A Proposal for a Standard With Innovation Management System

Magdalena Jurczyk – Bunkowska
stage, i.e. setting the innovation process goal. Environmental analysis is the basis for this decision. In
his case a wide spectrum of tools may be applied, starting with those enabling current needs’ analysis
within given system area, finishing with long-term analysis of competition, market or society. The first
set of tools would be used in case of innovation of current needs horizon whereas the last group of
tools would be proper for innovations related to long-term horizon of managing the enterprise.
Another finding is connected with the observation that innovative process is successful only if it
results with development of the subject that conducts it. Therefore the most important planning task is
to set the area where the innovation will have crucial and positive effect on the conducted activity.
This decision is the basis of the whole innovation process planning. Time limit within which the effect
should be achieved in order to be relevant, is the result of the previously- mentioned decision. This
also determines the expenditure, the necessity and scope of cooperation with external units.
Innovation processes characterize with a high level of uncertainty and its significant decrease during
the work progress. Conducted research led to the solution which assumes gradual decision making
process in planning. One should consider the fact that management will be more effective if the time
between decision and its execution is long enough. Therefore, the allocation of limited resources can
be better. The proposed planning model of innovation processes combines these two contradictions
by implementing three stages within which previous key planning decisions are rendered in more
details. This is how the outline of innovation process realization is achieved without constraining its
creative nature with detailed decisions.
Innovation process success is not only determined by proper goal setting but also by proper
management. Planning is the basis for completing other remaining managing functions. Therefore the
scope of decisions has to give the opportunity for proper action organization within the innovation
process, and most importantly it should guarantee necessary means. Plans should also indicate the
expected effect of the whole process which leads to motivating particular team members who can see
their work input in the final expected effect. The proposed model also enables the control and
management of innovation processes by distinguishing phases and tasks as well as indicating the
conditions of their beginning and end. The role of planning in innovation process success, as it is
mentioned in the article, is very important. The proposed planning model is currently being developed
within further work and it intends to become the necessary element of the complex innovation process
management system.
Acknowledgements
Author would like to thank the Polish government agency: National Science Centre for financial
support of this research project (Nr 4025/B/H03/2011/40).
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