Sir Richard Needham, Sir James Dyson's right hand man at Dyson, manufacturer of the world's leading vacuum cleaner, has stated that ''failure is as valuable as success'', while ''innovation must be a continuous process''.

Sir Richard Needham (left) and Trevor Baylis OBE at The University of Northampton's Partners4Innovation event.

Speaking in front of an audience of over 100 regional company directors and representatives at The University of Northampton's Partners4Innovation (P4I) business networking and exhibition event on May 1, Sir Richard addressed the unique challenges of innovation alongside creative design.

He explained:

''Innovation needs to be carried out against a clear design framework to manage what you’re doing to a successful conclusion.

''Dyson's products were launched from a novel idea and James spent an enormous amount of time patenting his product. He also created a hugely effective management structure in terms of manufacturing, PR and marketing. In 14 years Dyson has gone from nothing to being the largest manufacturer of vacuum cleaners in the world with a 30% share of the global market.

''Our branding reflects the company's management team, which is made of flexible, senior managers who have been at the company for 10 years or more. It's a very interesting business where innovation is protected and promoted. For example, we recently introduced a hand dryer that dries your hands in 10 seconds that took technology from the motor we'd used in developing a brush for a Japanese vacuum cleaner. One day some bright spark on the team said ''why don’t we put it into a hand dryer that wipes water off your hands''.

''The most important lesson I have learnt is worry what the customer wants. Too often in business you can think internally about what your organisation requires and don’t put yourself in the shoes of the customer or your competitors.

''An American company called Phantom initially had the rights to the Dyson technology in the US, but they hid the unique design inside the machine. The whole thing with a Dyson vacuum was that it didn't lose suction and when you used it, you could see what was being picked up. A lot of businesses said ''we don’t want to see the muck and filth'', but actually people do. We bought the license back and subsequently conquered the American market by sending our team over there to do what we'd achieved in the UK.

''You’ve got to go on innovating - if you take Dyson to start with it was the clear bin and the cyclonic action that made it stand out - but everyone started copying this. There are now dozens of vacuum cleaners that are bagless and dozens that are cyclonic. So then we moved to multi cyclones - two, eight, ten. Then we looked at maneuverability and switched to a ball. It is vital to constantly think through your design strategy and where you are going next.

''There is also huge value in learning from things going wrong. Since I've given up politics I've been director and chairman of 27 companies, 13 of which have gone bust, although I'm glad to say none of them while I was a director. You've got to keep looking at the idea, the management structure and how you’re going to get money in at a steady pace. I'm perfectly happy to accept failure but you have to learn from it.''

Also on hand at the event was world renowned inventor of the clockwork radio and media personality, Trevor Baylis OBE.

Adding to the creative design debate, he said:

''We’ve got to get invention added to the national education curriculum. People say you can't teach invention and I say you can't teach art.

''If you can solve a problem you're on your way to being an inventor. This nation is brilliant at invention, but it is absolutely appalling when it comes to bringing those inventions to market. We've got to stand behind the lone inventor and against the huge corporations that mug inventors for their ideas.''

Trevor also presented this year's 'Spirit of Innovation' Award, supported by Allancia Ltd, to the P4I delegate 'demonstrating a true spirit of innovation through their everyday business activities and participation at Partners4Innovation'. The winner was Paul Forsythe of Irchester-based chemical consultancy business, Alemare Solutions Ltd.

John Jones of the University's Knowledge Exchange, concluded:

''Once again Partners4Innovation has proved to be vibrant, busy, fast-paced and relevant to its delegates. We have succeeded in our two main aims of bringing visitors together to develop new business relationships and offer learning opportunities for company directors and other industry representatives.

''After only two previous outings this event is fast developing a reputation as Northamptonshire's premier annual business-to-business calendar date. The University of Northampton is committed to its position as a leading regional, national and international centre for research and knowledge transfer.''

Throughout the course of the day Partners4Innovation welcomed over 200 business exhibitors, visitors, academics and research experts to network and attend specialist seminars at The University of Northampton. Organised by the University's Knowledge Exchange for the second time, the event is now expected to become build upon the success of this year and take place again in May 2009.