There is now widespread agreement that innovation holds the key to future economic and social prosperity in developed countries. Experts studying contemporary capitalism also agree that the battle against unemployment and relocations can only be won through innovation. But what kind of innovation is required and what is the best way to manage, steer and organize it? Grounded on experiences of innovative firms and based on recent design theories, this book argues that instead of relying on traditional R&D and project management techniques, the strategic management of innovation must be based on innovative design activities. It analyses and explains new management principles and techniques that deal with these activities, including innovation fields, lineages, C-K (Concept-Knowledge) diagrams and design spaces. The book is ideal for advanced courses in innovation management in industrial design schools, business schools, engineering schools, as well as managers looking to improve their practice.
Pascal Le Masson is Professor of Design, Innovation and Management at Mines ParisTech. He is a professor of the Chair of Design Theory and Methods for Innovation and the head of the Engineering Design and Management Curricula. His work focuses on the management of innovative design capabilities. He is working with leading companies in innovation management (such as Renault, STmicroelectronics, Dassault Systemes, Saab Aerospace, Schlumberger, Vallourec-Mannesmann and Areva), in partnerships with a number of leading universities, including Chalmers University of Technology, Aachen RWTH, Stanford University, Carnegie Mellon and Tel Aviv University. Benoit Weil is Professor of Design and Management at the Centre for Management Science (CGS) at Ecole des Mines, Paris. Armand Hatchuel is Professor of Industrial Design and Management and Deputy Director of the Centre for Management Science (CGS) at Ecole des Mines, Paris.
List of figures; List of tables; List of cases; Preface 1 Paul Rivier; Preface 2 Marc Maurer; Introduction: from R&D to RID; Part I. From Innovation to Innovative Design: 1. What do we know about innovation? Testing the economic and social sciences; 2. Management sciences and innovation: identity of objects and innovation capability; 3. The design activity and innovation capability; Part II. Design Capacities in Innovative Firms: 4. Highly innovative firms: Tefal 1974-97 - the Wizards of Rumilly; 5. A model of the innovative firm: design strategy, metabolism and growth regime; 6. Grafting the Tefal model: astonishing performance from an innovative start-up; Part III. Rebuilding Innovation Capabilities: 7. Large firms and intensive innovation: the recurring R&D crises; 8. From R&D to RID: missions and organizations of innovative design; 9. Learning from experience: expansions from the innovative windscreen at Saint-Gobain Sekurit; Part IV. Innovative Design: Tools and Organizations: 10. The methodologies of innovative design: C-K theory, innovation fields and design spaces; 11. Type 1 innovation fields: design in the search for new values - the innovative forms of user-involvement; 12. Type 2 innovation fields: design by drastic technological change and by regenerating functions; 13. Type 3 innovation fields: combining scientific research and conceptual innovation; 14. The inevitable return to rule-based design; 15. Innovative design, platforms and open innovation: the management of exploratory partnerships; Conclusion: the governance of innovative design, a third era of modern management?; Bibliographical appendix. Innovation viewed by the different disciplines: an extended survey; Postface Jacques Lacambre and Dominique Levent; Innovative design glossary; Bibliography; Index.