Despite the importance of innovation management, it is poorly understood and, as a rule, does not systematically encouraged. To study the processes, the authors first conducted a historical analysis of more than 100 management innovations that have occurred over 130 years. They then examined the last 11 cases of innovative management, in most cases, an interview with one or more of the key innovators. The study showed that, compared to the process of technological innovation, management innovation tends to be more diffuse and gradual. This usually follows four steps. At the first stage it is some type of dissatisfaction of the status quo, such as a crisis or as a strategic threat. This stage is accompanied inspiration from other sources. The third stage is the invention of the innovation management. Although most innovators identified precipitating events that preceded innovations such as a call from the boss, or the appointment, recalled several different "eureka moment" - where innovation happened. Fourth stage of testing, both internally and from external sources, such as scientists, consultants, media or industry associations. "Hide
by Julian Birkinshaw and Michael Mol Source: MIT Sloan Management Review 10 pages. Publication Date: July 13, 2006. Prod. #: SMR217-PDF-ENG
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