Innovations are not a stroke of luck. Most innovations result from a systematic process. Peter Drucker wrote of innovation management as a learnable, controllable and manageable discipline. This statement can be seen that any company in any country, no matter how large, in what industry, international or local can be innovative if it considers and implements certain rules. Innovation management deals with these aspects. The objective of this work is to work out what structures and processes have to exist within a company in order to become and remain an innovative company.
This work is divided into different parts. The first part “Fundamentals of innovation management” introduces the definition of the term innovation and the relationship between ideas and innovations. Furthermore the first part presents briefly the importance of innovation. The second section “Developing an innovation-friendly organization” demonstrates that the innovation activity of the entire company is affected by four individual factors. These four factors the innovation willingness, innovation possibility, innovation capability and the innovation process are closely considered in this part. The last section “Conclusion” will complete and limit the entire work and will give recommendation for further research.
For that work no primary data was gathered, the entire work is based on secondary data as the scope of this assignment does not allow for any explorative approaches, interviews or surveys. The necessary information for the work that were previously scattered published or accessible will be arranged, analyzed and interpreted. The sources of secondary data are gathered form books, magazines and sources in the worldwide-web
Table of Contents
1 Introduction
1.1 Problem definition
1.2 Research question
1.3 Structure and methodology
2 Fundamentals of Innovation Management
2.1 Definition and identification
2.2 Significance of innovations
2.2.1 Economic significance
2.2.2 Company significance
3 Developing an innovation-friendly organization
3.1 Innovation willingness (want)
3.1.1 Corporate goals and strategies
3.1.2 Innovation strategies
3.1.3 Personnel structure
3.2 Innovation possibility (may)
3.2.1 Innovation culture
3.2.2 Innovation structure
3.3 Innovation capability (can)
3.4 Innovation process (do)
4 Conclusion
4.1 Summary
4.2 Answering the research question
4.3 Limitation of the research
4.4 Recommendation for further research
Objectives and Topics
The primary objective of this work is to identify the critical organizational structures and processes necessary for a company to foster innovation and maintain long-term competitive viability. It explores the foundational requirements for an innovation-friendly environment, focusing on the interplay between management strategy, cultural framework, and systematic operational execution.
- The relationship between innovation willingness, possibility, capability, and the innovation process.
- Strategic alignment of innovation goals with overall corporate strategy.
- The impact of organizational culture and structure on employee creativity and innovation output.
- Methodological approaches to managing the innovation lifecycle from idea to market launch.
- Critical analysis of innovation-friendly organizational prerequisites.
Extract from the Book
3.2.1 Innovation culture
Innovations can be only realized by people who have sufficiently large free space for innovation. This space results especially from the corporate culture. The corporate culture refers to the totality of the standards, values and thinking poses that characterizes all corporate members and all hierarchy levels. That means the corporate culture is the foundation on which a company stands and forms the frame as well as the atmosphere for an innovation-friendly operating climate. It is particularly difficult and takes a long time to affect the corporate culture. A cultural change in an organization requires always a very individual procedure and consists of three steps. In the first step, the actual state is analyzed and interpreted. In the second step, the desired status is defined and change measures are initiated. The desired status can be derived by corporate goals and strategies. In the third step, the change measures are reviewed and improved as necessary. However, in general there are some basic requirements for an innovation-friendly corporate culture:
transparency,
open information and communication channels,
competence and responsibility,
less level of organization,
conflict awareness and fault tolerance,
cooperation,
comprehensive and continuing education of employees.
Summary of Chapters
1 Introduction: Provides the motivation for the study using the example of Nokia and defines the research question regarding organizational innovation structures.
2 Fundamentals of Innovation Management: Establishes a formal definition of innovation and highlights its critical economic and corporate significance.
3 Developing an innovation-friendly organization: Analyzes the four core factors—willingness, possibility, capability, and process—that constitute an organization's capacity for innovation.
4 Conclusion: Summarizes the findings, acknowledges the complexity of the research subject, and provides limitations and outlooks for future studies.
Keywords
Innovation Management, Corporate Culture, Innovation Strategy, Research and Development, Organizational Structure, Idea Generation, Innovation Process, Competitiveness, Market Launch, Employee Motivation, Technology Leadership, Innovation Capability, Change Management, Product Life Cycle, Systematic Innovation.
Frequently Asked Questions
What is the core focus of this research?
The work examines how companies can implement specific structures and processes to foster innovation, emphasizing the transition from creative ideas to successful market products.
What are the primary thematic areas?
The text focuses on four key pillars: innovation willingness, possibility, capability, and the actual innovation process.
What is the central research question?
The study seeks to determine which specific structures and processes must exist within an organization for it to become and remain an innovative entity.
Which methodology is applied in this work?
The research is purely based on secondary data, involving the systematic analysis, arrangement, and interpretation of existing academic and professional sources.
What does the main body of the work cover?
The main part explains the theoretical foundations of innovation management and breaks down the prerequisites for an innovation-friendly organization, including cultural and structural requirements.
Which keywords define the work?
Key terms include Innovation Management, Corporate Culture, Innovation Strategy, Organizational Structure, and Idea Generation.
Why is the example of Nokia used in the introduction?
Nokia serves as a illustrative case study to demonstrate how the failure to adapt and innovate can lead even a former market leader to economic decline.
How does the author define an innovation?
Innovation is defined as a combination of an idea, an invention, and successful market penetration; mere improvements or unused inventions are not considered innovations.
What is the significance of the "Brockhoff" model?
The model provides a framework for understanding the phases of the innovation process, including the inherent risks of failure and the potential for serendipitous results.
What does the conclusion suggest for future research?
The author recommends that future studies should account for external factors like industry trends and customer structures, as well as the role of external service providers in innovation processes.
- Arbeit zitieren
- Master of Business Administration (MBA) Martin Pruschkowski (Autor:in), 2015, Innovation Management. Structures and Processes of an Innovative Company, München, GRIN Verlag, https://www.hausarbeiten.de/document/432964
