ISBM Pulse: Innovation and new product development

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The Hard Truth About Innovative Cultures

In this Harvard Business Review article, Gary Pisano shines a light on innovative cultures and analyzes why it is so hard to achieve an innovative organizational culture. According to Pisano, innovative cultures are paradoxical, having two sides of the coin. Innovative cultures have attractive, even ‘fun’ aspects, but are married with some tougher and less fun behaviors. Attempts to create innovative cultures will fail, unless these tensions are carefully managed: 

Winning At New Products (Robert Cooper)

Based on the webinar leader’s book by the same title, “Winning at New Products” this webinar looks at the latest thinking and best practices in new-product development. Also, we see the most up-to-date Stage-Gate system and how it works. A must for anyone wanting to improve their R&D productivity or to update their idea-to-launch methods, especially critical as we move into Digital Transformation.

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Ideation When Social Distancing

Many employees are practicing social distancing by working from home. This new environment prevents the free flow of ideas, especially those originating from informal hallway conversations and coffee breaks. The lack of ideas coming from the organization hurts innovation processes and quite frankly, the main operations and firm practice too. How can we maintain the flow of ideas at a (social) distance? This article offers advice on maintaining connection, interaction, and idea generation in virtual settings.

What Sets Growth Leaders Apart From Growth Laggards?

What distinguishes growth leaders from growth laggards? In this interview, George Day and Gregory P. Shea discuss how organically growing firms successfully attract, nurture, and retain innovation talent. The commitment to innovation is ingrained in a firm’s culture and organizational structures and processes. Innovation talent is drawn to organizations with these characteristics. 

Book: The Efficiency Paradox: What Big Data Can’t Do

One of the key promises of the internet and big data is increased efficiency: we can improve processes and routines faster than ever before. However, there is a downside. Too much efficiency can kill creativity, which hurts organization innovation and problem solving. In his book ‘The Efficiency Paradox’, Edward Tenner discusses the limits of big data while making the case for serendipity and intuition.


Corporate Board Interlocks and New Product Introductions (Srinivasan, Wuyts, and Mallapragada)

Firm’s board interlocks represent bridges to valuable market intelligence that could be used in developing incremental innovations and thus, could lead to new product developments and introductions. By analyzing new product introductions of 30 firms over the period of 1997 to 2012, Srinivasan et al. (2018) have found that the strength of the positive relationship between board interlocks and new product introductions depends on the board composition.

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Toward a theory of technology marketing: Review and suggestions for future research

The purpose of this chapter is to provide an overview of the state-of-the-art in both research and practice in the field of technology marketing. First, this chapter discusses the domain of technology marketing and why the unique characteristics of this domain create unique marketing-related problems for theory and practice. A brief summary of the state-of-the-art in managerial practice in this field is provided. Third, the chapter presents an overview of the basic approaches to research in the area of technology marketing, addressing strengths and weaknesses of each approach. A key insight arising from our overview is that the time is ripe to coalesce the body of knowledge into a cogent theory of technology marketing. Toward this end, we offer suggestions for research to refine marketing theory in this complicated and fast-moving arena.

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Key Questions on Innovation in the B2B Context

Innovation is a critical driver of the improvement in performance of customers, the growth and success of firms and the wealth of nations. Although much is known because of extensive research on innovation, several important questions on innovation still remain unanswered. This chapter identifies ten major topics in innovation, summarizes the major contributions of and issues in those topics and outlines key research questions for the future.

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The Stage-Gate® System for Product Innovation in B2B Firms

The majority of product developers have adopted a gating or stage-and-gate idea-to-launch process to screen and manage their new product projects. Increasingly, however, leading firms are reinventing their innovation processes: they are building in new methods for generating and screening ideas, streamlining their processes, creating “gates with teeth”, and making their processes leaner, more adaptable and more flexible to suit today’s rapid pace of technological change. This chapter presents a quick overview of the basic stage-gate system, and then identifies some of the new best practices and key success drivers that result in higher productivity in new product development. The result is the next generation idea-to-launch innovation process.