Table of Contents

INTRODUCTION COMPANY HISTORY & BACKGROUND STRATEGY FOR INNOVATION CULTURE OF INNOVATION SOURCES OF INNOVATION; LINKAGES LEARNING PROCESSES CHALLENGES AHEAD RECOMMENDATIONS CONCLUSION INTERNATIONALIZATION APPENDIX- INNOVATION AUDIT REFERENCES 1 1 1 2 3 4 4 5 5 6 8 10 13

INTRODUCTION
Molding opportunities in to new beliefs and henceforth putting them to common practice is referred to as innovation process (Tidd et al, 2001). Innovation by its very nature requires creating non-conventional solutions for needs that are either unarticulated or unmet. However very few attempts at solving these needs are successful. While leaders play a critical role in helping envision and drive a companys innovation agenda just as Sir James Dyson of Dyson Appliances Limited (DAL), the company under discussion in this report plays a central role in shaping DAL as an innovation driven firm. You will certainly observe in the course of this report that Sir James specific beliefs in regards to innovation have a deep impression on DALs entire approach towards innovations. However Demand for organizational innovation and technological advantage are increasingly crucial components of competitive strategy for many firms (Buffa, 1984), DAL comprehensively indulges in organizational innovation in order to gain technological advantage by the application of their in-house developed innovative strategies and propriety technology. This report is aimed at formulating the performance of Dyson Appliances Limited in terms of innovation. Looking at it from the spheres of organization, linkages, learning, processes and strategy an innovation audit of the firm has been achieved.

COMPANY HISTORY & BACKGROUND

Dyson appliance Limited (DAL), is an electrical appliance specialist that was founded in the year 1993 by James Dyson along with his four engineer friends with whom Dyson had been working since 1988 in his backyard. DAL has its headquarters situated in Malmsbury, Wiltshire. 1993, the very same year saw the launch of the companys first product in the form of worlds first bag-less vacuum cleaner DC01 that overcame the shortcomings of conventional vacuum cleaners (e.g. losing suction and bag replacement) made possible through its propriety Dual Cyclone technology and this product took the market by storm. Analyzing how sawdust is spun out of the air and collected in a chamber by a sawmill was the inspiration behind the discovery of this technology and gave Sir James an initial vision of the application of this technology on a much smaller scale. This product saw the birth of a technology led electrical appliance specialist that by the year 1994 had become the most popular vacuum cleaner brand in the UK and diversified into new products along with entering into new countries in the years to follow . DALs commercial success can be judged by the fact that Dyson by the year 2008 DAL had become a market leader in the UK and US vacuum cleaner market. (Hadiya Faheem, 2009) (Source: icmrindia.org)

STRATEGY FOR INNOVATION

DAL is an example of how innovation can build a company that dominates the market, a view strongly shared by Keith Lincoln and Lars Thomassen in their book How to Succeed at Retail, when they say Dyson is a brand that has let innovation lead it to a better retail future a retail future where the retailers queue up to stock it. Radical innovation and design has allowed Dyson to upset one of the strongest, most entrenched status quo markets in the world. You sometimes have to strive to totally exceed yourself to be truly successful. The step-by-step approach to innovation followed at DAL is inspired by Thomas Alva Edisons methodology wherein he made only a single change to the prototype at a time in order to perfect his invention. This was the very approach that his founder James Dyson had in mind, when he hit upon the idea of developing the bagless vacuum cleaner while vacuuming his home in the late 1970s. He ripped off the bag from the vacuum cleaner as it often got clogged and replaced it with a cardboard cyclone. Interestingly, it then worked better than the vacuum cleaner of a top-notch brand, according to Dyson. He then made a single change to every prototype he made. And with the 5,127th prototype came success. Thus, the Dual Cyclone vacuum cleaner was born. It was later hailed by experts as a disruptive innovation. At Dyson the golden formula to success is Creativity + Iterative Development = Innovation (James Dyson, 2005)(Source: www.raeng.org.uk). DAL ensured success by identifying intellectual property, especially patents, to safeguard its

interests. In order to maintain a competitive advantage DAL applies for one patent every day. DAL currently holds over 1,300 patents and the number is growing (Source: Innovation Magazine). By ensuring that the Dual Cyclone Technology was protected by a patent, DAL was able to fight off Hoovers, Dyson's main competitor in the US market, as it infringed DALs patent by launching Vortex in 1999. A drawn-out legal battle saw Hoover paying Dyson 6 million in damages and 2 million in costs (Colston and Middleton, 2005). In a space of 18 months Dyson became the US market leader with a product that was double the price of Hoover (Lincoln and Thomassen, 2007). In the past DAL lost control over some its patents, to avoid this from happening again and determined not to get caught again in long drawn legal battles the company has an in-house specialist legal team of patent lawyers.

CULTURE OF INNOVATION
DAL adheres to the approach that a key step towards developing an innovative culture is cultivating an organization that develop products that are aimed at meeting unarticulated/unmet customer needs and not only those that sell. An informal and flexible face-to-face communication process lies at the heart of Dysons work culture, further reflected in a flat informal structure. DAL is characterized by a flat informal non-hierarchical structure with no borders, wall, or fence so that employees con communicate effectively with each other. At DAL a culture of dialogue is nurtured, whereby the company does not believe in sending memos for communication. According to his founder, Sir James Dyson Dialogue is the founding principle for progress. Talk to people, they listen. Monologue leads only to monomania. Memos are also tacky, soulless, and get lost. I would rather people did less, if it means doing what they do properly, and a memo, though quicker than a conversation, is far more likely to lead to a misunderstanding. (Henry and Mayle, 2006) Another very important development that effectively illustrates the culture of innovation followed at DAL is that the company strategically locates the graphics people and engineers of DAL at the center of the factory in order to indicate the centrality of engineering and design to its operations. DAL also pays attention to the working conditions in its factory that is bright, airy, air-conditioned, with nicely painted floors, and very clean. Workers at their factories while not being subject to ridiculous working hours are paid handsomely and above average, exquisitely dressed and well equipped (Martin McCourt, 2006)(Source: growing business co.uk). At DAL design and engineering are not considered to be two separate disciplines. The engineers are also involved in the conceptual idea stage while the design staff is also involved in testing. (Source: www.designmusem.org) Teamwork is the key for working at DAL since the company is of the firm belief that people with different skills and expertise can contribute a diverse set of ideas to challenge the problem at hand. The teams are very flexible and are changed both in mix and size in response to the stages of the development process. The team members were rotated from one project to another in order to share their expertise and cross-fertilize their ideas. Dyson feels that the power of synergies and collaboration results in strengthening the process of innovation. (Jolly,2002)

The Mentor

Manufacturing facility in Malaysia

Design Engineers & Scientists
Fig 1 The basic organizational structure of DAL can be clearly understood from Fig1, which clearly depicts that at DAL consists of the father of DAL Sir James Dyson, Design Engineers and Scientists all working together in a creative and informal environment based in UK, conceiving ideas and translating them into new products that are then manufactured in Malaysia to give the world some of the best engineering marvels.

SOURCES OF INNOVATION; LINKAGES

DAL firmly subscribes to the view that Idea can come from anywhere (Fig2). The merits from following this approach are well described from the following two instances, firstly came up with the idea of printing the companys helpline number on the handle of t he machine. In another instance, when the company faced trouble with sealing the motor, an employee came up with a suggestion that actually helped fix the problem. (Hadiya Faheem, 2009) (Source: icmrindia.org)

Engineer s& Scientist s

Mentor

Staff

INNOVATIVE IDEA Fig 2 Discontent and frustration with an existing product has been the prime source of innovation for DAL, frustration that has led to his inventing an innovative product. In 1978, James Dyson came up with the idea of inventing a bagless vacuum cleaner when he was renovating his home. While vacuuming his house, he noted that the vacuum cleaner was constantly losing suction since the dust clogged the pores and this experience left him dissatisfied (Gary Younge, 2005). This motivated him to develop a better vacuum cleaner and finally translated

to the revolutionary bagless vacuum cleaner DC01. Company also relies on its end users and customers as one of the sources of innovation and developed dedicated ways to engage with them like distributing customer feedback forms etc. Taking their innovation agenda forward and mentor engineers for the future DAL opened The Dyson School of Design Innovation, a center for excellence in designing and engineering at Bath, Somerset in September 2009. (James Dyson, 2006) (Source: www.britishdesign.co.uk). In some more steps aimed at creating external linkages and hence sources of innovation the company launched The James Dyson Innovation Fellowship, aimed at supporting budding designers in commercializing and protecting their work. In 2008, DAL also launched The James Dyson Award a cash prize worth 10,000 sponsored by The James Dyson Foundation giving with the aim to encourage budding engineers and designers to come up with innovative ideas. (Source: www.britishcouncil.org)

LEARNING
At DAL there is a firm belief that failure is an enabling progress, as supported by Hlavacek et al. (2009), An engineer's life is 99 percent failure... Failure is actually like a drug that keeps you living on the edge and trying to come up with a solution. At DAL, errors are considered to be a part of the innovation process a very important one. According to James Dyson, 50 percent of the decisions that he made as well as of the more than 700 engineers who work at DAL are on an average wrong. However, Dyson believes that innovation involved treading the wrong path and failure spurred the determination to succeed. He believes in nurturing a culture that encourages people to innovate and try different things. He encourages his employees to make mistakes so that they could come out with a really innovative idea at the end of the process. The above described understanding of failure as an enabling process steps a view widely accepted and practiced at DAL stems from the fact that James Dyson came across numerous failures while innovating and these have a number of times translated into new product ideas. The company firmly believes that failure is the starting point for success because it's important to understand why the failure occurred only then would the solution for overcoming that failure arise. It took Dyson four years, several patents and over 5000 prototypes to produce the world's first bagless vacuum cleaner (Jones, 2003) (Source: http://news.bbc.co.uk). Dyson Air Multiplier, the recently launched bladeless fan by DAL is a fruit of DALs policy of embracing failure. As explained by James Dyson this very device came out of a defect in the Airblade, the energy-efficient hand drier for public restrooms that, DAL, launched in 2006. (Source: www.businessweek.com). Even though it had a jet-like exhaust, the machine trapped a lot of air inside as observed by engineers. "We had no intention to make a fan," he says. "But the failure made us curious. We asked, what could we do with this high-speed air?" (James Dyson)(Source: www.businessweek.com). Dyson along with his staff did extensive R&D, studying the airflow that was similar to a continuous breeze. They concluded that wind could be harnessed; this unique finding enabled them to design a new kind off bladeless electric fan (Dyson Air Multiplier) that neither split air into pieces nor propelled air at uneven pace unlike a traditional fan. (Source: www.businessweek.com) PROCESSES DAL currently has 500 engineers and scientists working out of its research and development laboratory in Wiltshire, UK. Their job is to think, break, experiment, and question. New product development at DAL involves a meticulous process. In addition to interactions with other employees, the engineers also interact with the customers to get new ideas that could be implemented in the product for improvement. The engineers then write a brief that consists of suggestions from the users and the design engineers. Soon after, a brainstorming session takes place during which the engineers produce sketches to arrive at an idea they plan to develop. However DAL prefers its employees to get their hands dirty rather than spending too much time sitting through brainstorming sessions a view strongly solicited by

James Dyson. The engineers henceforth use an integrated approach to designing new products rather than viewing disciplines such as designing, model making, testing, etc. as watertight compartments. During the prototyping stage, the engineers make a single change at a time as this enables them to know whether the change made has resulted in any sort of improvement or not. (Source: www.designmusem.org) DALs integrated approach towards new product development comes from James Dysons definition of design wherein he views engineering, design, prototyping, testing, and machining as disciplines that overlap with no boundaries between them. (Refer to Appendix 2 for DALs innovation process) .

CHALLENGES AHEAD It is very important to consider the challenges that DAL is faced with and how these could affect their position as a market leader. 1. The technological innovations that DAL has created over the last two decades have enabled them immensely to gain a competitive edge over their competitors. Protection of intellectual property, without a doubt is the biggest challenge that DAL faces. 2. Tackling the competition coming in from Chinese manufacturers, who have not only mastered the art of low cost production but also have increased their technical know-how significantly and continue to do so. 3. DAL have always been first in exploiting untried solutions, the success of their products is unknown until it has entered the marketplace, hence managing this risk effectively is another very important challenge that lies ahead. 4. In terms of support to innovation although UK as a country has been moving towards fostering an ecosystem for supporting innovation, it is still required has to catch up with countries like Japan, and Germany that are leaders in this aspect. DAL has been actively lobbying for this cause with the UK government but still remains a challenge going ahead. 5. With no clear focus area for new product development, the effectiveness of the unique understanding of the idea of technology transfer (The idea of creating Air Multipier came out of the understanding of a defect in one of their other products Air blade), remains to be tested in the long run. 6. How to engage with end-users, consumers in a greater way so as to understand their aspirations and needs. RECOMMENDATIONS STRATEGY Until now DAL has followed a very cautious approach towards emerging economies like India and China looking at them only as a threat something that is reflective of a myopic view. DAL in order to sustain its position as a market leader in innovative products must take a broader view of the two fastest growing economies of China and India looking at them as partners and not only as threats. It needs to look to the future and see how specific technologies can be developed in order to penetrate these markets effectively, since these two economies would be driving the future in terms of demand for electronic appliances. DALs iterative approach to innovation suffers from an inherent flaw of a very slow pace of innovation evident from the fact that in over two decades of its existence Dyson has been to launch just five products in the market. This flaw is further accentuated by the fact that DAL has a very limited engagement with consumers in terms of motivation for new product design. DAL needs to open up as an organization and practice in letter and spirit Idea can come from anywhere something that DAL itself formulates, engaging in a greater way with their end users would be very fruitful. This enhanced engagement with consumers would go a long way in helping DAL to speed up their whole process of idea generation and ultimately new product creation. LEARNING The company should learn from other firms in terms of the steps that they have undertaken to successfully overcome the problems that are common to DAL like high production costs

etc. The company until now only things of improving existing products to make them work better, however DAL must take into consideration the value prospect, wherein whether the innovation that DAL has undertaken adds any kind of value to the product something DAL failed to realize when it launched Contrarotator washing machine, which although was a technological superior product but could not justify the extremely high price that it came with to the consumers. It also demonstrates that DAL lacks in evaluating innovation-value proposition, hence it must engage with its end users not only after launching a product but also during the development phase of products. This would also facilitate DAL to manage risks associated with radical innovation. (Tidd, 2001)

ORAGANIZATION & CULTURE Leaders play a critical role in helping envision and drive a companys innovation agenda. However, a firm dependent solely on the vision of its leader carries a high risk of not being able to sustain its path in the absence of this leader or another suitable replacement. In the course of my research about DAL, one thing that I came across a lot was that the terms Dyson used for Sir James Dyson and DAL are synonyms something that points towards the companys over reliance on its mentor, founder James Dyson. DAL must diversify some of the duties that currently rest entirely with James Dyson, in order to train other people to discharge those duties in order to evolve as a stronger, holistic and sustainable organization and not only a founder driven firm. LINKAGES Dyson Appliances since its inception has been a closed innovation firm doing everything inhouse from designing to manufacturing essential components and has demonstrated little belief in forming external innovation networks or partnerships to take its innovation agenda forward. However since reduction in time and development costs by bringing together knowledge from various sources are some of the advantages that innovation networks propose (Tidd, 1997), DAL should look towards developing external innovation networks to catalyze their innovation drive. They must also look towards their suppliers as a source of innovation and encourage greater participation from them to fix some of the problems that the company faces during a new products development cycle or to further improve some of its existing products. Dyson should also look forward to partnering with universities, which are currently centers of creative thinking, something that would greatly accelerate the idea generation phase of DALs innovation process. PROCESSES The integrated approach to new product development although a very well elaborate and well though put process is something that DAL has been using for nearly a decade with no major alterations, however with the companys recent intent of moving into newer product segments like Robots and modular kitchen this process should be made a lot more flexible so as to accommodate the diversifying interests of the company (Cliff Kuang, 2009) (Source: www.fastcompany.com). The company can go also go ahead and divide its pool of scientists and engineers into specific focus groups working in their specific areas like kitchen appliances, consumer electronics and robots etc. The Iterative approach that forms the backbone of DALs innovation process greatly increases the time and hence the cost of innovation that in turn translates to higher prices of DAL products, hence must take steps to streamline this approach and its innovation process on the whole so as to overcome this shortcoming. Another area where Dyson lacks considerably is future forecasting with no practice of using tools to do so, hence must incorporate future forecasting tools in its innovation process.

CONCLUSION
Dyson appliances limited is a firm that believes in radical innovation and is perfect text book example of how to build a market leader firm with an innovation driven agenda. Continuous

innovation has been the key in achieving the heights at which DAL is in today's competitive industry or as James Dyson says failure has contributed equally if not more to achieve this. However to sustain this competitive advantage, DAL should continuously improve processes and products, build innovation capabilities, and dynamically align operations with strategic objectives (Smeds and Boer, 2004). Implementing the recommendations made in this report would go a long way in building Dyson as one the biggest and most reliable brands in the world.

INTERNATIONALIZATION
UK market has traditionally been the market that DAL has based its innovation activity upon. However Dyson has a long standing history of going global even before it was formally launched any products in UK. Sir James Dyson failed to get any investors or partners in UK and Europe to launch his the bagless vacuum cleaner as a result of which James Dyson formed a partnership with a Japanese company to manufacture what was called G-force vacuum cleaner and something that went on to become a status symbol in Japan and was immensely successful. The success of the G- force vacuum in Japan can be attributed to the fact that James Dyson created a compact vacuum that had a cleaner head specially designed for Japanese tatami mats (Special kind of floor mats widely used in Japan). (Hadiya Faheem, 2009) (Source: icmrindia.org). A decade later in the US, DAL designed the Work Horse for Americans, who had thick shag-pile carpets. The above two examples are clear illustrations of the fact that DAL has had the competence to design products for new emerging markets since inception and continues to do so. (Hadiya Faheem, 2009) (Source: icmrindia.org) Dyson Appliances Limited crossed a turnover of 1billion in the year 2012, with nearly 85%of its sales coming from outside UK, with major growth coming from US and Japanese markets. (Adam Rostom, group marketing director of DAL; Neil Collins, 2005) .The Chinese threat of imitation is one of the major reasons why DAL has based its R&D team in UK, a country that enjoys very competent and strong intellectual property laws. DAL very clearly recognizes the rising threat from Chinese manufacturers, who have mastered the art of low cost production. Chinese manufacturers, who lacked the technological know-how have slowly started to buy the Western know-how and also started emulating the Western style. They have started taking on the Western companies by making imitations of Western brands something DAL is no stranger to. (Hadiya Faheem, 2009) (Source: icmrindia.org) .DAL realizes that China has started to breathe down its neck and hence in order to sustain it against the Chinese products they have followed a strategy of coming up with continuous innovations in the way of new design and technology. This strategy has greatly worked to their advantage in addition to patenting their products to maintain a technological advantage over their Chinese counterparts. In 2002, after much deliberations DAL off-shored its manufacturing to Malaysia. Shifting the production base to Malaysia not only allowed DAL to cut on production costs but it also acted as a platform for the company to move and expand into new markets and hence increasing their sales significantly. This move catapulted DAL to the position of global market leader within a span of two years since Everything has doubled since that timevolumes (3m units), revenue, profits (more than doubled). So all the key factors in the business have responded brilliantly. Before the move, less than a third of our business came from overseas; now its two-thirds. Were also holding the one or two slots in the majority of markets were in, including America. It was obviously regrettable but we had to take that decision, but it has propelled us onto the world stage, (Martin McCourt, 2006) (Source: www.growingbusiness.co.uk). As of 2012, the company had operations in over 50 countries spanning from Canada to New Zealand in countries (Adam Rostom, group marketing director of DAL; Neil Collins, 2005) (Source: www.marketingweek.co.uk ; www.telegraph.co.uk). DALs decision to move production to Malaysia was a very well thought out one. In order to be familiar with the territory before the company made a move to Malaysia, James Dyson and his engineers made themselves thoroughly acquainted with the Malaysian government and its work life well in advance. (Hadiya Faheem, 2009) (Source: icmrindia.org) They found that red tape and level of bureaucracy were relatively light in that country along with the ease of communication since English had established a reliable base in the country by then (Hadiya Faheem, 2009) (Source: icmrindia.org). Collaborative consumption in my view is a great opportunity for DAL, since collaborative consumption I my view greatly helps in overworking one of the weaknesses of Dysons products. The demerits associated with the high price tag of DALs product are greatly reduced with the prospect of collaborative consumption, hence giving the prospective buyers one more incentive to go for a Dyson product and not a regular product. However when talking about additive manufacturing my beliefs are quite opposite since I believe it posses a great threat to the Dyson since this techniques would bring a miniature manufacturing plant virtually to everyones doorstep thereby destroying the entire ecosystem of safeguarding intellectual property something DAL relies very heavily on. However I also believe that

additive manufacturing would really be helpful to the firm in catalyzing the whole process of prototyping and hence will have larger implications in terms of expediting its innovation process. Microlabor is something that is irrelevant when it comes to DAL, since DAL does not really believe in outsourcing any of its operations be it specialized or non-specialized tasks and relies heavily on developing in- house competencies instead.

APPENDIX- INNOVATION AUDIT

Tools

How Well Do We Manage Innovation?

This simple self-assessment tool focuses attention on some of the important areas of innovation management. Below you will find statements which describe the way we do things around here the pattern of behaviour which describes how the organization handles the question of innovation. For each statement simply put a score between 1 (= not true at all) to 7 (=very true). Statemen t People have a clear idea of how innovation can help us compete We have processes in place to help us manage new product development effectively from idea to launch Our organization structure does not stifle innovation but helps it to happen There is a strong commitment to training and development of people We have good win-win relationships with our suppliers Our innovation strategy is clearly communicated so everyone knows the targets for improvement Our innovation projects are usually completed on time and within budget People work well together across departmental boundaries We take time to review our projects to improve our projects to improve our performance next time We are good at understanding the needs of our customers/end-users People know what our distinctive competence is what gives us a competitive edge We have effective mechanisms to make sure everyone (not just marketing) understands customer needs People are involved in suggesting ideas for improvements to products or processes We work well with universities and other research centres to help us develop our knowledge We learn from our mistakes We look ahead in a structured way (using forecasting tools and techniques) to try and imagine future threats and opportunities We have effective mechanisms for managing process change from idea through to successful implementation Our structure helps us to take decisions rapidly We work closely with our customers in exploring and developing new concepts Score 1=Not true at all to 67=Very true 6 6 4 3 5 2 5 6 6 6 4 6 2 7 5 6 5 3 10

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

20

We systematically compare our products and processes with other firms

2005 Joe Tidd, John Bessant, Keith Pavitt www.wileyeurope.com/college/tidd

Tools
21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 Our top team have a shared vision of how the company will develop through innovation We systematically search for new product ideas Communication is effective and works topdown, bottom-up and across the organization We collaborate with other firms to develop new products or processes We meet and share experiences with other firms to help us learn There is top management commitment and support for innovation We have mechanisms in place to ensure early involvement of all departments in developing new products/processes Our reward and recognition system supports innovation We try to develop external networks of people who can help us for example, with specialist knowledge We are good at capturing what we have learned so that others in the organization can make useprocesses of it We have in place to review new technological or market developments and what they mean fora our firms strategy We have clear system for choosing innovation projects We have a supportive climate for new ideas people dont have to leave the organization to make them happen We work closely with the local and national education system to communicate our needs for skills We are good at learning from other organizations There is a clear link between the innovation projects we carry out and the overall strategy of the business There is sufficient flexibility in our system for product development to allow small fast-track projects to happen We work well in teams We work closely with lead users develop innovative new products and services We use measurements to help identify where and when we can improve our innovation management 6 5 6 0 0 6 4 3 4 6 5 3 7 4 1 3 5 5 3 6

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2005 Joe Tidd, John Bessant, Keith Pavitt www.wileyeurope.com/college/tidd

Qu. No. 1 6 11 16 21 26 31 36

Score 6 6 6 6 6 6 6 6

Qu. No. 2 7 12 17 22 27 32 37

Score 6 2 4 6 5 4 3 5

Qu. No. 3 6 13 18 23 28 33 36

Score 6 5 6 5 6 3 7 5

Qu. No. 4 9 14 19 24 29 34 39

Score 4 6 2 3 1 4 4 3

Qu. No. 5 10 15 20 25 30 35 40

Score 3 6 7 2 1 6 1 6

Total by STRATEGY 6 8= Score

PROCESSES 4.38

Organization 5.38

Linkages 3.38

Learning 4

Innovative Organisation

Strategy 7 6 5 4 3 2 1 0

Learning

Processes

Linkage

2005 Joe Tidd, John Bessant, Keith Pavitt www.wileyeurope.com/college/tid

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REFERENCES
1. Adam Jolly, Innovation: Harnessing Creativity for Business Growth, (Design Council, 2002). 2. Alliston Ackerman, Driven to Innovate, www.consumergoods.com, October 1, 2006. 3. Bagless Vacuum Cleaner Inventor James Dyson Plans to Start a School Aimed at Creating More UK Engineers, www.britishdesign.co.uk, July 12, 2006. 4. Buffa, E. S. (1984). Meeting the competitive challenge: Manufacturing strategy for US companies. Dow Jones-Irwin. 5. Catherine, Colston, and Middleton Kirsty. "Modern Intellectual Property Law." (2005): 406. 6. Chris Jones, James Dyson: Patently Passionate, http://news.bbc.co.uk, May 23, 2003. 7. Cliff Kuang, JAMES DYSON PATENTS ALL-IN-ONE KITCHEN APPLIANCE KIT, January 2009 http://www.fastcompany.com/1277576/james-dyson-patentsall-one-kitchen-appliance-kit 8. Dyson Innovation Network Designs Cleaners, www.deskeng.com, June 12, 2008. 9. Dyson Innovation Network Yields www.plm.automation.siemens.com, 2009. Top Selling Vacuum Products,

Revolutionary

10. Dyson Reinvents the Wheel, www.dexigner.com, May 15, 2005. 11. Dyson Sets up Innovation Fellowship, www.innovation.rca.ac.uk, October 29, 2008. 12. Dyson, www.mida.gov.my, February 15, 2006. 13. Dyson: Martin McCourt, www.growingbusiness.co.uk, July 2006. 14. Erik Vlietinck, The Creative Process at Dyson, www.it-enquirer.com, December 14, 2005. 15. Gary Younge, Aiming to Become a Household Verb, www.salon.com, March 4, 2005. 16. Hadiya Faheem (2009). Dyson Appliances Ltd. and its Approach to Innovation. www.icmrindia.com 17. How Dyson Went Global, www.growingbusiness.co.uk 18. Hlavacek, J., Maxwell, C., & Williams, J. (2009). Learn from new product failures. Research-Technology Management, 52(4), 31-39. 19. Innovation, www.designmuseum.org, 2001 20. James Dyson Award Highlights the Best in International Student Design, www.britishcouncil.org, 2009. 21. James Dyson on Innovation, www.raeng.org.uk, September 2005

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22. James Dyson, A Move in the Right Direction, www.latest-science-news.com, April 11, 2007. 23. Jane Henry and David Mayle, Managing Innovation and Change, (Sage Publications, Second Edition, 2006). 24. Keith Lincoln and Lars Thomassen, How to Succeed at Retail, (Kogan Page Publishers, 2007). 25. Neill Collins, Dyson is Making Pots of Money for Britain by Going to Malaysia, www.telegraph.co.uk, February 28, 2005. 26. Smeds, R., & Boer, H. (2004). Continuous innovation and learning in industrial organizations. Knowledge and process management, 11(4), 225227. 27. Thomas K. Grose, The Vacuums Design Moment, www.usnews.com, May 15, 2005. 28. The Richard Dimbleby Lecture Engineering the Difference by James Dyson, www.bbc.co.uk, December 9, 2004 29. Tidd, J. (1997). Complexity, networks & learning: Integrative themes for research on innovation management. International Journal of Innovation Management, 1(01), 1-21. 30. Tidd, J. (2001). Innovation management in context: environment, organization and performance. International Journal of Management Reviews, 3(3), 169-183. 31. Tidd, J. and Bessant, J. (2009) 4th Edition, Managing Innovation: Integrating Technological, Market & Organizational Change, John Wiley & Sons, Chichester 32. http://www.businessweek.com/innovate/content/oct2009/id20091012_14830 3.htm? chan=innovation_innovation+%2B+design_product+design 33. http://www.innovationmagazine.com/innovation/volumes/v7n2/spotlight1.sht ml 34. www.dyson.com/about/technology/testingdev.asp 35. www.jamesdysonfoundation.com 36. http://www.marketingweek.co.uk/trends/cleaning-up-all-over-theworld/4004751.article

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