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SPRING 2007 V O L . 4 8 N O. 3 Intelligence The Five Stages of Successful Innovation A brief synopsis of Crafting Organizational Innovation Processes...

Create a post that addresses at least two of the new product development concepts presented by authors Erhun, Gonçalves, and Hopman (2007), Mariello (2007), and Simanis and Hart (2009). Add your own personal observations from present or past employers and experiences
The Five Stages of Successful Innovation SPRING 2007 VOL.48 NO.3 REPRINT NUMBER 48306 Intelligence A brief synopsis of Crafting Organizational Innovation Processes (University of Washington Information School Technical Report #I4I-I3M-InnovProc-1, September 2006) by Kevin C. Desouza, Caroline Dombrowski, Yukika Awazu, Peter Baloh, Sridhar Papagari, Jeffrey Y. Kim and Sanjeev Jha Please note that gray areas reflect artwork that has been intentionally removed. The substantive content of the article appears as originally published.
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Serendipity is not a strategy, yet that’s the extent of most companies’ innovation plan- ning. The importance of innovation to a company’s future is unquestionable. Then why do so few companies have a process for it? The authors of a September 2006 working paper, Crafting Organizational In- novation Processes, address that question. Their underlying research comprised semi- structured interviews conducted with senior research and development, marketing and product management executives from more than 30 U.S. and European companies in several distinct industries, supplemented with data from annual reports. The paper identifies five discrete and essential stages of successful innovation. Stage 1: Idea Generation and Mobilization The generation stage is the starting line for new ideas. Successful idea generation should be fueled both by the pressure to compete and by the freedom to explore. IDEO, the product development and branding company based in Palo Alto, Cal- ifornia, is a good example of an organization that encourages successful idea generation by finding a balance between playfulness and need. Once a new idea is generated, it passes on to the mobilization stage, wherein the idea travels to a different physical or logi- cal location. Since most inventors aren’t also marketers, a new idea often needs someone other than its originator to move it along. This stage is vitally important to the progression of a new idea, and skip- ping it can delay or even sabotage the innovation process. Stage 2: Advocacy and Screening This stage is the time for weighing an idea’s pros and cons. Advocacy and screen- ing have to take place at the same time to weed out ideas that lack potential without allowing stakeholders to reject ideas im- pulsively solely on the basis of their novelty. The authors found that compa- nies had more success when the evaluation process was transparent and standardized, because employees felt more comfortable contributing when they could anticipate how their ideas would be judged. For ex- ample, one software engineer from an information technology organization said, “One of the things I have struggled with is evaluations of my ideas. Some of my ideas light up fires around here, while others are squashed. … Needless to say, I grow skeptical when [the executives] ask for ideas and then do not provide feed- back as to why an idea was not pursued.” Stage 3: Experimentation The experimentation stage tests the sus- tainability of ideas for a particular organization at a particular time — and in a particular environment. At this stage, it’s important to determine who the customer will be and what he or she will use the in- INNOVATION The Five Stages of Successful Innovation Defining an innovation process increases companies’ future value. 8 MIT SLOAN MANAGEMENT REVIEW SPRING 2007 INTELLIGENCE
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New Product Development
There is no doubt that development of a new product is a challenge for the company. It is like
a great risk that can be succeeded or failed. As according to Alissa Mariello,...

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