Hostname: page-component-586b7cd67f-t7fkt Total loading time: 0 Render date: 2024-11-26T05:22:29.376Z Has data issue: false hasContentIssue false
  • English
  • Français

MANAGING DISRUPTIVE INNOVATION BY VALUE-ORIENTED PORTFOLIO PLANNING

Part of: Design Innovation, Information and Knowledge

Published online by Cambridge University Press:  11 June 2020

S. Weinreich ,
T. Şahin ,
D. Inkermann ,
T. Huth  and
T. Vietor
S. Weinreich*
Affiliation:
Technische Universität Braunschweig, Germany
T. Şahin
Affiliation:
Technische Universität Braunschweig, Germany
D. Inkermann
Affiliation:
Technische Universität Clausthal, Germany
T. Huth
Affiliation:
Technische Universität Braunschweig, Germany
T. Vietor
Affiliation:
Technische Universität Braunschweig, Germany
*
*[email protected]

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

Innovation portfolio management (IPM) aims at selecting ideas with regard to their potential for innovation and measuring them considering customer and business value. The evaluation of benefits and risk is especially challenging for disruptive innovation (DI) due to their characteristics such as low comparability to existing technologies and uncertain customer reactions. This paper highlights the lack of approaches to managing DI in IPM and addresses it through a framework that expands the understanding of value-orientation in IPM, allowing for the inclusion of DI.

Keywords

portfolio managementinnovation managementinnovationdisruptioncustomer value
Type
Article
Information
Proceedings of the Design Society: DESIGN Conference , Volume 1 , May 2020 , pp. 1395 - 1404
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2020. Published by Cambridge University Press

References

Archer, N. and Ghasemzadeh, F. (1999), “An Integrated Framework for Project Portfolio Selection”, International Journal of Project Management, Vol. 17 No. 4, pp. 207–216. https://doi.org/10.1016/S0263-7863(98)00032-5CrossRefGoogle Scholar
Blessing, L.T. and Chakrabarti, A. (2009), DRM, a Design Research Methodology, Springer London, London. https://doi.org/10.1007/978-1-84882-587-1CrossRefGoogle Scholar
Brasil, V.C., Salerno, M.S. and Gomes, L.A.d.V. (2018), “Valuation of innovation projects with high uncertainty. Reasons behind the search for real options”, Journal of Engineering and Technology Management, Vol. 49, pp. 109–122. https://doi.org/10.1016/j.jengtecman.2018.08.001CrossRefGoogle Scholar
Chao, R.O. and Kavadias, S. (2008), “A Theoretical Framework for Managing the New Product Development Portfolio. When and How to Use Strategic Buckets”, Management Science, Vol. 54 No. 5, pp. 907–921. https://doi.org/10.1287/mnsc.1070.0828CrossRefGoogle Scholar
Christensen, C.M. (1997), The innovator's dilemma: When new technologies cause great firms to fail, The management of innovation and change series, Harvard Business School Press, Boston, Mass.Google Scholar
Christensen, C.M., Johnson, M.W. and Rigby, D.K. (2002), “Foundations for Growth: How to Identify and Build Disruptive New Businesses”, MIT Sloan Management Review, Vol. 43 No. 3, pp. 22–32.Google Scholar
Christensen, C.M., Raynor, M. and McDonald, R. (2015), “What Is Disruptive Innovation?”, Harvard Business Review, Vol. 93 No. 12, pp. 44–53.Google Scholar
Christensen, C.M. and Raynor, M.E. (2003), The innovator's solution: Creating and sustaining successful growth, Harvard Business School Press, Boston, Mass.Google Scholar
Cooper, R., Edgett, S.J. and Kleinschmidt, E.J. (2001), Portfolio Management -Fundamental to New Product Success, Perseus Publishing, Cambridge, MA.Google Scholar
Cooper, R.G., Edgett, S.J. and Kleinschmidt, E.J. (1999), “New Product Portfolio Management. Practices and Performance”, Journal of Product Innovation Management, Vol. 16 No. 4, pp. 333–351. https://doi.org/10.1111/1540-5885.1640333CrossRefGoogle Scholar
Danneels, E. (2004), “Disruptive Technology Reconsidered. A Critique and Research Agenda”, Journal of Product Innovation Management, Vol. 21 No. 4, pp. 246–258. https://doi.org/10.1111/j.0737-6782.2004.00076.xCrossRefGoogle Scholar
Deutsche Norm (2013), Multiprojektmanagement - Management von Projektportfolios, Programmen und Projekten - Teil 2: Prozesse, Prozessmodell, Vol. 03.100.40 No. 69909-02, Beuth Verlag, Berlin.Google Scholar
Estrin, J. (2015), “Kodak's First Digital Moment”, The New York Times, 12 August, available at: https://lens.blogs.nytimes.com/2015/08/12/kodaks-first-digital-moment/ (accessed 1 February 2020).Google Scholar
Eversheim, W. (2003), Innovationsmanagement für technische Produkte, Springer Berlin Heidelberg, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-55768-2CrossRefGoogle Scholar
Fitzgerald, M.E. and Ross, A.M. (2012), “Sustaining lifecycle value. Valuable changeability analysis with era simulation”, In: 2012 IEEE International Systems Conference SysCon 2012, IEEE, Vancouver, BC, Canada, pp. 1–7.Google Scholar
Flechas Chaparro, X.A., Vasconcelos Gomes, L.A.d. and Tromboni de Souza Nascimento, P. (2019), “The evolution of project portfolio selection methods. From incremental to radical innovation”, Revista de Gestão, Vol. 26 No. 3, pp. 212–236. https://doi.org/10.1108/REGE-10-2018-0096CrossRefGoogle Scholar
Govindarajan, V. and Kopalle, P.K. (2006), “The Usefulness of Measuring Disruptiveness of Innovations Ex Post in Making Ex Ante Predictions”, Journal of Product Innovation Management, Vol. 23 No. 1, pp. 12–18. https://doi.org/10.1111/j.1540-5885.2005.00176.xCrossRefGoogle Scholar
Hang, C.C., Chen, J. and Yu, D. (2011), “An assessment framework for disruptive innovation”, Foresight, Vol. 13 No. 5, pp. 4–13. https://doi.org/10.1108/14636681111170185CrossRefGoogle Scholar
Kester, L., Hultink, E.J. and Griffin, A. (2014), “An Empirical Investigation of the Antecedents and Outcomes of NPD Portfolio Success”, Journal of Product Innovation Management, Vol. 31 No. 6, pp. 1199–1213. https://doi.org/10.1111/jpim.12183CrossRefGoogle Scholar
Killen, C.P., Hunt, R.A. and Kleinschmidt, E.J. (2006), Project Portfolio Management and Enterprise Decision Making: Benchmarking Practices and Outcomes, pp. 621–630.Google Scholar
Killen, C.P., Hunt, R.A. and Kleinschmidt, E.J. (2007), “Managing the New Product Development Project Portfolio. A Review of the Literature and Empirical Evidence”, In: PICMET ‘07 - 2007 Portland International Conference on Management of Engineering & Technology, Portland, OR, USA, 5/8/2007 - 9/8/2007, IEEE, pp. 1864–1874.10.1109/PICMET.2007.4349514CrossRefGoogle Scholar
Killen, C.P., Hunt, R.A. and Kleinschmidt, E.J. (2008), “Project portfolio management for product innovation”, International Journal of Quality & Reliability Management, Vol. 25 No. 1, pp. 24–38. https://doi.org/10.1108/02656710810843559CrossRefGoogle Scholar
Martinsuo, M. and Killen, C.P. (2014), “Value Management in Project Portfolios. Identifying and Assessing Strategic Value”, Project Management Journal, Vol. 45 No. 5, pp. 56–70. https://doi.org/10.1002/pmj.21452CrossRefGoogle Scholar
Mathews, S. (2011), “Innovation Portfolio Architecture—Part 2. Attribute Selection and Valuation”, Research-Technology Management, Vol. 54 No. 5, pp. 37–46. https://doi.org/10.5437/08956308X5405005CrossRefGoogle Scholar
McDonough, E.F. and Spital, F.C. (2003), “Managing Project Portfolios”, Research-Technology Management, Vol. 46 No. 3, pp. 40–46. https://doi.org/10.1080/08956308.2003.11671565CrossRefGoogle Scholar
Mikkola, J.H. (2001), “Portfolio management of R&D projects. implications for innovation management”, Technovation, Vol. 21 No. 7, pp. 423–435. https://doi.org/10.1016/S0166-4972(00)00062-6CrossRefGoogle Scholar
Nagy, D., Schuessler, J. and Dubinsky, A. (2016), “Defining and identifying disruptive innovations”, Industrial Marketing Management, Vol. 57, pp. 119–126. https://doi.org/10.1016/j.indmarman.2015.11.017CrossRefGoogle Scholar
Rasool, F. et al. (2018), “A framework for disruptive innovation”, Foresight, Vol. 20 No. 3, pp. 252–270. https://doi.org/10.1108/FS-10-2017-0057CrossRefGoogle Scholar
Şahin, T., Inkermann, D. and Vietor, T. (2019), “Towards Consistent Value Orientation in Release Planning”, In: Proceedings of the ASME 2019, IDETC/CIE2019, Anaheim, CA, USA, August 18-21, 2019.Google Scholar
Schimpf, S. (2019), Praxisstudie Disruption, available at: http://publica.fraunhofer.de/documents/N-540819.html (accessed 12 November 2019).Google Scholar
Soban, D.S., Price, M.A. and Hollingsworth, P. (2012), “Defining a research agenda in Value Driven Design: Questions that need to be asked”, Journal of Aerospace Operations, Vol. 1 No. 4, pp. 329–342. https://doi.org/10.3233/AOP-120026.CrossRefGoogle Scholar
Söllner, C. (2016), Methode zur Planung eines zukunftsfähigen Produktportfolios, Dissertation, Universität Paderborn.Google Scholar
Tolonen, A. et al. (2015), “Product portfolio management – Targets and key performance indicators for product portfolio renewal over life cycle”, International Journal of Production Economics, Vol. 170, pp. 468–477. https://doi.org/10.1016/j.ijpe.2015.05.034CrossRefGoogle Scholar
Tushman, M.L. and O'Reilly, C.A. (1996), “Ambidextrous Organizations. Managing Evolutionary and Revolutionary Change”, California Management Review, Vol. 38 No. 4, pp. 8–29. https://doi.org/10.2307/41165852CrossRefGoogle Scholar
Woodruff, R.B. (1997), “Customer value. The next source for competitive advantage”, Journal of the Academy of Marketing Science, Vol. 25 No. 2, pp. 139–153. https://doi.org/10.1007/BF02894350CrossRefGoogle Scholar
Ye, X. and Gershenson, J.K. (2008), “Attribute-based clustering methodology for product family design”, Journal of Engineering Design, Vol. 19 No. 6, pp. 571–586. https://doi.org/10.1080/0954482080247112CrossRefGoogle Scholar