How do firms keep making breakthroughs like Entrepreneurs and Designers do? By utilizing the exact toolset that VC’s and intrapreneurs have been using since the corporate venture labs days of SRI and Xerox PARC. Detailed in “Guideline for Design of a Corporate Entrepreneurship Function” we see the exact details and models for how to make this work inside large organizations. Firms like Unilever, Microsoft, SNCF, British Gas, RAI, BMW have all made this work and with spectacular results. Here’s how.
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How are breakthroughs accomplished? Does it have to be Chaos? Is it as smooth as linear steps? Either can be just as hard as running on Jupiter or jumping on the moon but both require a specific set of tools and effort. In “Modelling Product Innovation Processes, from Linear Logic to Circular Chaos” exact tools such as The Delft Model and Schon’s Model are compared and a reviewed. In combination is where the true genius is revealed.
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The issue with an adoption, a plant, a friend, a child, and entirely new effort for a firm is the way that the innovation is integrated with the overall firm itself. The dilemma of when to bring it into fuition, how to get others to also adopt it and champion is well documented in “The Dynamics of Factors Affecting the Adoption of Innovations” providing necessary tools to make innovations happen while avoiding the disadvantage of facing the risks of failure.
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Skimming, Penetration, and Bullying surprisingly might be something that you would think are playground models for interaction when actually it is well within the range of how ground breaking designs are also taken to market. In “Industrial New Product Launch Strategies and Product Development Performance” we see a myriad of tools which makes this all possible and well proven in the real world.
In “Design Agility” we see the basis for all design and new product efforts: higher energy levels, utilizing a systematic approach, how aesthetic conjectures and refutations allow for possible new directions in development and investigations, paradigm shifts of thought and market acceptance, the necessity to focus on quality and feedback, concurrent engineering capabilities, the agility of the organization to move forward quickly and efficiently, with a robust design and new product development effort, along with sub-system decoupling activities.
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It is often that small firm production efforts are stunted by the resources and discipline of large firm new product development team efforts. But how can this be mitigated? A full breakdown of the efforts and tools used to combat this is well documented in “Product design and development in small firms” and perfect for small team development efforts.
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