Category: General

Where does ‘The Innovation Funnel’ come from? A short history.

This great article from 2011 by Gerry Katz provides us with an overview of the different models that have been developed around innovation processes and New Product Development. In short:
— 1980: New Product and Development Service Process (Hauser)
– 1986: Stage Gate (Cooper)
– 1992: Innovation Funnel (Wheelwright & Clark)
– 1992: New Product Development Funnel (McGrath)
– 2005: Innovation Funnel (MIT)

And he proposes a new design in the end. The article, however, misses the evolution of Open Innovation.

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How to build an innovation roadmap

In this article Denys Resnick, executive president of NineSigma presents an opinion toward the difference between incrmental change and real innovation. She makes us wonder if incremental change should be considered as innovation and proposes a perspective towards real innovation.

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The Innovator Dating Service

This is an interesting article about the role of big data in HR departments and the effect it could have on innovation processes. “In this way, these HR divisions have essentially become dating services. They believe that they will discover their next generation of innovators by using algorithms that evaluate how well potential recruits align with a pre-determined set of qualities that they’re looking for in a match.”

Have you seen HR using big data in this way?

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Immediacy, Accuracy, Innovation – It’s Required

An interesting post by Scott MacFarland in the Huffington Post explains why immediacy and accuracy are important factors in the innovation process: “As innovation becomes a necessity for survival, so will immediacy and accuracy characteristics that make up the innovative process and the product. Innovation is not just something that can be bought and sold like nearly everything in our consumer-driven culture; it requires immediacy and accuracy to be injected into every aspect of the entire company.”

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Open innovation as a start-up strategy

Interest in open innovation has risen dramatically in recent years. However, much of thatinterest has centred on large-scale enterprises. The focus of this paper is to explore open innovation froman SME perspective and in particular the under-researched perspective of a born global firm. We seek firstly, to explore the viability of open innovation as a start-up strategy for two Irish born global firms within the ICT industry. Secondly, we examine the impact of certain contextual factors on the adoption of particular forms and modes of open innovation.

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Towards an Open Innovation Measurement System

Since the beginning of an open innovation era back in 2003, the
research of the phenomenon keeps spiking the interest and the publications
with the keyword open innovation grow exponentially every year. The
multitude of research focused on many details of open innovation, at the same
time literature reviews of this research aimed at classifying and structuring this
enormous amount of information. Nevertheless, there has been no interest so
far in understanding how we should study open innovation to stop going in
circles. In order to do so, the analysis of the methods and measures of open
innovation to date had to be analysed. This paper represents a structured review
of quantitative publications of open innovation and analyses the indicators
applied by different researchers in different contexts. By doing so, we
contribute to the theory of open innovation and add to the understanding of
how it is measured.

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The Magic of Innovation

Why do certain product and service experiences seem to Undeniable not have that “wow” factor, while others disap- Point customers? Perhaps there’s no better place to turn to than the world of magic. Below, Stefan Thomke and Jason That Randal consider leading magicians are Constantly under pressure to come up with new “effects” that wow audiences. They have to innovate frequently and rely on a systematic way of doing so.

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Open Innovation cooperation strategies in Regional Innovation System

The paper tackles an interplay of two theoretical approaches
concerning innovation management understood as a collective process of at
least a few interacting entities. The first approach is anchored in management
and covers Chesbrough’s Open Innovation concept and its followers. The other
refers to regional science with focus on Regional Innovation Systems. Both
approaches use quite a similar toolkit to support their relevant objectives:
business models enhancement for OI and regional business dynamics for RIS.
Correlations and interactions between business involvement in RIS processes
and OI processes were scrutinized in Southern Poland, where 3 regions selected
ICT to be their technological specialization. 200 companies were interviewed
to find out whether territory plays a significant role in OI management.
Altogether the paper answers a question whether theoretically not so distant
concepts of OI and RSI co-exist in business routines of Polish companies.

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