By Armelle Corre, Gerald Mischke
Offers first time built-in method of R and D-project, -pipeline and -department administration from a micro-, meso- and macroscopic view. Derives 21 effortless and able to practice ideas for a greater layout and an effective keep an eye on of R and D with no losinf sight of excessive medical criteria.
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Additional resources for The Innovation Game: A New Approach to Innovation Management and R&D
This is true for an overwhelming majority of most of the practically relevant cases. The ones covered by Lemma 8 are, according to our experience the by far largest group. They are thus for real world innomanagement the most important ones too. There still remains another important group of inno-pipes. 4 inno-phase control). Thus we would like to investigate this group, the gated or phased inno-pipes, a bit more in detail. 2 The multiple-entry (gated or phased) inno-pipe Looking a bit more in detail into gated inno-pipes one immediately sees, that they are nothing but a sequence of shortened (not gated) “input-planning inno-pipes” as already covered by Lemma 8 above.
A short inspection of the fundamental inequation (L 9) of the innovation business tells us that there are only 3 basic strategies to optimize the economic performance of any inno-pipe or -system: To - maximize the innovation rate Ir (IP): This is a typical economic success strategy for young dynamic markets and (product-) technologies. It closely corresponds to M. Porters “technology leader” strategy, where the profitability stems from temporal monopoly profits due to (technologically) produced USP’s.
The essence of this strategy is to stop “hopeless” innovation projects as early as possible and to reinvest the saved resources into new, more thrilling ideas. Doing this prevents the resources from being wasted and thus your relative search costs per innovation success are statistically minimized. This overcomes the most severe cloven hoof of standard cost cutting strategies in the innovation-, in the R&D- and in the investment-business: 24 THE MACROSCOPIC VIEW ON REAL WORLD INNOVATION PIPELINES They in general are much more effective in damaging and in preventing an innovation success from taking place, than in reducing the costs of the investments necessary to survive economically.