UCTM—An Ambidextrous Service Innovation Framework—A Bottom-Up Approach to Combine Human- and Technology-Centered Service Design

Abstract

Digital innovation is a key success factor for business enterprises and organizations concerned with public safety. Increasingly shorter technology cycles produce a stream of highly promising gadgets and smart devices and this innovative provision opens a gap between what is currently in use for the value-creation processes of an organization and what could potentially be used. The presented framework provides guidance on how to implement dynamic capabilities needed for business model and service innovation within a complex socio-technical system. A way to combine technology and use-case sensing with the ultimate aim of creating innovative artifacts for organizations is presented. While Business Model Innovation (BMI) literature mainly focuses on a strategic top-down process, we propose a bottom-up process-driven approach to complement business frameworks. Based on these insights, new service artifacts can be designed and analyzed in a systemic way. The applied research methodology is based on the design science research concept. A qualitative approach with focus groups was used to gather user requirements and facilitate participatory and user-centered design of information systems. In this paper, we provide a framework that supports business executives as well as IT experts on how to cope with and integrate new technologies into organizations, their processes, and their business models. In addition to a comprehensive theoretical overview of the proposed framework, we also provide practical results, since this framework was applied in the course of a service design and engineering research project. A use case of alpine rescue missions serves as an example to demonstrate the practical application of the proposed framework.

The Moderating Effects of Dynamic Capability on Radical Innovation and Incremental Innovation Teams in the Global Pharmaceutical Biotechnology Industry

“…The significance of this research is, for over the past 20 years, there has been a proliferation of articles written on ambidextrous innovation (Tushman and O'Reilly, 1997;Rothaermel and Deeds, 2004;Van Looy et al, 2005;Jansen et al, 2005;Grover et al, 2007;O'Reilly and Tushman, 2008;O'Reilly and Tushman, 2013;Ferrary 2011;Wang and Rafiq, 2014;Lee et al, 2019;Vorraber et al, 2019). However, most of the literature has focused on leadership and organizations as complete entities.…”

“…One observation which was a common theme was the need for effective team leaders to foster both exploitation and exploration, and switch flexibly between them (Rosing et al, 2011). Hoang and Rothaermel, 2010;Soosay and Hyland, 2008;Wang and Rafiq, 2014;Andriopoulos and Lewis, 2009;Martini et al, 2013;Gilsing and Nooteboom, 2006;Dunlap et al, 2016;examined On the topic of ambidextrous innovation, (Yi et al 2019;Martini et al, 2013;O'Reilly and Tushman, 2008;Lee et al, 2019;Vorraber et al, 2019;Dunlap et al,2016;Jansen et al, 2012), postulated that ambidextrous innovation requires both "opening and closing" capabilities to remain competitive. In addition, Zacher et al (2016) verified that team leaders needed to engage in both "opening and closing" or ambidextrous behaviors to produce high levels of innovation.…”

Novel Mixed Reality Use Cases for Pilot Training

“…Novel technological developments such as MR provide manifold opportunities in various domains for process improvement and even new business models [2,3]. Guided by the general innovation theory of dynamic capabilities [4], and the use-case technology-mapping (UCTM) innovation framework [5], which is based on this theory, we explore novel MR use cases for pilot training. We thereby aim to identify areas of improvement for various aspects of the flight training business ecosystem [6] and seek to identify use cases where MR can be used to improve the value proposition in the sense of the wide-spread business model canvas concept [7,8] to the pilots in a gender-sensitive way, while the value creation aspects for ATOs can also be optimized.…”

“…Another aim is to support ATOs in their innovation efforts of providing more value to their customers in an economically sustainable fashion. This innovation process is guided by the dynamic capabilities theory [4] and the UCTM framework [5], which facilitate a structured business model and process innovation approach.…”

“…The UCTM framework [5] (see Figure 2) is an operational business process and business model innovation concept. It consists of a technology-driven (right part of the framework in Figure 2) and a human-centered and process-driven (left part of the framework in Figure 2) approach for opportunity scouting, and aims to map technologies with promising use cases to ultimately create process, service, product, or business model innovations (center of the framework in Figure 2) [5].…”