For instance, it is interesting to notice how codes of value and corporate culture represent the main “control” lever in the early stages. Therefore, how important it is to spread a common innovation culture all over the organization. This to orient all the resources to the identification of innovative areas.
Second, evidences highlight how relevant is the R&D-marketing interface, and how it can evolve along the project. Even the most innovative projects, in both the companies, require a preliminary demand analysis and forecasting to overtake the first project gates. This implies that radical innovation should not be a purely technology-driven process, especially as market uncertainty increases.
More in general, the case histories suggest the great importance of information sharing among the functions. The study also shows the need to properly develop interface structures between the involved functions to favor it. In fact, the immediate sharing of common objectives of the innovation projects, through a systematic involvement since the early stages of both the technological core (R&D, operations, etc.) and the commercial area (marketing, sales etc.), makes it possible to timely reveal unexpected constraints. This may have beneficial effects on time to market, innovation rate of success and project costs.
Conclusions for management control in radical innovations:
- Spread a common innovation culture all over the organization
- Develop interface structures between the involved functions
- Set up common objectives of the innovation projects
- Systematic involvement of both R&D and marketing areas in the innovation projects
Chiesa, V., Frattini, F., Lamberti, L., Noci, G., 2009. Exploring management control in radical innovation projects. European Journal of Innovation Management 12 (4), 416–443.
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