Pub Date : 2023-06-26DOI: 10.1080/08956308.2023.2208487
Christian Crews
In The Princess Bride (Reiner 1987), the evil genius exclaims to the hero that he’s fallen victim to one of the classic blunders. “The first of which,” he continues, “is never get involved in a land war in Asia.” As the tumult of operational and publicly available artificial intelligence (AI) begins to roll over our professions, it is important to reflect on the value of human experience. While AI is incredibly powerful in speeding up the acquisition and use of knowledge, it still requires a professional to understand where and how it should be applied. Given ChatGPT’s rise in the last year, it is worth exploring the classic blunders of foresight through the lens of applying AI.
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Pub Date : 2023-06-26DOI: 10.1080/08956308.2023.2207970
Bardia Naghshineh, Miguel Fragoso, H. Carvalho
Abstract Overview: Given the ongoing advancements in additive manufacturing (3D printing), many companies are considering using this digital technology for the supply of spare parts. This study identifies the advantages and barriers of additive manufacturing in the context of spare parts supply chain management. The case study examines the perspectives of a manufacturer and a customer of a spare parts supply chain. We present several questions that practitioners can use to (re)consider additive manufacturing for their companies.
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Pub Date : 2023-06-26DOI: 10.1080/08956308.2023.2212567
K. Taylor, Stephen Taylor, Katie Greulich, M. Singleton, Catherine O’Shea,, Alicia Surrao
Abstract Overview: Storytelling is critical to innovation success, yet most innovators are not equipped to wield it effectively. In this study, we assessed the impact of storytelling on innovation success. Our study revealed that innovators spend 30 percent of their work week storytelling, yet most don’t do so efficiently or effectively. We present the importance, impact, return on investment, and best practices of innovation storytelling, which companies can leverage to increase strategic alignment, team collaboration, and market success.
{"title":"The Impact of Storytelling on Innovation Success","authors":"K. Taylor, Stephen Taylor, Katie Greulich, M. Singleton, Catherine O’Shea,, Alicia Surrao","doi":"10.1080/08956308.2023.2212567","DOIUrl":"https://doi.org/10.1080/08956308.2023.2212567","url":null,"abstract":"Abstract Overview: Storytelling is critical to innovation success, yet most innovators are not equipped to wield it effectively. In this study, we assessed the impact of storytelling on innovation success. Our study revealed that innovators spend 30 percent of their work week storytelling, yet most don’t do so efficiently or effectively. We present the importance, impact, return on investment, and best practices of innovation storytelling, which companies can leverage to increase strategic alignment, team collaboration, and market success.","PeriodicalId":54489,"journal":{"name":"Research-Technology Management","volume":"4 1","pages":"17 - 27"},"PeriodicalIF":2.2,"publicationDate":"2023-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73870451","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-26DOI: 10.1080/08956308.2023.2210054
M. Obal, Todd Morgan, Wesley Friske
Abstract Overview: Firms are constantly faced with the dilemma of developing products that are both cutting edge and also easily understood by customers. Customers may reject products that diverge too much from prior generations of products, but products that are too similar to prior products may not stand out. We analyzed 423 firms to better understand how both product newness to the firm and product newness to the customer impact NPD performance in varying environments. Our findings highlight that firms are generally effective at innovating on their own, but customers need some turbulence to adopt new innovations that are dissimilar to their prior usage experiences. Firms should continue to innovate and be ready when a turbulent environment provides innovative opportunities.
{"title":"Is ‘Cutting-Edge’ Good? Assessing Product Newness Factors in Technologically Turbulent Environments","authors":"M. Obal, Todd Morgan, Wesley Friske","doi":"10.1080/08956308.2023.2210054","DOIUrl":"https://doi.org/10.1080/08956308.2023.2210054","url":null,"abstract":"Abstract Overview: Firms are constantly faced with the dilemma of developing products that are both cutting edge and also easily understood by customers. Customers may reject products that diverge too much from prior generations of products, but products that are too similar to prior products may not stand out. We analyzed 423 firms to better understand how both product newness to the firm and product newness to the customer impact NPD performance in varying environments. Our findings highlight that firms are generally effective at innovating on their own, but customers need some turbulence to adopt new innovations that are dissimilar to their prior usage experiences. Firms should continue to innovate and be ready when a turbulent environment provides innovative opportunities.","PeriodicalId":54489,"journal":{"name":"Research-Technology Management","volume":"301 1","pages":"28 - 37"},"PeriodicalIF":2.2,"publicationDate":"2023-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76811604","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-26DOI: 10.1080/08956308.2023.2210221
Tammy McCausland
{"title":"News and Analysis of the Global Innovation Scene","authors":"Tammy McCausland","doi":"10.1080/08956308.2023.2210221","DOIUrl":"https://doi.org/10.1080/08956308.2023.2210221","url":null,"abstract":"","PeriodicalId":54489,"journal":{"name":"Research-Technology Management","volume":"abs/1502.04280 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135607651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-20DOI: 10.1080/08956308.2023.2183015
Don Norman, Jim Euchner
Don Norman [DN]: I have to back up a little bit and discuss the origin of design. And I believe that almost everything I say will apply to engineering, as well. Both design and engineering have been essential to producing the products that bring benefits to people and profits to companies. The first real designers worked at Wedgewood, the ceramics company in England. Their job was to paint pretty designs on the porcelain so that it would sell better. Design started off as applied art. I make the observation in the book that design’s history as an aesthetic discipline has been most unfortunate in defining for many people what design is all about. In this view, designers have been the ones who could make a product pretty, make it attractive. In a very real sense, designers became tools of industry. But not all of us believed that our role should be to help companies sell more. I say that, but I have to admit that I used to teach people how to design attractive products. I am sad to say that I even taught at one point how to make products addictive and how to use design to lock-in customers so they couldn’t easily leave your domain because it would be too expensive to switch to a different company. All these practices today we say are wrong and bad, but they were part of what we used to teach. My favorite story about design of attractive products is from my time at Apple. Jony Ive showed up in my office one day and held something up in the air. I said, “Wow! I want it! What is it? How much does it cost?” That’s the point; Jony could design something that you wanted without even knowing what it was. He made stuff so beautiful and so elegant that everyone wanted one. Part of the attractiveness was that the device was so thin and so light! But how do you make a computer thin and light? Well, you use special materials, and you glue them together, and you take care not to waste any space. And that aesthetic choice has design consequences that go beyond the product. What are those consequences? I was playing with a new Apple Air yesterday, and although it was screwed together (not glued together), they used really tiny little screws with a weird slot. It required a special instrument to open the case. To save space, the batteries had no enclosure, just the exposed battery, so it wouldn’t waste space. These things made it almost impossible to change a battery. And, of course, it’s also difficult for anybody to take apart one of these computers and reuse the components. It’s interesting, but we can’t even recycle a milk carton. A milk carton is cardboard, so there’s a very fine layer of plastic that protects it from the moisture, and you can’t recycle the milk carton unless you can remove that layer of plastic. Only a few recycling companies have equipment that can do that.
{"title":"Design for a Better World","authors":"Don Norman, Jim Euchner","doi":"10.1080/08956308.2023.2183015","DOIUrl":"https://doi.org/10.1080/08956308.2023.2183015","url":null,"abstract":"Don Norman [DN]: I have to back up a little bit and discuss the origin of design. And I believe that almost everything I say will apply to engineering, as well. Both design and engineering have been essential to producing the products that bring benefits to people and profits to companies. The first real designers worked at Wedgewood, the ceramics company in England. Their job was to paint pretty designs on the porcelain so that it would sell better. Design started off as applied art. I make the observation in the book that design’s history as an aesthetic discipline has been most unfortunate in defining for many people what design is all about. In this view, designers have been the ones who could make a product pretty, make it attractive. In a very real sense, designers became tools of industry. But not all of us believed that our role should be to help companies sell more. I say that, but I have to admit that I used to teach people how to design attractive products. I am sad to say that I even taught at one point how to make products addictive and how to use design to lock-in customers so they couldn’t easily leave your domain because it would be too expensive to switch to a different company. All these practices today we say are wrong and bad, but they were part of what we used to teach. My favorite story about design of attractive products is from my time at Apple. Jony Ive showed up in my office one day and held something up in the air. I said, “Wow! I want it! What is it? How much does it cost?” That’s the point; Jony could design something that you wanted without even knowing what it was. He made stuff so beautiful and so elegant that everyone wanted one. Part of the attractiveness was that the device was so thin and so light! But how do you make a computer thin and light? Well, you use special materials, and you glue them together, and you take care not to waste any space. And that aesthetic choice has design consequences that go beyond the product. What are those consequences? I was playing with a new Apple Air yesterday, and although it was screwed together (not glued together), they used really tiny little screws with a weird slot. It required a special instrument to open the case. To save space, the batteries had no enclosure, just the exposed battery, so it wouldn’t waste space. These things made it almost impossible to change a battery. And, of course, it’s also difficult for anybody to take apart one of these computers and reuse the components. It’s interesting, but we can’t even recycle a milk carton. A milk carton is cardboard, so there’s a very fine layer of plastic that protects it from the moisture, and you can’t recycle the milk carton unless you can remove that layer of plastic. Only a few recycling companies have equipment that can do that.","PeriodicalId":54489,"journal":{"name":"Research-Technology Management","volume":"39 1","pages":"11 - 18"},"PeriodicalIF":2.2,"publicationDate":"2023-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80520772","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-20DOI: 10.1080/08956308.2023.2183004
R. Cooper, A. F. Sommer
Overview: Effective portfolio management is vital to maximizing the value of the business’ new product development (NPD) portfolio; it is also one of the weakest facets of NPD. Ongoing evaluation tends to be backward looking and process focused, and business cases are not updated with real time and more reliable data. A dynamic portfolio management approach is one solution, including the use of the Productivity Index (PI). Building in multiple iterations to get updated and robust data improves estimates of financial value and the PI. And since the value of a project depends on many factors, we present a multidimensional Value Based Scorecard that we developed using proven, research-based criteria, that companies can use to select and prioritize NPD projects effectively.
{"title":"Dynamic Portfolio Management for New Product Development","authors":"R. Cooper, A. F. Sommer","doi":"10.1080/08956308.2023.2183004","DOIUrl":"https://doi.org/10.1080/08956308.2023.2183004","url":null,"abstract":"Overview: Effective portfolio management is vital to maximizing the value of the business’ new product development (NPD) portfolio; it is also one of the weakest facets of NPD. Ongoing evaluation tends to be backward looking and process focused, and business cases are not updated with real time and more reliable data. A dynamic portfolio management approach is one solution, including the use of the Productivity Index (PI). Building in multiple iterations to get updated and robust data improves estimates of financial value and the PI. And since the value of a project depends on many factors, we present a multidimensional Value Based Scorecard that we developed using proven, research-based criteria, that companies can use to select and prioritize NPD projects effectively.","PeriodicalId":54489,"journal":{"name":"Research-Technology Management","volume":"517 1-2 1","pages":"19 - 31"},"PeriodicalIF":2.2,"publicationDate":"2023-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78404998","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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