Taking an integrated technological approach to innovation

By Tim Wells, VP Business Development, Dielectric Communications, a division of SPX Corporation

Tim Wells offers an insight into the integrated technological approach to innovation.

Telecom industry leaders estimate that 2.4 billion inhabitants of Planet Earth do not have access to wireless communications. Energy industry experts estimate that 1.5 billion people do not have access to electricity. An overwhelming majority of these people inhabit the rural areas of developing economies. They are clearly at a disadvantage as the twenty-first century unfolds - both personally, in terms of their own lives and aspirations and nationally, as their lack hinders the economic development of their countries.

Dielectric Communications, a division of SPX Corporation has, in partnership with other experts in the field, developed a new, ground breaking antenna technology that increases area coverage by up to twelve times compared to current antennas, thereby significantly reducing network deployment and operational costs. This disruptive innovation would enable telecom network operators to deploy services rapidly and profitably, including areas that currently are not economically viable.

However, more than half the areas that could benefit from wireless communication could be prevented from taking advantage of this new low-cost form of communication because they are off the electric grid. To that end, SPX is currently exploring alternative energy sources to power the antennas reliably and inexpensively.

The integration of a core competency, antenna design, with alternative energy solutions, is a good example of SPX's approach to product development. SPX has both the necessary awareness of the need for integrating technologies and the ability to explore integration opportunities across its own business units. This ability requires a culture of looking outside the organization and an understanding of markets and customer needs.

Companies should consider integrated technological solutions, whether or not they can provide all the relevant expertise. Failure to partner with others may greatly limit chances of success or worse, cause a potential provider to give up on introducing a good solution. If done correctly, integration benefits all the eventual partners - those who seek to complement their own solution by turning it into a viable marketing opportunity as well as those who can contribute the "missing part." After all, both parties stand to benefit greatly from the additional revenue that will be coming their way.

Partnering can be as beneficial in the product development stage as in the marketing (nowadays referred to as "go-to-market") stage. One should start from the end-point and ask: "How will the best solution look?" If the company does not have all the technical or other capabilities required for fashioning the best possible solution, it should seriously entertain joining forces with those who have those capabilities.

Tim Wells has extensive global leadership experience. He has led organisations at GE and is leading SPX's efforts in the wireless telecom industry. He has focused on uncovering innovative ideas, shaping them into viable products and launching them successfully in the global market. Wells holds degrees in Finance and Marketing from Boston University.