Scribd
Upload
35 views16 pages

Implementation of Internal Innovation

This document discusses strategic implementation of innovation. It addresses leadership's role in innovation, how personnel engage in the innovation process, achieving fit during implementation, and encouraging employee buy-in. The manager should answer key questions upfront regarding priorities, timing, skills needed, and delegation. Guidelines for implementing innovative strategies depend on the type of innovation and goals, and may consider the product's relative advantage, compatibility, complexity, divisibility, and communicability.

Uploaded by

Iqbal Azhar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
35 views16 pages

Implementation of Internal Innovation

This document discusses strategic implementation of innovation. It addresses leadership's role in innovation, how personnel engage in the innovation process, achieving fit during implementation, and encouraging employee buy-in. The manager should answer key questions upfront regarding priorities, timing, skills needed, and delegation. Guidelines for implementing innovative strategies depend on the type of innovation and goals, and may consider the product's relative advantage, compatibility, complexity, divisibility, and communicability.

Uploaded by

Iqbal Azhar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 16

Strategic

Management of Implementation in
Technology and Innovation
Innovation
Overview
• Issues addressed in this chapter include:
• Leadership’s role in bolstering innovation
• How key personnel engage in the innovation process
• How the organization achieves fit during
implementation
• How employees are encouraged to buy into the process
of innovation

4–2
Key Initial Questions for
Implementation
• To ensure that the plan for an innovation strategy
can be implemented, the manager should answer
three key initial questions.
• What should we be doing now, and what can we do
later?
• What are the time and/or specialized skills required for
the prioritized activities?
• What should be delegated and to whom?

4–3
FIGURE 4.1 Key Questions in Implementation

4–4
What Should We Be Doing?
•Requires clear definition of criticality
•Requires monitoring of environmental changes
•Requires monitoring of competitors for “leapfrogging”

Remember: The definition of “important” and “critical” activities is fluid


and subject to change from internal and external sources.

4–5
Requirements of Key Activities

Timing
Human Resources
Effective Use of existing
Platforms

4–6
FIGURE 4.2 Four Elements of Implementation

4–7
FIGURE 4.3 Kotter’s Eight Steps to Organizational Transformation

4–8
FIGURE 4.4 Key Fit Elements in Innovation

4–9
FIGURE 4.5 Structural Considerations for an Innovation Strategy

4–10
FIGURE 4.6 R&D Portfolio

SOURCE: MacMillan, I. C., and R. G. McGrath. 2002. Crafting R&D project portfolios. Research Technology Management, 45 (5): 48.

4–11
Managerial Guidelines
• The guidelines for implementing an innovative
strategy depend on the type of innovation and its
goals. In new product development or extension,
the guidelines include tactics that depend on
characteristics of the new product.
1. Relative advantage: How much better is the product
than those with which it is designed to compete?
2. Compatibility with current product usage: How well
does the new product fit with the current product
usage or end-user activity?
3. Complexity: Will frustration or confusion arise in
understanding the innovative product’s basic idea?
4–12
Managerial Guidelines (cont’d)
4. Divisibility or trialability: How easily can trial portions of
the new product be provided and used?
5. Communicability or observability: How likely is the
product to appear where potential users can see it?
• Therefore, the managerial guidelines for a new
product in an existing market, an old product in a
new market, or a new product in a new market
include the following:
1. Determine the relative advantage of the product in its
market.

4–13
Managerial Guidelines (cont’d)
2. Be aware of the possible influences of the innovative
product/ market and how it may affect the previous
product/market mix.
3. Realize that if the innovation is too complex, then
selling it in the organization and to potential customers
will be difficult. The leadership should try to negate
complexity with clarity of purpose and planning.
4. Build awareness through providing samples or
demonstrations of the new product’s characteristics.
5. Make the product visible—a normally invisible product
gains marketing recognition.

4–14
FIGURE 4.7 Checklist for Innovation Strategy

4–15
Key Terms
• alignment
• delegation
• diffusion
• formal leadership
• informal leadership
• leapfrog
• mentoring

4–16

You might also like