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Innovation Process Design: A Change Management and
Innovation Dimension Perspective
Thomas Peisl 1 , Veronika Reger 1 , and Juergen Schmied 2
1 University of Applied Sciences Muenchen, Department of Business Administration,
Am Stadtpark 20, 81243 Munich, Germany
tpeisl@hm.edu, vreger@hm.edu
2 Anywhere.24 GmbH, Lindberghstr. 11, 82178 Puchheim, Germany
j.schmied@anywhere24.com
Abstract. The authors propose an innovative approach to the management of
innovation integrating business, process, and maturity dimensions. Core ele-
ment of the concept is the adaptation of ISO/IEC 15504 to the innovation proc-
ess including 14 innovation drivers. Two managerial models are applied to
conceptualize and visualize the respective innovation strategies, the Balanced
Scorecard and a Barriers in Change Processes Model. An illustrative case study
shows a practical implementation process.
Keywords: Innovation management, Innovation Processes, Change Manage-
ment, Maturity Models, Organizational Maturity, CMMI, ICE, ISO/IEC 15504.
1 Introduction
Most organizations face an inherent structural conflict between holistic strategy and
functional organizational design. A successfully linked strategic planning and budget-
ing process depends not only on integrating all the entities of an enterprise, but also
on reconciling long-term goals with short-term realities. A potential solution is using
strategic themes to identify a portfolio of strategic innovation initiatives and, based on
a dynamic quantitative and qualitative process analysis, creating a separate new class
of innovation centred initiatives. Immelt (2006) launched a GE corporate initiative
to drive growth through innovation called 'imagination breakthroughs'. Davenport
(2007) argues that “the frontier for using data to make decisions has shifted dramati-
cally”. High-performing organizations are starting to build their competitive strategies
around data-driven insights that will in turn generate impressive business results.
They identified analytics as key for superior performance through sophisticated quan-
titative and statistical analysis as well as predictive modelling. Sawhney, Wolcott &
Arroniz (2006, p.76) propose a holistic definition of business innovation as “the crea-
tion of substantial new value for customers and the firm [and, implicitly, the stake-
holders] by creatively changing one or more dimensions of the business system”. The
quest for new value is confirmed by Kim & Mauborgne (2005, p. 17): “Value innova-
tion requires companies to orient the whole system toward achieving a leap in value
for both buyers and themselves.” In this context, value innovation is about driving
costs down while creating surplus on value for customers and stakeholders.
 
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