ÖRGÜT KURAMI VE TASARIMI

Process innovation refers to a company’s effort to refine and improve its current processes.

There are four categories of innovation: routine (incremental), radical, disruptive, and architectural innovations.

The majority of product innovations are incremental ones, such as adding an extra blade with each new version of the razor, putting a new and faster chip into the PC, and redesigning an automobile model.

Disruptive innovation requires a new business model but not necessarily a technological breakthrough. For that reason, it also challenges or disrupts, the business models of other companies.

Architectural innovation integrates new business models with new products that are based on new technical knowledge.

Innovation in organization methods for external relationships involves the implementation of new ways of organizing relationships with other firms or public institutions, such as collaboration with public organizations, methods for integration with suppliers, or outsourcing.

Innovators bring forth insights through questioning, constantly challenging the status quo with “why” and “why not” questions to turn things upside-down.

The more different the idea, the more autonomy the project team will require.

Exploration is about invention.

Managers sense a need for change through the appearance of a performance gap—a disparity between existing and desired performance levels. This is about assessing the need for change which is the first step in change management.

Process innovation is a company’s effort to refine and improve its current processes.

Routine (incremental) innovation is based on having the existing business model, exploiting the existing knowledge base and small improvements of existing products. The majority of product innovations are incremental ones, such as adding an extra blade with each new version of the razor, putting a new and faster chip into the PC, and redesigning an automobile model, since it is easier and less risky than radical innovation.

Routine (incremental) innovation is based on having the existing business model, exploiting the existing knowledge base and small improvements of existing products. The majority of product innovations are incremental ones, such as adding an extra blade with each new version of the razor, putting a new and faster chip into the PC, and redesigning an automobile model, since it is easier and less risky than radical innovation.

Routine (incremental) innovation is based on having the existing business model, exploiting the existing knowledge base and small improvements of existing products. The majority of product innovations are incremental ones, such as adding an extra blade with each new version of the razor, putting a new and faster chip into the PC, and redesigning an automobile model, since it is easier and less risky than radical innovation.

Disruptive innovation requires a new business model but not necessarily a technological breakthrough.

Radical innovation is based on existent business model and exploring novel technology, and development of new and different products such as biotechnology for pharmaceutical companies, jet engines for airplane manufacturers, and fiber-optic cable for telecommunication companies.

Architectural innovation integrates new business models with new products that are based on new technical knowledge.

Disruptive innovation requires a new business model but not necessarily a technological breakthrough. For that reason, it also challenges or disrupts, the business models of other companies. For example, ride-hailing companies, streaming media companies, and web-based book retailers are disrupting taxis, television networks, and book retailers at physical locations, respectively.

Disruptive-Architectural innovations require a new business model.

Routine-Radical innovations leverage the existing business model.