A Proposal for a Standard With Innovation Management System

Magdalena Jurczyk – Bunkowska
described in chapter 3.1. It is worthy of note, that various authors underline the differences in search
need and search strategies in relation to continuous and incremental innovation versus discontinuous
and radical innovation (Laursen, 2006), (Boer, 2003).
Another major finding from the observations is that enterprises are planning innovation in a formal and
informal way. It is not highly related to the size of the company or its organizational culture, in the
contrary to primal theories. The degree of planning formalization should rather be linked with the
category of innovation process and scope of the planning task, as presented in table 2. The table is
the result of the detailed questions from the interviews and shows planning stages where planning
area decisions are taken. To some extent the scope of the innovation process planning is consistent
with the procedures which are typical for all other tasks in enterprise. The underline font indicates a
partial adjustment to the area of the diagram (table 2). For example, when the company indicated that
plans only a few tasks formally. Crossing out font indicates that the company does not take planning
decisions in such an area.
Table 2: Scope of formal and informal innovation process planning in the researched companies
Planned
Formal planning Informal planning Stage of
issues Innovation Innovation of Innovation Innovation Innovation of Innovation planning
of current potential of new of current potential of new
needs development business needs development business
horizon horizon creation horizon horizon creation
horizon
horizon
Goal of the A, C, D, A, B, C, D, A, B, C, B, F, G, G stage 1
process E, G E, F, H, I D, E, F,
G, H, I
H, I
Time frame A, A, B, D, E, A, B, C, B, C, D, C, G stage 1,
F, H, I D, E, F, E, F, G,
stage 2
G, H, I H, I
Scope of H B, D, E, H A, B, C, A, B, C, A, C, F, G, I stage 2
environment
D, E, F, D, E, F,
scanning
G, H, I G, I
Core team A, B, D, A, B, C, D, A, B, C, C, I stage 2
members E, F, G, H E, F, G, H, I D, E, F,
G, H, I
Budget D, E, A, B, C, D, A, B, C, A, F, G, G, I stage 1,
E, F, H D, E, F,
G, H, I
H, I
stage 2
Report of B, D A, B, D, E, H A, B, C, A, C, E, F, C, F, G, I F, I stage 2
results
D, E, G, G, H, I
(structure,
method)
H,
Fail signals D, H A, B, C, D, A, B, C, A, B, C, F, G, I stage 3
communication
E, H D, E, F,
G, H, I
E, F, G, I
Criteria for D, H E, F, H A, B, C, A, B, C, G, I stage 2,
assessing
D, E, F, E, F, G, I
stage 3
ideas
G, H, I
Key activities A, B, D, E, A, B, C, G, H, I C, F, G, I stage 2
H, D, E, F,
G, H, I
IN/OUT A, D, D, A, C, D, B, C, E, F, A, B, C, E, B, E, F, stage 2
information of
process
phases
H, G, H, I F, G, H, I G, I
Risk
D, A, C, D, A, B, C, A, B, C, E, B, E, F, stage 2
management
H, I D, E, F,
G, H, I
F, G, H, I G,
Key decisions
A, D A, B, D, A, B, C, B, C, E, F, C, G, I stage 2
(moment &
E, F, H D, E, F, G, H, I
needed
information)
G, H, I
Level of
D A, D, A, B, C, A, B, C, E, B, C, E, F, stage 2
decisions
D, E, F,
G, H, I
F, G, H, I G, H, I
354