7 "S" Framework The Golden adage “stick to your knitting” becomes an epitaph if a corporation doesn’t engage in constructive conflict that innovation brings about. This is because our fixation on “what is” obscures the necessity of worrying about “what isn’t” and “what might be”. Although organizations do need to drive themselves towards [...]
The boundary between modern times and the past is the mastery of risk: the notion that the future is more than a whim of the gods and that men and woman are not passive before nature. By understanding risk, measuring it, and weighing its consequences, risk-taking can be converted into one of the [...]
An obvious comment and appropriate question is that perhaps we really don’t need innovation to grow? We may disparage the last plateau stage in the "Simple Business Maturity S-Curve" figure as being an unattractive area of commoditization, low profits and no growth. Before dismissing this as bad business however, one has to remember [...]
Median Internal Research Expenditures as % of Sales The question naturally arises, is there a simple answer to achieving growth? One answer could be to just spend more money instead of changing the way New Product Development (NPD) and New Business Development (NBD) is done. Not surprisingly companies have tried many approaches to [...]
Up until the 1990s most corporations grew by way of using internal market, technology, and business development resources. It was always a challenge to run them in a way that would make sure that the company's growth was supported by new products and service offerings. In the 1990s however things changed. For successful [...]
If it were possible to easily improve the chance of success in each of the gates of an R&D pipeline as shown in the “Number of Ideas that Succeed at each New Product Development Gate Review” figure, the issue of how to improve our product and service offerings and achieve much larger company [...]
Number of Ideas that Succeed at each New Product Development Gate Review An example of a typical R&D pipeline is shown in the "Number of Ideas that Succeed at each New Product Development Gate Review" figure. Along the bottom are the stage gates through which new businesses and new product development programs pass. [...]
A simpler means to look at the right quantity and form of New Product Development (NPD) and New Business Development (NBD) is to follow the path of the arrow shown in the "Quantity and Dominant Form of Innovation Required" figure. Transforming the arrow from a line which is going from market value add [...]
Although the need for innovation is built into a company's strategy at its birth, the right quantity and form of innovation varies. The quantity and dominant Form of innovation required for business success can be superimposed on a market value and economic value map as shown in the “Quantity and Dominant Form of [...]
It is important to understand the connection between innovation and growth. New ideas create new products and services that grow a company. This growth is necessary because companies borrow money to go into, and to stay, in business. Interest on these loans has to be paid from new revenue streams that innovation creates. [...]
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