Summary: Imm: Articles

Read the summary and the most important questions on IMM: articles

• 1 ‘Towards a multidisciplinary definition of innovation’

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• What do the authors (Baregheh, Rowley, Sambrook) suggest about innovation?

  one common clarified definition of innovation will provide a better understanding of the notion of innovation for diverse range of practitioners within organizations and enable researched to collaborate more closely to more holistically investigate this complex concept.

• content analysis, six attributes

  * nature of innovation (form of innovation, new or improved)

  * type of innovation (kind of innovation, type of output, product/services)

  * stages of innovation (all steps taken, from idea to commercialization)

  * social context (people involved in process, social entity)

  * means of innovation (necessary resources)

  * aim of innovation (overall result organizations want to achieve)

• Why limited reference to the aim of innovation?

  It might be a taken-for-granted assumption

• 2 ‘Strategic Entrepreneurship: Creating Competitive Advantage Through Streams of Innovation’

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• become a key differentiator (ireland & web)

  te need for a firm to exploit and explore to determine what it needs to do to be successful in the future

• Three steps a firm should take to get started

  * understand (balance between exploration and exploitation)

  * identify ((optimal balance in current and upcoming trends)

  * reintroduce (the middle manager, to bridge the gap between strategy and operations)

• 3 ‘Fortune at the Bottom of the Innovation Pyramid: The Strategic Logic of Incremental Innovations’

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• standpoint of survival, growth and profitability 

  both home runs (radical innovation) and singles (incremental innovation) matter

• there is a need to guard against internal organizational conditions such as managerial biases and inertia resulting in an excessive focus on incremental innovation to the detriment of pursuit of radical innovations.

  o   Some examples of these are:

  §  Familiarity trap (favoring the familiar);

  §  Maturity trap (favoring the mature); and

  §  Propinquity trap (favoring the search for solutions near existing solutions).

• 4 ‘The Stage-Gate Idea-to-Launch Process – Update, What’s New, and NextGen Systems’

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• Modification of the Stage-gate model

  Scaled to suit different risk-levels (more risky and complex, more stages)

  * Felxible process

  * Adaptable process

  * Effficient, lean and rapid system (value stream mapping)

  * More effective government

  * Accelerating the gates 

  * Accountability and continuous imrpovement

  * Open sytem

  
  

• 6 ‘The Invisible Success Factors in Product Innovation’

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• 7 possible reasons are offered by managers for why the success factors are invisible and why projects seem to go wrong

  1. ignorance

  2. lack of skills

  3. a faulty misapplied new product process

  4. too confident

  5. a lack of discipline

  6. too big a hurry

  7. too many projects and not enough resources

• A faulty or misapplied new product process. solution 

  Conduct post-launch audits and reviews to determine successes and failures and get rid of the time wasters (e.g. outsourcing, budgeting exercises, moving long lead times forward).