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Benchmarking Innovationscontrolling

abstract When talking about innovation controlling all sample companies refer to supporting tools and approaches that structure and formalize the innovation process. However, R&D is a social sys-tem where organizational and behavioral variables interact and a climate of active participation and minimal dysfunctional conflict has to be facilitated. This requires carefully developed in-novation control systems, skills in leadership, administration, organization and technical ex-pertise and the ability to involve top management, to ensure organizational visibility, resource availability and overall support for innovative activities. At the kick-off meeting company-specific questions put forward by the consortium members were individually recorded, sorted and prioritized. The prioritization was performed on the basis of the criterion “important for our organization”. The selected clusters can be summarized in three major areas of importance in innovation controlling: areas of management, areas of interest and contingency factors. Within this three areas seven clusters were identified which seem to be crucial for success in innovation controlling. These clusters are
 innovation strategy,
 open innovation activities,
 radical innovation support,
 innovation culture and building up of dynamic capabilities,
 balance between efficiency and effectiveness,
 organisational structure of R&D and
 instruments used.
All clusters should be analysed under the perspective of industry clockspeed to enable a more detailed comparison within a group with the same product and innovation lifecycle and proc-ess change.
   
keywords
   
partner ABB (Schweiz) AG, BASF AG, BT (British Telecom.), Schlumberger Ltd., Henkel KGaA, Rieter Management AG, Swisscom AG, Telekom Austria AG
type applied research project
status completed
start of project 2006
end of project 2007
additional informations
topics s.o.
methods Database research and ratings published in the pertinent literature sereved to identify a possi-ble sample, 384 potential benchmarking partners (55% from Europe) were identified and con-tacted. 228 of these agreed to filling out the questionnaire. 63 questionnaires were valid and returned in the proposed timeframe of four weeks, representing a rate of app. 28%.
contact Ellen Enkel