Until today, the concept of innovation management is strongly influenced by process-driven approaches, which mainly focus on the establishment of innovation processes, the definition of roles as well as goals and measurement procedures. This is where there is great potential for mistakes that can hamper innovation management!
The so-called Stage-Gate process, which companies often use in various variations to manage innovations, provides a clear process from idea generation to implementation using several Stages and Gates. But watch out! In view of trends such as digital change, static processes often no longer meet the requirements of modern innovation management.
The originator of the Stage-Gate process, Robert M. Cooper, identified this challenge in 1994 and further developed the concept of the Stage-Gate process according to the four F’s concept:
- fluid and adaptable
- fuzzy gates
In 2014 he defined the requirements for a Next Generation Idea-to-Launch System: “Adaptive and Flexible” and “Accelerated”.
Especially in complex projects such as the development of innovative technologies, processes will continue to play an important role in the future. However, conventional innovation processes are not always sufficient for the development of digital innovations and radical innovation. If the innovation process is too rigid, instead of promoting innovation, it can even stifle innovation!
Innolytics® Managing Director Dr. Jens-Uwe Meyer writes in his paper “he innovative capability of companies”: The same management methods that lead incremental innovation projects to success may lead to the failure of innovation projects with a higher degree of innovation.