Advertisement

Innovation Managers 2.0: Which Competencies?

  • Andreas Riel
Part of the Communications in Computer and Information Science book series (CCIS, volume 172)

Abstract

This keynote paper investigates modern trends in Innovation Management in industrial companies with the ultimate objective to identify key competencies of Innovation Managers. It aims at pinpointing new innovation management challenges that have evolved in product development and manufacturing industries. As tackling these challenges successfully demands specific competencies, this article can serve as a guideline for establishing Innovation Manager competence specification, as well as training and certification programs. It can also help company executives design career paths of Innovation Managers.

Keywords

Innovation Management Sustainable Innovation Open Innovation New Product Development Integrated Development 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. 1.
    ECQA Certified Innovation Manager, http://www.ecqa.org (last accessed on 22/04/2011)
  2. 2.
    OECD, The Oslo Manual: Guidelines for Collecting and Interpreting Innovation Data, 3rd edn. (2005) Google Scholar
  3. 3.
    Engel, K., Diedrichs, E., Brunswicker, S.: Imp3rove: A European Project with Impact. 50 Success Stories on Innovation Management. Europe INNOVA Paper no. 14, European Union (2010) ISBN 978-92-79-14070-9, http://www.improve-innovation.eu (01/04/2011) (retrieved)
  4. 4.
    Hansen, M.T., Birkinshaw, J.: The Innovation Value Chain. Harvard Business Review 85(6), 121–130 (2007)Google Scholar
  5. 5.
    Freeman, R.E.: Strategic Management: A Stakeholder Approach. Pitman, Boston (1984)Google Scholar
  6. 6.
    Hall, J., Vredenburg, H.: The Challenges of Innovating for Sustainable Development. MIT Sloan Management Review 45(1), 61–68 (2003)Google Scholar
  7. 7.
    Stumpfe, J.: Product design and manufacturing process: dynamic implications for innovation management. In: Proceedings of the 19th International Conference of the System Dynamics Society, Atlanta, GA, pp. 1–7. CD-ROM (2010)Google Scholar
  8. 8.
    Tichkiewitch, S., Veron, M.: Integration of Manufacturing Process in Design. Annals of the CIRP 47(1), 99–102 (1998)CrossRefGoogle Scholar
  9. 9.
    Tichkiewitch, S., Brissaud, D.: Co-ordination between product and process definitions in a concurrent engineering environment. Annals of the CIRP 49(1), 75–79 (2000)CrossRefGoogle Scholar
  10. 10.
    Rose-Anderssena, C., Allena, P.M., Tsinopoulosb, C., McCarthy, I.: Innovation in manufacturing as an evolutionary complex system. Technovation 25, 1093–1105 (2005)CrossRefGoogle Scholar
  11. 11.
    Mills, J.A.: A Pragmatic View of the System Architect. Comm 28(7), 708–717 (1985)Google Scholar
  12. 12.
    Riel, A.: Integrated Design – A Set of Competences and Skills required by Systems and Product Architects. In: Riel, A., O’Connor, R., Tichkiewitch, S., Messnarz, R. (eds.) EuroSPI 2010. CCIS, vol. 99, pp. 233–244. Springer, Heidelberg (2010)CrossRefGoogle Scholar
  13. 13.
    Aurich, J., Fuchs, C.: An Approach to Life Cycle Oriented Technical Service Design. Annals of the CIRP 53(1), 151–154 (2004)CrossRefGoogle Scholar
  14. 14.
    Messnarz, R., Spork, G., Riel, A., Tichkiewitch, S.: Dynamic Learning Organisations Supporting Knowledge Creation for Competitive and Integrated Product Design. In: Proceedings of the CIRP Design Conference 2009, Cranfield, pp. 104–108 (2009) ISBN 978-0-9557436-4-1Google Scholar
  15. 15.
    Riel, A., Tichkiewitch, S., Messnarz, R.: Qualification and Certification for the Competitive Edge in Integrated Design. CIRP Journal of Manufacturing Science and Technology, Special Issue on Competitive Design 2(4), 279–289 (2010)CrossRefGoogle Scholar
  16. 16.
    Gomes, J.F.S., de Weerd-Nederhof, P.C., Pearson, A.W., Cunha, M.P.: Is more always better? An exploration of the differential effects of functional integration on performance in new product development. Technovation 23, 185–191 (2003)CrossRefGoogle Scholar
  17. 17.
    Jensen, M.B., Johnson, B., Lorenz, E., Lundvall, B.A.: Forms of knowledge and modes of innovation. Research Policy 36(5), 680–693 (2007)CrossRefGoogle Scholar
  18. 18.
    O’Connor, G.C.: Open, Radical Innovation: Toward an Integrated Model in Large Established Firms. In: Chesbrough, H., Vanhaverbeke, W., West, J. (eds.) Open Innovation: Researching a New Paradigm. Oxford University Press, Oxford (2006)Google Scholar
  19. 19.
    Mintzberg, H.: Mintzberg on Management – Inside Our Strange World of Organizations. Simon&Schuster, USA (2003) ISBN 9-780-02-921371-1 Google Scholar
  20. 20.
    Chesbrough, H.: Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business School Press, Boston (2003)Google Scholar
  21. 21.
    Rampersad, G.: Managing innovation networks: Exploratory evidence from ICT, biotechnology and nanotechnology networks. In: Industrial Marketing Management (2009), doi:10.1016/j.indmarman.2009.07.002 (2009) Google Scholar
  22. 22.
    Bengtsson, M., Kock, S.: “Coopetition” in Business Networks—to Cooperate and Compete Simultaneously. Industrial Marketing Management 29, 411–426 (2000)CrossRefGoogle Scholar
  23. 23.
    Howe, J.: The Rise of Crowdsourcing. In: Wired, retrieved from http://www.wired.com/wired/archive/14.06/crowds.html (last accessed on 21/04/2011)
  24. 24.
    Chesbrough, H.W., Garman, A.R.: How Open Innovation Can Help You Cope in Lean Times. Harvard Business Review 87(12), 68–76 (2009)Google Scholar
  25. 25.
    O’Connor, G.C., Corbett, A., Pierantozzi, R.: Create Three Distinct Career Paths for Innovators. Harvard Business Review 87(12), 78–79 (2009)Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2011

Authors and Affiliations

  • Andreas Riel
    • 1
  1. 1.G-SCOP UMR5272Grenoble Institute of Technology (Grenoble-INP)GrenobleFrance

Personalised recommendations