Technologie-Entwicklungsgruppe TEG

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  • Publication
    Innovation statt Stagnation
    (Fraunhofer TEG, 2006)
    Kohn, S.
    ;
    Wischmann, W.
    Der vorliegende Bericht fasst die Studie "Innovation statt Stagnation" zusammen, die von der Stuttgarter Fraunhofer-Technologie-Entwicklungsgruppe (TEG) durchgeführt wird. Seit 2004 wird im Rahmen dieser Studie der InKA (Innovations- und Kreativitätsaward) vergeben. Die Studie untersucht die Erfolgsfaktoren in den frühen Phasen des Innovationsprozesses. Im ersten Teil dieses Berichts werden die Erfolgsfaktoren und darauf wirkende Einflussgrößen besprochen, wobei zu jedem Punkt die Fragestellung der Erhebung grob skizziert wird. Kurze Ausführungen über die Methodik der Befragung und der Auswertung, sowie Angaben zu den Teilnehmern schließen sich an. Im zweiten Teil werden die Ergebnisse detailliert vorgestellt. Daraus wurden Handlungsanweisungen für die Praxis abgeleitet, die von jedem Unternehmen sofort nutzbringend angewendet werden können.
  • Publication
    The role of process formalisation in the early phases of the innovation process
    ( 2005)
    Hüsig, S.
    ;
    Kohn, S.
    ;
    Poskela, J.
    This paper presents the results of an empirical study examining the role of process formalization in the early phases of the innovation process - the so-called fuzzy front-end (FFE). First the pros and cons as well as the possible elements of a standardized front-end process will be discussed. Second success measures for the front-end will be developed as well as the hypothetical relation between front-end process and success. This conceptual model has been tested in an empirical study which supports the hypothesis that a clearly structured process promotes front-end success.
  • Publication
    Aufgabengerechte Kundeneinbindung
    ( 2005)
    Kohn, S.
    ;
    Niethammer, R.M.
    Bei der Entwicklung von Innovationen gilt Kundenorientierung als Erfolgsfaktor. Viele Unternehmen stellen sich daher stark die Frage, wie stark, unter welchen Bedingungen und in welchen Phasen des Innovationsprozesses Kunden in die Produktneuentwicklung einbezogen werden sollen. Untersuchungen zeigen, dass Kundeneinbindung nicht in jedem Fall zweckmäßig ist.
  • Publication
    Aufgabengerechte Kundeneinbindung
    ( 2004)
    Kohn, S.
    ;
    Niethammer, R.M.
    Bei der Entwicklung von Innovationen gilt Kundenorientierung als Erfolgsfaktor. Viele Unternehmen stellen sich daher stark die Frage, wie stark, unter welchen Bedingungen und in welchen Phasen des Innovationsprozesses Kunden in die Produktneuentwicklung einbezogen werden sollen. Untersuchungen zeigen, dass Kundeneinbindung nicht in jedem Fall zweckmäßig ist.
  • Publication
    Process models for managing front-end - case studies from finnsih industry
    ( 2004)
    Poskela, J.
    ;
    Nordlund, H.
    ;
    Perttula, M.
    ;
    Kohn, S.
    ;
    Berg, P.
    We are living an era of rapid change. New emerging technologies, shortening product life cycles, more demanding customers, and increasing global competition force companies to be more innovative in order to maintain their competitive advantage and to provide prosperity to their owners. In order to successfully cope with increased market dynamic and pace of change companies need to develop effective and efficient innovation processes that ensure continous stream of new products. According to recent studies, the front-end (FE) phase of the innovation process represents the most critical and challenging phase of the whole innovation process, and simultaneously the greatest opportunity to improve organizations´ overall innovation capability. Despite the criticalness of this phase there has been relatively little research on its best practices so far. The purpose of this article is to contribute new theory and empirical insight by examining managerial FE practices and processes in Finnish companies. The article reviews current FE practices and processes, analyzes findings against theoretical frameworks and provides explanations for current situation. Five Finnish companies representing different industrial sectors are selected for more detailed investigation. The research findings are based on case studies including process descriptions, project documentations and semi-structured interviews of responsible persons leading innovation activities in these companies.
  • Publication
    Software support in the innovation process: Utilisation of innovation-software in German small and medium-sized enterprises
    ( 2004)
    Kohn, S.
    ;
    Hüsig, S.
    ;
    Steudle, M.
    This paper deals with the employment of software in the innovation process. Based on an explorative market-study of existing software tools developed to specifically support activities and methods in the innovation process, we found out that a large variety of these software products is available. In sum 63 different products have been found and analyzed. Given this breadth of supply, our further research addresses the question, to what extent these products are used in practice in Germany. Core outcome of the investigation is the finding, that software products are rarely used for the support of the innovation process in small and medium-sized enterprises. Based on this result, which stands in a certain contrast to the broad market offer, first explanations can be provided.
  • Publication
    Management and organization of the early phases of the new product development process - an empirical cross-country comparison
    ( 2004)
    Bartnik, R.
    ;
    Kohn, S.
    How can the early phase of innovation processes be efficiently structured? Are there internationally valid best practice solutions to this problem? Coordination and incentive structures in innovation projects of 79 major companies in Japan and Germany are compared to address these questions. The results show strong functional specialization, decentralized incentives and lower concept respronsibility for the German companies, contrasted by over-functional areas of expertise and centralization of decision rights regarding incentives and concept change on the project manager on the Japanese companies. These organizational differences can be coherently explained by transaction cost analysis show that influential project managers and the use of codetermination are the strongest characteristics for the Japanese, and the use of consultation for the German group. Additionally, early determination of areas of expertise within teams and a high degree of co-determination seem to yield a significantly higher success rate regardless of national background.
  • Publication
    Success factors of innovation networks - a case study of the German "insti" network - delivering innovation services to SMEs
    ( 2003)
    Levermann, A.
    ;
    Paoletti, F.
    ;
    Kohn, S.
    Improvement of the innovation infrastructure for SMEs is one of the main political and economical targets in many countries today. A prominent role is played by innovation networks of various kinds and structures and it is important to understand the crucial success factors of such a network in order to improve existing clusters or to set up new, more efficient systems. In this paper we present our research based on an case study approach on the largest German innovation network "insti". The network consists of more than 30 partners providing services for mainly SME for over 6 years and covers all aspects of innovation management. Data from about 250 projects and a customer satisfaction survey have been analysed and show main demands and objectives from SMEs as well as their preferred way of co-operation with external partners. On the other hands, important aspects in delivering high class customer-oriented services are derived from data and are interpreted, like securing quick response, high quality, real partnering and still an "all-from-one-hand" project for the customer. Further identified success factors in order for an network to work properly include the motivation to co-operate and to exchange know-how as well as common objectives and a reliable and equal quality of service. Since "insti" is a very successful network, it can be an example for others. This paper will help innovation service networks to set themselves up or improve themselves towards a more successful, customer-oriented alliance by having a better understanding of the crucial factors in collaborations with SMEs.