1) The biggest surprise for me in the reading was the section titled 'how will innovation create value for potential customers?' The opening sentence of the section was very suprising and interesting to me. It essentially stated that even if something is innovative, if it does not induce potential customers to pay more, save them money, or provide some larger societal benefit like improved health or cleaner water, it is not creating value. This brought to my attention that not all innovation creates strong value, a very interesting idea!
2) At first the innovation landscape was a tad confusing to me. After reading the four different squares on the 'map', the idea became more clear to me. A business can either focus on technological innovation or business model innovation. This map identifies where they put their most focus out of the two. Also, the matrix can show how innovation fits with a company's existing business model and technical capabilities.
3) The first question I would ask the author is in regards to the Innovation Landscape Map. I would ask, in today's world, although it may be somewhat subjective, should a business focus primarily on business model innovation or technological innovation? Secondly, I would want to ask when crowd-sourcing becomes an issue. Because although it is a great solution to problems, I'm sure it has its downsides.
4) I believe the author did his research on innovation strategies. He also consulted other experts n the area, like the research by his Harvard Business School colleague Karim Lakhani and Lakhani's collaborate Kevin Boudreau, from the London Business School. His information was backed and throuough and offered a plethora of steps and approaches for an effective innovation strategy.
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