Under Armour was founded in 1996 by former football player Kevin Plank. Under Armour is the originator of performance clothing designed to keep athletes cool, dry and light throughout their sporting event or training. The technology behind Under Armour's diverse product assortment for men, women and youth is complex, but the program for reaping the benefits is simple: wear HeatGear when it's hot, ColdGear when it's cold, and AllSeasonGear between the extremes. Under Armour invented the type of fabrics we see so commonly used among professional and amateur athletes.
How innovation happens
What's your over arching strategy, is it to grow or just to survive?
To grow you may have to come up with more radical types of innovation. Incremental innovation to survive at the min and come up with a research ...view middle of the document...
Organizations can also embrace the uncertainty and have an uncertainty management type of process.
Is the uncertainty in relation to our process or in respect to our markets? Usually fall into those two categories.
Spencer silver came up with glue for post it notes were its weak but can be put on and off without a residue. They just didn't’t know what to do with this glue until 5 years later and game up with the post it notes.
Organization should have a portfolio of innovations
Exploratory research, technology not understood and no markets identified, university research labs
Development engineering, target is clear but how to make it is unknown
Applications Engineering, trying to discover how new technologies can be used eg Kevlar.
Combining market opp with technical cap. Improving existing products, speed of development key to success
Search select implement capture
Managinginnovations through Routines have been described as:
“Involving established sequences of actions for undertaking tasks enshrined in a mixture of technologies, formal procedures or strategies, and informal conventions or habits”
Levitt & March (2000)
Innovation Life Cycles
Abernathy & Utterback (1975) Extensive experimentation (and many failures) and rapid learning by a range of players, including new entrepreneurial businesses
Tushman & Anderson (1987) Findings Major technological shifts could be:
Competence destroying - new entrants dominate the industry enabled by radical technology
Competence enhancing – strengthens the hand of existing players
Be in the space, hear or see, act to stop unexpected innovations that
Innovation strategy is an ongoing process
Key demands of innovation strategy:
¥ to develop firm-specific knowledge & capacity to exploit it
¥ to cope with environmental complexity & uncertainty
¥ to create organizational structures & processes to manage trade-offs between specialized & broad knowledge