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Charles Anderson
Charles Anderson

Innovation Management And New Product Development __LINK__

Whereas innovation has become part of daily language, in practice, realizing new product and new service development is a complex and daunting task for engineers, design engineering managers, managers, and those involved in other functions in organizations. Most books on innovation management approach this topic from a managerial or economic perspective; this text takes the actual design and engineering processes as starting point. To this purpose, it relates product design and engineering processes and their management to sources of innovation, collaboration with suppliers, and knowledge providers (for example, inventors and universities), and users.

Innovation Management and New Product Development

The managerial aspects get ample attention as well as the socioeconomic aspects in the context of product design and engineering. For this wide range of topics, the book provides both theoretical underpinning and practical guidance. Readers and students will benefit from this book by not only understanding the key mechanisms for innovation but also by the practical guidance it offers. The author uses diagrams, models, methods, and steps to guide readers to a better understanding of innovation projects. This practical approach and the link to theory make the book valuable to practitioners as well as engineering students.

Managers and researchers lack an understanding of how specific new product development (NPD) software champions, i.e. digital innovation champions, function. This is particularly the case for digital innovation management systems (DIMS). Innovation, R&D, and IT managers and top management all might take distinct roles that influence the usage of such software. These distinct roles suggest the need for more detailed investigations of 1) which champions drive the usage of DIMS, 2) if they enhance distinct NPD applications, and 3) the links to NPD performance. This study addresses this need by developing and analyzing hypotheses for the role of digital innovation champions for DIMS usage. Therefore, the authors use unique survey data from managers together with objective patent and revenue data. The results reveal that executives as digital innovation champions encourage the usage and NPD performance of DIMS, whereas, IT and R&D managers can even hinder these outcomes.

New Product and Innovation Management --- Innovation and development of new products and services are essential for the success of any organization. At the same time, designing and launching new products is risky. Managing the new product development therefore involves identifying new product ideas that have great potential and lowering the risk of their failure. This course discusses the stages in the new product development process and avenues for making the process more productive. Specific topics covered include creative techniques for idea generation, designing new products and services using analytical techniques, sales forecasting, testing, and tactics and strategies for new product launch. The course uses lectures, cases, and outside speakers. Moreover, the course includes a project wherein student teams will use the creativity techniques covered in this class to come up with new product ideas and perform a concept test in order to evaluate their feasibility. The course has a quantitative focus and delves on issues that are very relevant to managers on a day to day basis. The course will be especially useful for those interested in product/brand management, management consulting, and entrepreneurship.

Further, portfolio management will be simplified and flexible enough to achieve the optimal balance and mix of products in the hopper. Success criteria at the gates will be concretized, and, ideally, a financial overlay will further help prioritize projects against available resources.

PROBLEMS OF DEFINITION AND VOCABULARY The process from new discover to eventual product is the innovation processEntrepreneurship Stevenson defines it as the pursuit of opportunity beyond the resources you currently control It is the analysis of the role of the individual entrepreneur that distinguishes the study of entrepreneurship from that of innovation management Role of entre is central to innovation managementDesign For many design is about developing or creating something Douglas suggests that design is concerned with the emergent arrangement of concrete details that embody a new idea Position taken by book is to view design as an applied activity within research and development, and to recognize that in certain industries, like clothing for example, design is the main component in product development In other industries, however, design only forms a small component in product developmentInnovation and invention Innovation is not a single action but a total process of interrelated sub processes. It is not the conception of a new idea, nor the invention of a new device, nor the development of a new product. The process is all these things acting in an integrated fashion Innovation is distinguished from invention by suggesting that innovation is concerned with the commercial and practical application of ideas or inventions Invention is the conception of the idea, where as innovation is the subsequent translation of the invention into the economy

Conception of new ideas = starting point for innovation Invention = process of converting intellectual thoughts into tangible new artifact Innovation represents a complete process Innovation depends on inventions but inventions need to be harnessed to commercial activities before they can contribute to the growth of an organization Innovation is the management of all activities involved in the process of idea generation, technology development, manufacturing and marketing of a new or improved product or manufacturing process or equipmentDifferent types of innovation

Product innovation The development of a new product or improved productProcess innovation The development of a new manufacturing processOrganizational innovation A new venture division; a new internal communication system; intro of a new accounting procedureManagement innovation TQM total quality management systems; BPR business process re-engineering; introduction of SAPRProduction innovation Quality circles; just in time JIT manufacturing system; new production planning software, e. MRP II; new inspection systemCommercial/ marketing innovation New financing arrangements; new sales approach e direct marketingService innovation Internet based financial services

What happens when the patent protecting your product expires? On expiry of a patent competition are able touse the technology, with hitherto had been protected, to develop their own product. Developing a brandrequires long-term development. Pharmaceutical companies with a product protected by patents will usuallyhave between 10-20 years to develop a brand & brand loyalty, the aim being that even when the product goesoff-patent customers will continue to ask for the branded drug as opposed to the generic drug.

Technology is vital for a business to remain competitive. Businesses favored the internal development of technology, but today, with the increasing technological content of many products, many organizations consider internal development too uncertain. The rising costs of R&D have forced many organizations to look for research partners. Many large firms operate in several technology fields & are often referred to as multi-technology corporations (MTC).

OPEN INNOVATION:It should now be clear that the need for external linkages & connectivity is a major factor influencing themanagement of innovation. Some argued that innovation has shifted even further from one of closed systems,internal to the firm to a new mode of open systems involving a range of players distributed up & down the supplychain.Chesbrough presents 6 notions that lie behind the so-called closed model of innovation:

Document, prioritize, and agree on requirements leveraged in developing innovation concepts. Reuse existing items, trace requirements through design, and validate that each has been met to reduce new product introduction risks.

Gain faster, more efficient product development and launch processes by bridging traditional, disconnected engineering and manufacturing functions through streamlined management of an integrated enterprise product record.

Rapidly respond to issues, prevent reoccurrence, and drive continuous improvement with closed-loop corrective action processes that are tightly integrated with your product development, enterprise change, document management, and inspection processes.

Keep your item master data clean and synchronized across applications, data pools, and partners with a best-practice product information management (PIM) process and flexible attribution, change control, and native-governance capabilities.

Gain complete visibility to your organization's innovation process, make smarter decisions, and improve your time-to-value. Accolade by Sopheon is the innovation management product that empowers organizations to consistently identify, evaluate, and execute against the right strategic priorities. 041b061a72




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