Abstract
As we described earlier, the SROM cycle can be used to shape the customer needs and to exploit the innovation butterflies, thus setting the scene for successful maneuver-driven competition. In the last chapter, we described how modularizing capability risk across the innovation portfolio enables a faster tempo for the SROM cycle, which increases the chances that an innovation firm can shape the innovation system to its own benefit. We now describe how common processes and tools, such as talent management, workforce planning, shared business processes, and information management systems can also help accomplish these ambitions. We also note that implementing such “processes” can turn out to be a double-edged sword—some view this to be a straightjacket that crimps the creative process.
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Notes
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The evolution of processes and staffing in innovation settings cannot studied without explicit attention to knowledge creation and management issues. We have elected not to address these issues explicitly for brevity. For formal studies in this domain, see:
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•Review Begins After Big Dig Tunnel Collapse. CNN.com. 2006-07-12. http://edition.cnn.com/2006/US/07/12/bigdigdeath.ap/index.html. Accessed 25 Jul 25.
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- 13.
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Anderson, E.G., Joglekar, N.R. (2012). Plug-and-Play Capabilities. In: The Innovation Butterfly. Understanding Complex Systems. Springer, New York, NY. https://doi.org/10.1007/978-1-4614-3131-2_7
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