Lean Innovation

How do firms radically innovate with limited resources in high‐turbulent environments? We examine this question via in‐depth comparative case studies of ten start‐up firms in diverse high‐turbulent markets. Evidence shows that the perceived value of resources depends on two contextual factors: market type and business model type. More interestingly, firms that see resource limitation as an enabler rather than an inhibitor seem to have a distinct capability that we call lean innovation capability. It is defined as a distinct capability that reflects a firm's ability to experiment with ideas that meet core customer needs by constantly iterating the initial offering with the purpose of validating the learning through continuous market feedback to achieve sustainable performance. The three main qualities of these companies are (1) adopting abductive reasoning, (2) embracing a validity‐driven approach, and (3) operating in the overlapping spaces of fundamental customer needs, business viability and technological feasibility. Lean firms adopt design‐thinking methodology and act like bricoleurs, such as make‐do by applying combinations of the available resources through rapid prototyping to new problems and opportunities in an experimental way. Briefly, lean innovation capability enables firms to manage limited resources by reconfiguring and reallocating existing resources, and, thereby, helps empower resource‐limited radical innovation.

Part I Understanding the Background -- Introduction -- Chapter 1 The Potential of Lean Innovation -- Part II Understanding the Fundamentals -- Chapter 2 Understanding Innovation -- Chapter 3 Understanding Lean Innovation -- Part III Achieving Success with Lean Innovation -- Chapter 4 Releasing the Potential for Innovation -- Chapter 5 Active and Visible Management -- Chapter 6 Realizing Your Strategy through Portfolio Management -- Chapter 7 Projects Create Customer Value - Chapter 8 The Role of Project Support in Innovation -- Part IV Starting the Development Process -- Chapter 9 Fast from Knowledge to Value -- Postscript Fueled by a Dream.

The implementation of lean thinking in innovation management has not been executed systematically yet. For instance high uncertainties of processes or limited possibilities for automation in research and development (R&D) indicate special requirements for the implementation of lean thinking. A competitive R&D requires a holistic rethinking for the implementation of lean thinking. The lean innovation system represents the systematic interpretation of lean thinking principles regarding to product or process innovation and development. One core element of lean innovation is the value system which is the basis for the value stream design in innovation and development projects. The value system defines, structures and prioritises 'values' adaptively for one specific innovation project. The values are defined by all relevant stakeholders in the innovation and development process, like external and internal customers, considering company's strategy and culture. It represents the basis for a consequent value oriented alignment of project and processes in R&D. This paper introduces lean innovation and the core findings of the recent survey 'lean innovation' of the Laboratory for Machine Tools and Production Engineering WZL at RWTH Aachen University. In a next step the paper focuses on the value system, describes its elements and shows how to use and benefit from the value system towards a powerful lean innovation.

The implementation of lean thinking in innovation management has not been executed systematically yet. For instance, high uncertainties of processes or limited possibilities for automation in research and development (R&D) indicate special requirements for the implementation of lean thinking. A competitive R&D requires a holistic rethinking for the implementation of lean thinking.The lean innovation system represents the systematic interpretation of lean thinking principles with reference to product or process innovation and development. One core element of lean innovation is the value system, which is the basis for the value stream design in innovation and development projects. The value system defines, structures and prioritizes "values" adaptively for one specific innovation project. The values are defined by all relevant stakeholders in the innovation and development process, like external and internal customers, considering an organization's strategy and culture. It represents the basis for a consequent value-oriented alignment of project and processes in R&D.This paper introduces lean innovation and the core findings of the recent survey "Lean innovation" of the Laboratory for Machine Tools and Production Engineering WZL at RWTH Aachen University. Subsequently, the paper focuses on the value system, describes its elements, and shows how to use and benefit from the value system toward a powerful lean innovation.

It's no doubt that industry 4.0 takes a big part in our daily lives. Mobile phones, touch pad, flipped classrooms can be important examples of how we use the digital life. However, in the near future not only the knowledge and digital life but also robots behaving like a human will cover a huge time. Since, people start to get in collaboration with industry 4.0. In other words, this means that industry 5.0 is coming. Within this fact, keeping innovation in a lean form gets more importance. Complex projects make the innovation be far and far away. Thus, lean approach in innovation management makes the applications of industry 5.0 be smooth. Value management is a good solution as a method in this approach. In this paper, r&d projects’ processes in industry 5.0. platform are taken into account with lean innovation approach. Therefore, the sub-processes, which do not carry value into the product, are eliminated. Simplicity is based in the lean innovation logic. Hence, every step should be thought as a bridge whether gaining value or not.

This conceptual paper focuses on the need for knowledge in leadership, organization and innovative thinking that exist in primary production throughout the value chain from the farm to the final consumer. There are also needs in terms of improving and developing the entire value chain from the farm to the final consumer. Self-leadership and lean innovation is in this paper proposed to enhance the possibilities for business model innovation in the food production. The aims of the paper are two folded; Firstly, the aim is to present a framework containing self-leadership and lean innovation and how these theoretical approaches can facilitate and shape business model innovation in the agricultural sector. Secondly, the aim is to show a way of working with this problem area in order to meet these needs in the agricultural sector. A framework for business model innovation is presented as well as an interactive research design addressing the problem area in terms of action research in which learning networks is an important concept. The paper concludes with suggestions for future research challenges.

This paper considers the role of lean product development (LPD) as part of a company's overall innovation strategy. Our discussion contends that the value-concept in LPD is too strongly tied to product features, and that this may lead to: (i) overemphasis on utilitarian value, (ii) preference for reliability over validity, and (iii) a defensive approach to market-trends. These factors can compromise the philosophy's ability to maximize customer value, and represent a challenge in making LPD fit beyond incremental innovation in the technological domain. Lean innovation (LI) is therefore introduced as an extension of LPD, building on a value concept that embraces emotional as well as utilitarian characteristics. It is suggested that lean principles should not be limited to product development, but should concern all aspects of a company's innovation efforts relevant to offering a pleasurable customer experience.

This research focuses on customer-oriented lean innovation and introduces the innovation empathy framework that has been developed for the early phases of innovation processes. The framework is based on the idea that increased empathy towards customers helps innovators gain a better understanding of customers' problems and needs, and increases the possibilities to generate more value to the customers. The analysis of the test use of the framework with business managers illustrates how empathising, i.e., putting oneself in the role of the customer, can be rehearsed through empathising exercises and, more importantly, through empathetic facilitation.

Preparing the Organization for Innovation The Need for Innovation Innovation at CVS Pharmacy: Reimagining the Prescription Fulfillment Process Notes What's Lean Got to Do with It? Three Steps to a Lean Culture Shift Step 1: Watch and See Step 2: Think and Learn Step 3: Get Our Hands Dirty A Lean Opportunity: Research in Motion and Blackberry Product Complexity Cirque du Soleil and Lean Innovation Notes Driving Innovation The Innovation Framework Cool Ideas: Saunders Farms Cool Ideas: Noble Crop Science and Innovation Note Innovation Culture DN101 Lighting Program and Innovation Culture: Applying the Innovation Framework Innovation Culture Generating Ideas Refining Ideas Spreading Ideas Adoption Notes Generating Ideas Create an i-space Storyboarding Breaking Paradigms Cool Ideas: Tim Horton's Tim Card Cool Ideas: Walshy Stick Repair Notes Refining Ideas Lean Evaluation The Sounding Board The Devil's Advocate Idea Failure Motorola Iridium Satellite Phone System Notes Spreading the Ideas for Adoption Launch Well Know Your Customer Commit the Right Organization Effective Launch: Crocs Notes Embedding Innovation for Long-Term Growth Back to Culture BC's Innovation Calisthenics Shake Up Your Routine Take a New Route Home Turn Off Your E-mail Electric Cars and Disruptive Innovation Notes Appendix 1: Fearless Predictions and Things to Create or Kill Home Phones and Land Lines Will Disappear by 2020 The Number of Wristwatch Manufacturers Will Drop by 50% Meter Maids/Traffic Ticket Police/Parking Attendants Will Not Be Necessary Desktop Computers Will Disappear by 2017 Plastic Bottle Use Will Decline 75% and Take Paper Cups with It by 2018 "Occupy" Movement Becomes a Tax Revolt by 2016 A Rehumanization of Communication by 2015 Ten Things to Create or Kill Create: No-Brainer Food Labels We Can All Read Kill: Cyberbullying Create: "Express" Departments in Grocery Stores Kill: The Facebook "Like-Me" Marketing Create: A Better Password System Create: Smarter, Synchronized Traffic Lights Kill: The "Reply All" Button Create: Better Kitchen Timers Create: Doggie DNA Testing Create: Active Messaging on Clothing Note Appendix 2: More Thoughts on Lean Personal Lean Tactics Index

This paper introduces a Lean Innovation Model for transforming an organization into one that leverages innovation for economic value. The model intends to address two main questions: 1) what are the best innovation transformation approaches for an organization to leverage innovation and 2) how can an organization effectively unleash its untapped innovation capability to increase economic value? How the model works, its constructs, and how it can affordably be implemented will be described. Relationships between the conceptual model and the requisite culture, process, and infrastructure needed for an organization to produce economic value from innovation will be explored.