Innovation management for product and process development
Cormican, Kathryn O'Sullivan, David Browne, Jim Yu, Ming Dooley, Lawrence
Cormican, Kathryn
O'Sullivan, David
Browne, Jim
Yu, Ming
Dooley, Lawrence
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http://hdl.handle.net/10379/4096
https://doi.org/10.13025/18975
https://doi.org/10.13025/18975
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Publication Date
2000
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Conference Paper
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Browne, J., Cormican, K., Dooley L., Yu, M., O'Sullivan, D. (2000) Innovation management for product and process development Proceedings of the International Conference of Information Technology in Business Beijing, China,
Abstract
Industry we are told manages change poorly. Surveys indicate that over 50% of change programmes fail to meet objectives. The reasons cited are all too familiar: poor goal definition, poor alignment of actions to goals and poor participation among employees. Innovation in industry is also managed poorly. In most companies the knowledge of employees remains untapped for solving problems, generating new ideas and implementing change. Harnessing this knowledge is a significant challenge in improving employee participation, fostering better change practice and ultimately achieving sustainable growth. In this paper some views of change and innovation management are presented that may significantly impact the efficiency of product and process development in companies.
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Attribution-NonCommercial-NoDerivs 3.0 Ireland