Читать книгу Innovation Economics, Engineering and Management Handbook 2 - Группа авторов - Страница 24

For several years, the belief that the success of an innovation lays in hiding it and keeping it well controlled within an organization has been transformed into a new way of acting that is more open and requires internal and external collaboration. Individual value is being replaced by collective value. Indeed, research conducted by the engineering community has led to the development of tools and methods to facilitate this collaboration and to support projects integrating multiple stakeholders around the same objective. As a result, research on the interoperability of objects and systems and on collaborative virtual reality and augmented reality has been widely developed to allow the management of distributed, inter-temporal and inter-organizational knowledge and skills.

This work has enabled us to move from a theoretical concept of collaboration between individuals and organizations, and open innovation, to a method equipped to manage knowledge remotely. Indeed, the technological push has undeniably accelerated the use of external partnerships, be they academic, research, or technology or technique transfer partnerships. In addition, research on collaborative platforms has multiplied, offering opportunities to include in the management of an innovative project a multi-player, multi-skilled and low-cost perspective. While this considerably increases the creative dimension, it has also created new problems of intellectual protection when the production of ideas is collective.

Similarly, research to improve the management of innovation processes has been enriched by the latest work on flexible methods. Indeed, the imperatives of permanent and continuous innovation have shown the limits of traditional project management tools and methods. If these are well adapted for product design/improvement, it is not the same when it comes to innovative projects.