Appendix: Comparison of innovation models
1 January 2014
Dr. Moria Levy
Definition: Different / Significant
Activity strategy: Segregate the staff and isolate incompatible tasks in innovation from the existing system. The program involves planned and managed experiences coupled with rapid learning.
Possible achievements: One big innovation initiative (just one at a time)
Difficulty level: complex
Key limitations: Challenges to be addressed include managing two teams with the inherent tension between them and ensuring the appropriate allocation of resources to the regular staff, essential for sustaining current operations while investing significantly in the new initiative.
Key to success: Separation of staff. Adherence to instructions.
Personnel: Primarily comprised of dedicated, new personnel specially selected for this task, including individuals recruited externally. Work is integrated with regular organizational functions, involving productive or routine tasks already established within the organization.
Activity strategy: Align it with the usual processes in the organization – repetitive, predictable, systematic, and efficient.
Possible achievements: A series of innovation initiatives like each other
Difficulty level: medium
Key limitations: Limited flexibility is a challenge. As processes become more systematic, their adaptability diminishes.
Key to success: Process excellence
Personnel: A fusion of dedicated design and planning personnel (concentrated in R&D and innovation departments) with part-time positions for implementing production personnel.
Activity strategy: Integrate seamlessly into the existing system.
Possible achievements: An extensive series of tiny innovation initiatives
Difficulty level: simple
Key limitations: Size. There is a risk of over-expectations of all employees.
Key to success: Incentivizing employees
Personnel: Primarily utilizing existing personnel within the organization to enhance business performance. Central methodological team; driving force; manages and synchronizes.