A New Framework for Disruptive Innovation Management 2012
This is a new framework for the management of disruptive innovation ideas or projects in the context where they have to compete for time and resources with incremental innovation
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| A New Framework for the Management of Disruptive Innovation 2012 - Dr Jose A Briones.pdf | 357.8 KB |
Summary:
Product innovation has been described as the way out of today’s difficult business environment. However, the rate of success of development projects, in particular white space and disruptive innovation projects, remains low.
This low success rate can be attributed in part to the erroneous application of methods designed for incremental innovation to projects with high levels of uncertainty. Common approaches to the management of innovation projects, like Waterfall or Stage-Gate, follow a linear approach that does not provide the flexibility needed for disruptive innovation to be successful.
The need for effective approaches to the management of innovation projects led to the development of the SpyroTek System. This method applies an iterative, agile approach to market and business development. Development projects are classified based on degree of uncertainty and managed along project tracks appropriate to the level of uncertainty. Finally, appropriate innovation tool sets are employed based on the best fit between information available and decision making needs.
Comments
Very interesting. How does
Very interesting. How does the group make sure the spiral expands rather than just orbit or collapse? Maybe I'm a pessimist, but it seems like even good ideas would get stuck in an orbit somewhere.
Here are the links from the document to check out his presentations:
http://www.slideshare.net/Brio...
http://www.slideshare.net/Brio...
Key to the success of the
Key to the success of the spiral is to not simple treat it as doing the same thing three times. The tools and approach used at each level of the spiral are different. They are defined by the degree of uncertainty of the project. As the project moves along, different tools and analysis approaches are used. This is a way in which progress can be reported and tracked
Makes sense. I assume the
Makes sense. I assume the details of those tools are what SpyroTek provides through its consulting services.
This approach seems to be a generalization of the Spiral model of software development: http://en.wikipedia.org/wiki/S...
Did that provide some inspiration for this framework?
Yes, the spiral model for
Yes, the spiral model for software development was an inspiration. There are other spiral frameworks as well in the Agile/Lean approaches. The difference is that most of them work when the market segment and product idea has been already partially or mostly defined. I would say that they start on "level 2" or in some cases "level 3" of this spiral. This spiral takes a macro approach. Level 1 takes it back to idea inception and assessment and this system does not preclude quick iterations within a level.