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Managing innovation within firms, image - Coggle Diagram

- - - - • Static Routines, Efficient Daily Operations
        • Enables the Organisation to Compete today
    - - • New product development
        • Creative environment, testing ideas
  - - - • Established Business Resource Needs
        • New Business Resource Needs
        • Power Dynamics
        
        APPLE Inc
        
        • Established Business Resource Needs: Apple, as a leading technology company, has substantial resource needs for maintaining and expanding its current product lines like iPhones and Macs. The established business consumes a large portion of the company’s budget and resources.
        
        • New Business Resource Needs: When Apple explores new ventures like developing augmented reality (AR) technology, these initiatives require additional resources. However, these new ventures offer uncertain benefits compared to the guaranteed returns from established products.
        
        • Power Dynamics: Apple's senior executives, who are heavily invested in existing product lines, wield considerable influence. They may prioritize funding and resources for the well-established business units over new, unproven ventures.
    - - • Threat to Established Business
        • Distraction from Core Business
        
        GOOGLE
        
        o Threat to Established Business: When Google restructured into Alphabet Inc., some of its new ventures, like its experimental "Other Bets" (e.g., Waymo for self-driving cars), were perceived as threats to Google's core advertising business. There was concern that these new ventures could cannibalize Google's primary revenue sources.
        
        o Distraction from Core Business: During the transition, there was a risk that focusing on new ventures could divert attention and resources away from Google's core business, potentially impacting its core operations and performance
    - - • Resistance from Established Business
        • Need for Different Structures
        • Convincing Existing Organization
        
        KODAK
        
        • Resistance from Established Business: Kodak’s resistance to adopting digital photography technologies is a classic example of inertia. Despite the emerging trend towards digital imaging, Kodak’s management was slow to shift resources and focus from traditional film photography, which led to the company's decline.
        
        • Need for Different Structures: Kodak needed to develop new structures and processes to support digital innovation. The existing organizational design, which was optimized for film production, was inadequate for fostering and supporting digital technologies.
        
        • Convincing Existing Organization: Kodak's leadership struggled to convince the existing organization that their traditional business model was becoming obsolete and that a new strategy focused on digital technology was necessary.
- - - - Tools are categorized by different needs:
        
        Knowledge Management: Audits, knowledge mapping, roadmaps.
        
        Market Intelligence: Technology watch, competitor analysis, CRM.
        
        Cooperation & Networking: Groupware, team-building, supply chain management.
        
        Human Resources: Teleworking, e-learning, competence management.
        
        Creativity Development: Brainstorming, TRIZ, mind mapping.
        
        Process Improvement: Benchmarking, re-engineering, JIT.
        
        Project Management: Gantt charts, stage-gate processes, portfolio management.
        
        Product Development: CAD, prototyping, usability testing.
        
        Business Creation: Business plans, simulations, research spin-offs.
  - - - Importance of Models and Tools:
        
        Numerous models and tools have been developed over the past 50 years to help firms achieve product innovation
        
        These models typically involve formalized processes where projects pass through multiple phases.
    - - Models are often used as guides, not strict rules.
      - They provide a common language for teams