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-An Introduction
Objectives
Recognize the importance of innovation
Explain the meaning and nature of innovation
management
Provide an introduction to a management approach
to innovation
Appreciate the complex nature of the management
of innovation within organizations
Describe the changing views of innovation over
time
Recognize the role of key individuals within the
process
Recognize the need to view innovation as a
management process
2
The importance of
Innovation - For Organizations
Continued..
Other Firms
Individuals
Products effects
Interaction
Knowledge and
Technology
MICRO ENVIRONMENT
providers
Effects
MACRO ENVIRONMENT
Polythene
Boll point pen
Manufacturing process : Float Glass
Photocopying
Personal Computer
Computer Operating System:Windows
- ICI
- Reynolds.
- Pilkington
- Xerox
- Apple Computer
-Microsoft
Entrepreneurship,Innovati
on & Invention
11
Different types of
innovations
13
Topology of innovations
table
Type of Innovation
Product innovation
product
Process Innovation
process
Example
The development a new or improved
The development a new manufacturing
Organizational innovation
14
Models of Innovation
Models Of Innovations
(1) Serendipity
Historically innovation have highlighted
the importance of the unexpected
discovery
But the role of Serendipity (or luck) is rare
One need to have prior knowledge in that
particular area
17
Models of Innovations
(2) Linear Models
Conceptual framework of Innovation
Creation of new
Knowledge,dominated by
universities and large sciencebased organization
Science and
Technology base
Technology Development
dominated by
organization
Technological
developments
18
Models of Innovations
(2) Linear Models
There are two variations
A . Technology push
Research &
Development
Manufacturing
Marketing
19
A . Technology push
B . Market Pull
Marketing
Research &
Development
Manufacturing
21
B . Market Pull
22
Models of Innovations
(3) Simultaneous Coupling Models
Manufacturing
Marketing
23
Models of Innovations
(3) Simultaneous Coupling
Model
The linear model is only able to offer an
explanation of where the initial stimulus for
innovation was born i.e. where is the trigger for the
idea or need was initiated .
The simultaneous coupling model as shown in the
figure suggests that it is result of the simultaneous
coupling of the knowledge within all three functions
that will foster innovation (The point of
commencement is not known in advance)
24
Models of Innovations
(4)Interactive Model
25
Models of Innovations
(4) Interactive Model
26
Models of Innovations
(4) Interactive Model
There are linkages with science base & the
marketplace between all functions, not just with
R & D or marketing ( For Example Manufacturing
department may initiates a design improvement )
The generation of ideas is dependent on input
from three basic components: organization
capabilities ; the needs of the market place; the
science & technology base
27
Models of Innovations
Table showing the chronological
development of models of
innovation
Date
Characteristics
1950/60
process.
Model
Technological Push
1970
process.
Market Pull
1980
&D
1980/90
Pull
Coupling Model
Interactive Model
Emphasis on integrating R
and Marketing
Combination of Push and
28
29
Innovation Management
Framework
Interactions of functions inside the organization as
well as with external environment are important
Scientists and engineers within firm continually
interact with fellow scientists in universities and other
firms about scientific and technological developments
Similarly, the marketing function will need to interact
with suppliers, distributors, customers and competitors
to ensure market pulse is measured
Business planners and senior management
communicate with other firms & government ,supplier
& customer
Knowledge is captured and utilized to develop
successful new products
30
Innovation Management
Framework
The Three main functions: marketing, research
and manufacturing and business planning are the
most influential in the innovation process
The knowledge( both Tacit & Explicit ) has to
shared and exchanged
The organizational heritage ( combination of
organizational knowledge base & organizations
unique architect ) will influence its future
decisions regarding the markets in which it will
operate
31