Competitive quality and innovations by Pierre Maillard

By Pierre Maillard

The goal of this booklet is to offer new caliber practices tailored to the specifics of innovation methods in an effort to elevate their possibilities of luck whereas additionally facilitating aid of the creators who're frequently cast off via the restrictions of conventional caliber administration tools. those practices are utilized in companies of all sizes who do not need to broadcast in this topic as they're on the heart of the criteria that cause them to competitive.  those caliber techniques, that are particular to every innovation procedure, relaxation on a standard methodological platform that's on the center of this book.

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Apart from the architecture of the processor’s human resources which changes little during the innovation process, the other components of its configuration can significantly evolve as the project advances. These changes occur through exchanges between the processor and its environment. In a general way, the organization of the various stakeholders in a processor can be modeled by the concept of “strategic areas of activity”. 10. 1. Strategic area of activity The Innovation Concept 21 The driver of socioeconomic exchanges in the innovation process can be described in the following way: The driver of socioeconomic exchange of the innovation is made up of: – a processor built around a project team and which produces the added value; – an area of strategic activity connected to this processor; – a future area of strategic activity connected to the “BU” which can economically benefit from the innovation and which, in particular, contains the class of clients in the previous area of strategic activity; – a network and a flow of exchanges between the processor and its stakeholders; – a communication network and flows of information between the processor and its surrounding parties; – networks of exchanges of information, products, services and money between its stakeholders, or between its stakeholders and certain connected parties.

It needs to enter into relations with a large number of other stakeholders to supply the processor with resources. Apart from the architecture of the processor’s human resources which changes little during the innovation process, the other components of its configuration can significantly evolve as the project advances. These changes occur through exchanges between the processor and its environment. In a general way, the organization of the various stakeholders in a processor can be modeled by the concept of “strategic areas of activity”.

They can be identified in the following way: The decision-making stages are: – deciding to foster new ideas to help the progress of the company; – deciding to initiate prospective studies on how to use the idea to benefit the company; – deciding to guarantee the ability of the company to mobilize the resources necessary, internally and externally, in order to fully realize its innovation process; 10 Competitive Quality and Innovation – deciding contractual issues with these stakeholders, and building a processor to carry out the innovation process; – deciding to progressively design drafts which give a more accurate representation of the idea; – deciding to carry out prospective studies on the socioeconomic impacts of the future products and services which will incorporate the innovation; – deciding to guarantee the ability of the company to adopt a production system for the future products and services; – deciding to validate the innovation.

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