Methods of Accelerating Innovation and Product Development For efficient IP and business integration to occur it’s best to start the integration during the R&D process. The “Methods of Accelerating Innovation and Product Development” figure shows five means of acceleration and how four aspects of the development phases can be accelerated. The last column [...]
Truly integrated processes however also involve excellent communication skills. Communication of IP processes comprises three elements. These are: (1) educating all levels of the organization on the lognormal distribution of value, its implications, and deployment of company resources accordingly, (2) selecting what forms of intellectual capital to track, and (3) using a mixture [...]
IP Management Hierarchy Pyramid To embed integrated work processes in an organization is not however an easy task. The overall objective is to evaluate and provide upgrades to the company’s IP culture, work processes, and toolsets. The goal is to create, maintain, and extract value from intellectual property in a way to the [...]
The Dyadic Fourth Generation R&D Organization On the operations side of 4G innovation the Tenth Principle of 4G directs the creation and operation of two new types of innovation labs that supplement traditional R&D labs and market research activities such as focus groups and surveys that are jointly staffed by partner organizations. The [...]
The New Knowledge Channel in Fourth Generation R&D Management In order to understand what the true preferences of consumers are, today’s companies must take advantage of “The New Knowledge Channel in Fourth Generation R&D Management” as shown in the figure. The Channels in restructured markets are part of a new 4G dominant design [...]
During her studies at Brandeis University and the Harvard Business School Teresa Amabile studied the effects of downsizing on creativity and innovation output. The purpose of her studies were to understand the effects of downsizing on specific elements of the work environment, identify managerial implications for minimizing the negative effects of downsizing on [...]
An effective invention incentive program is an important adjunct to a company’s creativity effort. The incentive program includes both financial and nonfinancial rewards. Incentives may be for disclosures, patent applications, patents as well as trade secrets. One of the key findings is that companies often get what they pay for. If there is [...]
Different skills, competencies, and people are required at each stage, phase or sprint of research or product/service development no matter what size company. Motivation of these people is also different. Research, Fuzzy Front End and Ideation Stages: Idea Generation through Technical/Marketing Applications Analysis Technical & Engineering SkillsMarket & Sales SkillsOrganizational SkillsCompetencies RequiredRoles InvolvedIdea [...]
Each organization has its own set of vision, mission, objective, and values. As a result, personal management practices have to reflect these elements in order to be most successful. Innovation organizations have their own peculiar personnel management practices because of their emphasis on creativity and breaking, versus not following, the rules. That’s not [...]
Dot Collector Software Application An important capability needed in innovation organizations is the ability to predict what is not known. The tool to do this is the “Dot Collector” developed by Ray Dalio. The “Dot Collector Software Application” figure shows a screenshot of the tool. During all meetings, all participants constantly evaluate whoever [...]
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