Decision Making Tools To Support Innovation
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Decision-making Tools to Support Innovation
Scientific thinking concerning the way in which we drive innovation has been widely developed in recent years. It is known that the process of innovation consists of a succession of decision-making processes that require simultaneous technical, economical, organizational and sustainable compromises. Indeed, all innovative activities in business require stakeholders to seek out the best compromise between various, often contradictory dimensions of the same problems. Through studying practical cases from various fields (e.g. energy, marketing and sustainable development), this book addresses all the stages of the innovation process, highlighting some of the main decisions that can be faced by organizations. Based on the historical research conducted at the ERPI Laboratory (University of Lorraine) in Nancy, France, this book presents six innovation practices: strategy, creativity, design, project management, human resources and capitalization of knowledge. These practices are then illustrated through examples of decision support methods' applications.
Decision-making Tools to Support Innovation
Scientific thinking concerning the way in which we drive innovation has been widely developed in recent years. It is known that the process of innovation consists of a succession of decision-making processes that require simultaneous technical, economical, organizational and sustainable compromises. Indeed, all innovative activities in business require stakeholders to seek out the best compromise between various, often contradictory dimensions of the same problems. Through studying practical cases from various fields (e.g. energy, marketing and sustainable development), this book addresses all the stages of the innovation process, highlighting some of the main decisions that can be faced by organizations. Based on the historical research conducted at the ERPI Laboratory (University of Lorraine) in Nancy, France, this book presents six innovation practices: strategy, creativity, design, project management, human resources and capitalization of knowledge. These practices are then illustrated through examples of decision support methods' applications.
From Idea to Innovation
The book assists in bringing together the three stakeholders of an innovation – inventor, decision maker and organization. These stakeholders have conflicting requirements and the book offers advice on how and by what methods they can communicate and the information that is expected and required in different phases of innovation. The perspectives of inventor, decision maker and organization are integrated in a business model that enables a common “language” and communication platform for the inevitably emerging tension field and that allows for asking and answering the right questions.