The analytic hierarchy process supporting decision making for sustainable development: An overview of applications

Making Innovation Work: How to Manage It, Measure It, And Profit From It; Tony Davila, Marc Epstein, and Robert Shelton; Wharton School Publishing, Upper Saddle River, NJ; 2006; 334pp., $29.99. Leading companies create and sustain a robust flow of innovations that provide above-average growth and bedevil the competition. By combining changes to their business model and technology, they create formidable portfolios that include a balance of incremental and breakthrough innovations. How do leaders make that type of innovation happen? First, they shed the misconceptions surrounding the management of innovation. The book's opening sentence states: "Much that is held as common wisdom regarding how successful innovation is managed is wrong." According to the authors, innovation does not require a companywide revolution, a focus on gee-whiz technology, or the currently popular infatuation with building a creative culture. Rather, a successful innovation program requires specific management tools, rules, discipline, the right measurements and incentives, and the ability to integrate business model innovation and technology innovation. That's what separates the winners from the losers. The book makes it clear that innovation is similar to other business functions in that it has to be managed to be effective and efficient. Think of the long list of companies that have had near-death experiences because meaningful innovation decreased and they fell prey to what the authors call "rampant incrementalism," citing IBM, Apple Computer (in the 1990s), Coca-Cola, Xerox, PG those that don't become history. Using real-world examples from a broad range of product and service companies, Davila, Epstein and Shelton identify seven rules of innovation: * Exert strong leadership on the innovation strategy and portfolio decisions; leaders don't wait for innovations to come to them--they pursue and capture them. * Integrate innovation into the company's basic business mentality; don't make it the function of an elite group. * Align the amount and type of innovation to the company's business goals; otherwise, innovation efforts will waste valuable resources and sap productivity. * Manage the natural tension between creativity and value capture; it's natural for a company to do one or the other better, so the key is to manage resources to get the right balance. * Neutralize organizational "antibodies"; drop the idea that good ideas will be recognized and adopted by your organization--really powerful ideas threaten the status quo and generate strong resistance, and management needs to prevent that from happening. * Recognize that the basic unit of innovation is a network that includes people and knowledge, both inside and outside the organization; innovation is a team sport that should include internal and a large amount of external resources. * Create the right metrics and rewards for innovation; they turbo-charge the renovation management system and create the behavior that is the foundation of successful innovation. This book shows that the companies that are creating the best innovation engines--think Toyota, Apple, GE, and Google--make it happen with management techniques, not magic. According to the authors, "The truth is that there is not much that is truly new about innovation. The basics have not changed for centuries. However, we have become smarter about managing innovation." This is a refreshing challenge: Success is hiding in plain sight if your management team can step up to the challenge. "Innovation, like many [other] business functions, is a management process that requires specific tools, rules and discipline--it is not mysterious." The book dedicates most of its highly informative content to providing the pragmatic tools and frameworks to develop and implement the appropriate management systems. …

Making Innovation Work: How to Manage It, Measure It, and Profit from It

The purpose of this paper is to describe and analyze how the integration between knowledge management and dynamic capabilities in contexts that demand organizational agility contributes to the management by objectives.,To achieve the proposed objective, the present paper adopts the single case study in the startup Effecti. For data collection, semi-structured interviews were carried out, analyzed a posteriori through the technique of content analysis. From the loads of evidence observed, a model was presented that consists of different management theories and that guides the management by objectives process of a startup.,The proposed model proves to be able to describe the modus operandi of a startup and enables it to develop the cycles of testing, measurement and seizure of knowledge, largely stimulated and inherent to the creation process of new businesses in dynamic and uncertain contexts.,It is expected that the research results presented in details can illustrate concrete examples of application of the main concepts: agile organization, dynamic capabilities, knowledge management, performance assessment, enterprise risk management and management by objectives.,The originality of this study is focused on the integration of conceptual triad and its application in the case study of a startup: agile organization, dynamic capabilities and knowledge management.

The integration between knowledge management and dynamic capabilities in agile organizations

This is an open access title available under the terms of a CC BY-NC-SA 3.0 IGO licence. It is free to read at Oxford Scholarship Online and offered as a free PDF download from OUP and selected open access locations. The 21st Conference of the Parties (CoP21) to the United Nations Framework Convention on Climate Change (UNFCCC) shifted the nature of the political economy challenge associated with achieving a global emissions trajectory that is consistent with a stable climate. The shifts generated by CoP21 place country decision-making and country policies at centre stage. Under moderately optimistic assumptions concerning the vigour with which CoP21 objectives are pursued, nearly every country will attempt to design and implement the most promising and locally relevant policies for achieving their agreed contribution to global mitigation. These policies will vary dramatically across countries as they embark on an unprecedented era of policy experimentation in driving a clean energy transition. This book steps into this new world of broad-scale and locally relevant policy experimentation. The chapters focus on the political economy of clean energy transition with an emphasis on specific issues encountered in both developed and developing countries. The authors contribute a broad diversity of experience drawn from all major regions of the world, representing a compendium of what has been learned from recent initiatives, mostly (but not exclusively) at country level, to reduce GHG emissions. As this new era of experimentation dawns, their contributions are both relevant and timely. Contributors to this volume - Shahrouz Abolhosseini, National Iranian Oil Company David Onyinyechi Agu, University of Nigeria Celio Andrade, Federal University of Bahia Douglas Arent, Joint Institute for Strategic Energy Analysis at the National Renewable Energy Laboratory Channing Arndt, United Nations University World Institute for Development Economics Research Henok Birhanu Asmelash, Max Planck Institute Luxembourg for Procedural Law Ross Astoria, University of Wisconsin at Parkside Lucy Baker, University of Sussex Julien Bueb, Centre d'Analyse, de Prevision et de Strategie Radhika Bhuyan, Mapungubwe Institute for Strategic Reflection Santiago J. Bucaram, Universidad San Francisco de Quito Aron Buzogany, Freie Universitat Berlin Stefan ?etkovi?, Freie Universitat Berlin Shouro Dasgupta, Fondazione Eni Enrico Mattei Michael Davidson, Massachusetts Institute of Technology Enrica De Cian, Centro Euro-Mediterraneo sui Cambiamenti Climatici Jiska de Groot, University of Cape Town Martin de Jong, Delft University of Technology Ariel Dinar, University of California, Riverside Cherrelle Eid, Delft University of Technology Chika Ezeanya, University of Rwanda Mario Andres Fernandez, Landcare Research Erik Gawel, Leipzig University Alexandra Goritz, Third Generation Environmentalism Diego Grijalva, Universidad San Francisco de Quito Rudi Hakvoort, Delft University of Technology Lilian Richieri Hanania, Attorney Almas Heshmati, Jonkoping University and Sogang University Karoliina Isoaho, University of Helsinki Jesse Jenkins, Massachusetts Institute of Technology Fredrich Kahrl, Energy and Environmental Economics Valerie Karplus, MIT Sloan School of Management Abel Kennedy, University of Rwanda Eric Nazindigouba Kere, African Development Bank Wikus Kruger, University of Cape Town Alice Le Clezio, Sciences Po Paris Paul Lehmann, Helmholtz-Centre for Environmental Research Gilles Lepesant, Centre National de la Recherche Scientifique Sabrina McCormick, George Washington University Mackay Miller, National Grid Evelyn Nwamaka Ogbeide-Osaretin, Adegboyega University Eric Kehinde Ogunleye, Federal Ministry of Budget and National Planning Kim Hang Pham Do, Massey University Jose A. Puppim de Oliveira, Federal University of Rio de Janeiro and Fudan University Britta Rennkamp, University of Cape Town Miranda Schreurs, Freie Universitat Berlin Nicolai Schulz, London School of Economics and Political Science Jonas Sonnenschein, Lund University Benjamin K. Sovacool, University of Sussex Sebastian Strunz, Helmholtz-Centre for Environmental Research Isabel Studer, Mexican Agency of International Cooperation for Development Louise Tait, University of Cape Town Finn Tarp, UNU-WIDER and University of Copenhagen Jose Maria Valenzuela, El Colegio de Mexico Elena Verdolini, Centro Euro-Mediterraneo sui Cambiamenti Climatici Dewi Yuliani, independent researcher Owen Zinaman, 21st Century Power Partnership

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The Political Economy of Clean Energy Transitions

Facilitating renewable energy transition, ecological innovations and stringent environmental policies to improve ecological sustainability: Evidence from MM-QR method

The paper addresses the improvement of innovation project (IP) risk identification by applying the RBS (Risk Breakdown Structure) method, and represents a follow-up analysis of the subject (a case of IP before and after applying the method). The activities of risk identification are an initial phase in most of risk management processes and classifications. High-level risk-taking is one of the key characteristics of IPs, due to the fact that this type of projects is related to implementation of new ideas. An example illustrates the combination of RBS/WBS for evaluating the risk concentration, called Risk Breakdown Matrix. This research has proven that implementation of the presented approach in the context of the Serbian market can improve efficiency of all phases of the project, especially those related to planning phase.

Risk identification in product innovation projects: new perspectives and lessons learned

This paper addresses a particular innovation projects category, that is, eco-innovation, in line with the fact that a lot of research has been recently carried out in this area, due to increasing attention. Eco-innovation projects are related to development and introducing the new products, processes and services that reduce the overall negative impact on the environment, putting the business and innovation together to create sustainable solutions. The aim of our research is developing a model for prioritization of the most frequent eco-innovation projects in the recycling field. It should be one of the key challenges for national economies as it happens to be one of the current priorities and burning issues for the European Commission (Horizon 2020, CIP, COSME, etc.), giving the proposed model framework. The ranking has been established with regard to common national economy benefits defined through identified criteria, by applying the well-known analytic hierarchy process method of multi-criteria decisi...

Selected indicators for evaluation of eco-innovation projects

This paper aims to define a concept of strategic innovation given the impact it has on competitiveness, creation of growth strategies, new product categories and business models, as well as on changing the rules of the game on the existing market. In this sense, companies have to strategically redefine their business, to define new ways of competing in order to offer new value for consumers, stakeholders and companies themselves. If companies want to be successful they have to discover and exploit new strategic positions that emerge from time to time as industry evolves. Supporting this, the paper presents strategic elements of the National Innovation System (NIS), which can significantly contribute to Small and Medium-sized Enterprises (SMEs) to boost their business and to increase their competitiveness and innovativeness. Starting from the strategic positioning map, the paper gives some of the possible answers to the question of how SMEs in Serbia can improve their business, i.e., how the NIS can influence SMEs in terms of increasing business success.

http://management.fon.bg.ac.rs/index.php/mng/article/download/56/44

Concepts And Importance of Strategic Innovation in SMEs: Evidence from Serbia

The paper presents basic elements of the Stage-Gate and Open innovation models, and possible connection of these two, resulting in what is frequently called an “Open Stage-Gate” model. This connection is based on opening up the new product development process and integration of the open innovation principles with the Stage-Gate concept, facilitating the import and export of information and technologies. Having in mind that the Stage Gate has originally been classified as the third generation model of innovation, the paper is dealing with the capabilities for applying the sixth generation Open innovation principles in today’s improved and much more flexible phases and gates of the Stage Gate. Lots of innovative companies are actually using both models in their NPD practice, looking for the most appropriate means of opening up the well-known closed innovation, especially in the domain of ideation through co-creation.

Possibilities Of Opening Up the Stage-Gate Model

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Radul Milutinović

Papers

Risk identification in product innovation projects: new perspectives and lessons learned

Selected indicators for evaluation of eco-innovation projects

Concepts And Importance of Strategic Innovation in SMEs: Evidence from Serbia

Possibilities Of Opening Up the Stage-Gate Model

Key Issues to Improve Innovation Project Excellence