Hardware Reference
In-Depth Information
process capability) are usually the domain of business strategists. The result of our
research about applying the concept of ISO/IEC 15504 to innovation management
was first published in Peisl, Schmied (2007 and 2008) and is further detailed in this
paper (see figure 1).
PRIMARY Life Cycle Processes
Idea to Innovation Process Group (IIP)
IIP.1 Idea Generation Process
IIP.2 Concept Evaluation Process
IIP.3 Concept Implementation Process
IIP.4 Innovation Piloting Process
IIP.5 Innovation Diffusion Process
Innovation Objective Analysis and
Decision Process Group (IAD)
IAD.1 Innovation System Objectives
Analysis Process
IAD.2 Innovation System Improvement
IAD.3 Innovation System Controlling
Connected Innovation Driver Process
Group (CID)
Customer Innovation Drivers
CID.1 Product or Service Innovation
CID.2 Solution Innovation Process
CID.3 Customer and Market Innovation
CID.4 Brand and Marketing Innovation
CID.5 Value Capture Innovation Process
CID.6 Customer Experience Innovation
Innovation Management Process Group
IMA.1 New Venture Management
IMA.2 Management of Innovation
projects Process
IMA.3 Conflict Management Process
IMA.4 Market research Process
IMA.5 Customer Relationship Process
Human Resource Process Group (HRP)
HRP.1 Knowledge Management Process
HRP.2 Skills Management Process
HRP.3 Motivation Management Process
HRP.4 Distributed Team Management
HRP.5 Team communication Process
HRP.6 Learning culture Management
Financial Innovation Drivers
CID.7 Balance Sheet Innovation Process
Business Innovation Drivers
CID.8 Value Chain Innovation Process
CID.9 Process Innovation Process
CID.10 Distribution Innovation Process
CID.11 Business Design Innovation
BRP.1 Analytical Tools
BRP.2 Implementation Tools
Learning and growth Innovation Drivers
CID.12 Platform Innovation Process
CID.13 Networking Innovation Process
CID.14 Human Resource Innovation
Fig. 1. ICE Process Reference Model
2.2 Application of a Model of Barriers in Change Management Processes
Any change process creates barriers because of the human behavior to resist change. Any
innovation process results in organizational change and, therefore, creates barriers. The
understanding of successful innovation process design requires a holistic approach to
change management, i.e. the proposed model of barriers in transformation processes, as
well as an integrated view on innovation dimensions. More than ever before, organiza-
tions need to innovate to sustain growth. Despite a long history of extensive discussions
in academia and business innovation is all too often accidental rather than intentional.
Research shows that organizations do not lack ideas to drive new product or service
introductions but structured ways to allocate resources on the right innovation initiative.
The authors build their concept on a model defining three dimensions of barriers,
i.e. structural, performance, and value perspectives explaining why change processes
Search WWH ::

Custom Search