By Hugo Tschirky, Visit Amazon's Cornelius Herstatt Page, search results, Learn about Author Central, Cornelius Herstatt, , David Probert, Hans Georg Gemünden, Thomas Durand, Tim Schweisfurth, Petra C. de Weerd-Nederhof, M. Colombo, P. de Weerd-Nederhof
Emphasizing the sensible aspect of expertise and Innovation administration, this booklet contains major contributions to the perform of strategizing, administration of competences and innovation management. While the findings are research-based, each contribution has 'managerial implications' which conceal the steered implementation.
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Additional info for Managing Innovation Driven Companies: Approaches in Practice
Sample text
These ideas are “plausible” in the sense that they represent perspicuous matches of trends, needs, available knowledge, and technologies. Being plausible does not yet mean being realistic in a business sense. Therefore the “plausible” business ideas have to be analyzed in order to come up with “realistic” options for new businesses to be subjected to a business decision. This is the purpose of step 2. 22). 22 3 C New technology platform A D NPV Final business decision B New technology platform Current scientific knowledge field New technology platform New product function Take business decision Current scientific knowledge field Current technology platform New product function New product New business New trend New business New product New business Current scientific knowledge field New product New business New trend Current trend Current product function Current technology platform Current scientific knowledge field Current technology platform Current scientific knowledge field Current technology platform Current product function Current product Current business Current trend New trend Current business Current product Current business Current product function Current product Current business Current trend Current trend Generate innovation architecture A B C D 4 Develop business roadmap 5 Preferred innovation strategy (Classical) Business plan R Discounting free cash flows Develop business model R NPV Net present value?
Based on that thesis, the above mentioned function was formulated. And, without a discussion on how to realize the new function technologically, a corresponding platform “New Generation Technology” was identified. Using the new function, the “creativity game” within the innovation architecture was continued by combing current and the new product function to come up with all sorts of new products and finally new businesses: As an example, the product “No Problem Communicator” can be mentioned.
17 Elaborating a BRM in practice – the detailed workshop schedule 28 Tschirky and Trauffler methods that proved to be most effective. They differ in the necessary time and depth when to develop the BRM. The first alternative showed best results in the case companies introduced the BRM for the first time as a planning tool. 17. It allows a diligent elaboration of the BRM in four different workshops, each of them developing one of the three main levels of the BRM, and one additional closing workshop in which the actual Roadmap is generated.