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The aim of the present book is to enable enterprises to take a systematic and holistic approach to innovation. Enterprises will thereby be able to maximize their chances of success. After deriving and presenting various new elements of innovation management in the first parts of the book, we now turn to the task of forming a unified view from the individual parts.
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Gabler’s dictionary of economic terms defines the strategic gap as the, “… difference between the possible development of an enterprise when presupposing the retention of the current strategic instruments. In contrast to the operational gap, the strategic gap can only be closed with new products, technologies and markets.”
http://wirtschaftslexikon.gabler.de/Definition/strategische-luecke.html, as referenced on May 30, 2014.
The costs of IPR management include the costs of external specialists (e.g. patent lawyers) and fees incurred for IPR protection. Owing to the potentially high costs, the defense of IPRs will usually have to be decided by the executive management on a case-by-case basis.
Funding is to be provided to cover the venturing function. From a certain enterprise size, this is likely to be managed via an internal venturing fund. This will cover both acquisitions and internal startups. The fund will usually only suffice to secure a capacity for action and not for delegating decisions. Decisions concerning individual projects are to continue to be made at the level of the enterprise case by case.
CEOs are generally aware of how damaging it can be to merely tread water, to merely process existing orders without new acquisitions while allowing the innovation pipeline to run dry. Nonetheless, the incentives for acting in the long-term interest of the enterprise despite a full-blown crisis are typically weak.
Enterprises that continue to free up resources for innovation in times of austerity send an important signal to their employees. Doing so shows that one believes in the future of the enterprise. The impact of this signal should not be underestimated and can release unsuspected strengths even in individuals under a lot of pressure. That being said, it is less important in such contexts to gain a greater willingness to work for a further bonus than to dispel a depressive and paralyzing work atmosphere. Experienced turnaround managers often emphasize the importance of keeping the prospects for innovation visible in times of crisis so as to keep open a full array of financing options.
- Rules for Systematic Innovation: The Bern Innovation Model
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