A Proposal for a Standard With Innovation Management System

Magdalena Jurczyk – Bunkowska
It can be noticed that in terms of products, these categories will be compliant with those suggested by
Orawaski R. (2010). A similar division of innovations was also proposed by G. Moore (2007).The
characteristics of separated classes of innovation projects allow to choose appropriate managing
tools for them.
3.2 Forms of planning the innovation processes
Second major finding from the conducted observations of managing the innovation processes is
linked with planning itself. It was noticed that planning takes place successively in several stages
where previous plans are being successively developed in more details. All decisions taken on a
particular stage directly result from decisions taken on the previous stage. The first and the most
general planning phase concerns the effects of an innovation process and its time limits, the next
stage applies to particular phases of an innovation process. Innovation processes possess a specific
feature that distinguishes them from other business processes, namely plans are being detailed
directly before the stage they apply to. It is because the uncertainty degree decreases with the
following stages of the innovation process (Trott, 2005). Uncertainty diminishes the most after the
realization of front-end phase. Setbacks and unpredictable surprises often arise during the innovation
process and can relate to technical, market, social, political, and other factors (Van der Ven, 2000).
The second planning phase, generally speaking, concerns defining the expected effects of a given
innovation process stage and necessary resources for its completion. The third and the last planning
phase deals with assigning tasks to the resources, it is realized up-to-date i.e. all planning decisions
directly precede actions they refer to. This is the result of the non-linear course of innovation
processes particularly characteristic in the front-end phase. Figure 3 presents the idea of suggested
approach to planning the innovation processes. Main planning tasks within every stage of planning
model are shown further in the article (table 2).
stage 1 of
innovation
process planning
detail
by
stage 2 phase
planning
detail
by
stage 3 task
planning
planning
point
uncertainty
activities
'f'
front end
goal
activities
'a'
activities
'd'
activities
'b'
activities
'c'
innovation process
development commercialization
task
'a'
task
'd'
task
'c'
task
'b'
Figure 3: Stages of gradual innovation process planning
task
'f'
task
'e'
task
'a'
task
'd'
task
'c'
task
'b'
task
'f'
task
'e'
goal: specify the
innovation success
conditions
goal
achievement
3.3 Detailed scope of innovation process planning in particular stages
The most important task of innovation process planning is setting its goal which has to be related to
the company’s development and has to contribute to the improvement of system functionality.
Involvement of resources in innovation processes has only sense when the expected effect is system
development. It may be considered from different perspectives, ex. task completion costs, process
completion time, resources involved in the process or superior goals of system functionality related to
different processes like quality assurance or sales increase. Having assumed that every innovation
process influences system development, it led to setting the company’s functionality areas where
innovative solutions can be found (Jurczyk, 2011a). This was inspired by the Theory of Constraints.
That approach refers also to the differences resulting from the categories of innovation processes
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