Paisaje de la zona semiárida en el sureste de

“It is not the strongest of the species that survives, nor the most intelligent. It is the one most adaptable to change.” (Charles Darwin)

To create two potential business scenarios of SKF Nova, the experiences from previous research, the perceived problems, opportunities and critical factors of the innovation process of the SKF group, and the suggested future roles of SKF Nova, have been combined.252 The characteristics derived from combining the results of the previous research with the empirical findings of this study indicate opportunities for improvement of the innovative capacity of the SKF group.

Some factors critical to the future success of SKF Nova

252

(Some likely characteristics of the future winners of the innovation industry have been discussed in the problem discussion. The problems, opportunities and critical factors have been presented in the chapter called Perception of problems and opportunities. The potential future roles of SKF Nova have been discussed in the Situations analysis.)

Gothenburg University

Based on the empirical findings, the following factors are perceived to be very important to the success of the future SKF Nova and motivate the creation of the two different scenarios. Two characteristics are equally important in both of the scenarios:

· The ability to change and be flexible to adapt to the needs of the divisions · To increase the cross functional dialogue and co-operation

The five factors below represent the basis of the first scenario that is called Brain shopping: · The ability to anticipate the customer needs

· The ability to fill gaps of competency · The ability to learn from external firms

· To get an overview of the innovation process of the SKF group · To “be in traffic” and thereby create knowledge synergies

The last five factors provide the basis of the second scenario that is called In-house innovation.

· To use cross-functional teams. This can potentially ensure that all the relevant stakeholders will be involved in the creation of the new business.

· To use a “stage gate” process to support the teams

· To create a common understanding of the customer need at an early stage and thereby get an early ownership

· To clearly define the roles and responsibilities of each of the functions involved at an early stage.

· To mobilise the resources necessary to build up the internal organisation of the new business (within the SKF group)

Which of the original problems and critical success factors have inspired the scenarios?

Out of the perceived problems of the SKF group, presented below, all but one has been assessed by either Brain shopping or In-house innovation. The first problem below is assessed by both of the scenarios.

The first scenario is called Brain shopping and it primarily assesses the fourth of the problems below. The second scenario that is called In-house innovation assesses all of the problems identified by the respondents, except for the last one.

ü There is not enough cross functional communication

ü The Sales force members are not always part of the innovation process ü It is difficult to get an owner of the innovation projects at an early stage

ü Teams of different parts of the SKF group make development efforts that are very similar or identical without being aware of each other

ü The divisions have difficulties to implement new ideas

· There is a lack of competence concerning idea gathering, screening and selection The critical success factors to obtain a successful knowledge transfer that were presented in the chapter called Perception of opportunities and problems are presented below. The second scenario assesses all but two of these.

Gothenburg University

ü That the employees of SKF Nova and the potential recipients of the SKF group have a shared understanding of the customer need at an early stage

ü To produce the sales support material demanded by the salesmen at an early stage ü To produce the appropriate material demanded by the application engineers

· To possess knowledge how to include the new business in the Business Information System of the SKF group

ü To ensure the existence of a corresponding agenda in the receiving division. This gives the ability to mobilise the resources required to implement the new business

· To employ a mix of young and more experienced people and with different educational backgrounds to participate in the projects of SKF Nova

It has been previously mentioned in the chapter called Situations analysis that the present challenge of SKF Nova is to become a valuable resource for the SKF divisions. Two statements considering the future role of SKF Nova has been previously presented:

· Firstly SKF Nova in the future intends to create value through acting as a business driven technology packager.253 This means that the company shall have the competency to deliver and transfer technology knowledge to the SKF group.

· Secondly that an important potential future role of SKF Nova is to work closely with the divisions and take part in their innovation processes.254

The two business scenarios developed below both imply that SKF Nova will work as a business driven technology packer in close co-operation with the divisions.