Innovation controlling

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In the controlling area or in the innovation management of a company, innovation controlling accompanies the phases of the business process innovation (innovation process) through methodical and continuous support in strategic planning, generation, evaluation and control of inventions up to their project implementation and market diffusion as product, manufacturing or organizational innovation. Making the right decisions at the right time is a great challenge for the responsible managers in the face of the prevailing lack of information and the resulting uncertainty in decisions.

Mission and goal

The main task of corporate innovation controlling is therefore the preparation of decisions by:

  • initial definition of evaluation criteria,
  • Collection and selection of uniform and objectified measured variables,
  • aggregated presentation of the relevant information as a basis for decision-making,
  • derive from rational recommendations for action.

Quantitative and qualitative assessment methods such as scenario technology , technology portfolio analysis , creativity methods, TRIZ , QFD , technology roadmaps , utility value analyzes and scoring models are used. In its intermediate position, innovation controlling supports operational ( project management ) and strategic decision-makers ( innovation management ). In this function, it integrates the disciplines of strategic controlling at the multi- project level and project controlling at the individual project level.

Which ideas or inventions are pursued and which find the transition to a project does not only depend on key figures, but also on the respective underlying strategic orientation and innovation culture in the company . In addition to quantitative factors, innovation controlling must also take qualitative (soft) factors into account. This includes bsw. In addition to the consideration of monetary key figures, content-related or indirect benefits are also included. In addition, the time horizon must not be limited to a fiscal year, but rather extends to a long-term period due to its strategic responsibility. With these properties necessary for the early phase of the innovation process, innovation controlling and a. from classic controlling.

The operational innovation controlling offers the following advantages:

  • Risk hedging of investment decisions
  • Transparency of possible market and technical risks
  • early definition of measures
  • Minimization of a later project termination
  • Avoiding demotivation of the project participants

execution

The method mix that is used within the innovation process in the context of innovation controlling is shaped by the process phase, the object under consideration and the respective framework conditions. For the phase of strategy development, the market dynamics and the time horizon to be considered for the design of relevant future images are necessary. In this context, the methodical use of scenario technology or technology roadmaps offers itself.

The selection of suitable creativity methods in the idea generation phase depends on the characteristics of various internal framework conditions. Workshops, the Delphie method or TRIZ, for example, are suitable here.

After the generation of ideas, a rough preselection of promising ideas follows, which are then evaluated using a catalog of criteria. Factors such as utility, degree of novelty, core competencies and knowledge of future markets and competitors are of decisive importance. Only a few ideas are ultimately further developed until they are ready for presentation in order to make implementation and investment decisions in appropriate committees . Promising inventions are implemented as a project. To evaluate and prioritize ideas, a. the utility analysis and scoring models.

The essential requirements for effective internal innovation controlling are:

  • Definition of the area for which this innovation is included in the cost recording.
  • Recording of all costs from the beginning on a corresponding cost center.
  • Determination of the costs actually incurred must be ensured at the end of the project.

In order to be able to realize this, the innovation controlling is dependent on the financial data of the accounting. From the perspective of general controlling, an innovation can be viewed as an investment. Innovations carry a high risk, are time-consuming and, from this perspective, immaterial, since an innovation is initially not a tangible object.

The subsequent control of the innovation projects can last for several fiscal years and has the goal of efficiently and effectively steering the project landscape in terms of entrepreneurial success. In order to successfully implement the controlling function, key figures are required that provide information about the degree to which the defined changes have been achieved.

Methods to support this task include: a. the portfolio analysis or balanced innovation card indicator system .

literature

Individual evidence

  1. ↑ Littkemann, Derfuß: Innovationscontrolling. 2011
  2. ↑ Martin Kaschny, Matthias Nolden, Siegfried Schreuder: Innovation management in medium-sized companies: strategies, implementation, practical examples. Gabler, Wiesbaden 2015, ISBN 978-3-658-02544-1 .