Managing Global Innovation
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Transcript of Managing Global Innovation
Managing Global Managing Global InnovationInnovation
Attila KuruczAttila KuruczUniversity of West-Hungary
Department of Business Sciences
Distinguishing R&D Processes
Highly differentiated phase concepts are commonly accepted and applied in R&D practice, but they suffer from the strictly sequential execution of project phases and are therefore often impractical. On the other hand, if projects are carried out without reviews or milestones, there is the danger of achieving little effectiveness (doing the wrong things) and low efficiency (doing things wrong).
Today we know, at least in principle, how projects work. But we still do not know how to get from the useful many ideas to the vital few projects which the R&D lab is capable to execute. Even more difficulties arise when the new product is to be introduced to the market.
There are three phases in the R&D process:
- Pre-project phase: How to create a good product concept and a manageable project
- Development phase: How to manage a project
- Market-introduction: How to transfer R&D results efficiently to operations and the customer
Between the pre-project and the development phase we must translate from the language of the customers or scientists to the language of the company (market or technology driven). Between the project and the market-introduction phases, we need to translate from the company’s technical language to the emotional language of the sales force and the customer.
Main problems in transnational R&D processes
Informal Links + Networks: - Create a manageable project
- Build trust among project members
- Ensure downstream
Project + Processes:- Management of dispersed R&D teams
- Match functions and processes
- Creating integral designs
Hierarchical + Functional: - Structured versus unstructured processes
- Translate between language of the company and language of the customer
- Innovation factors can’t be measured and controlled
Regional + Legal: - Transfer of R&D results to sales units and customers
- Integrating local expertise without moving people too much
- Market maturity
Stage-Gate-Process to Support Project Management
A combination of classical phase segmentation and process orientation is found in the concept of the „state-gate-process”. Every step or „stage” necessary to complete a particular project task is linked to the next by a „gate” at which decisions for the continuation of the project are made.
Contrary to milestones, gates are more flexible in terms of time, date and content. Gates allow a deliberate parallelization of phases as well as their recombination or adaptation to new requirements.
„You can get around a milestone, but you must go through a gate.”
Stage-Gate-Process to Support Project Management
The number of stages and gates is project and industry dependent. Ex ante agreements serve as guidelines for the collaboration of project participants.
Stage-gate process are not contradictory to the parallel execution of product and process development.
The differentiation between pre-project phase and main development phase is of utmost significance for the quick and efficient execution of R&D projects.
The stage-gate exhibits a further advantage should customer specifications change or competitors introduce rivalling products, so if high complexity and dynamics alter the competitive environment.
Transnational R&D Processes
Pre-project Phase: Fostering Creativity
Characters of Pre-project phase Budget: often none / low Goals: vague Costs: low Processes: not structured Results: unclear Financial risk: small
Tasks during Pre-project Phase It requires strong management support, it relies on experience, knowledge and know-
how (soft management factors) The identification of the market segments (who
is the customer?) The work statement (what does the customer
want?) The product requirement specification (how can
we fulfill the customer’s needs?)
1. The Product Concept Team
Team has a cross-functional role. Team should be formed of member different
functional departments (development, marketing, production, support)
Its activity concludes with the specification list.( translation of the customer’s requirements into technical specifications)
Specification List
Technical specification Project plans and schedules Time-critical path Technical alternatives Technical and market risks (procurement, production, sales, market
introduction)
2. Idea Generation
1. Needs explorationTraditional marketing research tools: panel
research, focus group interviews, sales and distribution questionnaires, scenario techniques, lead market analysis
Recently developed tools: cooperative forms of R&D, anthropological expeditions
2. Technology-potential screening: leading edge
innovation centres, conferences, technology forecasts, expert interview, patent database research,
3. Intensive Idea Flow and Workflow Systems
Idea generation take place on a global scale. Function: transmits and distributes ideas,
problems, commentaries and solutions by means of modern information and communication technologies.
4. Good Idea Require Good Promotion
The problem identification usually occurs by a single person or a group.
Looking for support they try to convince influential people about their idea.
The influence is based on their Hierarchical position (power promoters) Knowledge (functional promoters) Communication abilities (process promoters)
Experience show that personal relations are the most important for winning decision-makers.
Project opponents are who bring in technological and economical arguments against new idea.
5. Product Profitability Calculation
Product profitability calculation is based on forecasted market returns discounted to present net value.
It is widely used, but it isn’t always an appropriate tool for project evaluation.
Project proposals should be complemented with qualitative data and evaluated in light of the firm’s strategy and technological vision.
6. Project Approval – Rational Criteria and Politics
Proposal is presented to a steering committee. Project selection always takes place mostly at
the location of the decision-maker. Decisions about projects are made on a rather
informal basis. (political agreement finding process)
Approval includes: decision about project members and participating locations
Transnational R+D processes
Development (Project phase)Market Introduction
Development Phase In transnational projects this process is
characterized by high complexity Goal conflicts may occur between R&D,
production, marketing, and logistics The conception of the system architecture is a
critical success factor for the whole project To share the knowledge and information is a
principal factor
Development Phase The activities in the development phase is
more detailed, structured than in the pre-project phase
This phase requires a resource- and time-conscious project management
Prototyping The complexity in innovation projects can be
reduced by introducing tangible support tools and media
Development Phase
Prototypes serve a wider role: To reduce risk To learn from experiments To determine customers preferences To communicate across functional interfaces
Nowadays companies can employ rapid prototyping due to the CAD planning, Internet, and digital photography
Market Introduction There are three important challenges to the
company: Market introduction is a global project, Not all the participants work for the same
company, The costs often exceed the total costs of
the two previous phases The key to success rests in professional project
management. The different tasks of R&D, marketing, production, sales and maintenance must be coordinated and integrated
Market Introduction
There are two types of introducing a product: Big-bang market introduction when the
company is presenting the product to all target markets at the same time,
And in the lead concept, the product is tested with lead customers or in lead markets, before the world wide introduction
Besides the product, complementary services must reach the market as well