE INNOVATION AND COMMERCIALISATION
To transform an innovative idea into a successful commercial product, Dyson needs to make an
environment for innovation and the vision of the organisation, culture, leadership and
teamwork plays an important role in this process. These factors are discussed below:
VISION
The organisational vision of Dyson discusses long term goals of the company and being
innovative is also a part of the future vision of the company (Johnston and Marshall, 2013). This
vision works as a guiding force for the leaders and managers so that they can lead the
workforce effectively and take decisions which are appropriate according to the mission and
vision of the company.
LEADERSHIP
The leadership of Dyson helps in ushering innovation at Dyson by including the workforce in the
decision-making process. When the employees are given an open environment where they can
freely share their ideas with the management, the innovative capabilities of the employees are
enhanced (Ngo and O'cass, 2013). With regular interaction with the employees, the employees
can suggest better solutions for the problems based on customer expectations.
CULTURE
The organisational culture of the some of the biggest organisations like Apple is the key to
enhance the innovative capabilities of the company. The employees at the lower level of
hierarchy get introduced with the organisational culture by the way colleagues and the senior
team members behave and therefore it is necessary to create a positive and supportive work
culture.
TEAMWORK
Teamwork helps in finding a solution for the common problem through the joint efforts of the
team members. When the bonding between the team members is good, they readily offer their
5
TEAMWORK CAN SHAPE INNOVATION AND COMMERCIALISATION
To transform an innovative idea into a successful commercial product, Dyson needs to make an
environment for innovation and the vision of the organisation, culture, leadership and
teamwork plays an important role in this process. These factors are discussed below:
VISION
The organisational vision of Dyson discusses long term goals of the company and being
innovative is also a part of the future vision of the company (Johnston and Marshall, 2013). This
vision works as a guiding force for the leaders and managers so that they can lead the
workforce effectively and take decisions which are appropriate according to the mission and
vision of the company.
LEADERSHIP
The leadership of Dyson helps in ushering innovation at Dyson by including the workforce in the
decision-making process. When the employees are given an open environment where they can
freely share their ideas with the management, the innovative capabilities of the employees are
enhanced (Ngo and O'cass, 2013). With regular interaction with the employees, the employees
can suggest better solutions for the problems based on customer expectations.
CULTURE
The organisational culture of the some of the biggest organisations like Apple is the key to
enhance the innovative capabilities of the company. The employees at the lower level of
hierarchy get introduced with the organisational culture by the way colleagues and the senior
team members behave and therefore it is necessary to create a positive and supportive work
culture.
TEAMWORK
Teamwork helps in finding a solution for the common problem through the joint efforts of the
team members. When the bonding between the team members is good, they readily offer their
5
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ideas and solution with the team members and the team members help in pointing out the
weak points in the plan. Therefore innovation requires a team effort of the individuals
(Urbancova, 2013).
6
weak points in the plan. Therefore innovation requires a team effort of the individuals
(Urbancova, 2013).
6
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M1 ANALYSE DIFFERENT SOURCES OF INNOVATION, AND HOW
ORGANISATIONS CAN FOSTER AND DEVELOP AN ENVIRONMENT AND
CULTURE OF INNOVATION
Peter Ducker who was management consulted wrote a book in 1985 with the title, ‘Innovation
and entrepreneurship' in which he discussed seven sources of innovation. The ways in which
Dyson can use these sources of innovation are discussed below:
1. The Unexpected: The unexpected events as the emergence of new technology make the
existing facilities of the company useless and these unexpected events can become the
source of innovation for Dyson in which the company finds better applications for its
products and services (Drucker, 2014).
2. The Incongruity: Incongruity represents the unmet demand of the customers. These
requirements of the customers are a great means to identify the area where an
innovative approach is required (Zandoval Bonazzi and Ari Zilber, 2014). It requires a
careful observation of current market situations and the areas where the companies are
not able to satisfy the demands of the consumers.
3. Process: The processes of Dyson can also be a source of innovation for the company.
This includes analyzing the internal processes of the company and find better ways to
save energy or to enhance the usability of products so that better values can be offered
to the customers of Dyson (Vanhaverbeke and Cloodt, 2014).
4. Industry and Market Structure Change: A radical change in the structure of the industry
is also a strong source of innovation. The company manufacturing CDs need to radically
shift its production processes and find new areas for the business (Autio, et al. 2014).
5. Demographics: The demographic changes may be occurred due to improving the
economic condition of the country. Due to improvement in the economy the disposable
income increases and the people have more money to buy new products.
6. Changes in Perception: Changes in the customer perception about a product or service
can bring down the sales and it makes it mandatory for the company to bring some
7
ORGANISATIONS CAN FOSTER AND DEVELOP AN ENVIRONMENT AND
CULTURE OF INNOVATION
Peter Ducker who was management consulted wrote a book in 1985 with the title, ‘Innovation
and entrepreneurship' in which he discussed seven sources of innovation. The ways in which
Dyson can use these sources of innovation are discussed below:
1. The Unexpected: The unexpected events as the emergence of new technology make the
existing facilities of the company useless and these unexpected events can become the
source of innovation for Dyson in which the company finds better applications for its
products and services (Drucker, 2014).
2. The Incongruity: Incongruity represents the unmet demand of the customers. These
requirements of the customers are a great means to identify the area where an
innovative approach is required (Zandoval Bonazzi and Ari Zilber, 2014). It requires a
careful observation of current market situations and the areas where the companies are
not able to satisfy the demands of the consumers.
3. Process: The processes of Dyson can also be a source of innovation for the company.
This includes analyzing the internal processes of the company and find better ways to
save energy or to enhance the usability of products so that better values can be offered
to the customers of Dyson (Vanhaverbeke and Cloodt, 2014).
4. Industry and Market Structure Change: A radical change in the structure of the industry
is also a strong source of innovation. The company manufacturing CDs need to radically
shift its production processes and find new areas for the business (Autio, et al. 2014).
5. Demographics: The demographic changes may be occurred due to improving the
economic condition of the country. Due to improvement in the economy the disposable
income increases and the people have more money to buy new products.
6. Changes in Perception: Changes in the customer perception about a product or service
can bring down the sales and it makes it mandatory for the company to bring some
7

changes in the product and services. These changing perceptions are caused due to
changing lifestyles of the people (Zandoval Bonazzi and Ari Zilber, 2014).
7. Need Knowledge: Learning new things and gaining knowledge creates new
opportunities for innovation. The businesses always need to evolve themselves and find
newer ways to make the offering interesting to the customer; improving the knowledge
base can be an important medium for this (Reitzig, 2011).
8
changing lifestyles of the people (Zandoval Bonazzi and Ari Zilber, 2014).
7. Need Knowledge: Learning new things and gaining knowledge creates new
opportunities for innovation. The businesses always need to evolve themselves and find
newer ways to make the offering interesting to the customer; improving the knowledge
base can be an important medium for this (Reitzig, 2011).
8
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LO2
P3 EXPLAIN THE 4PS OF INNOVATION AND EXPLAIN THE USE OF THE
INNOVATION FUNNEL TO EXAMINE AND SHAPE INNOVATIVE IDEAS
The application of 4Ps of innovation in Dyson is explained below:
Product
This aspect defines the product offering of the Dyson and how innovation is important to create
a competitive edge in the market. At present, artificial intelligence and robotics are in trend and
it is necessary to incorporate these fractures in the new vacuum cleaners offered by the
company (Acklin, 2010). Better operational efficiency and low energy usage are also an
important factor which needs to be considered while designing a new innovative product for
Dyson.
Process
The process of Dyson can be a source of innovation. When the process of the companies needs
a technical up-gradation to face a competitive pressure, there is a need to apply innovative
ideas in the basic processes of the company so that value offered to the customers can be
increased (Ennis, 2012).. At present, the process of Dyson need to be more energy efficient and
therefore some innovative ideas need to be developed so that better utilisation of the
resources can be done.
Position
This dimension defines the public image of the company. An innovative effort may be required
in the marketing plan of Dyson to enhance the image of the company (Acur, et al. 2012). The
position of the company can be improved by using the most creative ideas in the business and
the enhancing the value offered.
Paradigm
9
P3 EXPLAIN THE 4PS OF INNOVATION AND EXPLAIN THE USE OF THE
INNOVATION FUNNEL TO EXAMINE AND SHAPE INNOVATIVE IDEAS
The application of 4Ps of innovation in Dyson is explained below:
Product
This aspect defines the product offering of the Dyson and how innovation is important to create
a competitive edge in the market. At present, artificial intelligence and robotics are in trend and
it is necessary to incorporate these fractures in the new vacuum cleaners offered by the
company (Acklin, 2010). Better operational efficiency and low energy usage are also an
important factor which needs to be considered while designing a new innovative product for
Dyson.
Process
The process of Dyson can be a source of innovation. When the process of the companies needs
a technical up-gradation to face a competitive pressure, there is a need to apply innovative
ideas in the basic processes of the company so that value offered to the customers can be
increased (Ennis, 2012).. At present, the process of Dyson need to be more energy efficient and
therefore some innovative ideas need to be developed so that better utilisation of the
resources can be done.
Position
This dimension defines the public image of the company. An innovative effort may be required
in the marketing plan of Dyson to enhance the image of the company (Acur, et al. 2012). The
position of the company can be improved by using the most creative ideas in the business and
the enhancing the value offered.
Paradigm
9
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This part of the innovation mix defines the radical changes in the way the businesses are done.
Dyson should analyse the current market situation and decide whether there is a need to do
some radical changes in the bui=ness process of the company. such changes need careful
planning regarding the expenses of the changes as well s adverse impact on the employees due
to the change process (Barczak and Kahn, 2012).
10
Dyson should analyse the current market situation and decide whether there is a need to do
some radical changes in the bui=ness process of the company. such changes need careful
planning regarding the expenses of the changes as well s adverse impact on the employees due
to the change process (Barczak and Kahn, 2012).
10

P4 EXPLAIN DEVELOPMENTS IN FRUGAL INNOVATION AND PROVIDE
EXAMPLES OF HOW IT IS USED IN AN ORGANISATIONAL CONTEXT
Frugal innovation is the science of doing more in fewer resources. This ideology is very practical
in the current scenario where the resources are scarce and there is a need to make energy
efficient systems. The frugal innovation uses the most basic resources available and creates a
better product or service which has the capability to make the lives of masses easier (Rijsdijk
and van den Ende, 2011). The frugal innovation is different from the research and development
process done by the organisation where scientists and engineers work to find the solutions of a
particular problem. Frugal innovation can be initiated by anyone in the organisation and
requires minimum research and development.
These innovations are extremely useful for the nations with developing economy where people
are still starving for basic facilities such as food, water, healthcare and housing. The frugal
innovation initiatives are helping these countries provide affordable services. For example,
Mohammad Yunus, a social activist and a banker in Bangladesh started a unique initiative of
providing cheap small loans to the people which require minimal paperwork. This program has
helped around 8 million people to access banking services. 97 % of the beneficiaries of these
micro-credits are women and it has helped these women improve their economic and social
condition (Richtnér and Åhlström, 2010). In 2014, Renault launched Logan, a No-frill Sedan car
in Western Europe. The car was designed keeping in mind the requirements of the emerging
markets but due to the recession, this model of the French carmaker Renault was an instant hit
in many European countries. The low price range of around €5,000 was one of the biggest
reason for the success s of the company.
11
EXAMPLES OF HOW IT IS USED IN AN ORGANISATIONAL CONTEXT
Frugal innovation is the science of doing more in fewer resources. This ideology is very practical
in the current scenario where the resources are scarce and there is a need to make energy
efficient systems. The frugal innovation uses the most basic resources available and creates a
better product or service which has the capability to make the lives of masses easier (Rijsdijk
and van den Ende, 2011). The frugal innovation is different from the research and development
process done by the organisation where scientists and engineers work to find the solutions of a
particular problem. Frugal innovation can be initiated by anyone in the organisation and
requires minimum research and development.
These innovations are extremely useful for the nations with developing economy where people
are still starving for basic facilities such as food, water, healthcare and housing. The frugal
innovation initiatives are helping these countries provide affordable services. For example,
Mohammad Yunus, a social activist and a banker in Bangladesh started a unique initiative of
providing cheap small loans to the people which require minimal paperwork. This program has
helped around 8 million people to access banking services. 97 % of the beneficiaries of these
micro-credits are women and it has helped these women improve their economic and social
condition (Richtnér and Åhlström, 2010). In 2014, Renault launched Logan, a No-frill Sedan car
in Western Europe. The car was designed keeping in mind the requirements of the emerging
markets but due to the recession, this model of the French carmaker Renault was an instant hit
in many European countries. The low price range of around €5,000 was one of the biggest
reason for the success s of the company.
11
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