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Innovation and excellence
Management methods for innovation transformation
Evaluating innovation ideas
Regardless of the form of brainstorming (in person, online or offline) and the number of ideas generated, proposals must be evaluated if only to ensure that those participating in the brainstorming receive feedback from management on how their ideas fit into the company's strategy, and on the other hand, due to limited resources and capacities, it is only advisable to pursue a limited number of experimental innovation projects. Based on our experience gained during the introduction of the FORTH method,1 a single company department or small and medium-sized enterprise can usually pilot 3-5 innovation projects at the same time.
Different types of innovation ideas need to be evaluated in different ways. From this point of view, it is important to distinguish between incremental development proposals that improve everyday work or work / production processes and more radical ideas that could represent new sources of revenue for the business.
Distinguishing between different types of ideas helps to define the evaluation criteria. For example, if various incremental improvement ideas need to be evaluated, it is worth choosing criteria that can be used to judge how well each idea fits with current company priorities, how much business potential it has, and how much effort and resources are required to implement it. This method is called impact-effort evaluation. The impact-effort matrix can be used to identify ideas that appear to be easier to implement and at the same time have an immediate impact on the organisation. This method is suitable for identifying ideas that require the least effort to implement but have the most favourable impact on your business. The x-axis of this prioritisation model shows the amount of effort required to implement the idea, while the y-axis shows the perceived impact.
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Figure 20. Impact-input matrix
Source: own compilation.
Figure 20 above shows the criteria for prioritising different types of projects and tasks. The less effort required to implement an action and the greater its impact, the sooner it is worth starting implementation. This simple matrix can help you set priorities and provide a framework for making informed decisions. However, ideas must still be treated individually, bearing in mind that not all ideas can be ranked using the same model. It is worth investing a little time and energy to ensure that the company embarks on truly useful and desirable developments and does not pursue every idea that comes up.
| 1 | The FORTH method developed by innovation management expert Gijs van Wulfen is actually an acronym that refers to the different stages of the innovation process, or journey: Full steam ahead; Observe and learn; Raise ideas; Test ideas; and Home coming. A detailed description of the method can be found in Gijs van Wulfen's book, The Innovation Expedition. A Visual Toolkit to Start Innovation. (2013) BIS Publishers. |
Tartalomjegyzék
- Innovation and excellence
- Copyright Page
- Foreword
- Introduction
- Part I. Fundamentals of Business Economics
- Chapter 1: Excellence and success
- Chapter 2. Success factors for corporate innovation
- Chapter 3. Sources of innovation – users as innovators?
- Scientific research
- Needs and customer demands
- Users as innovators
- The user-dominated innovation process
- Open innovation – multi-actor innovation
- The role of users and customers in industry
- The absorption capacity model
- Types of user knowledge
- Identifying and involving leading users in the innovation process
- Scientific research
- Part II. Empirical research results: case studies
- Chapter 4. Possible innovation models for businesses open to change
- 1. MELECS: the innovative electronic component manufacturer
- The global development of the Melecs Group
- Clear mission and strategic goals
- Meeting customer needs and creating value
- Achieving corporate goals through innovation
- Possibility of an independent research and development department
- Management trust and encouragement
- Supportive management methods
- Encouraging user innovation
- Developer workshops
- The global development of the Melecs Group
- 2. A perfectly developed idea management system at AUDI HUNGARIA
- The importance of user innovations
- "Top innovators"
- The idea management process
- The impact of idea management on organisational culture
- Reward system
- Arousing curiosity in an ergonomic environment
- The role of customer interactions
- Support for adapting to uncertain situations
- Empowerment, encouraging proactivity
- Awards and recognitions
- Encouraging ideas and innovations
- Outlook: Audi Denkwerkstatt – Berlin
- Concept
- Process and topics
- Startup vs. silo mentality
- Challenges and strengths
- The importance of user innovations
- 3. "Invented for life" – Bosch's activities to encourage innovation
- Global automotive patents from Budapest
- Developing Bosch's innovation ecosystem
- Rules of the Budapest Development Centre's innovation program
- Application of management practices that encourage innovative behaviour
- Lessons from innovation management
- Possibilities for adapting good practices from large companies
- Corporate practices that encourage innovation
- Bosch's "grow platform", an international incubation programme
- Bosch Innovation Framework
- Bosch Startup Harbour / Berlin
- Global automotive patents from Budapest
- 4. On the way to an ambidextrous organisation – MouldTech Systems
- Introduction to MouldTech Systems Kft.
- Innovation strategy direction: independent product development and manufacturing
- The need for diversification
- Talent management and providing an inspiring environment
- The role and method of communication in talent management
- Conditions for product scalability
- Management methods for a "pack" of developers
- Introduction to MouldTech Systems Kft.
- 1. MELECS: the innovative electronic component manufacturer
- Chapter 4. Possible innovation models for businesses open to change
- Part III. Practical methods for introducing and developing corporate exploration processes
- Chapter 5. From traditional business to innovative organisation
- Exploitation and exploration
- Unattainable goals and contradictions
- The role of organisational culture in the success of innovation activities
- What can we learn from other companies?
- Innovation transformation model based on organisational and individual competencies
- Components of the maturity model of ambidextrous organisations
- Exploitation and exploration
- Chapter 6. Developing an innovation strategy – the need for change
- Chapter 7. Practices of ambitious leaders: management tools for innovation transformation initiatives
- Map of the current product and service portfolio
- Building an exploratory innovation project portfolio
- Management tasks related to exploratory projects
- Internal entrepreneurial ("corporate venturing") programmes
- Internal ventures, the process of developing a corporate venturing strategy
- Success factors for internal entrepreneurial programmes
- Considerations and possible steps for establishing organisational units to support internal ventures
- Map of the current product and service portfolio
- Chapter 8. Initial steps towards a more innovative organisation
- Chapter 5. From traditional business to innovative organisation
- References
Kiadó: Akadémiai Kiadó
Online megjelenés éve: 2026
ISBN: 978 963 664 182 5
The aim of the book "Innovation and Excellence" is to inspire and encourage company leaders, managers, and experts to initiate and implement innovation transformations with the help of professional literature and corporate case studies. Another important goal is to help develop the innovation capabilities of small and medium-sized enterprises in particular by sharing simple, proven management methods that can be tested in practice. The first part of the volume reviews the factors of corporate excellence and success, then highlights the possible sources of innovation, with a focus on the role of users and employees. The empirical section presents a detailed description of the supportive role of the workplace environment and creative working conditions based on corporate case studies (AUDI, BOSCH, MELECS). The volume concludes with a description of selected tested practical methods and management techniques that readers can try out in their own businesses.
Hivatkozás: https://mersz.hu/dory-innovation-and-excellence//
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