FUNDING and R & D RELATED

1. DTI Innovation page

A range of resources and website links are provided here.
www.innovation.gov.uk

2. DTI Innovation Report
Published in 2003, this publication discusses the DTI's research and viewpoint on innovation in the UK.
www.dti.gov.uk/innovationreport/

3. Patent Office
The UK patent office website contains a wealth of information relating to patents, trade marks, copyright and design.  Of particular note are the searchable databases for (worldwide) patents and trademarks.
www.patent.gov.uk

4. Manufacturing Advisory Service
www.mas.dti.gov.uk/

5. CORDIS, the European R & D and innovation organisation:
www.cordis.lu/en/home.html

6. Business Link
This information-rich business support website also has a large number of resources relating to innovation.  One option would be to type 'innovation' into the search bar.  For example:
http://www.businesslink.gov.uk/bdotg/action/layer?r.l2=1074298365&r.l1=1073858796&r.s=tl&topicId=1074027604

LOCAL INNOVATION SUPPORT

1. University of Liverpool Business Gateway

A gateway to the University's research expertise, ranging from new product development to e.business. The Business Gateway team is staffed by a dedicated team of business managers who can assist you with access to relevant academic departments and individuals.

http://www.liv.ac.uk/businessgateway

2. Liverpool Science Park

A brand new facility located in the Liverpool city centre. Supports technology start-ups with a comprehensive set of services including fund raising, business growth, etc. in addition to the state of art incubation facilities.
www.liverpoolsciencepark.co.uk

INNOVATION SELF-ASSESSMENTS & AUDITS

1. DTI Innovation Assessment

Part of the DTI 'Living Innovation' project, this series of questions is designed to enable the assessment of innovation capacity of your company.

http://213.219.8.102/livinginnovation_gov_uk_2005/broadband/innovation_challenge/index.asp

2. Grant for Investigating an Innovative Idea

The application process for this grant involves the use of a diagnostic tool that reviews and analyses an innovative project proposal in order to establish areas for improvement and assistance.  It requires an approved external consultant to complete the diagnostic and the grant re-commences next April.

www.dti.gov.uk/innovative-idea

3. 'How Innovative is your Business' diagnostic

Produced by Business Week magazine, this diagnostic tool scores your company based on its knowledge and ability to innovate.

http://bwnt.businessweek.com/self_diagnostic/quiz.asp

4. Value Added Scoreboard

This is a significant resource on 'value added' in European companies.  This includes a value added calculator and an online database.

http://213.219.8.102/value_added/home.asp?p=home

5. R & D Scoreboard

This contains a wealth of R & D -related information, including an online database of 700 UK companies.

www.innovation.gov.uk/rd_scoreboard/home.asp

6. Creating Value from you Intangiables

This self-assessment tool focuses on non-financial aspects of the company.  It aims to assist with strategy making or examining a specific opportunity.

http://213.219.8.102/pdfs/dti/innovation/creating_value.pdf

7. Business Performance Diagnostic

This is the first of a series of tools provided by Business Link.  It helps SMEs to review their performance and complements the process of business advice and support.

http://bbp.dti.gov.uk/bpd/index.jsp

CREATIVITY TOOLS

1. Brainstorming

This is a classic tool and can sometimes be successful in helping to create new ideas.  It works best in small groups.  There are numerous variations and methods for brainstorming, such as using pictures as triggers.  The following link provides some ideas on this:

www.brainstorming.co.uk/tutorials/tutorialcontents.html

2. Brainwriting

Similar to brainstorming, but perhaps more effective.  This involves each individual writing down their own list of ideas before the brainstorming begins.  Post-it pads can then be used to generate ideas for discussion.

3. Mind Maps

Mind maps are a visual method of generating ideas, solving problems, linking and summarizing information.  They involves thinking on 'both sides of the brain' and can address problems or topics from multiple angles.  An example source of further information on this is:

www.mindtools.com/pages/article/newISS_01.htm

4. Six Thinking Hats

Invented by Edward de Bono, this is a group exercise to increase creativity with regard to a problem or area of interest.  Six participants each think and discuss the problem from the perspective of wearing a different 'hat' (e.g. creativity; factual; intuition etc).  An example source of further information on this is:

www.mindtools.com/pages/article/newTED_07.htm

5. Suggestion Box (and variants)

This is a classic method of generating ideas from employees, although there is a risk that a large number of weak ideas are put forward.

Suggestion boxes require systems in place to review and screen the ideas emerging.  Suggestions and employee ideas could be recorded in an 'ideas book', on an intranet or can be talked through at meetings.  An article discussing this can be found at:

www.dmreview.com/editorial/dmreview/print_action.cfm?articleId=1036110

6. SCAMPER

SCAMPER is an acronym for 'Substitute, Combine, Adapt, Magnify/minimise, Put to other uses, Eliminate, Rearrange'.  These terms provide a series of categories to identify product modifications.  An example source of further information on this is:

www.mindtools.com/pages/article/newCT_02.htm

7. PIPS

Phases of Integrated Problem Solving (PIPS) divides a problem into individual stages and numerically scores each stage.  An example source of further information on this is: www.mycoted.com/creativity/techniques/pips.php

8. FaST

Also known as Product Function Analysis, FaST analyses how a product is used in order to stimulate concept generation, design and features.  Product Function Trees can be used to display this visually.  Suitable for new and existing products, the results of FaST may then be used in other tools such as QFD or FMEA.

10. Customer Feedback

There are a wide range of methods for obtaining customer feedback.  These could include focus groups, interviews, surveys, ethnography, the Fishbein MAAM, Virtual Customer Interface, lead-user method etc.

STRATEGY & DECISION SUPPORT TOOLS

1. SWOT Analysis

This is a well-worn method for assisting strategic decision making.  It includes an analysis of internal strengths and weaknesses and external opportunities and threats.  An example source of further information on this is:

www.marketingteacher.com/Lessons/lesson_swot.htm

2. Risk Matrix

This method begins with identifying the various pros and cons of a project or a range of options.  For each risk, the likely impact of the risk is stated and the possible mitigation opportunities (e.g. insurance or project redesign etc) are identified.  This can be combined with financial calculations if desired.  It can therefore help identify which option to select, by identifying the various risks associated with each option, the consequences of each risk (in particular 'life-threatening' risks) and considering how they can be combated (if at all).

3. Balanced Scorecard

This is a management tool to translate strategy and vision into action. 

There are numerous sources explaining how the balanced scorecard works.  For example:

www.balancedscorecard.org/basics/bsc1.html

OTHER TOOLS

1. Lambert Review Tools

This resource provides a series of template intellectual property agreements for companies engaging in collaborative work with universities.

www.innovation.gov.uk/lambertagreements

2. Order 'winners' and 'qualifiers'

These can be analysed to provide insight into operations strategy and product features.  Order qualifiers are the basic issues that enable a company's product to be considered for purchase by a customer (e.g. meets regulatory requirements).  Order winners distinguish your company's product from other companies and meet customers' critical needs.

3. Ladder of Functionality and Cost

This is a conceptual method of categorising, developing and marketing a company's products.  Each product is ranked according to function and cost.  Different parts of the ladder apply to different customers and product ranges.  If a new product is identified and developed then it simply adds a new rung to the ladder.