In large organizations, innovation activities often take place in separate departments, centers, or studios. These departments aim to produce prototypes of solutions to the problems of operational business owners. However, too often these concepts remain in the prototype stage: they are never implemented and fall into what is popularly termed the Valley of Death. A design approach to innovation is presented as a solution to the problem. However, practice shows that teams that use design nevertheless encounter implementation challenges due to the larger infrastructure of the organization they are part of. This research aims to explore which organizational factors contribute to the Valley of Death during design innovation. An embedded multiple case study at a large heritage airline is applied. Four projects are analyzed to identify implementation challenges. A thematic data analysis reveals organizational design, departmental silos, and dissimilar innovation strategies contribute to the formation of, and encounters with, the Valley of Death. Arising resource-assignment challenges that result from these factors are also identified. Materialization, user-centeredness, and holistic problem framing are identified as design practices that mitigate encounters with the Valley of Death, thus leading to projects being fully realized. https://doi.org/10.1111/dmj.12052 LinkedIn: https://www.linkedin.com/in/christine-de-lille-8039372/
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In large organisations, innovation activities are often located in separate departments, centres or studios. These departments aim to produce prototypes of solutions to the problems of operational business owners. However, too often these concepts remain in the prototype stage: they never cross the valley of death to become implemented. A design approach to innovation is presented as a solution to the problem. However, practice shows that teams that use this approach nevertheless encounter this problem due to the larger infrastructure of the organisation they are part of. This research aims to explore which factors contribute to the valley of death for design innovation. Additionally, this paper presents first insights into how design practices help to mitigate this phenomenon. An embedded multiple case study at a large heritage airline is used to study this phenomenon. A thematic analysis of the data finds that organisational design, departmental silo’s and dissimilar innovation strategies contribute to the valley of death. The issues with resource-assignment that result from these factors are displayed. Last, materialization, usercenteredness and holistic problem-framing are indicated as practices that help to mitigate this problem. LinkedIn: https://www.linkedin.com/in/christine-de-lille-8039372/
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Companies are organised to fulfil two distinctive functions: efficient and resilient exploitation of current business and parallel exploration of new possibilities. For the latter, companies require strong organisational infrastructure such as team compositions and functional structures to ensure exploration remains effective. This paper explores the potential for designing organisational infrastructure to be part of fourth order subject matter. In particular, it explores how organisational infrastructure could be designed in the context of an exploratory unit, operating in a large heritage airline. This paper leverages insights from a long-term action research project and finds that building trust and shared frames are crucial to designing infrastructure that affords the greater explorative agenda of an organisation. https://doi.org/10.33114/adim.2019.07.227 LinkedIn: https://www.linkedin.com/in/christine-de-lille-8039372/
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Innovation is not what it was in the 20th century; the classic century of R & D based innovation. The nature of innovation is changing, only in part because different technologies dominate innovation. This paper identifies three main societal trends that are of major importance for strategic management of innovation in industry and for government industrial- and technology policies. These trends are: - Growing complexity - Globalisation - Citizen participation As a result, innovation strategy and technology policies cannot be determined by ad hoc technology push and market pull factors popping up. Strategic planning, not just of products and technologies but also of sites and alliances becomes increasingly important. Transparency and stakeholder dialogue require new competencies of the technology manager.
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The world is rapidly transforming. Economic, ecological and technological developments transcend existing boundaries and challenge the way we innovate. The challenge we face is to reinvent innovation as well, changing the way organisations and industries innovate and cooperate. Only with a new approach we can design a better future: an approach where stakeholders from government, organisations, companies and users participate in new ways of collaboration; an approach where solutions are realised that makes our society future-proof. Participatory innovation means that the innovation team changes: expanding beyond the boundaries of the own organisation. For organisations and companies, this is a huge step. Every partner must be willing to think and act beyond their own borders and participate in a joint effort. Participative innovation is a new way of working, where new challenges are encountered. In the field of urban lighting, this transformation is strongly felt. This paper will further explore the challenge and describe a rich case study where participative innovation is used to rethink, redesign and realise the solutions to transform urban lighting from functional lighting to improving social quality.
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Small and medium-sized businesses (SMBs) face unique challenges in developing AI-enabled products and services, with traditional innovation processes proving too resource-intensive and poorly adapted to AI's complexities. Following design science research methodology, this paper introduces Innovation Process for AI-enabled Products and Services (IPAPS), a framework specifically designed for SMBs developing AI-enabled solutions. Built on a semi-formal ontology that synthesizes literature on innovation processes, technology development frameworks, and AI-specific challenges, IPAPS guides organizations through five structured phases from use case identification to market launch. The framework integrates established innovation principles with AI-specific requirements while emphasizing iterative development through agile, lean startup, and design thinking approaches. Through polar theoretical sampling, we conducted ex-post analysis of two contrasting cases. Analysis revealed that the successful case naturally aligned with IPAPS principles, while the unsuccessful case showed significant deviations, providing preliminary evidence supporting IPAPS as a potentially valid innovation process for resource-constrained organizations.
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Part I consists of an inventory of the current and upcoming policy, where we zoom in from European to national and from regional to local level. Additionally, we look at a number of quantitative accomplishments of the Hanze University of Applied Sciences. This preparatory research is performed as part of the European collaborative project Interreg Europe TraCS3.
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How can the grower and the supplier in the greenhouse horticulture industry gain competitive advantage through radical innovation? The challenge lies in time- to-market, in customer relationship, in developing new product/market combinations and in innovative entrepreneurship. Realizing this ambition requires strengthening the knowledge base, stimulating innovation, entrepreneurship and education. It also requires professionalizing people. In this paper an innovation and entrepreneurial educational and research programme is introduced. This KITE120-programme aims at strengthening multidisciplinary collaboration between enterprise, education and research. It helps making the step from ambition to action, and from incremental to radical innovation. We call this an 'Amazing Jump'.
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In recent years, it has become a commonplace to argue that cities should be the focus point of sustainable development. Various authors have presented a variety of arguments why cities should be the preferred target to foster sustainable development-focused innovation; - The average consumption of resources of urban dwellers is higher. - The population of cities is growing continuously, while rural populations stabilize. - Deteriorating living conditions and segregation in cities caused by processes of gentrification of traditional neighbourhoods that drive out lower income groups to the suburbs. - Cities are ‘concentrated’ emitters of pollutants and therefore solutions and re-use might be easier to implement. https://doi.org/10.3390/su11185013 LinkedIn: https://www.linkedin.com/in/karel-mulder-163aa96/
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SMEs represent a very important part of the European economy today, and within this SME group the creative sector is recently one of the fastest growing sectors. Our paper studies the innovation management of 105 creative SMEs in Flanders and the Netherlands, based on the innovation diagnostic instrument, developed by Mazzarol & Reboud (2006). On the side of the „innovation climate‟ we identified many stimulating factors such as the well developed infrastructure and proximity of logistics and suppliers and an innovative and stimulating life style in the global area of Flanders and the Netherlands. However, we identified many restricting legislations and regulations that seem to hamper seriously most creative SMEs. Above that, many creative SMEs fail to find sufficient access to capital to invest in their growing innovative activities. We observe that the Dutch creative SMEs find more easily access to external financial resources and governmental support and subventions than their Flemish colleagues. Finally, the use of managerial tools like a SWOT analysis or setting up a solid financial or business plan seems very uncommon but required among creative SMEs.
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