How is motivation of the technical and business people engaged in the process managed and the process controlled?

Executing Innovation

Focus on the structures and incentives for formulating and executing an innovation strategy, either using the same examples/cases as for part 1 or new ones. How does your organisation execute on innovation? How rational and organised are they? How are financial aspects of execution dealt with e.g. budgetary and cost implications.

Area of consideration might include:

▪ How was the entire innovation process structured? Is it a stage-gate process? In what ways does the process used fail and succeed?

▪ Are many activities undertaken in parallel?

▪ How are the R&D teams designed?

▪ What is the incentive structure within a team and across teams?

▪ How is motivation of the technical and business people engaged in the process managed and the process controlled? What tensions result? What synergies result? How are these managed?

▪ Are outsiders part of the innovation process – for example, out-sourced R&D, community-based users such as open source, academics? If so, what are the incentives for them? How is Intellectual Property (IP) managed in these external relationships? Where do your organisational boundaries lie, why and how is this managed and to what effect?