GTI Applications and Tools

The capabilities discussed in the previous section have enabled the creation of various applications and tools, which are divided into three major groups presented in Table 1.

Table 1: GTI-based Applications and Tools
	Applications	Major Tools
Reactive Innovation (Defensive): Value Is Known	1. A performance-based challenge 2.Cost reduction 3.Quality/reliability improvement 4.Innovation assessment 5.Failure prevention 6.Patent circumvention/patent protection against circumvention	1.Relevent diagram (systems mapping) 2.Problem-solution templates 3.Conflict strategies 4.Algorithm for a conflict elimination (ACE) 5.Failure prevention analysis
Proactive Innovation (Offensive): Value Is Unknown	1.System evolution forecasting 2.Strategic innovation portfolio creation 3.Business applications (for example) •Growth opportunities •Corporate turnaround •Business strategy/business model •Increasing ROI, including R&D •Investment, including mergers & acquisitions(M&A)	1.Evolutionary templates 2.Generic growth strategies 3.Value growth templates 4.Value matrix
On-Demand Innovation Capability	1.Creation of the capability of an entity (a unit) to innovate on demand 2.Creation of the innovation management system for an entity	1.All of the above 2.The program template

Strategic management (business applications): GTI states that innovation in the area of strategic management (identification of a change required for repositioning an organization with the purpose of obtaining competitive advantage) is immeasurably more important than innovation in any other area of corporate activities such as product or process innovation. The reasoning behind this position is simple: the history of business shows that companies with inferior products but superior strategies beat their technically superior competitors. Examples abound: Microsoft vs. Apple; Dell vs. IBM and Compaq; Big 3 vs. Tucker Corporation.

Knowledge of the evolutionary laws is applicable not only to such systems as technology-based products, services and processes, but also to any business process within an organization, the organizations themselves, (both for-profit and not-for-profit), industries and markets, which are also systems. Moreover, application of GTI to strategic management was enabled by the creation of specialized tools, such as generic growth strategies, value matrix, value growth templates and others. If an organization can precisely forecast the future of its own products and processes as well as foresee where the market will go, this company can use this knowledge at any moment for creating new powerful strategies, finding new markets for products and services, finding new sources of revenue, generating and controlling growth.

Strategic Innovation: Not all innovations are born equal! Out of the minority that are financially successful, only a few are capable of moving markets and increasing the market share for their creators. The deliberate (on-demand) creation of these innovations is the essence of this application that involves analysis of such systems as the market, a respective company with the focus on its strategy and products that the company delivers to the marketplace. The GTI-based process of creation of strategic innovations is shown in Figure 3.

Figure 3: The Process of Creating Strategic Innovations

Date: 2016-04-22; view: 760

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