Leveraging (information) technology for innovation and organizational learning - Innovation, Intrapreneurship, and Creativity - Managing the innovation process

4 important questions on Leveraging (information) technology for innovation and organizational learning - Innovation, Intrapreneurship, and Creativity - Managing the innovation process

PERT/CAM network/ GANNT chart: flowcharts of a project that van be built with many proprietary software packages:

o Modelling sequences of necessary actions
o Relating these actions to cost and time criteria
o Sort out and define the optimal path for reaching a project

CPM (critical path method)  figure 13.2 blz. 398. Goals of CPM:

o Determine particular tasks or activities that are critical in their effect on project time and cost
o Determine how to sequence or schedule critical tasks so a project can meet a target date at minimum cost

Stage- gate development funnel:

establishes a structured and coherent innovation process that both improves control over the product development effort and forces managers to make choices among competing new product development projects so resources are not spread too thinly over too many projects (figure 13.3 blz. 399)
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Skunk works and new venture divisions

  • Skunk works => a task force, temporary team that is created to expedite new product design and to promote innovation by coordinating the activities of functional groups (=independent and autonomous)
  • Venture divisions=> a self- contained, independent division given the resources to develop a complete set of value creating functions to manage a project from beginning to end
difference between both: skunk works are dissolved (=opgelost) when the product is brought to market and new venture division assumes full responsibility for the commercialization of the product

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