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ISBM Pulse: Innovation and new product development

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AIM Institute: Guessing at B2B Customer Needs

The AIM Institute studied 50 new product development teams from 20 B2B companies that had conducted B2B customer interviews. Five in six teams reported that these customer interviews impacted their product design. This means that if you don’t interview B2B customers to formulate new product objectives, your customer insight is probably lacking. Most new product development teams would develop substantially different products if they truly understood their B2B customer needs. In the report ‘Guessing at B2B Customer Needs’, the AIMS Institute discussed the method of interviewing customers.

June 8, 2020
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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: 

May 15, 2020

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.

April 7, 2020
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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.

March 26, 2020

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.

March 12, 2020
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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.

March 9, 2020
technology lines on board

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.

March 3, 2020
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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.

March 3, 2020
Metal gate

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.  

March 3, 2020
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