Business Innovation Report by TrendsSpotting: Innovation Strategy, Performanc...Taly Weiss
The purpose of this review is to provide a deep understanding of innovation and its business potential. We will focus on innovation outcomes in terms of performance and present empirical findings linking innovation to business success. We introduce basic definitions of innovation, explore the most common forms of innovation (adding examples and case studies) and discuss disruptive innovation. We identify key innovation strategies developed and tested in academic and business research. We glance into rankings of the most innovative companies to learn on their performance and growth potential. Finally we will study how companies measure innovation and what parameters are critical for them to follow. At the end of the report, we have compiled an insightful “take away” and present extensive case study summarizing key innovation aspects in innovation implementation.
The 140 page PPT report is targeted at innovation stakeholders aiming to promote innovation efforts linked to business success & growth
Everyone is talking about Innovation, yet do we really know what it is and how it can help us to do better projects, understand our users, reduce time wasting and reduce the risk of massive high profile failures from traditional project methodology?
We use these slides to present our Innovation Unpacked workshop, which gives an insight into how innovation can help your organisation to work better, smarter, faster and more creatively.
Content:
● Introduction to Innovation
● Introduction to new terminology and concepts
● We explore the difference between incremental, disruptive, open and radical innovation
● Innovation is a process - from Problem Space to Ideation Space to Solution Space
● Introduction and workshop practice using innovation tools - 5 Why’s / Collaborative Questioning / MIT Innovation Drill
● Innovation Killers - what will prevent you from innovating
● Agile vs. Waterfall Development methodology - how to avoid a big white elephant
● Design Thinking - focus on what the user needs, not what the organisation needs
● Innovation tools and methodologies
Innovating in Good Times & in Bad: Best Practices in Innovationfuturethink
In the current economic climate, the discipline of innovation is taking a different form. Leading organizations recognize the importance of investing in their future to be in a stronger competitive position in a post-economic crisis world. But what exactly are companies doing to stay ahead of the curve and how are they building their innovation programs to accomplish this?
Business Innovation Report by TrendsSpotting: Innovation Strategy, Performanc...Taly Weiss
The purpose of this review is to provide a deep understanding of innovation and its business potential. We will focus on innovation outcomes in terms of performance and present empirical findings linking innovation to business success. We introduce basic definitions of innovation, explore the most common forms of innovation (adding examples and case studies) and discuss disruptive innovation. We identify key innovation strategies developed and tested in academic and business research. We glance into rankings of the most innovative companies to learn on their performance and growth potential. Finally we will study how companies measure innovation and what parameters are critical for them to follow. At the end of the report, we have compiled an insightful “take away” and present extensive case study summarizing key innovation aspects in innovation implementation.
The 140 page PPT report is targeted at innovation stakeholders aiming to promote innovation efforts linked to business success & growth
Everyone is talking about Innovation, yet do we really know what it is and how it can help us to do better projects, understand our users, reduce time wasting and reduce the risk of massive high profile failures from traditional project methodology?
We use these slides to present our Innovation Unpacked workshop, which gives an insight into how innovation can help your organisation to work better, smarter, faster and more creatively.
Content:
● Introduction to Innovation
● Introduction to new terminology and concepts
● We explore the difference between incremental, disruptive, open and radical innovation
● Innovation is a process - from Problem Space to Ideation Space to Solution Space
● Introduction and workshop practice using innovation tools - 5 Why’s / Collaborative Questioning / MIT Innovation Drill
● Innovation Killers - what will prevent you from innovating
● Agile vs. Waterfall Development methodology - how to avoid a big white elephant
● Design Thinking - focus on what the user needs, not what the organisation needs
● Innovation tools and methodologies
Innovating in Good Times & in Bad: Best Practices in Innovationfuturethink
In the current economic climate, the discipline of innovation is taking a different form. Leading organizations recognize the importance of investing in their future to be in a stronger competitive position in a post-economic crisis world. But what exactly are companies doing to stay ahead of the curve and how are they building their innovation programs to accomplish this?
What is the Benefit of an Open Innovation Process?Jose Briones
Open Innovation is now a very fashionable term and many companies are rushing to implement an open innovation process without fully understanding its value nor how it fits within their existing product development process. In this Chapter of the “Beyond Stage Gate” series we will discuss the different definitions of Open Innovation, where does it fit in the development cycle, software tools available and a case study. We will show how Smarty Ears, a developer of iPad apps for Speech Therapy and Communication, has used open innovation to greatly increase the number of ideas to market, as well as accelerate the product development cycle.
Open Innovation: New Opportunities, New Challenges
Many companies are moving beyond the basics of open innovation making this new paradigm of innovation even more complex, challenging – and rewarding. This is the outset for this session with Stefan Lindegaard in which we get into these topics:
• the essentials: What open innovation is and why it matters?
• an overview of the mindset and skills needed to succeed with open innovation
• insights from companies on the leading edge of open innovation
The Socio-Economic Characteristics and the Challenges of Innovation Faced By ...iosrjce
Even though innovation is deemed to be a solution to the many challenges that hinder growth of
firms, it is believed that it can enhance business growth but it is not clear whether innovation by itself can lead
to business growth among the SMEs due to the challenges they face. The main purpose of the study was to
investigate the effect of innovation on growth of medium-sized businesses. Based on the study, this paper
describes the socio-economic characteristics of entrepreneurs and the challenges they face in trying to innovate
towards improving the performance of their firms in Eldoret Kenya. The study adopted a descriptive case study
design on a sample of 169 respondents from Doinyo Lessos Creameries in Uasin Gishu County. Response was
received from 161 participants who accounted for 95%. Purposive sampling technique was used to identify the
area of study; stratified and simple random sampling techniques were used to select the respondents from the
target population. Questionnaire and interview schedule were the main instruments of data collection.
Qualitative data was analyzed descriptively in form of frequency counts, percentages and measures of central
tendency. Some of the challenges include lack of formal innovation policy; inadequate budgetary allocation to
innovation; employees not fully motivated to spur innovation; large companies in the dairy industry had
invested in more research hence developed most of the ideas originating from Doinyo Lessos Creameries, and
that some of the new products do not attract a substantial and economic viable market. It was recommended
that the government needs to provide more training to SMEs to ensure innovative ideas are enhanced and
patented for maximum benefit to the Firms.
The Science of Innovation (Facts, Systems, Best practices)Bryan Cassady
Get the key learnings of a 1 year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the last year we interviewed and researched innovation practices at over 120 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentations you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
Open Innovation And strategy includes the Long term growth of the company in which industries/technologies a firm wants to be active – new business development
A hedge fund just bought 5 percent of your company. The fund partners clearly see value in what you’re doing, and, as a member of the management team, you take heart in that assessment. But you also know life is about to get more difficult. The fund partners are well-known activists. They have already asked for board seats. Now they’re proposing some dramatic strategic and financial changes, confidently assuring you and your shareholders that these moves will drive the company’s stock price higher. If you don’t comply and boost margins in a timely fashion, they will quickly bring in a management team that will.
For many company leaders, this is not a scary hypothetical — it is reality. It may also be an opportunity. In any case, activist shareholder campaigns are proliferating. According to the journal Activist Insight, 300 companies around the world were publicly targeted by activist investors between January and June 2015, about 25 percent more than in the same months the previous year. Since 2013, hedge fund managers have demanded change at hundreds of companies. The most widely publicized have included Apple, DuPont, General Motors, Microsoft, PepsiCo, Sony, Sotheby’s, and Yahoo.
One reason activism is growing is the rich rewards it earns for investors. On average, hedge funds with an activist approach have outperformed most other types of investment funds since 2010. The data analysis firm Hedge Fund Research reported recently that activist funds returned 12.5 percent a year between August 2012 and August 2015, while other funds, on average, earned returns in the single digits. No wonder investors increasingly demand activist funds in their portfolios, while the managers of those funds search diligently for new targets. No one can assume his or her company is immune.
We've distilled 10 principles for cost transformation that can help companies play the role of gadfly investor for themselves.
IET-KPMG-INNOMANTRA -Reinventing Innovation Design Thinking Way for GrowthInnomantra
We are delighted to announce that registrations are now open for the masterclass we are offering along with KPMG and IET - Reinventing Innovation - Design Thinking Way for Growth. The virtual masterclass will help you develop two critical future skills and stand out in a tough market - Design Thinking and Innovation. The course will be delivered through virtual, live sessions on 21-22 April 2021 via Zoom by experts from KPMG and Innomantra.
Invest Two days and be a part of this virtual masterclass and take advantage of the curriculum curated by the industry's best names in design thinking and innovation. Participants shall be provided a certificate from the IET, KPMG, and Innomantra along with access to a cohort of like-minded professionals.
The masterclass will enable your innovation enablers to:
Gain an in-depth understanding of design thinking tools and use them effectively to solve complex problems
Explore design thinking through hands-on activities
Develop a process of systematic ideation that can result in patentable and profitable ideas
Internalize the core concepts of design thinking - empathy, brainstorming, prototyping, and storytelling
Listen to the customer (Internal and external) — empathize to understand hidden/latent needs
Evaluate financial viability of a new product or service
Measure risks involved in design assessments
The Design Thinking framework also sets a foundation for Artificial Intelligence, Machine Learning, and Digital innovation
To find out more about the course, key takeaways, and fees, please find the course brochure for your consumption. We would kindly request you to nominate few innovation leaders and enablers from your organization.
For Registration or further details feel free to get in touch with Ujani Ghosh - ujanighosh@theiet.in
Informe PwC: Encuesta Mundial de Innovación 2013PwC España
Informe basado en la Encuesta Mundial de Innovación realizada por PwC en todo el mundo a 1757 ejecutivs de empresas de más de 25 países en todo el mundo.
pwc.to/1b4fZV1
Nous avons demandé à plus de 1700 cadres à travers le monde ce qu'ils considéraient comme la place de l'innovation au sein de leur entreprise et comment ils la voyaient évoluer au cours des cinq prochaines années.
Au cours des 3 dernières années, les innovateurs leaders ont progressé a un niveau 16 % plus élevé que les moins innovants.
Accelerate Now! Current trends and strategies for the futureNUMA
You liked our White Paper "Accelerate Now" ? Read this news and share it !
NUMA goes for equity crowdfunding ! Paris-based innovation space provider NUMA is going international. To provide capital for this development phase, it has decided to call on the community at large, with an equity crowdfunding campaign.
--------------------------------------------------------------------------------------------------------
Accelerate Now !
Proudly supported by L'Atelier BNP
Early December last year, NUMA, a leading tech and innovation hub in central Paris and home to France’s first accelerator program, held its first ever European Accelerator Summit.
The Summit brought 200+ leaders from accelerators from across Europe and beyond to discuss and debate the current state and future of acceleration. Using collaborative workshops and interactive talks, the purpose of the 2-day conference was really to identify the top trends and challenges facing the accelerator sector and viable models and ideas to reinforce the future of acceleration.
Leveraging the ideas and content generated from the Summit, we’ve developed this whitepaper which focuses on what the group identified as the top trends in acceleration as well as the challenges, opportunities, and models for each.
CONCEPTS OF INNOVATION MANAGEMENT2 Conce.docxpatricke8
CONCEPTS OF INNOVATION MANAGEMENT 2
Concepts of Innovation Management
Abiodun Fasawe
NorthCentral University
TIM 7001: Changing Times: Managing Technology & Innovation in the 21st Century
Dr. Nicholas Harkiolakis
May 24, 2020
1
Introduction
Innovation mainly happens with the help of technology. It is through innovation that man people comes up with new ideas and solutions to problems we face in our day to day lives. Technology is a branch of knowledge that brings about innovation due to the evolution of technology. Technology involves the methods, skills, and processes together with techniques required in production and scientific investigations. Technology is considered to be broad and fits in categories of communication and information, computer science, and computer engineering among others. The above categories are subject to improvements or disruption by humans at any time. The manipulation of technology goes through a process called innovation. Technology is applicable in many fields such as mathematics, historical knowledge, scientific engineering, transport and linguistics, business, and environmental conservation practices among others. Comment by Dr. H: This is self-referencial. It like telling technology helps technology grow Comment by Dr. H: Where did you find this definition? Comment by Dr. H: Do you mean it grows through innovations Comment by Dr. H: What do you mean by this? Comment by Dr. H: Is there engineering that is not scientific Comment by Dr. H: There is no citation support in this paragraph. Please note that unless you support with citations from peer-reviewed research journal or government sources your material is considered an opinion piece and as such it is not appropriate for research writing.This is a serious issue and you need to address it throughout as it greatly impacts your grade
Innovation involves the creation and application of new ideas, thoughts or solutions in the day-to-day problems, expectations, and needs. For the idea to qualify to be an innovation, it should satisfy a particular need and at a cost. The ideas are converted into useful products. Innovation takes place to provide more effective and efficient products, services, processes, and technologies. These are made available for sale in the markets, society, or the government. Innovations are classified into two major categories: Comment by Dr. H: Whose problems, expectations and needs? Comment by Dr. H: According to whom?
· Evolutionary innovations also called continuous evolutionary innovation which is as a result of gradual improvements in technology and,
· Revolutionary innovations also known as discontinuous innovations. There are often disruptive and new.
Innovation is crucial in any organization and it presents the need to create a department and a manager for the same. It will require a deeper understanding of the consumer needs before undertaking th.
How any organisation can drive culture and design systems to pursue practical...Toby Farren
This whitepaper will provide an insight into the different elements of modern innovation fostering,
including the various factors determining the capability of organisations to innovate internally;
the differences between frontend and backend innovation; and a focus on the relatively new
‘open’ innovation methods (including the advantages of utilizing sandboxes in the frontend
innovation process as well as collaborating with external bodies).
What is the Benefit of an Open Innovation Process?Jose Briones
Open Innovation is now a very fashionable term and many companies are rushing to implement an open innovation process without fully understanding its value nor how it fits within their existing product development process. In this Chapter of the “Beyond Stage Gate” series we will discuss the different definitions of Open Innovation, where does it fit in the development cycle, software tools available and a case study. We will show how Smarty Ears, a developer of iPad apps for Speech Therapy and Communication, has used open innovation to greatly increase the number of ideas to market, as well as accelerate the product development cycle.
Open Innovation: New Opportunities, New Challenges
Many companies are moving beyond the basics of open innovation making this new paradigm of innovation even more complex, challenging – and rewarding. This is the outset for this session with Stefan Lindegaard in which we get into these topics:
• the essentials: What open innovation is and why it matters?
• an overview of the mindset and skills needed to succeed with open innovation
• insights from companies on the leading edge of open innovation
The Socio-Economic Characteristics and the Challenges of Innovation Faced By ...iosrjce
Even though innovation is deemed to be a solution to the many challenges that hinder growth of
firms, it is believed that it can enhance business growth but it is not clear whether innovation by itself can lead
to business growth among the SMEs due to the challenges they face. The main purpose of the study was to
investigate the effect of innovation on growth of medium-sized businesses. Based on the study, this paper
describes the socio-economic characteristics of entrepreneurs and the challenges they face in trying to innovate
towards improving the performance of their firms in Eldoret Kenya. The study adopted a descriptive case study
design on a sample of 169 respondents from Doinyo Lessos Creameries in Uasin Gishu County. Response was
received from 161 participants who accounted for 95%. Purposive sampling technique was used to identify the
area of study; stratified and simple random sampling techniques were used to select the respondents from the
target population. Questionnaire and interview schedule were the main instruments of data collection.
Qualitative data was analyzed descriptively in form of frequency counts, percentages and measures of central
tendency. Some of the challenges include lack of formal innovation policy; inadequate budgetary allocation to
innovation; employees not fully motivated to spur innovation; large companies in the dairy industry had
invested in more research hence developed most of the ideas originating from Doinyo Lessos Creameries, and
that some of the new products do not attract a substantial and economic viable market. It was recommended
that the government needs to provide more training to SMEs to ensure innovative ideas are enhanced and
patented for maximum benefit to the Firms.
The Science of Innovation (Facts, Systems, Best practices)Bryan Cassady
Get the key learnings of a 1 year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the last year we interviewed and researched innovation practices at over 120 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentations you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
Open Innovation And strategy includes the Long term growth of the company in which industries/technologies a firm wants to be active – new business development
A hedge fund just bought 5 percent of your company. The fund partners clearly see value in what you’re doing, and, as a member of the management team, you take heart in that assessment. But you also know life is about to get more difficult. The fund partners are well-known activists. They have already asked for board seats. Now they’re proposing some dramatic strategic and financial changes, confidently assuring you and your shareholders that these moves will drive the company’s stock price higher. If you don’t comply and boost margins in a timely fashion, they will quickly bring in a management team that will.
For many company leaders, this is not a scary hypothetical — it is reality. It may also be an opportunity. In any case, activist shareholder campaigns are proliferating. According to the journal Activist Insight, 300 companies around the world were publicly targeted by activist investors between January and June 2015, about 25 percent more than in the same months the previous year. Since 2013, hedge fund managers have demanded change at hundreds of companies. The most widely publicized have included Apple, DuPont, General Motors, Microsoft, PepsiCo, Sony, Sotheby’s, and Yahoo.
One reason activism is growing is the rich rewards it earns for investors. On average, hedge funds with an activist approach have outperformed most other types of investment funds since 2010. The data analysis firm Hedge Fund Research reported recently that activist funds returned 12.5 percent a year between August 2012 and August 2015, while other funds, on average, earned returns in the single digits. No wonder investors increasingly demand activist funds in their portfolios, while the managers of those funds search diligently for new targets. No one can assume his or her company is immune.
We've distilled 10 principles for cost transformation that can help companies play the role of gadfly investor for themselves.
IET-KPMG-INNOMANTRA -Reinventing Innovation Design Thinking Way for GrowthInnomantra
We are delighted to announce that registrations are now open for the masterclass we are offering along with KPMG and IET - Reinventing Innovation - Design Thinking Way for Growth. The virtual masterclass will help you develop two critical future skills and stand out in a tough market - Design Thinking and Innovation. The course will be delivered through virtual, live sessions on 21-22 April 2021 via Zoom by experts from KPMG and Innomantra.
Invest Two days and be a part of this virtual masterclass and take advantage of the curriculum curated by the industry's best names in design thinking and innovation. Participants shall be provided a certificate from the IET, KPMG, and Innomantra along with access to a cohort of like-minded professionals.
The masterclass will enable your innovation enablers to:
Gain an in-depth understanding of design thinking tools and use them effectively to solve complex problems
Explore design thinking through hands-on activities
Develop a process of systematic ideation that can result in patentable and profitable ideas
Internalize the core concepts of design thinking - empathy, brainstorming, prototyping, and storytelling
Listen to the customer (Internal and external) — empathize to understand hidden/latent needs
Evaluate financial viability of a new product or service
Measure risks involved in design assessments
The Design Thinking framework also sets a foundation for Artificial Intelligence, Machine Learning, and Digital innovation
To find out more about the course, key takeaways, and fees, please find the course brochure for your consumption. We would kindly request you to nominate few innovation leaders and enablers from your organization.
For Registration or further details feel free to get in touch with Ujani Ghosh - ujanighosh@theiet.in
Informe PwC: Encuesta Mundial de Innovación 2013PwC España
Informe basado en la Encuesta Mundial de Innovación realizada por PwC en todo el mundo a 1757 ejecutivs de empresas de más de 25 países en todo el mundo.
pwc.to/1b4fZV1
Nous avons demandé à plus de 1700 cadres à travers le monde ce qu'ils considéraient comme la place de l'innovation au sein de leur entreprise et comment ils la voyaient évoluer au cours des cinq prochaines années.
Au cours des 3 dernières années, les innovateurs leaders ont progressé a un niveau 16 % plus élevé que les moins innovants.
Accelerate Now! Current trends and strategies for the futureNUMA
You liked our White Paper "Accelerate Now" ? Read this news and share it !
NUMA goes for equity crowdfunding ! Paris-based innovation space provider NUMA is going international. To provide capital for this development phase, it has decided to call on the community at large, with an equity crowdfunding campaign.
--------------------------------------------------------------------------------------------------------
Accelerate Now !
Proudly supported by L'Atelier BNP
Early December last year, NUMA, a leading tech and innovation hub in central Paris and home to France’s first accelerator program, held its first ever European Accelerator Summit.
The Summit brought 200+ leaders from accelerators from across Europe and beyond to discuss and debate the current state and future of acceleration. Using collaborative workshops and interactive talks, the purpose of the 2-day conference was really to identify the top trends and challenges facing the accelerator sector and viable models and ideas to reinforce the future of acceleration.
Leveraging the ideas and content generated from the Summit, we’ve developed this whitepaper which focuses on what the group identified as the top trends in acceleration as well as the challenges, opportunities, and models for each.
CONCEPTS OF INNOVATION MANAGEMENT2 Conce.docxpatricke8
CONCEPTS OF INNOVATION MANAGEMENT 2
Concepts of Innovation Management
Abiodun Fasawe
NorthCentral University
TIM 7001: Changing Times: Managing Technology & Innovation in the 21st Century
Dr. Nicholas Harkiolakis
May 24, 2020
1
Introduction
Innovation mainly happens with the help of technology. It is through innovation that man people comes up with new ideas and solutions to problems we face in our day to day lives. Technology is a branch of knowledge that brings about innovation due to the evolution of technology. Technology involves the methods, skills, and processes together with techniques required in production and scientific investigations. Technology is considered to be broad and fits in categories of communication and information, computer science, and computer engineering among others. The above categories are subject to improvements or disruption by humans at any time. The manipulation of technology goes through a process called innovation. Technology is applicable in many fields such as mathematics, historical knowledge, scientific engineering, transport and linguistics, business, and environmental conservation practices among others. Comment by Dr. H: This is self-referencial. It like telling technology helps technology grow Comment by Dr. H: Where did you find this definition? Comment by Dr. H: Do you mean it grows through innovations Comment by Dr. H: What do you mean by this? Comment by Dr. H: Is there engineering that is not scientific Comment by Dr. H: There is no citation support in this paragraph. Please note that unless you support with citations from peer-reviewed research journal or government sources your material is considered an opinion piece and as such it is not appropriate for research writing.This is a serious issue and you need to address it throughout as it greatly impacts your grade
Innovation involves the creation and application of new ideas, thoughts or solutions in the day-to-day problems, expectations, and needs. For the idea to qualify to be an innovation, it should satisfy a particular need and at a cost. The ideas are converted into useful products. Innovation takes place to provide more effective and efficient products, services, processes, and technologies. These are made available for sale in the markets, society, or the government. Innovations are classified into two major categories: Comment by Dr. H: Whose problems, expectations and needs? Comment by Dr. H: According to whom?
· Evolutionary innovations also called continuous evolutionary innovation which is as a result of gradual improvements in technology and,
· Revolutionary innovations also known as discontinuous innovations. There are often disruptive and new.
Innovation is crucial in any organization and it presents the need to create a department and a manager for the same. It will require a deeper understanding of the consumer needs before undertaking th.
How any organisation can drive culture and design systems to pursue practical...Toby Farren
This whitepaper will provide an insight into the different elements of modern innovation fostering,
including the various factors determining the capability of organisations to innovate internally;
the differences between frontend and backend innovation; and a focus on the relatively new
‘open’ innovation methods (including the advantages of utilizing sandboxes in the frontend
innovation process as well as collaborating with external bodies).
18 minutes to innovation a Canadian guide to powering up your business with I...John Leonardelli
The purpose of this guide is to provide a framework that anyone can use to create an act of innovation. Anyone in business, education, health care, or governments, can take the first step to becoming innovative. It is the innovation that drives our economy and can affect positive change in our society.
Make the decision to sit down and 18 minutes from now start on the process of creating an act of innovation.
1. The Strategic Impact
of R&D & Innovation
May 13
2016
An outline focused on the Strategic Impact of R&D and Innovation
activities, the current theories around these impacts, success and failures
of research in various companies, and our recommendations.
Chandana Annavaram, Priya
Halankar, Meghan Harra,
Jonathan Moats & Alye Villani
2. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
1 | P a g e
Contents
Introduction ..................................................................................................................................................2
Innovation Correlation to R&D..................................................................................................................2
Current Theories & Research........................................................................................................................4
Exhibit 1: Literature on R&D .....................................................................................................................4
Exhibit 2: R&D Theory List.........................................................................................................................5
Successes & Failures .....................................................................................................................................5
Research & Correlation.............................................................................................................................7
Recommendations........................................................................................................................................8
Conclusion...................................................................................................................................................11
Works Cited.................................................................................................................................................13
3. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
2 | P a g e
Introduction
In the annals of technology, we have numerous examples of individuals and companies with a
clear vision of what the future holds; but, who failed to capitalize the insight they had and monetize
their vision. The list of global challenges in the immediate future is long. Environmental degradation,
global warming, proliferating the pandemics, terrorism are some of the examples which require
scientific and engineering breakthrough technologies and methods.
The amount of spending on R&D in the Unites states increased more than tenfold even after
adjusting for inflation. The United States alone accounts for 35% of world R&D spending. Most of the
firms were simply not very good at doing research during a particular period or in translating that
research into profits. The three distinct factors that are seen behind the emergence of corporate
research labs prior to late nineteenth century are relative simplicity of technology, precluding the
formation of centralized research facilities, and the unappealing nature of patents. There was a
compelling rationale for establishing centralized research facilities, which appears to have been as true
at the end of twentieth century as it’s at the beginning. Many companies struggled to define the
appropriate scale for their organizations, with numerous reversals of course and false starts. By breaking
the research efforts into smaller teams, management can seek to encourage more collaborative thinking
and interactions than the traditional centralized research would allow.
The three factors shifted in nineteenth century:
1) Technology became more complex and costly to develop
2) Transportation made markets more centralized
3) Ambiguities around the value and assignment of patents were resolved
By the early days of nineteenth century, thoughtful industrial leaders recognized the need for corporate
research laboratory. The three questions the firms used to struggle in nineteenth century:
1) The management of research projects (especially when to kill a project)
2) The retention of innovation and research labs
3) Appropriate organization of the research effort
Innovation Correlation to R&D
When a company or person conducts research and development, whether to create a new product
or service or update an existing one, the desired end result is always innovation. Innovation can be
defined as a new method, product or idea, so the successful application of research and development
results in a new idea or product and therefore achieves innovation. Research and development consists
of the investigative activities that a person or business chooses to do with the desired result of a
discovery that will either create an entirely new product, product line or service, or strengthen an
existing product or service with additional features. Although it's possible to achieve innovation without
research and development and it's possible to conduct research and development without achieving
innovation; there is a very tight relationship between them. When a person or company conducts
research and development, it normally results in innovation.
4. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
3 | P a g e
Innovation is at the very heart of any society’s sustained wellbeing and it is the source of
competitive differentiation. Correctly predicting the future is just the beginning, not the end of
innovation process. Innovation has not just made our lives more comfortable and longer than those of
our greater grandparents; but, has made us richer as well. It is the intrinsic productivity growth and
innovation rate of business that will ultimately determine the economic health of nations of the world.
The direct relation between innovation, productivity increase and social wealth is not a secret. The sum
of existing innovations defines current reality for organizations, communities, and Nations; it is the
capability to innovate progressively discontinuous environment that will determine the futures.
Investment in innovation is required for more efficient use of resources, improved productivity,
increased global trade, and increased individual and aggregate wealth that the members of society
experience as improved standard of living. Innovation is a compelling source of competitive advantage
for business because it represents new value for customers. An innovation improves the value of a
product or a service in a critical attribute or combination of attributes, all in the context of knowledge
infrastructure and a physical infrastructure. Innovation improves economic value or emotive value or
both. Innovation is the process of transforming invention into something that is commercially useful and
valuable. Whereas innovation occurs apparently and unpredictably at random, it is manageable as a
business process and must be managed. There is no substitute for effective innovation. When an
innovation does become dominant, knowledge attached to it that it gets “locked in”. Discontinuous
innovation force major shifts in both architecture and capability, continuous innovations are absorbed
relatively effortlessly.
Success is defined by leadership and leadership is achieved not only by evolving today’s products
and services; but, more powerfully by evolving and even redefining the very industries in which
competition takes place. Innovation does require investment and often in substantial amounts.
Breakthrough innovations are based on fundamental scientific research that lead to new markets which
emerge unpredictably. In the innovation business process, the economic architecture describes broad
patterns of investment and development. One of the most critical functions of innovation management
is integrating the apparent contradictions that they present.
Simple innovations which represent one technology usually do not flourish. Integrated sets of
technologies which can be assembled together into a product than delivered to the market place are the
only things that modern innovators can be successful utilizing. Groups of innovators coming together for
an integrated product seem to be necessary today rather than individual effort. Innovation is achieved
by breaking through the boundaries of existing technology. To manage innovation effectively, a new
core process is required in the organization with the important core concepts of competitive
architecture and organizational capability. Recent invention in mechatronics and optoelectronics;
however, make it more appropriate to view innovation as the fusion of different types of technology
rather than as a series of technical breakthroughs. Shifting funds indicate a concentration in
technologies where innovation cycle is shorter, such as social media and software, rather than long
gestating advanced materials and clean-tech.
5. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
4 | P a g e
The two critical issues that corporate R&D’s have struggled:
1) Confusion over the ultimate objectives of research program which translates into poor
decision making and swings between the emphasis on central and divisional research
2) Unwillingness to match the compensation offered by the independent venture groups
The first set of lessons for corporate R&D is the importance of commitment, compensation, and the
tolerance of failure.
Current Theories & Research
We first decided to start our process by researching the major, relevant, currently practiced
theories being used today. When facing an innovation block or an R&D problem, it seems that the vast
majority of companies operating today address that problem in on way; smart people and more money.
Most companies think they can beat the R&D problem by hiring really smart engineers or project
managers while simultaneously spending vast amounts of money on labor, prototypes, parts, travel, etc.
We wanted to see what the literature presented that was different than this mainstream strategy.
What was out there in the way of culture? What did those who had succeeded say got them there?
What were those who were experts indicating companies should be doing?
We narrowed our field to a list of the following books.
Exhibit 1: Literature on R&D
This seemed to be a good sample to glean a concrete list of theories. We focused more on what
the author was saying could be done or used in order to foster a culture of R&D. Our goal was to
develop a list of theories to then run against a second list of books and companies to draw out
similarities, discrepancies or even anomalies. We narrowed our list of theories to the following:
6. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
5 | P a g e
Exhibit 2: R&D Theory List
These twenty three theories shape the majority of the companies currently operating today
with R&D programs. Most likely they all use one or a combination from this list. We utilized this list to
examine specific examples of companies or organizations that succeeded or failed in using or not using
these theories. With technology rapidly revolutionizing industry after industry, companies must
constantly re-evaluate their services and product offerings and look for new ways to keep their
customers satisfied.
Successes & Failures
There is often no guarantee of successful innovation despite huge investments in research and
development by companies. Innovation often fails and even successful companies find continued
success difficult.
The innovation process adopted by companies are each different and often a random mix of
ideas, without a guideline in place to help in streamlining the process. Throwing finances and smart
people together to achieve successful innovation is not the answer. Successful innovation is much more
than that. Though there isn’t an “innovation strategy”, in place our study has shown that successfully
innovative companies do have some common processes in place.
7. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
6 | P a g e
Corporate Culture: The successful innovator had a corporate culture which is centered on a
mission, whether it is human dedication by Genentech, a new company in the genetic engineering
industry. Other examples include: Google’s mission is to organize the world’s information and make it
universally accessible or Apple which empowers its employees with its mission “make a dent in the
universe.” The mission has a way of touching the lives of many, giving employees a connection and
empowerment to the cause.
Customer Centric Focus: All those with success also keep a customer centric focus, never losing
sight of what their customer base needs.
Creative thinking defines innovation. A culture which boosts innovation begins with an
innovative leader, making innovation a priority. Encouraging blue sky thinking by Google or developing a
segmented stratified organizational structure for the innovator. A collaborative effort by different
disciplines brings together people with the same focus and different skill set. Google, a strong believer,
has offices and cafes designed to increase interaction between Googlers and across teams to spark
conversation. This coupled with an open culture promotes sharing of ideas and opinions. Every
organization has unique insights and ideas which taken to a logical conclusion leads to major innovation.
This solution center mindset in business today has its roots in scientific discovery; the Manhattan Project
during World War II was developed to create the most devastating weapon ever made by a collaborative
effort of scientists and engineers. A similar collaboration led to the discovery of the gene and other
scientific breakthroughs.
Toyota, a successful innovator is considered the founder of lean innovation as it continues to
show progressive improvement. This concept focuses on performing one task better, taking things that
work well and improving on them in unexpected ways thus anticipating the needs of the customer.
Successful innovators often use a stage gate approach to work new products from early idea
phase to the expanding markets. Volvo CE was built on the back of the Hauler. A pioneer in the field it
expanded into other machinery and road products. Its innovative outlook identified emerging markets
and flooded the Chinese market with equipment during the Chinese boom. Despite this there are
failures on their way to success. Lockheed Martin is a success story riddled with failures. They have
utilized the stage gate approach of innovation throughout their R&D cycles in efforts to contain any
failures before they experience large bottom line impacts. Some of their greatest challenges have
included failures like the Challenger explosion; however, their willingness to continue growth in avenues
beyond initial conception has allowed for them to remain the largest contractor to the US government.
It is important to remember that it is okay to fail as long as you learn from your mistakes and
correct your mistakes quickly. Xerox stumbled on this accidental failure and success story by continuing
to work on their failures until proven successful. With no translation into the market, they were slow to
move and only reaped minor profits in comparison to the larger impacts they could’ve made if
implemented earlier. The taxi industry is another example that has served its customers using the same
model for decades and was turned upside down virtually overnight by Uber. The disruption of the taxi
8. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
7 | P a g e
industry has coined the term “Uberize;” often used when one company drastically changes the face of
an industry. Keeping up with the evolutionary innovation of an industry can be the difference between
failure and success.
Many new business ventures fail because of the corporate structure‘s inability to understand
that innovation is a continuous process and a necessity. More surprising is critical errors by management
in established companies. They often fail to find the next S curve, and miss the innovation window.
Motorola failed to anticipate the transition to digital technology and the GSM standard to pursue
innovations that led to a fundamental change in its key market. Michelin tires failed to find the market
that allowed the innovation to succeed. They believed so strongly in their own success that they were
unable to translate it to external users and receive any environmental by-in leading to the failure of their
self-inflatable tire line.
A similar story saw the demise of Kodak. Kodak, founded in 1880 was known for its pioneering
technology and innovative marketing. It transformed photography dominated by professionals into an
integral part of people’s lives. George Eastman goal had been “to make the camera as convenient as the
pencil”. Kodak embodied the idea of being able to capture special memories easily and inexpensively in
“the Kodak Moment”. Under Eastman’s leadership Kodak moved from dry plate photography to film
photography. In 1975, Steve Sasson invented digital photography. Despite results from research done in
1981 showing digital photography having the potential capability to replace Kodak, with the transition
taking 10 years, the newer management grasped how the world around was changing with a new
generation of users. The root cause of their failure was they forgot where they came from, their
customers, and their goal “Easy to Use Cameras”.
Losing sight of the customer seems to be a common cause of failure. The Amazon Fire Phone
was developed as a competition to the Apple iPhone; but, innovation based solely on competitive
pressures is not an effective strategy and often doomed. Companies such as Yahoo and AOL all seem to
have fallen victim to similar stories. Innovation based solely on competitive pressures is not an effective
strategy and often doomed.
Research & Correlation
9. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
8 | P a g e
Highest correlation exists between the following theories and links to Success:
1) Stage Gate; projects move through formal gates and phases. Fail early (Lean, Rapid and
Profitable NPD)
2) Lean; synchronized and simultaneous (Lean, Rapid and Profitable NPD)
3) Disciplined Decision Making; systematic decision processes are used routinely (The Smart
Organization)
4) Full Spectrum Engagement (Edison)
5) Entrepreneurial Judo; take Opponent’s strengths and turn them into weakness (Innovation
Entrepreneurship)
6) Linking emerging technologies with emerging markets (4th Gen R&D)
7) The Doorbell effect; learning to be good at being uncomfortable (The Wide Lens)
8) Translating Research into profits; have the guts to implement (Architecture of Innovation)
9) Changing the game to work for you (The Wide Lens)
Our research showed that an innovative company was successful at utilizing the major theories
of innovation and most followed a pattern. The company had a culture which fostered innovation with
new products built on the foundation of older ones, creating a cycle of perpetual innovation or further
modifying an innovation for added benefits. Their corporate position was further strengthened by a
disciplined decision making process and use of external collaboration. Many companies used a stage
gate approach to enter a product into the market. This strategy though beneficial was found to increase
the time from inception to market. Most importantly, a successful company never lost sight of the
customer. It maintained its focus on customer satisfaction by its solution center mindset.
Companies which failed did so because they could not step back and take a closer look at their
products and corporate culture. To be successful innovators their products had to be “telling the right
story at the right time”, but also had to be something that was better than what was present. A
corporate culture which was not transparent, open to new ideas and to technological advances failed.
Recommendations
Elijah Ray stated in an interview with the trade magazine, DC Velocity, that “in its most basic
form, success in business is all about the people.” (MacDonald) Even as our world becomes more
10. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
9 | P a g e
technologically advanced and dependent, this statement has been proved time and time again. That’s
not to say that success in business is not about customer satisfaction and market share (which are two
guiding principles in business and are ultimately increased through quality); but, that organizations
improve these benchmarks through the implementation of management techniques and innovation.
These tools not only lead you to a solution but they emphasize continuous improvement and the value
of leadership.
Over the course of the semester, we studied the natural evolution of R&D. Through this
discovery process we studied many theories which ultimately centered on innovation and leadership.
Our recommendation is to have a structured and sequential solutions process that has the ability to
remain flexible. This ultimately means that any organization (manufacturing, service oriented,
technology, etc.) can solve a process improvement problem or discover new goods or knowledge,
through this systemic process. The overarching theme and continuous step, however, is if an
organization wants to succeed in these metrics, they need to foster a corporate culture of collaboration.
Solutions are only possible when the organizational culture is committed and is willing to make finding
the solution a priority characteristic or a metric throughout the entire organization.
Step One: State the Mission
The first step is to state the mission and ensure its dissemination. The audience depends on the
problem and scope of work. Depending on the environment, ensure all mission statements are posted
in a public area to encourage cross collaboration.
Step Two: Choose the Team
The second step is to choose the team. This is the most important step because this is where
you get buy in which ultimately leads to passion and pride. Both of which are motivators and goal
setters.
Step Three: Set Goals/Establish a Timeline
The third step is to set goals. These goals should be in sequential order. As a manager of this
process, flex the ability to make some unattainable in the time proposed and some that are not.
Evaluating your team’s ability to critically think in those situations will help the team gain traction and
encourage out of the box thinking.
Step Four: Course of Action Development
Step four is to develop multiple courses of action (COA) within the prescribed timeline. Each
COA considered must meet, at a minimum, the criteria of suitability, feasibility, acceptability, and
distinguishability, and completeness. A good COA positions the organization for future problem sets and
provides flexibility to meet unforeseen events during the final step, implementation. It also provides the
maximum latitude for initiative by the team to showcase strengths and weaknesses. This step is also
important as it determines the amount of risk the team is willing to take.
11. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
10 | P a g e
Step Five: Course of Action Analysis
Step five is the COA analysis. This step is a disciplined process (mini think tank) that attempts to
visualize the flow of implementation. Its process is to focus the team’s attention on each phase of
implementation in a logical sequence. The process considers the dispositions, strengths, and
weaknesses of competitors and, if applicable, the organizations current products/services to ensure
there is no overlap. It is an iterative process of action, reaction, and counteraction. This process is
meant to stimulate ideas and provides insights that might not otherwise be discovered. It highlights
critical tasks and provides familiarity with possibilities otherwise difficult to achieve. This is one of the
most valuable step and should be allocated appropriate time during step three.
Step Six: Implementation
Step six is to implement the proposed process.
In addition to these steps, it’s important for the organization to ensure certain leadership
elements are implemented throughout the process. These points center on innovation. Thomas Edison
is arguably history’s greatest practical innovator. He had a systematic process which made every
experiment, failed or not, a success. “Every experimental outcome represented knowledge.” His vision
of viewing an experiment that failed, not as a failure but as a successful option that won’t work is
innovative and brilliant. This type of thinking was reflected in his laboratory, which was deemed the
world’s first Industrial Research and Development laboratory.
These elements include collaboration of thoughts and people to stimulate creativity. This
means that when choosing your team in Step Two; choose people from multiple disciplines for the
problem or idea to be created. Additionally, structure your team to be a flat organization where anyone
can suggest an idea.
Understand that commerce demands creativity and to be open to change for a new generation
of users which ultimately leads to the next big thing. Create what is missing by talking to the end user
and customer. A solution centered mindset is an approach to be used in every situation and problem
with the attitude that success is inevitable and remain positive. Idea generation comes in many shapes
and forms, by remaining positive and visualizing the problem from multiple angels, solutions are found.
Elijah Ray’s interview ended with a question about what is biggest challenge was, where he
stated “one of the struggles is getting people at all levels to buy into and embrace quality strategies like
Six Sigma and other continuous improvement tools, convincing them that these initiatives do work if we
as a group are committed to applying them in our logistics and supply chain operations every day You as
an executive can be committed to the idea, but that counts for nothing if you aren’t able to cascade
your vision, your thoughts, and your leadership ideas throughout the company and convince others to
implement them with the same level of conviction that you have as one of the key stake holders in your
organization.”
12. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
11 | P a g e
Conclusion
Steve Jobs said "Innovation has nothing to do with how many R&D dollars you have. When
Apple came up with the Mac, IBM was spending at least 100 times more on R&D. It's not about money.
It's about the people you have, how you're led, and how much you get it." Throughout our
understanding of the strategic impact of R&D and Innovation on corporate bottom line, we have found
that people are the backbone to most successes or failures. There are many “theories” that indicate the
right path to follow and many roadmaps to choose from when determining a blueprint. Our research has
shown us that R&D practices can not only be applied in a professional atmosphere; but, also an
academic atmosphere, as solution centered thinking is not just about quality, customer satisfaction, and
market share. It’s about people and the management of the systems and processes established.
“From the critical tasks of driving a vision and inspiring innovation via collaboration to creating a
culture that fosters talent and investing heavily in its workforce, tomorrow's business leaders will need
skills and approaches that meet the expectations of a new workforce.” (James O'Brien, 2014) The
resilience test of innovation will be in being able to reinvent the market, industry, and organization in
order to transform the future vision of a company or industry. A variety of skills will be necessary to find
new solutions and implement them effortlessly. Managing uncertain risks and embracing the impossible
tasks ahead of the organizational will generate value.
“Determined to get closer to their customers and become more agile and innovative, global
organizations like IBM and GE are embracing the matrix organizational model. In matrix organizations,
leaders suddenly find themselves having to master the challenges of managing cross-divisional,
international teams over whom they have little formal authority. Not surprisingly, the skills required to
effectively navigate the matrix are different than those needed to succeed in the old, hierarchical
organizational model.” (Malloy, 2012) Empathy, conflict management, influence, and self-awareness are
competencies needed by leaders in a matrix leadership team to increase overall innovation. Over 90% of
the FTSE 50 and Fortune 50 companies are now operating in a matrix structure; putting the
understanding and implementation of innovation in high demand. Overall, teamwork and leadership are
key to any job and seen as the top qualities required in order to achieve innovation in the workplace.
Establishing a culture of continuous improvement or innovation is rarely an easy task. Significant
changes pose as constant detractors to innovation. Continuous improvement needs to be more than just
an exercise to run through; but, rather a process outlined to exhibit the most growth. “A major — if not
the biggest — factor affecting the deployment of long-term continuous improvement initiatives today is
the fundamental change taking place in the way companies manage and execute work.” (Deloitte
Development LLC., 2014)
A modern example of the success of continuous improvement and
innovation on a team lies when “the 1980 U.S. Olympic men’s hockey team built
a culture of continuous improvement, helping them beat long-time rival Soviet
Union and eventually capture the gold against Finland. Coach Herb Brooks
applied many of the key principles of continuous improvement such as persistent
13. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
12 | P a g e
leadership over multiple years, real change management to get the team to think
and act differently, and finally, he helped them focus on doing fewer things but
doing those fewer things better. This approach fostered a new and powerful team
culture that helped make Brooks’ - and the team’s - vision a reality.” (Deloitte
Development LLC., 2014)
A company that takes the time to invest within innovation and R&D will gain a huge influx in
their knowledge. Useful knowledge is the underlying backbone behind the development behind product
lines. This knowledge application shapes the success or failure generated and the strategic impact on
the overall health of the business.
14. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
13 | P a g e
Works Cited
Adner, R. (2012). The Wide Lens: A New Strategy for Innovation . New York: Penguin Group.
Berkun, S. (2010). The Myths of Innovation. Sebastopol: O'Reilly Media, Inc.
Boss, J. (2014, August 28). 4 Ways To Help Your Team Adapt To Change. Retrieved from Forbes:
http://www.forbes.com/sites/jeffboss/2014/08/28/4-ways-to-help-your-team-adapt-to-
change/#e69beb953b61
Caldicott, M. G. (2007). Innovate like Edison: The success system of America's Greatest Inventor. Dutton.
Caldicott, M. J. (2008). Innovate Like Edison: The Five-Step System for Breakthrough Business Success.
New York: Penguin Group.
Carlile, P. R. (2004). The Cycles of Theory Building in Management Research. Boston: Harvard Business
Review .
Christopher Tkaczyk, S. O. (2014, October 19). Best advice from CEOs: 40 execs' secrets to success.
Retrieved from Fortune: http://fortune.com/2014/10/29/ceo-best-advice/
Cobb, M. (2015). Life's Greatest Secret: The Race to Crack the Genetic Code. London: Perseus Books
Group.
Deloitte Development LLC. (2014). Building a culture of continuous improvement. Retrieved from
http://www2.deloitte.com/content/dam/Deloitte/us/Documents/process-and-operations/us-
cons-continuous-improvement-052714.pdf
Drucker, P. (1985). Innovation and entrepreneurship: Practice and principles. . New York: Harper & Row.
Drucker, P. (2006). Innovation and Entrepreneurship. Christopher Bones.
Edgett, R. G. (2009). Lean, Rapid and Profitable New Product Development. Canada: Product
Development Institute.
Fierstein, R. K. (2015). A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War. Chicago:
Book Publishing.
Gertner, J. (2013). The Idea Factory: Bell Labs and the Great Age of American Innovation . New York:
Penguin Group.
Hall, D. T. (2015, September 9). 3 Ways to Promote Psychological Safety in your Team. Retrieved from
http://drtoddhall.com/3-ways-to-promote-psychological-safety-in-your-team/
Hannum, M. (2014, February 20). 9 insights for leading in a matrix. Retrieved from Leadership Insights
Blog: http://blog.linkageinc.com/blog/9-insights-for-leading-in-a-matrix/
15. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
14 | P a g e
Heath, D. H. (2010, July 1). Team Coordination Is Key in Businesses. Retrieved from Fast Company:
http://www.fastcompany.com/1659112/team-coordination-key-businesses
Hiltzik, M. (2015). Big Science: Ernest Lawrence and the Invention that Launched the Military-Industrial
Complex. New York: Simon & Schuster.
Hiltzik, M. A. (2000). Dealers of Lightning: Xerox PARC and the Dawn of the Computer Age . New York:
HarperCollins Publishers.
Hughes, S. (2013). Genentech: The Beginnings of Biotech. Chicago: University of Chicago Press.
Inc. (2015, July 13). 7 Questions to Help Set More Effective Team Goals . Retrieved from Inc.:
http://www.inc.com/disneyinstitute/effective-team-goals.html
James O'Brien, P. (2014, October 27). The Future CEO: 5 Key Traits Business Leaders of Tomorrow Need
Now. Retrieved from Open Forum: https://www.americanexpress.com/us/small-
business/openforum/articles/future-ceo-5-key-traits-business-leaders-tomorrow-need-now/
Janos, B. R. (1996). Skunk Works: A Personal Memoir of My Years at Lockheed. First Paperback Edition.
Kayes, D. (2016). Orgs & Human Capital.
Lerner, J. (2012). The Architecture of Innovation: The Economics of Creative Organizations. Boston:
Harvard Business School Publishing.
Littman, T. K. (2005). The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate
and Driving Creativity Throughout Your Organization. Random House, Inc.
MacDonald, M. (2016, 31 April). It's all about the people: Interview with Elijah Ray. Retrieved from DC
Velocity: http://www.dcvelocity.com/articles/20041201thoughtleaders/
Malloy, R. (2012, August 10). Managing Effectively in a Matrix. Retrieved from Harvard Business Review:
https://hbr.org/2012/08/become-a-stronger-matrix-leade/
Matheson, D. M. (1998). The Smart Organization: Creating Value through Strategic R&. Boston:
President and Fellows of Harvard.
Mitchell, T. (2014, January 16). The top 5 matrix leadership skills. Retrieved from EuropeanCEO:
http://www.europeanceo.com/business-and-management/the-top-5-matrix-leadership-skills/
Morris, W. L. (1999). Fourth Generation R&D: Managing Knowledge, Technology, and Innovation.
Canada: John Wiley & Sons, Inc.
Raynor, C. M. (2003). The Innovator's Solution: Creating and Sustaining Successful Growth. Boston:
Harvard Business School Publishing.
16. The Strategic Impact of R&D and Innovation
Chandana Annavaram, Priya Halankar, Meghan Harra, Jonathan Moats & Alye Villani
15 | P a g e
Rhodes, R. (2012). The Making of the Atomic Bomb: 25th Anniversary Edition. New York: Simon &
Schuster Paperbacks.
Rosen, W. (2012). The Most Powerful Idea in the World: A Story of Steam, Industry, and Invention.
Chicago: Chicago Press.
SAGE Publishing. (n.d.). Team Leadership. Retrieved June 12, 2016, from
http://www.sagepub.com/sites/default/files/upm-binaries/47444_chp_12.pdf
Stark, P. B. (2012, September 10). The Role Confidence Plays in Leadership. Retrieved from Peter Stark
Companies: https://www.peterstark.com/role-confidence-leadership/
Tarver, E. (n.d.). What is the relationship between research and development and innovation? Retrieved
from Investopedia: http://www.investopedia.com/ask/answers/063015/what-relationship-
between-research-and-development-and-innovation.asp
WSJ.com. (2016). How to Set Goals for Employees. Retrieved from Wall Street Journal:
http://guides.wsj.com/management/strategy/how-to-set-goals/