innovation management

To place new products successfully on the market, companies have to manage their innovation activities efficiently and to adapt their organisation and structures to changing demands continuously. Therefore the Fraunhofer IAO develops a procedure which allows the analysis of the ability to innovate as well as the evaluation and controlling of the innovation activities.

The in-firm innovation process can be divided into four phases. The first phase (concept finding) is also called „fuzzy front-end“ as it is un-structured and activities are left to chance. However, case studies show that this phase can also be clearly structured and supported by adequate methods. For the stages of concept finding „strategic orientation“, „idea generation“, „idea selection“ and „pre-projects“ specific proved proceedings and methods are available. Idea management has to be integrated into the organizational set-up of a company: All ideas should be submitted to an idea collection unit. An idea manager takes care of them and pushes them forward. For the screening and evaluation of ideas a cross-functional committee should support the idea manager.

A wide definition of weak spots does not only allow analysing the possibilities for technical or technological improvements and innovations, but it is the basis for innovations in the companies’ organization. If a weak spot exists due to disrespect of the normative organizational structure, the management has to enforce the acceptance of the given structure. If there is a weak spot due to any mistake in the organizational structure itself, the analysis of weak spots in the organizational system provides a basis for process optimizations.

An effective technology control system is helpful for preserving potentials of flexibility. The product technology portfolio is a suitable technique for reviewing effective and efficient applications of technologies. The results are basis for decisions in technology management of firms.