A Proposal for a Standard With Innovation Management System

Mohammed AlSudairi and TGK Vasista
Globally, the environmental requirements are also undergoing a phenomenal change. Improved
interoperability, ease of use, functional re-usability and on-demand computing are some of the newlyintroduced
features (Mohan 2003).
7.2.2 Context
Decision making under the influences of environment requires understanding of the current economic
situation of an entity/nation, its competitors, its suppliers and the type of its targeted customers. The
act of decision making happens, consciously or unconsciously, on the perception of the
circumstances surrounding the particular choice to be made, the goal to be pursued, the alternatives
that are at our disposal, the information that is available and the incentives that are linked with the
targets. Authors of this paper call this situation as CONTEXT (Neuberger 1971). Innovation can be
studied in various contexts. Therefore, a wide range of approaches exists to conceptualize and define
innovation and the ecosystem in which it operates.
7.2.3 Dimensions
There is no generally acceptable theory of motivation. We can only understand it as a range of
motivational variables like income, hunger, thirst, the desire for natural or social security etc.,.
Consequently, there are two important objectives to be achieved:
� Adopt a system to provide the participants with not only material benefits but also satisfiying their
ego and sense of self-respect.
� Remold the value structure of the participants in such a way as to replace the low-value selfish
motives, particularly with respect to material benefits (as per Mao Tse-tung’s value system).
Authors of this paper call the individual entity level perceptions of these motivations as
dimensions. Dimensions include the grouping of the factors as mentioned in the Factors section.
People, Places and Time are three generic dimensions.
7.3 Projects and portfolio management plug-in
Projects offer an enormous opportunity for achieving competitive advantage and respect for a
corporation. An appropriate customer with an appropriate project along with managing risks and
uncertainties as challenges and barriers is more appropriate to our theoretical framework and to
customer/user Wheelwright and Clark (1992) ’s project model.
Many of today’s problems are in search of rapidly-developed, innovative solutions. Taking calculated
risk, low concurrent engineering practices to accelerate cycle times, focusing the core business area,
looking for reusable solution patterns, proactive management with small agile teams etc. are found
some of the important critical success factors for Rapid Innovative Solutions (Lane, Boehm, Bolas,
Madni, and Turner, 2010).
7.4 Enterprise architecture (enterprise middleware)
According to Gartner business value model, the business value lies in focusing the customer-oriented
and technologically sophisticated business strategy. This business value can be derived from the
synergic combination of three complimentary disciplines: (1) Enterprise Strategy and Planning (2)
Enterprise Portfolio Management and (3) Enterprise Architecture (Buchanan; Gartner).
The strategic business value lies in developing standard interfaces and business componentization.
So, the correct design of architecture approach would be to adopt an open, unified architecture with
standards-based protocols that doesn’t rely on technology lock-in; single standard set of APIs for
interface to multiple carrier networks; single gateway for accessing multiple capabilities. A service
provider having partnership with application providers, horizontal services providers and system
integrators would produce a total solution (Sprint 2004). Carlson’s Diversification Operating Model
(Ross 2007) and Dynamic Architecture Model Aligning to Innovation Development in Governance
(Wager et al. 2005) can be potential source of references
Use of Enterprise Service Bus as a standards-based integration platform combines messaging, web
services, data transformation and intelligent routing (Chappell 2004). Dynamic adaptation (Wager et
al. 2005) can be enabled in ESB-based service infrastructures to support self-adaptation in SOA
(Gonzalez and Ruggia 2010). A prerequisite for employing the ESB to integrate applications and
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