Managing the transition of a discontinuous innovation project to operational status

Abstract

Longitudinal data collected from twelve discontinuous innovation projects over 5 years in 10 large, mature firms reveal the challenges of managing the surprisingly difficult transition from R&D project to an operating unit. In these twelve projects a substantial "readiness gap" existed between the project teams and the receiving business units, leading us to propose the formation of a formal transition team as an organizational response for bridging this gap. The transition team and the organization's associated management structure must answer twelve critical questions before a project can be successfully transitioned. Based on an analysis of transition practices, we identify seven keys to improving the effectiveness of transition management.