Innovation management

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Innovation management [ -ˌmænɪdʒmənt ] is the systematic planning, management and control of innovations in organizations . In contrast to creativity , which deals with the development of ideas, innovation management is also geared towards the utilization of ideas or their implementation in economically successful products or services.

The management of innovations is part of the implementation of the corporate strategy and can affect products , services , manufacturing processes, organizational structures , management processes, etc. v. a. m. Respectively. While product innovations are usually aimed at better satisfying the needs of customers, process innovations are mostly aimed at improving the effectiveness and efficiency of in -house processes.

The term innovation management is traditionally mainly related to internal and industrial processes. In economic research, however, inter-company innovation management aspects are increasingly being examined. Objects under consideration are z. B. Open innovation , system innovation , innovation clusters or innovative regions.

Innovation process

An innovation process must be run through so that ideas can be turned into innovations. There are different innovation process models, one of which is the stage gate model . In general terms, the innovation process model consists of the following steps:

  1. Generating or collecting ideas
  2. Idea evaluation
  3. Product development
  4. Product tests with customers
  5. Product marketing
  6. Product distribution

Christian Homburg and Harley Krohmer, in turn, distinguish the following four phases of the innovation process:

  1. Generation and specification of ideas
  2. Concept definition
  3. Concept evaluation and selection
  4. Launch

Innovation controlling

As with the control of entire companies, key figures can also support the planning, control and monitoring of innovation projects in innovation management and thus increase the efficiency and effectiveness of the resources used. For innovation controlling therefore it belongs to seek regular and systematic basis for causes that interfere with the innovation efforts. Suitable countermeasures can only be initiated when these obstacles to innovation are known.

Influencing factors

Innovation management is influenced by many factors inside and outside an organization (innovation climate). The most important influences include:

Service innovation

The service innovation Service Innovation] is the development of a new service. In the innovation process , service development is on the same level as product innovation , but it is characterized by some special features. These result primarily from the immateriality of services in the course of the value creation process (potential dimension) as well as from the integration of external factors, in particular the cooperation of the customer in their provision (process dimension).

Potential dimension
Services initially represent offers of potential services , i.e. H. as a willingness to perform in contrast to the actual performance. While the early development phases of product and service innovations are comparable (e.g. generation of ideas), the implementation of the service as the realization of the previously designed idea primarily focuses on supporting (above all personnel, organizational, technical) measures prior to their introduction or Implementation at the customer.
Process dimension
In the sense of the Uno-actu principle , production and consumption of a service coincide in time or the provision of the service is linked to material goods, e.g. B. to spare parts for service and maintenance. A service innovation can either be brought about by changing the delivery process (already existing service) or by developing a new service.

Innovation management as an external service

Innovation management is not just an internal company process, but often also involves external service providers who can make different contributions within the various process steps.

An innovation strategy should first be defined for each innovation process. Here, one fundamentally decides between open innovation and closed innovation strategies.

In closed innovation projects, only internal resources are used for project implementation for company-specific reasons. In open innovation projects, on the other hand, in addition to internal capacities, external participants are also involved with the aim of incorporating new perspectives and findings into one's own developments or sharing development risks.

See also

Individual evidence

  1. ↑ Jürgen Hauschildt, Sören Salomo: Innovation Management . Verlag Vahlen, Munich 2007, ISBN 978-3-8006-3413-2 (cf. preface to the 4th edition. Quote: “Innovations in more or less loosely coupled systems, networks that extend beyond the value chain, especially innovations under strong Influence of services are not in the focus of research and design of innovation management - not yet. ").
  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 .
  3. ↑ Tobias Müller-Prothmann, Nora Dörr: Innovation Management. Strategies, methods and tools for systematic innovation processes . Hanser, Munich 2009, ISBN 978-3-446-41799-1 (cf. Chapter 3.6 Service Development, pp. 42–43).

literature

  • Lutz Becker, Walter Gora, Johannes Ehrhardt: Leadership, innovation and change. Symposion, Düsseldorf 2008, ISBN 978-3-939707-05-9 .
  • Alexander Brem: The Boundaries of Innovation and Entrepreneurship - Conceptual Background and Essays on Selected Theoretical and Empirical Aspects. Gabler, Wiesbaden 2008, ISBN 978-3-8349-0833-9 .
  • Wilhelm Bierfelder : Innovation Management . Oldenbourg, Munich a. a. 1987, ISBN 3-486-20496-3 . (3rd edition 1994)
  • Wolfgang Burr : Innovations in Organizations. Kohlhammer Verlag, Stuttgart 2004, ISBN 3-17-018003-7 .
  • Oliver Gassmann, Philipp Sutter: Practical knowledge of innovation management. From the idea to market success. Hanser Verlag Munich, 2nd ext. 2011 edition.
  • Keith Goffin, Rick Mitchell, Cornelius Herstatt: Innovation Management. FinanzBook Verlag, Munich 2009, ISBN 978-3-89879-348-3 .
  • Jürgen Hauschildt, Sören Salomo: Innovation Management. 4th edition. Verlag Vahlen, Munich 2007, ISBN 978-3-8006-3413-2 .
  • Tobias Müller-Prothmann, Nora Dörr: Innovation Management. Strategies, methods and tools for systematic innovation processes. 2nd Edition. Hanser Pocket Power, 2011, ISBN 978-3-446-42706-8 .
  • Christian Stummer, Markus Günther, Anna Maria Köck: Fundamentals of innovation and technology management. 3. Edition. WUV, 2010, ISBN 978-3-7089-0519-8 .
  • Thomas Stern, Helmut Jaberg: Successful innovation management. 4th edition. Gabler Verlag, Wiesbaden 2010, ISBN 978-3-8349-2245-8 .
  • Dietmar Vahs, Alexander Brem: Innovation Management. From the idea to successful marketing. 5th, revised and expanded edition. Schäffer-Poeschel, 2015, ISBN 978-3-7910-3420-1 .

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