Implementing innovations structured process

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The phases in the innovation process
setting up an innovation process

implementing innovation structured process In the beginning, there is the idea, in the end, the finished product. Sounds easy, but it’s not. Innovations don’t just happen. Instead, they are the result of a structured process that goes through several phases. Although many companies are familiar with the importance of an innovation process, most of the ideas that arise in companies are not implemented. Statements like “We don’t have any time or resources to deal with it. Because then we all lack good people in day-to-day business.” Or “We have a lot of ideas and even more concepts. But we don’t manage to implement them.” Or “We hardly take any risks to try out ideas. Fail? Not allowed!” Is not uncommon in everyday company life. And suppose it does come to the point that they are implemented.

In that case, so many ideas are often not profitable the reason for this a lack of know how, which blocks the economically successful development of ideas. Not infrequently, ideas are not recognized as an opportunity, or they do not even come about due to a lack of stimulation of creativity. But if a company wants to be successful in the long term, to continue growing and assert itself in the competition, it must be innovative. Studies show that companies with innovation management in place grow faster, generate more sales and are more successful.

Precisely because the framework conditions for innovation and development processes have changed significantly in recent years, companies have to rethink their historically grown innovation processes the reason for this: a lack of know how, which blocks the economically successful development of ideas. Not infrequently, ideas are not recognized as an opportunity, or they do not even come about due to a lack of stimulation of creativity. But if a company wants to be successful in the long term, to continue growing and assert itself in the competition, it must be innovative. Studies show that companies with innovation management in place grow faster, generate more sales and are more successful. Precisely because the framework conditions for innovation and development processes have changed significantly in recent years, companies have to rethink their historically grown innovation processes: a lack of know how, which blocks the economically successful development of ideas. Not infrequently, ideas are not recognized as an opportunity, or they do not even come about due to a lack of stimulation of creativity. But if a company wants to be successful in the long term, to continue growing and assert itself in the competition, it must be innovative. Studies show that companies with innovation management in place grow faster, generate more sales and are more successful. Precisely because the framework conditions for innovation and development processes have changed significantly in recent years, companies have to rethink their historically grown innovation processes. Not infrequently, ideas are not recognized as an opportunity, or they do not even come about due to a lack of stimulation of creativity. But if a company wants to be successful in the long term, to continue growing and assert itself in the competition, it must be innovative.

Studies show that companies with innovation management in place grow faster, generate more sales and are more successful. Precisely because the framework conditions for innovation and development processes have changed significantly in recent years, companies have to rethink their historically grown innovation processes. Not infrequently, ideas are not recognized as an opportunity, or they do not even come about due to a lack of stimulation of creativity. But if a Wholesale custom Packaging company wants to be successful in the long term, to continue growing and assert itself in the competition, it must be innovative. Studies show that companies with innovation management in place grow faster, generate more sales and are more successful. Precisely because the framework conditions for innovation and development processes have changed significantly in recent years, companies have to rethink their historically grown innovation processes. If it wants to grow further and assert itself in the competition, it has to be innovative. Studies show that companies with innovation management in place grow faster, generate more sales and are more successful. Precisely because the framework conditions for innovation and development processes have changed significantly in recent years, companies have to rethink their historically grown innovation processes. If it wants to grow further and assert itself in the competition, it has to be innovative. Studies show that companies with innovation management in place grow faster, generate more sales and are more successful. Precisely because the framework conditions for innovation and development processes have changed significantly in recent years, companies have to rethink their historically grown innovation processes.

Requirements for setting up an innovation process

To successfully establish or revise an innovation process in the company, specific prerequisites are necessary. First of all, companies must be aware of the problem that “we need innovation”. However, this should not be connoted with anything negative but rather understood as a challenge and a task. Companies need to be open to innovation. Furthermore, the knowledge of the employees should be determined and used. This does not necessarily mean specialist knowledge but also the competence to perceive problems and develop solutions. To do this, they need the necessary trust and encouragement from their superiors or management to openly address problem areas, develop ideas, and make them known. Another important factor is recognizing the need for innovation. Is our company’s product outdated compared to its competitor? Our internal processes in the company no longer up to date? Do we have to contact our customers differently against the background of digitization? If such questions arise and can be answered with “yes”, it is time to think about innovations and implement them. A company must also be clear about what is understood by the process itself within the company.

Two other important points are that innovation must be part of corporate strategy and that corporate management must be a role model for innovative action. Innovation management must be accompanied, driven, promoted and challenged by the leadership. Is our company’s product outdated compared to its competitor? Our internal processes in the company no longer up to date? Do we have to contact our customers differently against the background of digitization? If such questions arise and can be answered with “yes”, it is time to think about innovations and implement them. A company must also be clear about what is understood by the process itself within the company.

Two other important points are that innovation must be part of corporate strategy and that corporate management must be a role model for innovative action. Innovation management must be accompanied, driven, promoted and challenged by the leadership. Is our company’s product outdated compared to its competitor? Our internal processes in the company no longer up to date? Do we have to contact our customers differently against the background of digitization? If such questions arise and can be answered with “yes”, it is time to think about innovations and implement them. A company must also be clear about what is understood by the process itself within the company. Two other important points are that innovation must be part of corporate strategy and that corporate management must be a role model for innovative action. Innovation management must be accompanied, driven, promoted and challenged by the leadership. What is understood internally by the process itself? Two other important points are that innovation must be part of corporate strategy and that corporate management must be a role model for innovative action. Innovation management must be accompanied, driven, promoted and challenged by the leadership. What is understood internally by the process itself? Two other important points are that innovation must be part of corporate strategy and that corporate management must be a role model for innovative action. Innovation management must be accompanied, driven, promoted and challenged by the leadership.

The phases in the innovation process

An innovation process must be structured enough to reach the goal quickly and in a result-oriented manner. He must be able to focus the limited resources on the most promising projects. At the same time, however, it should be open and flexible enough to come up with great solutions and to be able to react to changes and new information. The course of an innovation process depends on several factors, such as the size or organization of a company. To introduce such a process into day-to-day operations, many measures are required that have to be tailored to the company’s culture.

For this reason, an innovation process is always similar in its phases. Still, it has to adapt to the respective company, its structures, its employees and its customers individually. Therefore, the innovation process must be tailored to a company, its employees, and its resources – and it must build on what already exists. In addition, the innovation process is usually not linear in practice but iterative, recursive loops.

The innovation process encompasses all phases, from generating ideas to product implementation. The division of the phases varies; there are different models of the innovation process. We differentiate between the following five phases: 1. Understanding, 2. Generating ideas, three and developing concepts, 4. Prototyping, 5. MVP / market launch.

Phase 1: understanding

In this phase, an analysis of the current situation is carried out first, which helps to understand a need for change in the company. Here, different perspectives such as competencies, product portfolio, trends and customer requirements, and strategy specifications are scrutinized. The customer is an essential source of inspiration in this phase. He must be involved in the innovation process early to ensure a high level of customer orientation. Methods such as interviews, observation (shadowing, eye tracking) or desk research are used here. Finally, search fields are marked out in order not to collect and evaluate ideas aimlessly.

Phase 2: generate ideas

In the second phase, solution concepts are generated for the previously identified and most promising search fields. Here it is a good idea to bring different experts together in interdisciplinary workshops. People are also consciously involved who can bring in a new perspective that is remote from the problem. In this way, solutions are jointly developed that go beyond the knowledge horizon of each participant. Methods that can be used to generate ideas are, for example, crowdsourcing, ideas competition or lead user workshops.

Phase 3: develop concepts

In the subsequent phase, the first approaches for new products, services or business models are collected and worked out in initial concepts. Then, these initial concepts are validated by future users using surveys, and the favored concepts are iteratively developed further based on the results. In addition to the customer survey, which makes it possible to evaluate and prioritize the concepts from the user’s perspective, the conjoint analysis is also a standard innovation method in this phase in the innovation process.

Phase 4: prototyping

In the fourth phase, the idea is made tangible as a prototype. Prototyping is a creative process that contains the first clear concretizations for the implementation of the ideas. You can prototype almost anything – a new product or service. They help us discover more about the idea, develop more ideas, and get one or more steps closer to the concrete implementation. Prototypes can be designed in click dummies or wireframes and tested with usability tests, for example.

Phase 5: MVP  launch

The final phase in the innovation process is the implementation and market launch phase. Everything that has been previously developed is implemented technically and organizationally here. Quality assurance should also be carried out again in this phase. It is just as important to get feedback from the user and, if necessary, to perform an iteration.

Thus, the customer centered innovation’s integration is of enormous importance over the entire innovation process – even if it is not handled with the same intensity in all phases of the innovation process. Customers or users are mainly involved in generating and evaluating ideas, but they are less involved in the selection and implementation of ideas. In the last phase of the innovation process, the market launch, the customers play a vital role again.

Conclusion

Innovation processes are fundamentally about creating a clear framework that defines how ideas can be introduced into the company, followed up, and ultimately brought onto the market. Such a structured process also includes the innovation culture and innovation structure. It enables the dismantling of innovation barriers and, at the same time, creates efficient innovation management. That does not mean that the cornerstones of the company need to be shaken. Instead, it is a matter of working out the necessary changes and making them where they are needed. Custom Packaging USA that pursues a successful innovation process have something decisive ahead of others – they have structured the path of an idea from conception through development to market penetration.

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