Creative Propolution – pushing it forward

Sternberg, Kaufman, Pretz, get it right in their quantative research on Creative Propolution surrounding the 6 forms of creative leadership for innovation launches. Although missing the point of the initial internal senior management capability to stifle innovation due to internal politics, regardless a fulland well organized model is presented. For a framework, it solves the basic architecture surrounding creativity in organizations.  Based on the framework and a little awareness, any product can make it out. Here's how.

Stimulating the Potential: Creative Performance and Communication in Innovation Teams

How is it then to keep teams talking, and more making sure that they are formally and tactily communicating across sometimes disperse geographic environments? Technology? No. Micromanaging? No. Stimulating the Potential: Creative Performance and Communication in Innovation Teams  details 44 NPD teams in eleven companies, and particularly surprisingly that interaction frequency and subgroup-formation have negative relationship to team creativity. Why? Smaller is simply better. Here’s how they do it.

Check your creative head: Order and Disorder in Product Innovation Models

How is it that creativity is mitigated in an environment of corporate watchdogs and ROI demands? Via five NPD models presented: the sequential, compression, flexible, integrative and improvisational models a mechanism for product innovation management shows a changing position to less mechanistic, and towards organic models of, in particular, creativity better accepted as Order or maybe “Disorder” in Product Innovation Models

13 western sectors can be wrong: innovation isn’t NPD

When innovation is used incorrectly as NPD a damaging effect occurs: a low down of the reality of breakthrough. Via the results of a 13 western sector analysis it’s Improve quality, Open new markets and Extend service range as the “innovation” capabilities that these firms focus on. This is NPD. Further analysis shows alternative methods, the real crux of innovatin.

Want mature firm innovations? Justifying R&D ROI has it’s challenges there.

How are project conceived, and more R&D justified to CFO’s? Financing R&D in mature companies - An empirical analysis is that detail. Models shown and techniques used to communicate as well as analyize and finaically model create the framework for the toolset necessary. More a clear path to R&D for IP protection is discussed and mitigated against the “get it to market” only model.

Innovation and coordination - not much different than the artist/creator model

When management, vertical integration and advertising are put in place it might seem that innovation is the lost. In fact it often is. In Innovation and coordination - A schutzian perspective we see a system of mechanistic models stifiling the creative process however monetizing and tracking all of the necessary steps to provide “safety” in launch. What to do, or what not to do, the architecture is clear and determines your firms typology. Where do you stand? It’s how your firm sings their own innovation song. 

Firm #’s in your sector shrinking? Why? R&D density. Start innovating!

What is R&D density and why is it important to your survival? The inverse of average firm sales or simply the number of firms divided by industry sales determines sectors with high R&D intensity are sectors with future forward competitive environments requiring intense focus and investment to enter. And how to break in. Here’s how via a simple theory and evidence on the determinants of firm R&D

R&D apple seeds to hot apple pie ROI

The national science foundation is the precursor to breakthrough innovations. When does funding research by smaller firms bear fruit - Evidence from SBIR programs gives the detailed systems on how to review and invest in the emerging.

Offices & staff in far off places? Can you literally listen for creativeity? Yes

Models for decentralized innovation parsing is a mechanism for not missing weak signals for R&D investment, new client possibilities or breakthrough products. But can you do it from within an organization? Yes by using Insourcing Creativity with Listening Posts in Decentralized Firms by utilizing 3 types of determinants to listen inside an organization:  trend scout, technology outpost and matchmaker.

Better ROI for R&D Internal vs. external R&D? Here’s how.

When German manufacturing meets western new new product development activies, creative productivity can get stifled but not when there is a balance between intenal and external innovation and R&D activities. Only hiring internatl R&D teams? Only hiring external teams? Home company worker performance is effected. Here’s how to mitigate thoese factort to fully increase firm wide productivity with Better ROI for R&D Internal vs. external R&D

NPD Rollout with forced Multiple country manufacturing? Customization is the key!

How is it that one product gets to market faster than another and because production is in multiple countries? Coordiantion due to the timing of differences in manufacturing capabilities across multiple countires. How can you mitigate this? Customization of Product Technology and International New Product Success: Mediating Effects of New Product Development and Rollout Timeliness

Industrial New Product Launch Strategies and Product Development Performance

Previously it used to be simply how many do we make? Forgetting what to launch, where to launch, when to launch and why to launch are the keys to product success with timing being the most important. Industrial New Product Launch Strategies and Product Development Performance gives the mechanism on how to achieve this focus for NPD effectiveness inside your firm.

Innovate or Die - Is that a Fact? Yes with the proper foundation. Time.

Mechanism for incremental NPD efforts is the assumption that the NPD efforts are based on Now and not a the time honored R&D model of investigavige exploration. With Innovate or Die - Is that a Fact? we see that skipping over the foundations of managing spontaneous ideas causes penthouses built on moving sand where as creating a long term innovation and R&D pipeline is the path to sustained market dominance.