Nowadays, the management of innovation and research and development is not supported by organisations as it should be. It is essential to manage one of the decisive pillars of the company success. Projects in innovation and research and development are not programmable such as budgets, investments, recruitments… BUT, this issue can be solved by the emergence of an innovative spirit among employees.
Managerial practices, coupled with innovation, can be used by innovative companies. Organisations must define modes of governance adapted to their objectives, in order to highlight the potential of their researchers. Indeed, the training of their skilled researchers constitutes a true leitmotiv of these companies.
For novice companies in innovation of management, serious games exist such as the game “innovation makers” developed recently by the publisher Daesign to infuse the spirit and methods of innovation to its teams. Five companies, all renowned for innovation, collaborated in this development: Alstom, Natixis, PwC, BPCE and BNP Paribas.
These type of games encourage the stimulus and the favourable creation of innovation that can improve the performance of the company. During a design planning session, players are asked to analyse different situations on three levels:
• The strategy, by refining and sharing their vision;
• The operational management, to guide their team in adventure;
• The interaction with their environment, other teams, customers and partners.
Innovation management not only creates an efficient and fluid innovation culture at all levels, but also creates innovative products that quickly reach the market.
Moreover, some companies have gone so far in making the emergence of their innovative projects among their product users. Examples include the concept of living labs, as Bombardier Transport introduced it. Bombardier had created an online innovation community by launching a global web-based competition for innovative interior design for trains. This process appealed to the creativity of the travellers to express their vision of tomorrow via trains interiors.
Research and development requires a value management that allows open and two-way collaboration in order to develop operational responsiveness. Managing the qualitative development of human performance and careers is one of the elements that guarantees the emergence of the innovation spirit.
Jihane, Consultant, Leyton France