Le pilotage des projets d'innovation en rupture est une problematique qui traverse les organisations Les outils d'evaluation devraient etre considerablement differents des outils traditionnels de gestion de projet en raison de l'incertitude multidimensionnelle des activites Toutefois, la litterature montre que les entreprises utilisent des methodes classiques de suivi, meme pour l'innovation de rupture Basee sur une recherche intervention de trente mois a l'Amont de Renault, cette these analyse les insuffisances des outils traditionnels, et propose une approche nouvelle et des instruments adaptes En partenariat avec les equipes RD 2 la qualification des enjeux strategiques de l'innovation et du pilotage associe ; 3 le suivi de l'impact organisationnel et des mecanismes d'adhesion des partenaires internes Si les points 1 et 2 s'appuient sur l'existant, le modele d'adhesion evolutif a peu d'equivalent dans la litterature et les pratiques Il explicite pourtant les evolutions differenciees des projets dans l'organisation Le modele a ete mobilise pour le processus de pilotage deploye en 2009 dans l'entreprise

Performance de la R&D en rupture et des stratégies d'innovation : organisation, pilotage et modèle d'adhésion

— Project selection is not a process which occurs at a particular instance in time and to which any single technique or even combination of techniques can be applied. It is an ongoing operation which requires inputs from the idea generation and creativity area and which raises questions about long-term planning and corporate strategy. This paper therefore considers the problem from an organizational point of view and draws upon a variety of research findings which help us to understand how the process might be improved and how some of the more formalized procedures which have been suggested in the literature can be of assistance.

Project Selection in an Organizational Context

Arcelik A.S. is a leading home appliance manufacturer in Turkey. The changing position of Turkey and the market led the organization to establish an R&D department in 1991. For effective utilization of R&D resources, a project prioritization and selection methodology has been developed. A weighted scoring model is selected as a base for the methodology. The method is extended to provide the involvement of upper management by defining new criteria and an interactive decision process. During the development of this model, department managers contributed to the identification of criteria. Implementation of the methodology as well as difficulties, solutions to them and organizational constraints are also summarized. >

I. Iyigun

Papers

An interactive project prioritization model implementation