Managing innovation portfolio

Article revisited, because the article is still interesting and for further use… my next inspiration Source: Geoff Tuff and Bansi Nagji, May 2012, Managing Your Innovation Portfolio, Harvard Business Review. The global competitive pressures and the amount of innovation inside companies are still happening with low return on innovation (ROI). Read more…

Innovation portfolio

Just give it a thought, how to create and maintain a global innovation project portfolio. The following could be a start on creating a strategic framework. Value maximization of the Innovation portfolio: Define assessment process and confirm filtering and prioritization criteria to allocate innovation resources to maximize the value of Read more…

Understanding the future

Fantastic book “Understanding How the Future Unfolds: Using Drive to Harness the Power of Today’s Megatrends” to read on the DRIVE framework (Demographic and social changes, Resource scarcity, Inequalities, Volatility, scale and complexity, Enterprising dynamics), written by the two inspiring authors Terence C.M. Tse and Mark Esposito. You must read Read more…

Project organization and team structure

There is a range of organizational options for NPD projects. Firms must choose the appropriate mix of projects for their future product portfolio, which is indicated by the percentage of a firm’s development resources allocated to the various types of projects. Established firms spend the majority of their development resources Read more…

Time-to-Market

As mentioned, the different diffusion paths of innovation have an effect on diffusion speed of innovation. The type of innovation determines the diffusion path (incremental or radical). NPD processes could be adapted accordingly to improve speed to market or TTM. For this research the focus is on the B2B environment Read more…

Market diffusion of sustainable products

The diffusion of innovation follows a typical S-curve, with a small group of innovating customers (innovators) leading the way, followed by early adopters, early majority, late majority and laggards. As with acceptance of incremental innovation versus radical innovation, the focus in this section is on the challenges of the diffusion Read more…

Customer adoption of new technology

When the entry point of technology is new, enhanced or existing, the technology acceptance by the customer will be different. The revised Technology Adoption Life Cycle is a model for understanding the acceptance of new technologies. The model describes the market penetration of any new technology product in terms of Read more…

Market and technology selection

Some innovations are more suitable for traditional NPD processes, others are appropriate for start-up innovation processes; which process is a best fit for a certain innovation is strongly related to the technology and market entry points. Is it a completely new technology or will it build on existing developments; does Read more…

Running Lean Methodology

Running Lean Methodology (RLM) is a set of three steps that guide a company through the process of capturing a business idea, testing it with potential customers, adapting it to customer needs, building a prototype and finally taking it to market. RLM is a systematic process for iterating from the Read more…

Customer Development Model

The Customer Development Model (CDM), divides customer-related activities carried out in the early stage of a company into four easy- to-understand steps: Customer Discovery, Customer Validation, Customer Creation, and Company Building. These steps support ongoing product development activities. The CDM could be a companion for NPD processes because of its Read more…