innovation management

The management of innovation activities is frequently conducted by linear process models, such as stage-gate approaches, that assume planability and controllability. Cybernetic principles offer a useful extension of such approaches by supporting an iterative and systemic management of innovation processes. In this regard, decision makers are increasingly required to broaden their linear perspective on innovation processes by analyzing and designing a working environment that fosters the innovative capability of the employees and the whole company. Thereby the exploitation of all available human, organizational and technical potentials is supported. A practice-approved tool for the diagnosis and design of an innovation fostering working environment is provided with the strategy planner innoBOOST.

For a sustained improvement in the logistic goals, such as the punctuality of delivery or cycle time, a consistent, process-oriented design, planning and execution of production systems is required. Besides the development of new methods, support by appropriate IT systems is necessary. Especially for SMEs, there are no solutions in this regard. Thereby first of all the existing MRP systems remain in the old thought patterns, to control and regulate the complexity of the real world through a detailed illustration as a model. For the development of a new ppc system the customer needs were determined apart from solutions of existing systems. The article shows the “real” needs in the environment of the factory structure design and production planning and control of SMEs by using innovation management according to Design for Six Sigma+Lean (DFSS+Lean).

Technological progress, stringent competitive conditions and continually changing customer behaviour force the logistics industry to develop innovative solutions to generate long-term competitive advantage. Compared to the development of physical products, a systematic innovations management has not been established in logistics yet. Grounded in the analysis of interviews with experts from industry, this article puts forward requirements with respect to innovation management implementation and suggests the use of specific methods.

Innovation is a central determinant of the competitiveness of a company. The discovery, development and realization of innovative ideas are, however, bound up with challenges and risks. Against this backdrop, new paths and resources must be demonstrated, particularly for small and mid-sized enterprises (SME). This article is concerned with the open-innovation approach in the pharmaceutical industry and describes the interaction between research and practice to open the existing innovation processes in three SME.

Process innovation became more and more important for producing enterprises. Under these circumstances effective planning procedures for implementation of innovations are indispensable. The article shows possibilities of acting in this management field. The approach is atuned also for the needs and conditions of SMEs.

A lot of attention has been spent to the front-end of product innovation during the past decades. Different approaches to support the front-end were carried out from industry as well as in research. In parallel, the technological options in managing information and knowledge have been tremendously increased. This paper examines the question if - and how - the front-end of product-innovation can yet be supported by information technology: an overview on information objects in the early phases is given, standard software is evaluated and prototype - overcoming the shortcomings of existing software - presented.

The development of value propositions is key for leverage technological intelligence. Meaningful and sustaining attributes for differentiation are able to contribute significantly to long term growth if they are based on a value oriented business model. Well known from Service Industries, customer integration could be applied to other industries for product development, too. Associated risks can be detected and subsequently managed.

Strategic product planning and strategic technology planning is more important than ever. This planning is based upon the anticipation of market and technology developments. The article shows how new technologies are taken up and how they can be combined to coherent technology strategies. These help the companies to further develop the product range and to position themselves advantageously in the competition of tomorrow. A consistent example from the automotive lighting engineering underlines the high feasibility of the methodology.