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2019 | Buch | 1. Auflage

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Developing and Managing Innovation in a Fast Changing and Complex World

Benefiting from Dynamic Principles

verfasst von: Stig Ottosson

Verlag: Springer International Publishing

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This book provides essential insights into how to rapidly and safely develop new sustainable products, no matter whether it is in the private sector, the public sector or the non-profit sector, and regardless of the specific national or business culture.

The principles discussed were distilled from experiences and insights gained in numerous practical innovation endeavors, and from insider action research in connection with ongoing development, change management, and innovation projects in various areas and branches of the business world and non-commercial sector.

In short, the practical work and research has revealed that, regardless of the specific product and/or business to be developed, clear advantages can be gained by using dynamic or agile methods based on modern theories. These advantages include: reduced risk of failure, shorter time to market, less money and effort spent, better outcome solutions, etc. than when classical methods are used.

Accordingly, the book also highlights the differences between the classical/traditional and dynamic mindset and approaches. It offers suggestions on how to think, organize, lead, and act in order to excel in an increasingly complex and non-linear world. The more you can assimilate the theories, principles and methods – and integrate them in the culture you operate in – the greater the benefits will be for you and your organization.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Introduction

Abstract

The term “innovation” seems to derive from the Latin “novus”, which means new or young or novel. Unfortunately, there is no single accepted definition of the term “innovation”. Historically, innovation was defined as the introduction of new elements or a new combination of old elements in industrial organizations (Schumpeter 1934). Thus, the actual new idea or invention but also the realization of them was its focus. Much later, Kanter (1983) defined innovation as the process of bringing any new, problem-solving idea into use.

Stig Ottosson

Chapter 2. Innovation Theory

Abstract

“Innovation” has almost become a buzzword and there is no one single definition of its meaning. In general, it is a positively loaded term that brings hope in difficult times for the actors in the private sector, the public sector, the idealistic (non-profit) sector as well as in whole economies.

Stig Ottosson

Chapter 3. The Entrepreneur

Abstract

As mentioned earlier, the project leaders of innovation projects are often called entrepreneurs, which is a short expression for innovation entrepreneurs (there are many types of entrepreneurs but the situation will generally tell what kind of entrepreneurs are meant). The term has a French background and we also use the terms intrapreneur and renovateur when discussing innovation leadership.

Stig Ottosson

Chapter 4. Project Management

Abstract

The word “project” comes from the Latin word projectum from projicere—“to throw something forwards”. In turn, “pro-” (from the Greek “πρό”) denotes something that precedes the action of the next part of the word jacere—“to throw” (source: Wikipedia).

Stig Ottosson

Chapter 5. Knowledge Generation

Abstract

For every organization, both individual and collective knowledge are critical resources. All around us, there are different types of data. For data that catches the interest of someone, this data becomes information. Further, if one reflects on the new information it becomes knowledge. If one critically revises the information, one will be wiser than if one “buys” the information right off.

Stig Ottosson

Chapter 6. Different New Product Development Models

Abstract

Independent of whether the development of a new product and/or service is to be done in the private sector, the public sector or in the idealistic sector, the provider faces increasing regulatory pressure and competition. Therefore, developing new products has become even more critical than in the past. For this reason, streamlining product development (PD) processes is becoming a major priority for providers looking to improve their market share, and to build responsible and sustainable activities.

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Chapter 7. Dynamic Product Development (DPD™)

Abstract

This chapter is about how to develop new products. However, the principles can also, to a great extent, be used for the development of marketing material, organizational development, and personal development.

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Chapter 8. Marketing New Products

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Chapter 9. Sales of New Products

Abstract

Until a mature situation has been reached for an innovation on the market, the different marketing and sales activities should preferably be handled initially by the entrepreneur. Ideally the entrepreneur is in the center of the activities organized in a Planetary Organization as is shown in the Fig. 9.1 for sales activities. If she/he is successful, more specialized team members can be added as soon as the economic situation permits. Therefore, each small circle in the picture does not mean one unique team member other than for large and mature businesses. Initially, all activities are often done by the entrepreneur.

Stig Ottosson

Chapter 10. Financing Innovation

Abstract

For an innovation to appear, there must be a (business) idea that an entrepreneur takes care of. In turn, for a good result, the entrepreneur needs a good enough environment around her/him. A fourth important component is capital, which is the focus of this chapter. Figure 10.1 shows pre-requisites in a principal way for an innovation to appear.

Stig Ottosson

Backmatter

Titel: Developing and Managing Innovation in a Fast Changing and Complex World
verfasst von: Stig Ottosson
Verlag: Springer International Publishing
Electronic ISBN: 978-3-319-94045-8
Print ISBN: 978-3-319-94044-1
DOI: https://doi.org/10.1007/978-3-319-94045-8