Download Cross-Industry Innovation Processes: Strategic Implications by Tobias Hahn PDF

By Tobias Hahn

Based on a number of case research research, concentrating on scalable carrier innovation, the current examine presents a realistic method version that shall serve telecommunication businesses as a tenet whereas undertaking strategic cross-industry innovation initiatives. The findings additionally concentrate on features in cross-industry collaboration, organizational preconditions and strategic deliberations and postulate propositions for current theoretical innovation method models.

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Additional resources for Cross-Industry Innovation Processes: Strategic Implications for Telecommunication Companies

Sample text

IT-Partner A small company supported in the initiation phase to specify the solution and provided test devices. Due to the telecommunication company’s corporate standards and requirements the innovation project team had to find a bigger and more reliable partner company and at least a second sourcing company for the solution complementing devices. One IT-Partner company was acting as a sub-contractor for the telecommunication company while supporting the development of the telco solution. The company predominantly provided the underlying business logic and industry insights, while the telecommunication company realized the major part of the development and provided the core-platform including critical customer interface.

Telco-Energy-Industry Service Innovation Project 49 As a precondition to realize the pilot customer project and to get necessary budget releases, the team had to follow various processes and prepared internal project proposals. The proposals passed steering committee and project advisory board. Passing the project advisory board was required for all projects demanding a budget higher than a specified amount of money. The budget released was sufficient high, hence, it was not necessary to raise more budget for the first phases at a later time.

At peak time around 60 FTE were involved, including supporting internal experts from finance, controlling, legal, sales, IT, and others. After the team presented a project proposal to the corporate telco executive board, the innovation project was initiated. To realize the project, the team had to follow the telcos internal product development process, including various boards, to receive budget and personnel resources. The team was rejected twice 48 Chapter 4 Within-Case Analysis in the relevant boards and it took time to pass them, because the process owners’ decision criteria were not designed for highly innovative solutions.

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