Systematic Strategic Decision Support for Innovation Development

Jaakko Paasi, Tuija Luoma, Ray Strong, Ruoyi Zhou

Research output: Chapter in Book/Report/Conference proceedingConference article in proceedingsScientificpeer-review

Abstract

Development projects for radical innovations are typically long in duration and, therefore, surrounded by a high level of technological , market, organizational and resource uncertainties.
Various techniques have been developed in order to manage the uncertainties due to unpredictable future and to support managers in their strategic decision making during the innovation development process. Typically such techniques give support for decision making only in a particular phase or element of the innovation process.
Systematic strategic support throughout the innovation process under high level of future uncertainty, from the first evaluation of ideas of new business opportunities through design and development stages to commercialization and launch, is usually highly insufficient or missing.
This paper describes a systematic framework to support strategic decision making in innovation development that attempts to put appropriate amounts of planning resource into the process at different stages. It is constructed to make use of qualitative evaluation techniques, based on risk management methodology, early in the process when faster, less expensive methods are preferred to more accurate quantitative techniques.
It is also constructed to make use of a small number of reusable process building blocks, including a simple process for approximating expert consensus without requiring face-to-face meetings of experts. It makes use of modern contingency planning techniques in order reduce wasteful investment in ideas that will eventually be discarded during the innovation process.

The starting point of the paper was a large interview study about innovation management practices in major Finnish organizations. The study identified management of future uncertainty as one of the main challenges of corporate executives, which initiated the present research for the development of practical techniques to support strategic decision making at multiple critical decision points of innovation development under high level of uncertain information.
The work is a joint study involving IBM Research and VTT Technical Research Centre of Finland. As a result, separately developed techniques were integrated to produce a more systematic, more comprehensive, but highly efficient innovation management framework
Original languageEnglish
Title of host publication3rd European Conference on Management of Technology and Innovation, EuroMOT 2008
Place of PublicationNice, FR
Publication statusPublished - 2008
MoE publication typeA4 Article in a conference publication
Event3rd European Conference on Management of Technology, EUROMOT 2008 - Nice, France
Duration: 17 Sep 200819 Sep 2008

Conference

Conference3rd European Conference on Management of Technology, EUROMOT 2008
Abbreviated titleEUROMOT 2008
CountryFrance
CityNice
Period17/09/0819/09/08

Fingerprint

Strategic decisions
Innovation
Decision support
Uncertainty
Strategic decision making
Innovation process
Innovation management
Evaluation
Development process
Methodology
Development projects
Contingency planning
Integrated
Risk management
Commercialization
Managers
Development stage
Research center
Management studies
Decision making

Keywords

  • innovation development
  • uncertainty management
  • risk management
  • decision support
  • contingency
  • planning
  • signpost

Cite this

Paasi, J., Luoma, T., Strong, R., & Zhou, R. (2008). Systematic Strategic Decision Support for Innovation Development. In 3rd European Conference on Management of Technology and Innovation, EuroMOT 2008 Nice, FR.
Paasi, Jaakko ; Luoma, Tuija ; Strong, Ray ; Zhou, Ruoyi. / Systematic Strategic Decision Support for Innovation Development. 3rd European Conference on Management of Technology and Innovation, EuroMOT 2008. Nice, FR, 2008.
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Paasi, J, Luoma, T, Strong, R & Zhou, R 2008, Systematic Strategic Decision Support for Innovation Development. in 3rd European Conference on Management of Technology and Innovation, EuroMOT 2008. Nice, FR, 3rd European Conference on Management of Technology, EUROMOT 2008, Nice, France, 17/09/08.

Systematic Strategic Decision Support for Innovation Development. / Paasi, Jaakko; Luoma, Tuija; Strong, Ray; Zhou, Ruoyi.

3rd European Conference on Management of Technology and Innovation, EuroMOT 2008. Nice, FR, 2008.

Research output: Chapter in Book/Report/Conference proceedingConference article in proceedingsScientificpeer-review

TY - GEN

T1 - Systematic Strategic Decision Support for Innovation Development

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AU - Zhou, Ruoyi

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N2 - Development projects for radical innovations are typically long in duration and, therefore, surrounded by a high level of technological , market, organizational and resource uncertainties. Various techniques have been developed in order to manage the uncertainties due to unpredictable future and to support managers in their strategic decision making during the innovation development process. Typically such techniques give support for decision making only in a particular phase or element of the innovation process. Systematic strategic support throughout the innovation process under high level of future uncertainty, from the first evaluation of ideas of new business opportunities through design and development stages to commercialization and launch, is usually highly insufficient or missing. This paper describes a systematic framework to support strategic decision making in innovation development that attempts to put appropriate amounts of planning resource into the process at different stages. It is constructed to make use of qualitative evaluation techniques, based on risk management methodology, early in the process when faster, less expensive methods are preferred to more accurate quantitative techniques. It is also constructed to make use of a small number of reusable process building blocks, including a simple process for approximating expert consensus without requiring face-to-face meetings of experts. It makes use of modern contingency planning techniques in order reduce wasteful investment in ideas that will eventually be discarded during the innovation process. The starting point of the paper was a large interview study about innovation management practices in major Finnish organizations. The study identified management of future uncertainty as one of the main challenges of corporate executives, which initiated the present research for the development of practical techniques to support strategic decision making at multiple critical decision points of innovation development under high level of uncertain information. The work is a joint study involving IBM Research and VTT Technical Research Centre of Finland. As a result, separately developed techniques were integrated to produce a more systematic, more comprehensive, but highly efficient innovation management framework

AB - Development projects for radical innovations are typically long in duration and, therefore, surrounded by a high level of technological , market, organizational and resource uncertainties. Various techniques have been developed in order to manage the uncertainties due to unpredictable future and to support managers in their strategic decision making during the innovation development process. Typically such techniques give support for decision making only in a particular phase or element of the innovation process. Systematic strategic support throughout the innovation process under high level of future uncertainty, from the first evaluation of ideas of new business opportunities through design and development stages to commercialization and launch, is usually highly insufficient or missing. This paper describes a systematic framework to support strategic decision making in innovation development that attempts to put appropriate amounts of planning resource into the process at different stages. It is constructed to make use of qualitative evaluation techniques, based on risk management methodology, early in the process when faster, less expensive methods are preferred to more accurate quantitative techniques. It is also constructed to make use of a small number of reusable process building blocks, including a simple process for approximating expert consensus without requiring face-to-face meetings of experts. It makes use of modern contingency planning techniques in order reduce wasteful investment in ideas that will eventually be discarded during the innovation process. The starting point of the paper was a large interview study about innovation management practices in major Finnish organizations. The study identified management of future uncertainty as one of the main challenges of corporate executives, which initiated the present research for the development of practical techniques to support strategic decision making at multiple critical decision points of innovation development under high level of uncertain information. The work is a joint study involving IBM Research and VTT Technical Research Centre of Finland. As a result, separately developed techniques were integrated to produce a more systematic, more comprehensive, but highly efficient innovation management framework

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KW - uncertainty management

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BT - 3rd European Conference on Management of Technology and Innovation, EuroMOT 2008

CY - Nice, FR

ER -

Paasi J, Luoma T, Strong R, Zhou R. Systematic Strategic Decision Support for Innovation Development. In 3rd European Conference on Management of Technology and Innovation, EuroMOT 2008. Nice, FR. 2008