global innovation management
DESCRIPTION
GIMTRANSCRIPT
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GLOBAL INNOVATION
MANAGEMENT
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RECAP - THE INNOVATION MANAGEMENT PROCESS
Evolving models of the innovation process 6th generation based on knowledge – intangible
assetsManaging innovation thru Organizational
Routines or CapabilitiesSpecify the different phases of the
innovation process Search -> Select -> Implement Scan -> Focus -> Resource -> Implement Learning underpins both processes
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AGENDA
STRUCTURING THE NEW PRODUCT DEVELOPMENT PROCESSES
EVALUATION OF THE NEW PRODUCT DEVELOPMENT AND R&D PROJECTS
HOW TO SELECT THE PORTFOLIO OF NEW PRODUCT DEVELOPMENT PROJECTS
BUILDING THE INNOVATIVE ORGANIZATION Learning organizations
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STRUCTURING THE NEW PRODUCT DEVELOPMENT PROCESSES
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STAGE-GATE PROCESS R. Cooper, 1960´s phases with inputs and outputs specified
beforehand gates, in which the gatekeepers decide about
the continuation of the process Activities standardized and the indicators of
the process performance significantly improved.
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6© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
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2-ND GENERATION SG PROCESS
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EVALUATION CRITERIA Operational, realistic, differentiating Must meet: to kill ‘not well proceeding’
projects as soon as possible
Should meet: prioritization, support of portfolio management
Strategic buckets: resources allocated to various strategic goals
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INTERDISCIPLINARY VIEW
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FUZZY FRONT END (FFE, FEI) quality of pre-development phases
significantly influence the product success
early phases to a large extent influence, which projects will be realized, why, what will be final costs, time, and – in the end – the final success in the market
highly dynamic, not strictly documented, creativity competes with systemization.
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NEW CONCEPT DEVELOPMENT MODEL
in the early phases it is not suitable to use the same approaches as in the later, more structured process phases
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DIFFERENCE BETWEEN FFE AND NPD
Fuzzy Front End (FFE) New Product Development (NPD)
Nature of Work Experimental, often chaotic.“Eureka” moments. Can schedule
work—but not invention.
Disciplined and goal-oriented with a project plan.
Commercialization Date Unpredictable or uncertain. High degree of certainty.
Funding Variable Budgeted.
Revenue Expectations
Often uncertain, with a great deal of speculation.
Predictable, with increasing certainty, analysis, and documentation as the product release date gets closer.
Activity minimize risk and optimize potential Multifunction product and/or process development team
Measures of Progress Strengthened concepts. Milestone achievement.
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TRADITIONAL AND TECHNOLOGY STAGE-GATE PROCESSES
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HOW TO SELECT THE PORTFOLIO OF NEW PRODUCT DEVELOPMENT
PROJECTS
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Portfolio management Goal 1: Maximizing the portfolio
value Goal 2: Balance Goal 3: Strategic alignment
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PORTFOLIO MANAGEMENT Resources are always limited, it is neither possible nor effective to invest in every idea without due consideration.
It is important to select from many possibilities those with the highest potential; today’s innovation projects decide about the future profile of the company, its customers and market share.
Goal: to create such portfolio of products that is rooted in the company strategy and optimizes the company performance.
Portfolio management: dynamic decision-making process of evaluation, selection and prioritization of new projects; active project can be fostered, put on hold or even killed; their priorities and allocation of resources can change.
The process is characterised by uncertainty, changing information, dynamics of opportunities and threats, links between projects. The whole process must be based on the long-term company strategy and must support it
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GLOBAL R&D NETWORKS: NOVARTIS