2nd SEPneT-Workshop

ORGANIZATION OF INNOVATION PROCESSES

IN COMPANIES AND INSTITUTIONS

Phases of the innovation

management process
- Blueprints for success -

Prof. Dr. Juergen Schwill

University of Applied Sciences Brandenburg
International Management & Marketing

Buenos Aires, September 2005

1
 Contents

¾ Introduction
¾ Phases of the innovation process – An overwiew
¾ Core activities in these phases
¾ Conclusions

2
 Routines underlying the process of innovation
management – Blueprints for success

Phases of the process of innovation management

Signal Implemen-
processing Strategy Resourcing tation

See Tidd, J.; Bessant, J.; Pavitt, K.: Managing Innovation. Integrating technological, market and organizational change, 2nd ed., Chichester 2001, pp. 53
3
 Activities in the phase
“Signal processing”

Signal •• Scanning
Scanning environment
environment for for
processing technological,
technological, market,
market, regulatory
regulatory
and
and other
other signals
signals
•• Collect
Collect and
and filter
filter signals
signals from
from the
the
external
external market
market
•• Collect
Collect and
and filter
filter signals
signals from
from the
the
internal
internal market
market
•• Process
Process signals
signals into
into relevant
relevant
information
information for
for decision-making
decision-making
4
 Activities in the phase
“Signal processing”

Signal •• Scanning
Scanning environment
environment for for
processing technological,
technological, market,
market, regulatory
regulatory
and
and other
other signals
signals
•• Collect
Collect and
and filter
filter signals
signals from
from the
the
external
external market
market
•• Collect
Collect and
and filter
filter signals
signals from
from the
the
Requirement:
internal
internal market
market
Active
innovation •• Process
Process signals
signals into
into relevant
relevant
culture information
information for
for decision-making
decision-making
5
 Characteristics of an
active innovation culture

•• continuous
continuous exploration
exploration andand search
search for
for
opportunities*
opportunities*
•• „healthy
„healthy fault
fault culture“
culture“
Active
Active („frog-prince-syndrom“)
(„frog-prince-syndrom“)
innovation
innovation •• problem-oriented
problem-oriented attitude**
attitude**
culture
culture
needs •• „kill-the-killers“-ability
„kill-the-killers“-ability
needs ……
•• powerful,
powerful, satisfied
satisfied employees
employees
(„human
(„human irradiation
irradiation effect“)
effect“)
•• interdisciplinary
interdisciplinary teams
teams
* See Kumar, V.: Innovation Planning Toolkit. Paper presented at FUTUREGROUND International Conference, Melbourne, November 17-21, 2004, p. 2
** See Sundbo, J.: The strategic management of innovation. A sociological und economic theory, Cheltenham 2001, p. 121 6
 Activities in the phase
“Strategy”

•• Vision
Vision
Strategy
•• Assess
Assess signals
signals in
in terms
terms of
of
possibilities
possibilities for
for action
action
•• Link
Link with
with overall
overall business
business strategy
strategy
•• Link
Link with
with core
core competences
competences
•• Assess
Assess costs
costs and
and benefits
benefits of
of
different
different options
options
•• Select
Select priority
priority options
options
•• Agree
Agree and
and commit
commit resources
resources
7
 Activities in the phase
“Resourcing”

•• Procure
Procure solution(s)
solution(s) which
which realize
realize
Resourcing strategic
strategic decisions
decisions
•• Invent
Invent in-house
in-house through
through internal
internal
activities
activities
•• Use
Use from
from existing
existing R&D
R&D
•• Acquire
Acquire via
via external
external R&D
R&D contract
contract
•• Technology
Technology transfer
transfer
•• Use
Use benchmarking
benchmarking and
and try
try to
to make
make
itit better
better
8
 Activities in the phase
“Implementation”

•• Develop
Develop to to maturity
maturity
Implemen-
tation •• Parallel
Parallel technical
technical development
development and and
development
development of of the
the relevant
relevant market.
market.
For
For product
product development
development this this isis
external
external customer
customer market.
market.
For
For process
process development
development this this isis
internal
internal user
user market.
market.
Both
Both require
require „change
„change management“
management“
•• Launch
Launch andand commission
commission
•• After-sales-service
After-sales-service // complaint
complaint
management
management
9
The iceberg-findings

Complaint-
leader

96 %
don´t bring
the complaint
to your
company, but
to another!

10
So ...

... complaints are no

evil, they bring impulses for
innovations.
Complaints are chances!

11
 Routines underlying the process of
innovation management

Signal Implemen-
processing Strategy Resourcing tation

Learning and reinnovation

Tidd, J.; Bessant, J.; Pavitt, K.: Managing Innovation. Integrating technological, market and organizational change, 2nd ed., Chichester 2001, p. 53 12
 Conclusions – To do list for SMEs

¾ Make professional Marketing

(Marketing-focus)
¾ „Use“ your external and internal customers
(dual customer-focus)
¾ Train the brain
(Qualification-focus)

13
 Conclusions – To do list for SMEs

¾ Make professional Marketing

(Marketing-focus)
¾ „Use“ your external and internal
customers
(dual customer-focus)
¾ Train the brain
(Qualification-focus) Success !!!

14
 THANKS FOR
YOUR ATTENTION!

15