How to create and sustain an open and radical innovation capability? An empirical case study analysing ongoing radical innovation projects at Vodafone R&D

2008 ◽  
Author(s):  
Christian Stuer ◽  
Stefan Husig ◽  
Stefanie Biala
Keyword(s):  
Radical Innovation ◽  
Innovation Capability ◽  
Innovation Projects

scholarly journals Measuring radical innovation project success: typical metrics don’t work

2018 ◽  
Vol 39 (4) ◽  
pp. 34-41 ◽  
Author(s):  
Jimmi Normann Kristiansen ◽  
Paavo Ritala
Keyword(s):  
Radical Innovation ◽  
Incremental Innovation ◽  
Content Type ◽  
International Firms ◽  
Innovation Activities ◽  
Innovation Projects ◽  
Innovation Project ◽  
And Performance ◽  
Depth Interviews

Purpose Firms frequently struggle with measuring the performance of their radical innovation activities. Due to the uncertainty and ambiguity involved, key performance indicators (KPIs) used for incremental innovation projects are often not useful in this context. The purpose of this paper is to explore suitable KPIs particularly useful for radical innovation projects. Design/methodology/approach This study first reviews commonly used measures for innovation projects, which is then followed by case-study evidence from three industry-leading international firms. This study includes 13 in-depth interviews with innovation managers and directors in these firms, providing insights on how they measure the progress and performance of radical innovation projects. Findings KPIs used commonly in incremental innovation showed lackluster results in the case firms and were problematic for radical innovation context. A key finding was that radical innovation project performance should be evaluated based on the process rather than on the expected outcome. Concurrently, based on the literature review and the cases, three sets of KPIs with 13 specific KPIs useful for radical innovation projects are proposed. Originality/value The paper addresses a core challenge in using established KPIs in a radical innovation context. The paper gathers and synthesizes a range of measurement points suitable for radical innovation projects and provides specific suggestions for appropriate metrics that innovation managers can use.

A Profile of Wine Tourism Entrepreneurs: Study in Portugal

2019 ◽  
Vol 6 (1) ◽  
pp. 25-39
Author(s):  
Adriana Backx Noronha Viana ◽  
Luísa Cagica Carvalho ◽  
Inna Sousa Paiva
Keyword(s):  
Qualitative Data ◽  
Qualitative Case Study ◽  
Innovation Capability ◽  
Critical Perspective ◽  
Case Study Methodology ◽  
Wine Tourism ◽  
Learning Capacity ◽  
Study Methodology

Background: Wine tourism is one of the tourism components adopted as part of Portugal’s strategy due to its eminence as a wine producer. Such strategy has received great prominence in recent years and aims to promote regional development from an economic, social, cultural and environmental perspective. The aim of this study was to understand the entrepreneur profile in this sector. Methods: The study uses a qualitative, case study methodology with data analysis and triangulation. In this study, a literature review of scientific studies was carried out on the scientific knowledge in the area of study from a critical perspective and an interview was conducted where qualitative data were collected. Results and Discussion: The entrepreneurs have shown the following characteristics: initiative, innovation capability, optimism, creativity, creative energy, tenacity, selfconfidence, capability for long term involvement with the project, and learning capacity. Conclusion: The study shows that most entrepreneurs state that they have established partnerships with other companies, particularly with restaurants, catering businesses, hotel units, tourism companies and companies that organize tours. This is one of the factors of economic importance recognized by another study which enables increased prominence of the company and widens the value of wine tourism.

Knowledge and Innovation Management

2019 ◽  
pp. 19-44
Author(s):  
Marianne Gloet ◽  
Danny Samson
Keyword(s):  
Innovation Management ◽  
Service Organizations ◽  
Innovation Capability ◽  
Review Of The Literature ◽  
Value Capture ◽  
Analysis Methodology ◽  
Successful Innovation ◽  
The Relationship ◽  
Depth Interviews

This qualitative research examined the relationship between knowledge management (KM) and systematic innovation capability in 16 Australian manufacturing and service organizations that exhibited both successful innovation and robust KM practices. A review of the literature indicated a number of areas where KM enhances and supports innovation capability. Using a multiple crosscase analysis methodology and applying a framework of systematic innovation capability, in-depth interviews were conducted with managers of the case study organizations. The analysis of the data revealed the main contributions of KM to systematic and sustained forms of innovation. Finally, a model of knowledge and innovation capability was developed to guide the development of knowledge and innovation management as a dynamic capability to support value capture, value creation, and value delivery from innovation.

How Hard Can It Be to Communicate? Communication Mode and Performance in Collaborative R&D Projects

2011 ◽  
pp. 174-192
Author(s):  
William H.A. Johnson
Keyword(s):  
Case Studies ◽  
Survey Data ◽  
Radical Innovation ◽  
Project Managers ◽  
Written Communication ◽  
Communication Mode ◽  
Face To Face ◽  
Innovation Projects ◽  
Communication Modes ◽  
And Performance

Survey data and case studies of collaborative R&D projects are used to analyze the relative usage of communication modes [e.g., face-to-face (F2F), categorized as soft modes, versus written, categorized as hard modes]. Incremental (versus radical) innovation projects tended to use more written communication, as did those in which project managers defined the significant problems. Those with high ambiguity or equivocality did not rely more on F2F, but predictably, conflict and goal changes negatively impacted communication and performance. Despite managers’ insistence that F2F communication is critical, only the use of written communication was associated with project success. Soft communication modes (F2F) may be needed to set direction in projects involving radical innovation, or any other project in which goals are unclear and not well agreed upon. However, when the innovation is incremental, and goals are understood and accepted, the use of hard communication modes (written) is no deterrent to success.

Strategic Value at the Front End of a Radical Innovation Program

2019 ◽  
Vol 50 (4) ◽  
pp. 431-446 ◽  
Author(s):  
Miia Martinsuo
Keyword(s):  
Value Creation ◽  
Radical Innovation ◽  
Change Readiness ◽  
Technical Solution ◽  
Business Network ◽  
Related Research ◽  
Front End ◽  
Strategic Value

Firms implement radical innovation programs to create strategic value. Ensuring the success of these programs may require involving the business network. This article pursues increased knowledge on strategic value in a radical innovation program and the means to promote readiness for value creation in the business network. A case study was implemented at the front end of a radical innovation program introducing intelligent technologies. The multilevel nature of strategic value is revealed, thereby offering a novel perspective on value-related research. Business, technical, solution, customer, and change readiness are introduced as requirements for implementing strategic value in the business network.

scholarly journals Agri-food in search of sustainability: cognitive, interactional and material framing

2012 ◽  
Vol 12 (2) ◽  
pp. 99-110 ◽  
Author(s):  
Joyce Zwartkruis ◽  
Ellen Moors ◽  
Jacco Farla ◽  
Harro van Lente
Keyword(s):  
Egg Production ◽  
Food Sector ◽  
Face To Face ◽  
Innovation Projects ◽  
Innovation Project ◽  
Global Discourse ◽  
Technical Innovations ◽  
Depth Interviews ◽  
Innovation Processes

The agri-food sector is under pressure to move towards sustainability and broad socio-technical changes are needed. In such encompassing innovation processes that concern the whole agri-food chain, actors with different institutional backgrounds are confronted with each others interests, ideas and perspectives. Framing, then, may both support and hinder the alignment of actors and interests. In this paper we investigate how framing occurs in multi-actor innovation projects and how it facilitates or hinders the continuity of these projects. We first review the broad literature on framing, which leads to a typology of three levels of framing: face-to-face interaction (between individuals), global discourse (within society) and localised collective (in projects). In addition, we add a third category to the traditional distinction between ‘cognitive’ and ‘interactional’ framing. We argue that in socio-technical innovations also ‘material’ framing occurs. In an empirical case study, based on in-depth interviews and document analysis of the Roundel project (2004-2010), a Dutch innovation project aimed at sustainable egg production and marketing, we trace and analyse these different forms of framing. The project survived several critical episodes, due to changes in framing. Our study yields general lessons about framing in complex innovation projects, both conceptual and practical.

scholarly journals Usage-driven problem design for radical innovation in healthcare

2017 ◽  
Vol 4 (1) ◽  
pp. 15-23 ◽  
Author(s):  
Guillaume Lamé ◽  
Bernard Yannou ◽  
François Cluzel
Keyword(s):  
Radical Innovation ◽  
User Needs ◽  
Early Design ◽  
Industrial Sectors ◽  
Early Design Stages ◽  
Solution Design ◽  
Problem Design ◽  
Healthcare Innovation ◽  
Business Design

While the diffusion and evaluation of healthcare innovations receive a lot of attention, the early design stages are less studied and potential innovators lack methods to identify where new innovations are necessary and to propose concepts relevant to users. To change this, we propose a structured methodology, Radical Innovation Design (RID), which supports designers who want to work on the unstated needs of potential end users in order to create superior value. In this article, the first part of RID is introduced with its two subprocesses: Problem Design and Knowledge Design. In this first period, RID guides innovators to systematically explore users’ problems and evaluate which ones are most pressing in terms of innovation, taking into account existing solutions. The result is an ambition perimeter, composed of a set of value buckets, that is, important usage situations where major problems are experienced and the current solutions provide little or no relief. The methodology then moves on to Solution Design and Business Design (which are not detailed in this article) to address the value buckets identified. With its emphasis on problem exploration, RID differs from methods based on early prototyping. The RID methodology has been validated in various industrial sectors and is well-adapted for healthcare innovation. To exemplify the methodology, we present a case study in dental imagery performed by 10 students in 8 weeks. This example demonstrates how RID favours efficiency in Problem Design and allows designers to explore unaddressed and sometimes undeclared user needs.

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