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Managing innovation within firms, Managing uncertainty, Means: Clarity of…
Managing innovation within firms
The dilemma of innovation management
Fundamental Function
The need for stability
Efficiently
Quickly
The need for creative
Develop a new products
Services to try to out new ideas
The basic problem confronting an organisation
Exploitation (Old routines)
Increasing
Productivity
Efficiently
Certainly
Variance reduction
Exploration (New adventure)
Autonomy
Innovation
Discovery
Embracing variation
Search
Organisation structures and innovation
Distinct tasks and then achieves coordination amongst them
Formalisation
Complexity
complexity of the organisation
it refers to the number of professional groups or diversity of specialists within
the organisation
Centralisation
refers to the decision-making activity and the location of power within
an organisation
more decentralised an organisation; the fewer levels of hierarchy
more responsive decision making closer
to the action
Organisational size
refers to the scale or magnitude of an organization
It represents the scope and scale of operations within the organization.
Pearson's uncertainty map
Demensions
Quadrant 2: Development Engineering
Clear target but uncertain means.
Ex: Guinness’s in-can system.
Quadrant 3: Applications Engineering
Clear means but uncertain usage.
Ex: Kevlar applications.
Quadrant 1: Exploratory Research
High uncertainty in both ends and means.
Ex: Xerox PARC's GUI development.
Quadrant 4: Combining market opportunities with technical capabilitie
High certainty in both ends and means.
Ex: Samsung’s phone designs.
Management tools for innovation
Typologies
The role of the
individual
in the innovation process
important
within the industrial
technological innovation process
Technical innovator
Scientific expert
New and different -> Leading
Technical/commercial scanner
Networking from
outside the organization
Technical information
Market information
Boundary spanner
Personal networking
Beyond the boundaries of the firm
Gatekeeper
Links people/ information resources
Within the firm
Colleagues
Outside the firm
Journals, conference, other companies
Product champion
Project leader
Acquire resources
Persuade of the merits of new ideas
In the organisation
Take risks
In the organisation
Project leader
Planning and organizing
Ensure administrative requirements
Coordination
Effectiveness
Balance
Sponsor
Helps/provides
protect the team from
unnecessary organisational interference
get the resource
legitimacy
organisational confidence
Managing uncertainty
Core concept
Vital in innovation; involves risk.
Outcomes (what to create) processes (how to create it)
Means: Clarity of methods to achieve it.
Ends: Clarity of desired outcome.
