Читать книгу Innovation Economics, Engineering and Management Handbook 1 - Группа авторов - Страница 25

It is recognized that the different actors involved in this process have different views on opportunities and on what ideas are worth developing (Boisot and Macmillan 2004). In order to make sense of innovation processes, researchers and practitioners work to use representations of reality. These simplifications are not the same in all organizations. They depend on the culture of the organization and the knowledge and skills of the person designing the model. Depending on the knowledge of each manager, the model will focus on certain types of elements. Finance managers will focus on costs, financial risks and other key performance indicators (KPIs). Figure 26.2 emphasizes that each decision-maker has a manifesto (a theoretical representation that corresponds to their own values and worldview). These worldviews are implemented in codebooks that are functional, sectoral or hierarchical. Each activity will have a specific set of key performance indicators (KPIs), ultimately leading to a decision at the end of the process. Such an approach, originally designed for business models, can easily translate into process innovations that can rationally explain why different people within a company have radically different views on innovations and ideas.

These decisions are sometimes imposed by the market or by the internal rules of the organization, and at other times are left without clearly established limits. In all these circumstances, the objective of the decisions is to improve the position of the company, to produce innovation, and also to capture value, to appropriate it.

Figure 2.2. The meeting of viewpoints during the innovation process (source: Bollinger 2020). For a color version of this figure, see www.iste.co.uk/uzunidis/innovation1.zip