Sources of innovation opportunities in the
business environment
Objectives.
• Understand the role and place of opportunity recognition in the innovation process
• Be able understand what a business opportunity is
• Understand and identify the key elements of the business environment
Introduction
As new head of virtual services development of Worldwide Business Machines, the
company CEO has sent you to the 25th annual Global Innovation Symposium held
this year in Montréal. This year’s them : Innovation : Past, Present and Future. She
has asked you to learn more about innovation and the challenges for the company.
You’ve chosen to visit the conference workshop that addresses the recognition of
innovation opportunities. Understanding the “fuzzy front end” of innovation is
essential for WBM which must quickly identify opportunities to place into the
innovation funnel. In addition, your CEO has clearly indicated that WBM must focus
on radical innovation which requires a broad appreciation of opportunities vs. in depth
understanding in specific areas often useful for incremental innovation.
Welcome to the conference centre
A short welcome
Your interactive
personal digital
assistant will help
you find your way.
• Advance at your own pace
• Zoom in for a deeper understanding
• Listen to what others have to say
Welcome to the live-community !
Listen to the instructions
The live-community interface offers conference
participants the best of self-paced discovery
and learning from a community of practice.
Learn more
about a subject
by cliking here.
Click on the community
links to learn more
from colleagues and
peers.
Active Reading
The first section of this course presents a short review of the fuzzy front
end of innovation and opportunity recognition.
The Fuzzy Front End of Innovation
Listen and learn
sales
development
planning
invention
prototyping
The innovation funnel
process, like most
organisational
processes, requires
time and consumes
valuable resources.
It is in the best
interest of the firm to
make sure that some
degree of opportunity
screening is done up
front.
The Fuzzy Front End of Innovation
Listen and learn

$

$
$ $
$
The innovation funnel
process, like most
organisational
processes, requires
time and consumes
valuable resources.
It is in the best
interest of the firm to
make sure that some
degree of opportunity
screening is done up
front.
The Fuzzy Front End of Innovation
Listen and learn
Creativity and decision making skills
are essential to the fuzzy front end !
The Fuzzy Front End of Innovation
Key activities
Development
Idea
Opportunity
of the business
Identification
Genesis
Selection
Analysis
case
The Fuzzy Front End of Innovation
So…what makes it fuzzy ?
Environmental uncertainty
Market uncertainty
Technological uncertainty
Click here
to learn more about
some tools to better
manage the FFE
Uncertainty about internal competencies
What do businesses
consider as fuzzy ?
Organizations that best manage fuzzines will
more easily identify innovation opportunities
that others might not be able to see.
Remarks from the community
What is the innovative organization ?
Pierre Moran
Senior VP, Consumer Market Group
Desjardins
“Listen to clients and recognize the
contribution of others”
Patrick Pichette
Chief Financial Officer
Bell Canada
“The need for clear direction”
Jean-Paul Peauger
Director, Social, Technical and
Administrative Affairs
ALCAN
“There needs to be a clear vision and
fast implementation”
ZOOM !
Some ways to manage fuzziness
close 
« De-fuzzing » the fuzz
The more the Fuzzy Front End is properly aligned with
the organization, the more efficient it will be. Here are two basic tools to
align the front end.
A Product Innovation Charter that authorizes an activity and reassures
people that risk taking is tolerated but that the company expects to see
concerted effort and leadership. Items for the PIC may include : new product
purpose, concern for shareholders, statement of values, performance
objectives, type of end-user activity, general new product goals…
See « Product Innovation Charters: mission statements for new products »
by Christopher Bart, R&D Management, 32:1, 2002.
The Elevator Test – or the capacity to explain an idea in the time it takes to
ride one way a short elevator (for example to a potential sponsor, etc.)
Questions include : For whom? Who needs it? What is the product name
and category? Why will people buy it? How is it different than its closest
competitor? How is it different?
The Fuzzy Front End of Innovation
Clarification of inputs and outputs makes it less fuzzy !
INPUTS
OUTPUTS
Click
on each
element for
clarification !
Cross-functional
teams for
development and
evaluation are often
critical for success !
Learning Mission
Here’s a quick assignment for you to do on you own or with others.
Please feel free to print off the assignment and do at your leisure.
You may want to consider sharing your analysis.
The Fuzzy Front End of Innovation
How fuzzy is your front end ?
10
Full
Integration
( ) There is a clear vision of product
lines and platforms for specific
markets.
( ) R&D and product development
have matching agendas and

8
Integration of Activities
Partial
Integration
Little
Integration
4
3
3
Intuitive
According to the authors, companies
scoring at least 8 on each list can be
considered as « world class ». If a
company scores less than three on either
list are likley to have problems with product
development.
Adapted from « Integrating the Fuzzy Front End of New Product Development t »
Khurana & Rosenthal, Sloan Management Review, 1997.
4
8
Explicit in Part
10
Explicit
Formality of Process
( ) Customer and market information
is used early on to set scope for
product (target markets, customer
segments, features, price)
( ) Core team jointly reviews product
Short Quiz
We have seen that opportunity recognition starts with effective
management of the fuzzy front end. Companies that can recognize
innovation opportunities and get them going through the funnel faster
than the others will have the advantage.
Much of the recognition process deals with getting people to think
differently and effectively see innovation opportunities.
In many cases people are not prepared to see opportunities. Are you?
While another course will address specific aspects of creativity, here
are three quick concepts to consider.
Opportunity Recognition
Are you ready to see them?
1
True
False
Business ideas usually just
« appear »
Opportunity Recognition
Are you ready to see them?
1
True
False
Business ideas usually just
« appear »


Research suggests that opportunity identification
or recognition is composed of several learning
steps over time and requires immersion into the
industry or marketplace.
Opportunity Recognition
Are you ready to see them?
2
True
False
To recognize opportunites, you
must be concentrated
Opportunity Recognition
Are you ready to see them?
2
True
False
To recognize opportunites, you
must be concentrated


Research suggests that opportunity recognition does not
require deliberate action. In fact many successful
entrepreneurs think of new business ideas when they are
totally relaxed, doing something unrelated to business.
So, while information gathering is active, the capacity to bring
the information together and think creatively may be much
less deliberate.
What does this suggest about managing creativity ?
Opportunity Recognition
Are you ready to see them?
3
Left Brain Thinking
Right Brain Thinking
randomness
holistic
think about parts
think about whole
focus on logic
analytical
The creative thinking process requires strong « right brain » thinking.
What characterizes this way of thinking?
Case Study
As you have seen, opportunity recognition is based primarily on
process that deal with information gathering and information analysis.
Information gathering is a well structured process that helps identify
potential areas of business opportunities.
The following case study helps to illustrate the importance of this
process.
Case Study : Hybrid Automobiles
They “never saw it coming” … or did they ?
Toyota and GM stock performance
Toyota
A recent key
innovation has been
the emergence of
hybrid automobiles.
With growing sales,
hybrids have
successfully gone
from the drawing
board to the garage.
GM
May 2005
December 2005
The « lowdown »
on « motown »
ZOOM !
Was Detroit ready for hybrids?
close 
The « lowdown » on « motown »
In
2004,
Forbes
magazine
suggested that GM (along with
Chrysler) needed a hybrid strategy
option and that even though gas
prices were at $2 a gallon, higher
prices might encourage their use.
GM seemed to be looking in other
directions for investment – rather
than going down the road well
traveled – hybrid.
A recent key
innovation has been
the emergence of
hybrid automobiles.
With growing sales,
hybrids have
successfully gone
from the drawing
board to the garage.
While the paradiGM hybrid system
was anounced as early as 2001, by 2005
GM still had no commercial strategy for
the system.
Case Study : Hybrid Automobiles
Did Toyota just “get lucky” ?
Technological feasbility
Organizational capabilities
Some might suggest
that Toyota is just
lucky and that gas
prices are increased
because of random
events.
Political support
Emerging values
Organizational
Capabilities
Consumer trends
Environment
Economic forces
and Market
Coherence
Supply of oil
In fact, the hybrid
innovation is an
excellent example of
the importance of
analyzing the
business environment
in seeking and
exploiting
opportunities.
Case Study : Hybrid Automobiles
To what extent are consumers ready to pay for them?
Lets come back to the
case of hybrid cars.
Price of
gas
The hybrid canThebe
hybrid
« buy » zone
considered an
innovation as people are
increasingly buying
them.
Perceived value of hybrid cars
To what extent has
this innovation
interplayed with a
coherent and
supportive
environment ?
Case Study : Hybrid Automobiles
But oil prices are only part of the puzzle !
The hybrid is consistent with the evolution of
family structures, values and demographics
Government policies support the purchase of
hybrid automobiles
But the environment
is much more than
consumer behaviour.
How have other parts
of the business
environment played a
role in this
innovation?
The required technologies (more than one)
evolved and finally converged to make it
possible
The long road to
« hybrid »
ZOOM !
Hybrid history
The long road to « hybrid »
The first hybrid was developed by
Porsche in 1898!
During the gas crunch in the 70’s,
many car makers invested into
hybrid and electric cars. However
as prices decreased, do did the
enthusiasm of these solutions. In
1992, Toyota announced the
“Earth Charter” – a mission of
developing low emission vehicles
and in 1997 the Prius went on sale
in Japan.
Case Study : Hybrid Automobiles
Bringing it all together
Technological feasbility
Organizational capabilities
Political support
Emerging values
Economic forces
Consumer trends
Supply of oil
This simple example
shows how the
Political, Economic,
Socio-Cultural and
Technological
components of the
environment have
come together to
support the hybrid
innovation.
Case Study : Hybrid Automobiles
Bringing it all together
Tax policy
Energy policy
Tax policy
Energy policy
Global warming
Global warming
This simple example
shows how the
Political, Economic,
Socio-Cultural and
Technological
components of the
environment have
come together to
support the hybrid
innovation.
Case Study : Hybrid Automobiles
Bringing it all together
High cost of city housing
Dismantling of
railways
Tax policy
Energy policy
Dismantling of railways
High cost of city housing
Suburban life
Suburban life
Global warming
This simple example
shows how the
Political, Economic,
Socio-Cultural and
Technological
components of the
environment have
come together to
support the hybrid
innovation.
Case Study : Hybrid Automobiles
Bringing it all together
Tax policy
Energy policy
Dismantling of railways
High cost of city housing
Suburban life
Increased elderly
Increased elderly
Global warming
This simple example
shows how the
Political, Economic,
Socio-Cultural and
Technological
components of the
environment have
come together to
support the hybrid
innovation.
Case Study : Hybrid Automobiles
Bringing it all together
Tax policy
Energy policy
Dismantling of railways
High cost of city housing
Suburban life
Increased elderly
Peak oil
Peak oil
Global warming
This simple example
shows how the
Political, Economic,
Socio-Cultural and
Technological
components of the
environment have
come together to
support the hybrid
innovation.
Case Study : Hybrid Automobiles
Bringing it all together
Tax policy
Energy policy
Dismantling of railways
High cost of city housing
Technology convergence
Suburban life
Increased elderly
Technology convergence
Peak oil
Global warming
This simple example
shows how the
Political, Economic,
Socio-Cultural and
Technological
components of the
environment have
come together to
support the hybrid
innovation.
Case Study : Hybrid Automobiles
Bringing it all together : PEST
Tax policy
Energy policy
P
Political - Legal
E
Economic
High cost of city housing
S
Socio-cultural
Demographic
Suburban life
Increased elderly
T
Dismantling of railways
Technological
Technology convergence
Peak oil
Global warming
This simple example
shows how the
Political, Economic,
Socio-Cultural and
Technological
components of the
environment have
come together to
support the hybrid
innovation.
Detecting Patterns
The environmental changes may create recognizable patterns
P
E
S
T
Detecting Patterns
The environmental changes may create recognizable patterns
P
T
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$
E
S
Understanding the
PEST environment
Remarks from the community
The PEST environment
Pierre Moran
Senior VP, Consumer Market Group
Desjardins
“Social and demographic changes and
their impact on financial services
Patrick Pichette
Chief Financial Officer
Bell Canada
“Focus on the technology agenda
and the regulatory environment”
Jean-Paul Peauger
Director, Social, Technical and
Administrative Affairs
ALCAN
“The importance of regulations and social
responsibility”
Listen and Learn
What defines a potential opportunity for innovation?
Where can organizations search for these opportunities?
The following section looks at these two questions in detail.
Analysing the environment for opportunities
Search and Rescue
SOS
A



B
WHERE ?
WHAT ?
HOW ?
Analysing the environment for opportunities
Key questions to consider
After you know what to look for,
you have to narrow the scope of
the search to be efficient.
Identifying an opportunity should
not be like finding a needle in a
haystack.
Companies need to look in the
relevant environment and across
pertinent segments.
WHERE ?
Analysing the environment for opportunities
Key questions to consider
Searching
for
potential
opportunities for innovation
requires that we know WHAT
we are searching for !
What characterizes potential
opportunities?
WHAT ?
WHERE ?
Analysing the environment for opportunities
Key questions to consider
How the search process takes
place must be clear and
efficient.
OPPORTUNITY
HOW ?
WHAT ?
WHERE ?
How can the search process
vary across businesses and
sectors?
What active and passive
searching activities can be
undertaken?
WHERE should we look ?
Patterns that signal opportunities
WHERE?
Key concepts
Some key definitions to read the “map”
Weather
Forecasting
Winds, Temperatures
Barometric pressure, Wind speed
Business
Environment
Segments
Politics, Economics, Demogrpahy,..
Indicators
Interest rates, confidence surveys
Falling temperatures
Increased wind speeds
Trends
Winter storm possible
Patterns
Rising interest rates
Decreasing confidence
Risk of decrease in sales
Key concepts
Analysing change
• Absolute analysis is not revealing 
look at change !
• Analysis of change is essential to
business decision making
Key concepts
The goal
Trends
P
indicator
indicator
indicator
E
indicator
indicator
indicator
falling
S
indicator
indicator
indicator
falling
T
indicator
indicator
indicator
rising
rising
pattern
falling
Using historic analysis
and our understanding
of the links between
segments, the
emerging patterns act
as a signal of other
potential changes
to come and their
potential impact.
The goal is to pick out
important change
before it is underway.
The environment
Where is the business environment?
General Environment
Task
Environment
Competitive
Environment
Firm
Relevant Environment
The environment
Characteristics of the business environment
Homogeneity
Heterogeneity
This considers the degree of similarity across elements or entities
in the environment (how similar are products, competitors, etc.)
Stability
Instability
To what extent are the elements or entities changing (rate of failure
of companies, growth of the market, etc.)
Connectedness
How many different interconnections exist among the entities (how
many suppliers for a buyer, distributors for a producer, lobbyists to
politicians). Also looks at links across segments.
Scarcity
How rare are required resources by the organization
Concentration
Are required resources spread out or concentrated ? Are the clients
concentrated by region? Be age?
Turbulence
To what extent are entities and linkages between them disturbed by
increasing connectedness and rate of connectedness. Looks at
the increase in causal connections that may obscure things.
The environment
Looking for change
Political Milieu
P
E
S
T
Regulatory Milieu
Lobbyists
Interest groups
Parties
Political structures
Policies
Bureacracies
Branches of government
Local, National, Supranational
Laws
Regulations
Institutions
Local, National, Supranational
Polls
Opinion statments
Books by politicians
Emergence of interest groups
Election results
Proposed laws and policies
New standards and rates
Changes in information
disclosure rules
Tax benefits/penalties
Deregulation
Supranational harmonisations
Other segments
The environment
Looking for change
Economic Environment
P
E
S
T
Government Agencies
Federal Banks
Supranational Agencies
and Governing Bodies
Policy Makers
Unions and Interest Groups
Capital Market Actors
Financial Institutions
National Income and Product
Savings
Investment, Inventories
Housing Starts
Price and Wage Indices
Labor Statistics
Government Budgets
International Transactions
The environment
Looking for change
Polls
Opinion statments
ooks by politicians
ence of interest groups
Election results
osed laws and policies
Lifestyles
P
E
S
T
Fast change here
Hard to predict so concetrate
on discovery of emerging
lifestyles is important pay
attention to primary data
sources
Government agencies
Consumer reports
Fashion trend experts
Focus groups
The concept of a family
Composition of household
Typical « basket of goods »
Fashions and Fads
Job security
Two income families
Age of workers
Mobility
Level of education
Health concerns
Demographics
Values
Statistical Agencies
Secondary Sources
Consultancies
Research Organisations
Census Bureaus
Population Size
Value changes are tracked by looking at
Population Composition
indicators of the other segments
Age Structures
Ethnic Mix
Geographic Distribtuion
Household Characteristics
The environment
Looking for change
P
E
S
T
Demographics
Life-styles
Social values
Political milieu
Regulatory
Economic environment
Technology
The environment
Looking for change
P
E
S
T
Demographics
Life-styles
Social values
Political milieu
Regulatory
Economic environment
Technology
Remarks from the community
Characterizing the business environment
Pierre Moran
Senior VP, Consumer Market Group
Desjardins
“An environment in evolution”
Patrick Pichette
Chief Financial Officer
Bell Canada
Jean-Paul Peauger
Director, Social, Technical and
Administrative Affairs
ALCAN
“A complex and unstable environment
with numerous actors and increased
concentration.
WHAT are we looking for ?
Patterns that signal opportunities
Potential
Opportunities
WHAT?
Opportunities
Potential opportunities
Drucker’s seven sources of innovation
1
2
The unexpected
3
Process needs
4
Structural changes
5
Demographics
6
Changes in perception, mood and meaning
7
New knowledge
The incongruity
Require
a focused
analysis.
Symptoms of change
underway
Potential opportunities
Drucker’s seven sources of innovation
1 The unexpected
unexpected success
What SHOULD be bad is good
What SHOULD be good is bad
The response of organizations to
the unexpected success is more
than often affected by the current
strategy.
Organizations tend to
be too concerned about
the relative failure - or
their incapacity to
predict success !
Potential opportunities
Drucker’s seven sources of innovation
1 The unexpected
unexpected failure
Like the unexpected success, the unexpected
failure suggests that the way companies analyze
their environment and subsequently make
decisions may be flawed.
By using a failure to motivate changing the way
things are done, new opportunities that were not
visible, will be.
In the case of Ford, they replaced socio-economic
segmentation with lifestyle segmentation  a real
innovation !
Potential opportunities
Drucker’s seven sources of innovation
1 The unexpected
unexpected outside events
The emergence of new technologies, behaviours
or other changes that are unexpected often
provides potential entrants a way to enter the
market through innovation.
Again, existing companies tend to discount the
change or misunderstand its importance –
retrenching activities and beliefs.
Fear of change may blind organizations to opportunities !
Potential opportunities
Drucker’s seven sources of innovation
1 The unexpected
Two concerns :
1) Prolonged success and arrogance can result in changes
not being expected !
2) Defensive behavior in face of the unexpected may not be
beneficial - change may provide opportunities !
Potential opportunities
Drucker’s seven sources of innovation
2 The incongruity
persistence of discrepancies
The way it is
or has been
The way it should
or can be
Potential opportunities
Drucker’s seven sources of innovation
2 The incongruity
persistence of discrepancies
Why don’t companies do it differently?
Economic Realities
Why doesn’t someone provide this service?
We can’t
make money
like that …or can we?
Realities
vs. Assumptions
of
Reality
The buyer wants fast, speedy service…not quality
Perceived vs. True Client Value
I don’t understand why they are not happy !
I know the process – and I know we can do it differently !
Process incongruities
Why can’t they get it right for once !
Listen AND ACT upon client feedback.
Clients won’t put up with incongruities for a
long time !
Potential opportunities
Drucker’s seven sources of innovation
2 The incongruity
persistence of discrepancies
Why do I have to give my
credit card number again?
Why don’t they give me the
phone numbers I need to
confirm my flight?
Potential opportunities
Drucker’s seven sources of innovation
3 Process needs
Task focused innovations
Perfect a process
Incongruities
Demographic change
Replace weak links in a process
Modify old processes
Potential opportunities
Drucker’s seven sources of innovation
3 Process needs
Task focused innovations
The problem is understood
We have the knowledge
The solution « fits » behaviors
Self-containment
Only one link to improve
A clear process objective
Solutions can be clearly defined
Users open to improvement
Potential opportunities
Drucker’s seven sources of innovation
4 Structural changes
New competitors
Adoption of new technologies
Fast growth
More sophisticated buyers
Change in supplier markets
New distribution channels
De-regulation
Potential opportunities
Drucker’s seven sources of innovation
4 Structural changes
4 indicators of structural change
1. Rapid Growth
Periods of rapid growth
open the door to potential
new players.
Potential opportunities
Drucker’s seven sources of innovation
4 Structural changes
4 indicators of structural change
1. Rapid Growth
2. Out of synch supply
The emergence of new users
who seek different value from
a product or service may signal
that change is around the corner
Potential opportunities
Drucker’s seven sources of innovation
4 Structural changes
4 indicators of structural change
1. Rapid Growth
2. Out of synch supply
3. Technology convergence
Potential opportunities
Drucker’s seven sources of innovation
4 Structural changes
4 indicators of structural change
1. Rapid Growth
2. Out of synch supply
3. Technology convergence
Change Change
in A
in B
4. Changes in how things are done
Change
in C
Potential opportunities
Drucker’s seven sources of innovation
1
2
The unexpected
3
Process needs
4
Structural changes
5
Demographics
6
Changes in perception, mood and meaning
The incongruity
Require
a focused
analysis.
Symptoms of change
underway
A broad vision
is required
External
7
New knowledge
Potential opportunities
Drucker’s seven sources of innovation
5 Demographics
Size
Age distribution
Mobility
Gender
Employment
Sub-groups
Education
Lead times
Potential opportunities
Drucker’s seven sources of innovation
5 Demographics
Source : Canada ‘s Aging Population; Minister of Public Works and Government Services Canada 2002
Potential opportunities
Drucker’s seven sources of innovation
5 Demographics
Source : Canada ‘s Aging Population; Minister of Public Works and Government Services Canada 2002
Potential opportunities
Drucker’s seven sources of innovation
5 Demographics
PIN Number : ????
Potential opportunities
Drucker’s seven sources of innovation
5 Changes in Perception
fads or lasting change ?  play it safe !
On-going and recent changes
Perception of security
Perception of the family
Perception of health
Perception of work vs. leisure
Perception of women leaders
Perception of social classes
Even if the content stays the same, perceptions can change !
Potential opportunities
Drucker’s seven sources of innovation
5 New Knowledge
Long lead time from knowledge to
application
Convergence of knowledge often
required
nanotubes
Potential opportunities
Drucker’s seven sources of innovation
5 New Knowledge
1. Do ALL of the analysis
2. Have a clear strategic position
3. Be entrepreneurial managers
Short Quiz
In the following example try to match the examples with the generic
sources of innovation.
QUIZ : Source of Innovation
Drag the examples from the right into the appropriate box on the left
Change in perception
In home elevators
New Knowledge
On-line Training in China
Structural Change
Increase in on-line purchasing
Feedback
The Unexpected
P2P cell phones
Demographics
Unexpected fall in 4x4 sales
The Incongruity
High rate of cheating on
public transportation
Comprehension Exercise
Respond to the following 10 multiple choice questions.
Comprehension Exercise
1
Which of the following innovation funnel stages is NOT part of the
fuzzy front end ?
Development
Invention
Planning
Comprehension Exercise
2
Which of the following is should clearly be provided as an input
by companies when properly managing the fuzzy front end?
Stage gate criteria
The implementation plan
The innovation definition
Comprehension Exercise
3
Scanning only the companies task environment may limit the
search for radical innovations.
True
False
Comprehension Exercise
4
Analyzing the trends in industry regulation is a key element of
which environmental segment?
Political
Economic
Social
Comprehension Exercise
5
Operational measures of variables under analysis are called…
Patterns
Indicators
Segments
Comprehension Exercise
6
An incongruity is a one-time discrepancy between the way things
are and the way they should or can be.
True
False
Comprehension Exercise
7
Which of he following is NOT a key criteria for effective process
innovation?
Self containment
Behaviors can be easily modified to fit the solution
The problem is well understood
Comprehension Exercise
8
Rapid and not slow growth is an indicator of structural change.
True
False
Comprehension Exercise
9
Change in the connections between environmental entities is
referred to as :
Connectedness
Turbulence
Instability
Comprehension Exercise
9
Change in the connections between environmental entities is
referred to as :
Connectedness
Turbulence
Instability
Comprehension Exercise
10
The criteria that innovations must meet as they go through the
innovation funnel are referred to as :
Cross-impact criteria
Investment hurdles
Stage gates
Comprehension Exercise
10
The criteria that innovations must meet as they go through the
innovation funnel are referred to as :
Cross-impact criteria
Investment hurdles
Stage gates
Author and Scenarist : Daniel S. Evans
About the Author
Daniel S. Evans Ph.D. is Director of the LifeLong
learning Research Centre at EM LYON, France.
He holds a Doctorate from The Ohio State
University and is professor of Entrepreneurship.
In addition to extensive experience in teaching at
the graduate level, Doctor Evans has designed
and implemented training programmes for
companies in the areas of innovation,
intrapreneurship and the business impact of
technological change.